Credits Board of Supervisors Fulton Brock, Chairman, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Max W. Wilson, District 4 Mary Rose Garrido Wilcox, District 5 County Manager David R. Smith Deputy County Manager Sandra L. Wilson Deputy Budget Directors Lee Ann Bohn Christopher M. Bradley Brian G. Hushek 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 Cover Photo: Shawn Nau took the cover photograph at Maricopa County’s Usery Mountain Regional Park. The Desert Lupine Flower is surrounded by Teddy Bear Cholla Cacti. 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 2007-08 Annual Business Strategies Table of Contents Table of Contents County Profile Maricopa County Profile Introduction History County Seal and Flag Population Local Economy Recreation County Government Board of Supervisors Other Elected Officials Judicial Branch 1 1 1 1 2 3 4 4 6 8 11 Budget at a Glance Introduction The Budget as a Policy Document Organization-wide Financial and Programmatic Policies and Goals Short-term Financial and Operational Policies That Guide Budget Development Goals and Objectives of Organizational Units FY 2007-08 Budget Priorities and Issues The Budget as a Financial Plan Fund Structure and Appropriations Revenues, Expenditures, and Other Financing Sources and Uses Major Revenue Sources, Trends and Underlying Assumptions Fund Balances The Capital Budget Debt Service The Budget as an Operations Guide Organizational Structure Managing for Results Organizational Charts Personnel The Budget as a Communications Tool Other Planning Processes Budget Processes Communicating with Charts and Graphs Revenue and Expenditure Classifications Table of Contents Glossary The County and Community it Serves i 14 14 14 15 15 17 18 18 18 18 19 19 20 21 21 21 21 21 21 21 22 22 22 23 23 23 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Table of Contents The Annual Business Strategies Document 23 Transmittal Letter Expenditure uses Econometric and Demographic Trends Property Taxes Technology Infrastructure Managing for Results Detention Operations Law Enforcement and Justice Issues Air Quality Mandated Health Care Major Maintenance and Capital Improvement Programs Employee Issues and Concerns Conclusions 26 26 27 27 28 29 30 31 31 32 34 34 Strategic Direction Managing for Results Philosophy and Cycle Planning for Results Budgeting for Results Delivering Results Analyzing and Reporting Results Evaluating and Improving Results County Strategic Plan Mission Vision County Strategic Priorities Strategic Priority 1 Safe Communities Strategic Priority 2 Public Health Strategic Priority 3 Regional Leadership Strategic Priority 4 Sustainable Development Strategic Priority 5 Fiscal Strength Strategic Priority 6 Quality Workforce Strategic Priority 7 Customer Satisfaction 37 38 39 39 39 40 41 41 41 41 42 47 52 57 61 63 66 Budget Policies and Process Policies and Their Budgetary Impact Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Annual Budgeting for Results Guidelines and Priorities Summary of Significant Accounting Policies Reporting Entity ii 71 71 72 72 73 73 73 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Table of Contents Basis of Presentation Basis of Accounting Cash and Investments Inventories Property Tax Calendar Capital Assets Investment Income Compensated Absences Basis of Budgeting and Budgetary Control General Obligation – Debt Service Fund (312) Economic Development, Non- Profits, and Agricultural Extension The Budget Process Annual Budget Process Fiscal Year 2007-08 Budget Process Statutory Requirements Budget Adjustment Process Programmatic Budgeting 75 77 77 77 78 78 79 79 79 80 80 81 81 82 83 88 88 County and Districts Overview Summary Schedules Consolidated Revenue and Expenditures by Category Comparative Tax Data 91 91 94 Budget Summary Schedules Summary Schedules Consolidated Revenue and Expenditures by Category Sources of Funds Uses of Funds Reconciliation of Expenditures Consolidated Revenues by Fund Type/Department Consolidated Revenues by Department and Fund Type Revenue Sources and Variance Commentary Basis for Estimating Revenue Taxes Licenses and Permits Intergovernmental Revenues Charges for Services Fines and Forfeits Miscellaneous Revenue Other Financing Sources Comparative Tax Data Levy Limit and Truth-In-Taxation Comparisons Beginning Fund Balance and Variance Commentary iii 95 95 98 98 99 103 107 108 108 108 112 113 118 122 122 123 124 125 126 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Table of Contents Fund Designations Expenditure Limitation Consolidated Expenditures by Fund Type/Department/Fund Consolidated Expenditures by Department and Fund Type Consolidated Expenditures by Fund Type/Object Code Non-Departmental Expenditure Summary Appropriated Fund Balance Expenditure Summary General Government Revenue and Expenditure Summary Report Eliminations Summary Transfers In by Fund Transfers Out by Fund Personnel Summary by Department Significant Staffing Variances 130 131 132 138 139 144 147 150 152 153 154 156 157 Mandates Summary Introduction Summary Education Culture and Recreation General Government Highways and Streets Health, Welfare and Sanitation Public Safety 159 159 160 161 161 162 162 163 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 164 164 165 166 166 167 168 168 Departmental Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care & Control Assessor Board of Supervisors District 1 Board of Supervisors District 2 Board of Supervisors District 3 Board of Supervisors District 4 171 199 223 239 247 249 251 253 iv Maricopa County, Arizona FY 2007-08 Annual Business Strategies Table of Contents Board of Supervisors District 5 Clerk of the Board of Supervisors Clerk of the Superior Court Community Development Constables Correctional Health County Attorney County Manager Elections Emergency Management Employee Health Initiatives Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Services Indigent Representation System Internal Audit Justice System Planning and Information Juvenile Probation Management and Budget Materials Management Medical Examiner Parks & Recreation Planning and Development Public Fiduciary Public Health Recorder Research & Reporting Risk Management Sheriff Solid Waste Management STAR Call Center Superintendent of Schools Transportation Treasurer Trial Courts Workforce Management and Development 255 257 267 292 298 303 326 350 355 372 384 408 421 453 466 482 492 511 561 573 579 616 622 634 646 664 686 697 753 764 772 787 832 844 849 858 892 900 949 Debt Service Debt Management Plan Debt Policies 961 961 v Maricopa County, Arizona FY 2007-08 Annual Business Strategies Table of Contents Attachments Budgeting for Results Policy Guidelines Budgeting for Results Guideline and Priorities for FY 2007-08 Budget Calendar Budgeting for Results Accountability Policy Funded Position Policy Managing for Results Policy Reserve and Tax Reduction Policy Minimum Fund Balances for Cashflow Purposes Policy for Administering grants Non-Departmental Policy Vehicle Replacement Policy Fund Descriptions FY 2007-08 Revenue Source Codes FY 2007-08 Expenditure Object Codes and Sub-Object Codes Arizona State Auditor General Forms 980 984 987 988 990 992 994 996 997 1003 1005 1007 1016 1017 1019 Glossary Glossary 1035 Acknowledgements Acknowledgements 1041 vi Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Maricopa County Profile Introduction Maricopa County, Arizona, is the nation’s fourth largest county in terms of population — approximately 4 million by 2008, according to the Arizona Department of Economic Security. Twenty-five cities and towns are located in Maricopa County. Its largest city, Phoenix, is the County seat and State capital. Maricopa County Profile How Maricopa County Compares Population 3, 792,675 4 th largest in the US Larger than 21 States United States of America Land Area 9,225 Square Miles 14 th Largest in the US Larger than 7 States Measuring 137 miles east-west and 102 miles northsouth, Maricopa County covers 9,225 square miles, making it the 14th largest county in land area in the continental United States, and larger than seven states. State of Arizona Individuals and corporations make up 29% of total land ownership, with the remainder publicly owned. Of the 71% of land owned by public entities, 5% is owned by Native American communities, 28% by the U.S. Bureau of Land Management, 11% by the U.S. Forest Service, 11% by the State of Arizona, and the remaining 16% by various other public entities. Nation’s Largest Regional Park System Over 120,000 Acres Maricopa County History Maricopa County was named in honor of the Maricopa people, who inhabited the area as early as 1775. Maricopa County was established as a county on February 14, 1871 by the Legislative Assembly of the Territory of Arizona from parts of Yavapai and Pima Counties. The County’s current geographical boundaries were set in 1881 and have not changed since. Maricopa County continues to have one of the fastest growing populations in the United States. According to the Arizona Department of Economic Security, the County has grown from 2,122,101 residents in 1990 to 3,792,675 in 2006, a 77 percent increase in just 16 years. County Seal and Flag Maricopa County Seal The current County Seal was redesigned and adopted in 2001. When the seal was updated, great care was taken to maintain historical continuity with the old seal while taking the opportunity to update and improve. The colors used in the County seal reflect our unique desert environment. The seal contains symbols relevant to Maricopa County. The Saguaro Cactus is indigenous to the area, and the Saguaro Blossom is the State Flower. The Scales of Justice represent the legal system and law enforcement, while health services are represented by the Caduceus. The Scenic Highway scene represents public works and the tree, horse and rider represent the County/s extensive parks and trails. 1 1871 Banner Maricopa County Established February 14, 1871 Scales Legal Services Tree, Horse & Rider Parks & Recreation Arizona State Flower Saguaro Cactus Blossom Scenic Highway Land, Roads & Flood Control Caduceus Health Services Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile The County flag, like the State flag, is red, gold and blue. The Seal of Maricopa County is emblazoned on a block of red, symbolizing the striking beauty of the sunrises and sunsets and desert flowers. The central golden band signifies the great abundance of sunshine, as well as one of the first stimulants to local commerce – the gold mines around Wickenburg that brought settlers into the area. The blue field represents the blue skies and the waters of the rivers, lakes and canals that have made the desert lush with vegetation and a source of recreation. In the blue field are five stars, which represent the five groups of Yuman-speaking Maricopa people for whom the County is named. The five stars also represent the five districts of the County from which members of the County Board of Supervisors are elected. Maricopa County Flag Population According to the U.S. Census Bureau, more than half of the state’s population resides in Maricopa County. The 2005 mid-decade U.S. Census Bureau American Community 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. Like the rest of the nation, Maricopa County’s population is aging. According to the U.S. Census Bureau, the median age of Maricopa County’s residents is 33.4 years, an increase from 33.0 years in 2000. Maricopa County Population Age Distribution 11% 28% 22% 9% 30% Under 18 18-24 25-44 2 45-64 65 and Older Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Local Economy Maricopa County’s economic base continues to evolve and become more diverse. Reliance on tourism is decreasing as other industries grow. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. Phoenix, the largest city in Maricopa County and 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 UniversityCapital Center campus in Phoenix will enhance downtown and the businesses located there. Maricopa County Employment by Sector 2006 400.0 350.0 (Thousands) 300.0 250.0 200.0 150.0 100.0 50.0 M in in g, Co ns t ru Ed ct uc io at n io n, Fi He na al nc th ia lA ct iv iti es G ov er nm en t In f or Le m is at ur io e, n Ho sp ita M lit an y Pr uf of ac es tu si rin on Tr ad g al ,B e, us Tr an in es sp s or t, U til iti es - Source: U.S. Bureau of Labor Statistics and Arizona Department of Economic Security. 2006 Maricopa County Top Employers Employer State of Arizona Wal-Mart Stores Banner Health Systems City of Phoenix Maricopa County Wells Fargo & Company Fry's Food and Drug Stores US Postal Service Arizona State University Honeywell Aerospace Total for Major Employers Total Employment Percentage of Employees Rank County Employment 49,305 1 2.58% 28,800 2 1.51% 16,400 3 0.86% 14,166 4 0.74% 13,274 5 0.70% 11,800 6 0.62% 11,780 7 0.62% 11,700 8 0.61% 11,533 9 0.60% 10,700 10 0.56% 179,458 1,907,700 Source: Greater Phoenix Economic Council at www.gpec.org for major employers 3 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Recreation Maricopa County offers a broad range of community and cultural facilities and activities. Professional teams include the Arizona Cardinals (National Football League); Arizona Diamondbacks (National Baseball 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 professional sports and events including outdoor soccer, as well as thoroughbred horse and greyhound racing. Sports fans can also enjoy a variety of inter-collegiate athletics. There are also golf tournaments like the FBR Open, and NASCAR racing is conducted at Phoenix International Raceway. 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. The City of Glendale is home to the new University of Phoenix Football Stadium, which opened in 2006. Maricopa County has one of nation’s largest regional parks systems, extending over 120,000 acres. The Maricopa County Library District offers three Regional Libraries, eleven branch libraries, a bookmobile, outreach services and books-by-mail for the homebound and visually impaired. County Government Maricopa County is the largest local government in Arizona. Currently, the equivalent of more than 14,000 full-time County employees serve the public in such areas as public health, flood control law enforcement, libraries, parks and recreation, courts, transportation, animal care and control, economic and community development, and elections. The County serves both incorporated and unincorporated areas. For the unincorporated areas, the County provides some services similar to those provided by municipalities in incorporated areas—law enforcement, development planning, code enforcement, libraries, and parks and recreation. The County organization reflects the constitutional separation of powers and the unique constitutional and statutory provisions that establish county government in Arizona. The County’s governing body is the Board of Supervisors, who appoint a County Manager who oversees many County functions and is responsible for administration. However, a number of key functions are the constitutional purview of independently elected officials. The judicial branch is also independent, and the Superior Court is legally defined as a State function even though it effectively operates within County government. 4 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Maricopa County Citizens Superintende nt of Schools Constables County Attorney Sheriff Board of Supervisors Clerk of the Court Assessor Treasurer Recorder Elected Appointe d Elections STAR Call Center Clerk of the Board Deputy County Manager Criminal Justice Assistant County Manager County Manager Chief Finance Officer Internal Audit Community Services Assistant County Manager Regional Development Services Assistant County Manageme nt and Budget Legal Defender Finance Parks & Recreation Planning and Developme Workforce Mgmt & Developme Contract Counsel Risk Manageme nt Community Developme nt Emergency Manageme nt Research and Reporting Public Defender Materials Manageme nt Human Services Facilities Manageme nt General Governmen t Legal Advocate Public Fiduciary Equipment Services NonDepartment al Justice System Planning & I f ti Animal Care and Control Environment al Services Employee Health Initiatives Integrated Criminal Justice Systems Public Works Public Health Medical Examiner Solid Waste Transportati on Correctiona l Health 5 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Board of Supervisors Maricopa County government in Arizona is an arm of the State government. The Board of Supervisors is the governing body for the County. Each member represents one of the five county districts, which are divided geographically and by population to include a mix of urban and rural constituencies. Supervisors are elected to four-year terms and are not term-limited. The Board of Supervisors is also the Board of Directors for the Flood Control, Library and Stadium Districts, and serves as the Board of Equalization and the Planning and Zoning Commission. The Board elects a chairman, and appoints a Clerk, County Auditor and County Manager. The County Manager is responsible for the administration of the County. The Board holds statutory and formal meetings that generally are scheduled twice each month on Wednesdays. Informal meetings generally are held on the Monday preceding the formal meetings. Although the adopted schedule can change, meetings are posted at least 24 hours in advance, in compliance with Arizona’s Open Meeting Law. Citizens are encouraged to attend. All meetings are videotaped and air on local government access channels throughout Maricopa County. Fulton Brock (District 1 – Chairman) (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 25years, Susan, and their three daughters are residents of Chandler. Don Stapley (District 2) Don Stapley was elected to his third term as Chairman of the Maricopa County Board of Supervisors in calendar year 2006. 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. He 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 first vice-president of the National Association of Counties. This election places Mr. Stapley on the 5 member executive committee and in line to become President of the organization in 2008.Mr. Stapley was born in Phoenix and graduated from Westwood High School in Mesa. He earned a Bachelor of Arts degree from Brigham Young University in Provo, Utah. He is a lifelong Arizona resident and member of an Arizona pioneer family .Mr. Stapley's additional duties include membership on the Maricopa Association of Governments (MAG) Regional Council, the group of mayors and stakeholders who are responsible for planning, funding and implementing regional governmental programs and the County Commission on Justice System Intervention for the Seriously Mentally Ill. As a member of his community, Mr. Stapley has volunteered for youth development and education organizations that include the Grand Canyon Council of the Boy Scouts of America, the Mesa Eastern Education Foundation, the Mesa Family YMCA, and the Mesa Little League. He 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 .Mr. Stapley is the owner of Stapley and Company, a real estate management firm and holds an active 6 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile 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 five grandchildren. Andrew Kunasek (District 3) (Republican) By the unanimous vote of his fellow board 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 bachelors degree in management from Arizona State University in 1986. Kunasek owns interests in plant nursery 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; a member of the Maricopa County Trial 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, he was voted the nation’s Outstanding Public Official of the Year by the National Association of County Parks and Recreation. Supervisor Kunasek currently serves on the National Association of Counties Board of Directors, Large Urban County Caucus and the Deferred Compensation Advisory Committee. 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 fortyfive years. Mr. Wilson graduated from High School in Salt Lake City, Utah, and enlisted in the United States Air Force, where he served from 1959 until 1963. After briefly working for Luke Air Force Base, he started his career in real estate and development. As an active member of the West Valley, Mr. Wilson has served as Councilmember and Vice Mayor on the Litchfield Park City Council, the Arizona Diamondbacks Charity Board of Directors and the Sun Health La Loma Board of Directors. Currently he is a member of the Fighter Country Partnership Board of Directors, The Greater Phoenix Economic Council Board of Directors, the Wickenburg Chamber of Commerce, the Southwest Valley Chamber of Commerce and the Luke West Valley Council (He served as 2005 Civilian Chair for the Council). He is also appointed by the Governor’s Office of Homeland Security to be a member of the Central Region Advisory Council. As a member of the Board of Supervisors, Mr. Wilson has served as Vice-Chairman, and in 2005 was elected Chairman. Currently he sits on MAG Transportation Policy Committee, MAG Regional Council, Military Airport Preservation Committee, the Flood Control District, the Stadium District, and the Library District. Supervisor Wilson’s main focuses are protection of Luke Air Force base, transportation and valley growth. He has been married over 45 years to Judith and they enjoy their four daughters and eight grandchildren. His hobbies include golf, fly fishing, bridge and hiking at White Tank Maricopa Regional Park. 7 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile 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 served as 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. Other Elected Officials Maricopa County’s mandated functions are defined by both the Arizona State Constitution and the Arizona Revised Statutes. Eight County offices are independently overseen by elected officials: Assessor, County Attorney, Clerk of the Superior Court, Constables, Recorder, Sheriff, Superintendent of Schools, and Treasurer. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, Justice Courts, and the departments of Adult and Juvenile Probation. 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 is an 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. Andrew P Thomas, County 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 8 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile 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 the position in 1998 by the voters of Maricopa County. He was reelected to the Office in November 2002 to serve a second term, and in November 2006, to serve for a third four-year term. He earned a Bachelor of Arts Degree in political science from Loyola University in Chicago, and a Master of Public Administration Degree from Arizona State University. He has 27 years of court/county management and policy experience, which include 20 years with the Clerk of the Court’s Office. As the Clerk, he is the official record keeper and financial officer for Superior Court. He is responsible for administering a $43+ million budget; processing over $146 million in victim restitution, trust monies, fines and fees, and over nine million new pieces of paper per year; overseeing 770 employees; and providing services to 152 judges and commissioners. He leads an office that serves the third largest county in the nation. In effect, he is the public’s liaison to the Superior Court in Maricopa County. Michael is active in many local and national professional organizations. He and his wife, Jill, have three sons. Helen Purcell, Recorder (Republican), elected to the office of Maricopa County Recorder in November 1988, is now serving her 5th term and is the second woman to hold this position since 1871. Born in Topeka, Kansas, she’s been a Phoenix resident since 1964. Mrs. Purcell began her business career with T. J. Bettes Mortgage Company in Texas, subsequently becoming a real estate trust officer with Stewart Title & Trust of Phoenix. She is a member of the Board of Directors of the National Association of Counties (NACo) serving since December 1997, advisory member of the Board of Directors of the Property Records Industry Association (PRIA), member of the Board of Directors of the Kids Voting-Arizona, member of the National Association of County Recorders and Clerks (NACRC), and the International Association of Clerks, Recorders, Elections Officials and Treasurers. In May 1998, Purcell received the National Kids Voting Excellence Award. In 2003 she was appointed by the President of NACo to the U.S. Election Assistance Commission Board of Advisors. In June, 2004 Helen was appointed by the Chairman of the US Election Assistance Commission (EAC) to the newly formed 15 member Technical Guidelines Development Committee – its purpose: to draft standards for all voting systems in the U.S. She was re-appointed June, 2006. She was 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. She has two grown sons, Mark and Todd, and four grandsons. 9 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile 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. Today Sheriff Arpaio is also a leader in the fight against illegal immigration. By being one of the first people in local law enforcement to cross-train deputies to enforce all laws against illegal entry into the United States, he led the way for many police agencies across this nation to join in the battle. Today, Arpaio has 160 deputies and officers cross trained. Sandra Dowling, Ed.D., Superintendent of Schools (Republican) was first elected School Superintendent in 1988. She was re-elected 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. 10 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Judicial Branch 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 Jurisdiction The Judicial Branch of Arizona is responsible for the operational oversight of both general and limited jurisdiction courts in Maricopa County. The Superior Court is a court of general jurisdiction over cases relating to criminal felonies, juveniles, families, probate/mental health, tax and civil (proposed settlements of $10,000 or more). The Superior Court is part of an integrated judicial system in the State under administrative authority of the Arizona Supreme Court. Judges of the Superior Court The Superior Court is comprised of 94 Judges and 52 Commissioners. Under the Judicial Merit Selection System, Judges are appointed by the Governor from a list selected by a Judicial Merit Selection Committee. Once appointed, Judges must stand for retention every four years. During local elections voters must decide, in addition to voting for local politicians or officials, which judges should retain their position by a simple yes-no vote. The Court also uses volunteer judges on an as-needed basis called judges pro tempore, who are attorneys in good standing with the Arizona Bar. 11 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Maricopa County Judges and Justices of the Peace Judge Thomas W. O'Toole Aimee Anderson Ruth H. Hilliard Dawn Bergin Judge Roger Brodman Dean Fink Robert L. Gottsfield Norman Hall Hugh Hegyi Thomas Dunevant, III Gregory H. Martin Paul A. Katz Joseph Kreamer Daniel Martin Silvia R. Arellano J. Kenneth Mangum Sam Myers Brian R. Hauser Barbara R. Mundell Susanna Pineda 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 Samuel Thumma 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 Randall Warner Joseph C. Welty Department Trial Courts Juvenile Criminal Probate/Mental Health Southeast Northeast Judicial Officer Hon. B. Rodriguez Mundell Hon. E. Willett Hon. A. Baca 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 Cody Williams 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 12 Judicial Officer Hon. M. Downie Hon Mark Aceto Hon. Coleen McNally Hon. T. Dunevant Hon Harriet Chavez Maricopa County, Arizona FY 2007-08 Annual Business Strategies County Profile Court Departments The Superior Court in Maricopa County is organized into 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, any cases already assigned will remain with the calendar and not the judge. The Presiding Judge The Presiding Judge of the Superior Court oversees the Superior Court, Justice Courts, and the Adult and Juvenile Probation departments. The Presiding Judge is appointed by, and serves at the pleasure of, the Arizona Supreme Court. Associate presiding judges are selected by the Presiding Judge to assist with administrative duties. The Presiding Judge appoints a Court Administrator to assist in the management of non-judicial staff and various ancillary and administrative support functions. Hon. Barbara Rodriquez Mundell, Presiding Judge of the 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. 13 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance Budget at a Glance Introduction For the past 14 years, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award. GFOA awarded special recognition to the FY 2006-07 documents for performance measurements and Capital projects. These awards are presented to government entities that meet certain criteria in the presentation of their budgets. This “Budget at a Glance” section is designed to provide the layperson with a broad view of the contents included in the FY 2007-08 Maricopa County budget, its processes, issues and anticipated results. Document sections are cited in order to guide the reader to more in-depth information and explanation of Maricopa County’s operating budget and capital improvement program. The Budget as a Policy Document Organization-wide Financial and Programmatic Policies and Goals Maricopa County’s long-term organization-wide goals and policies are referenced in the County Manager’s Transmittal Letter, the Budget Policies and Process section under Policies & Their Budgetary Impact, the Strategic Direction section, the Capital Improvement Program, the Financial Forecast, and the Departmental Strategic Business Plans and Budgets section while the actual policies are included in the Attachments section. The County’s policies apply to financial matters as well as programmatic (service delivery) concerns over a multiyear time frame. Examples include 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. Managing for Results is cyclical and ties performance to all that we do. 14 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance 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 financial and operational policies guide the development of the budget for the upcoming year. These policies provide the tools for building a structurally-balanced budget, ensuring that the County meets its fiduciary obligations as stewards of public funds. These policies deal with a wide range of matters such appropriated budgets and levels of budgetary control, budget development, budgetary reserves, tax reduction, and internal charges and indirect cost allocations. These policies may be found in the Transmittal Letter, the Budget Policies and Process section under Policies & Their Budgetary Impact, the Major Maintenance & Capital Improvement Budget, the Budget Summary Schedules section under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. Several short-term policies that reflect the financial and operational development of the budget for the upcoming year follow. Budgeting for Results Accountability Policy: The purpose of the Budgeting for Results Accountability Policy is to provide departments with 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 Maricopa County’s organizational units consist of 57 departments, each of which has a strategic business plan that integrates planning with budgeting and performance measurement. Every department has a mission, strategic goals, programs, activities and services. Some departments have long-term results-oriented goals (descriptions of anticipated accomplishments or results as opposed to descriptions of functions and activities). For example, 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. Nonetheless 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 15 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance rapidly changing demographics that affect justice and law enforcement, health care 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: three 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 decision, dealing with verdict determination by jurors; the mandated increases in acute healthcare contributions due to 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 immediate impacts on the County. Every department within Maricopa County has quantifiable short-term objectives that are linked to the County’s goals. Through the annual strategic business planning process, every department is required to have goals that are linked to the County’s strategic priorities. This information may be found in the Budget Summary Schedules section under department vision, mission, goals, performance measures, and mandates. The following examples show the relationship of department goals to the Maricopa County strategic priorities and strategic goals, and a strategic plan sample of the mission, several goals and key results measures for the Maricopa County 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. Adult Probation Mission Statement: The Mission of the Maricopa County Adult Probation Department is to provide assistance and adult pretrial and probation services to neighborhoods, courts, offenders and victims so that they experience enhanced safety and well being. Adult Probation Strategic Goals: • By the end of fiscal year 2010, 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 2010, 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%. 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. 16 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance Program Results Percent of Standard probationers who successfully complete probation. Percent of jailed probationers who receive services under the In-Custody Management Activity during the reporting period. Percent of IPS probationers who exit IPS and are not revoked to prison or jail during the reporting period. Percent of probationers paying restitution and/or performing community work service during the reporting period. Percent of warrants cleared during the reporting period. Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adopted) % 60.6% 59.0% 59.0% 59.0% 62.0% 3.0% 5.1% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 44.0% 46.0% 46.0% 46.0% 48.0% 2.0% 4.3% 66.0% 70.0% 70.0% 70.0% 70.0% 0.0% 0.0% 97.8% 106.0% 106.0% 106.0% 114.0% 8.0% 7.5% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Intensive Probation 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. ADULT PROBATION - INTENSIVE PROBATION 1,800 44.0% 43.0% 42.0% 42.0% 400 41.0% 200 40.0% 0 Percent Not Revoked 600 44.0% 1,650 800 46.0% 45.0% 1,470 1,000 1,321 1,200 47.0% 46.0% 1,456 1,400 48.0% 48.0% Reduction in State aid prior to funding shift to County 1,079 Intensive Probationers 1,600 49.0% 39.0% FY04 FY05 FY06 FY07 Proj FY08 Proj Average Intensive Probationer Caseload Percent of Intensive Probationers who exit IPS and are not revoked to prison or jail FY 2007-08 Budget Priorities and Issues The County Manager’s Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from FY 2006-07, and the factors that led to those changes. These priorities and issues are highlighted by headings in the County Manager’s Transmittal Letter, which include: Expenditure Uses, Econometric and Demographic Trends, Property Taxes, Technology Infrastructure, Managing For Results, Detention Operations, Law Enforcement and Justice Issues, Air Quality, Mandated Health Care, Major Maintenance and Capital Improvement Programs, and Employee Issues and Concerns. Adopted 2007-08 budget priorities are provided in the Budget Policies and Process section and the Attachments section. 17 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance 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, a history of all funds appropriated by Maricopa County and descriptions of all funds, may be found in the Budget Policies and Process, Budget Summary Schedules and Attachments sections. All funds subject to appropriation are described in the Budget Policies and Process section. 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 Budget Summary Schedules section. For major tax-based revenues, economic forecasting models are applied. A sample of the major assumptions underlying the primary property tax levy for the budget year are provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the FY 2007-08 budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided, with full detail, including charts and tables, in the Budget Summary Schedules sections: 18 Maricopa County, Arizona FY 2007-08 Annual Business Strategies State Shared Sales Tax Collections Growth General Fund Rate Fiscal Year 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% 2005-06 457,785,985 28.0% 2006-07* 482,964,215 5.5% 2007-08** 497,453,141 3.0% Budget At A Glance Listed at the left are the actual state shared sales tax collections for the last nine fiscal years, projected totals for FY 2006-07 plus the budget for FY 2007-08. Revenues are now budgeted based on the pessimistic scenario. Collections for FY 2006-07 are projected to be below the Adopted budget amount, but ending 5.5% higher than in FY 2005-06. Given slowing economic trends, the FY 200708 budget for the General Fund estimates 3% growth, resulting in $14,488,926 of additional revenue above FY 2006-07 projected actual collections. * Projected Actual ** Budget Fund Balances All fund balances potentially available for appropriation (including those funds carrying a zero balance) along with beginning and ending fund balances and variance commentary may be found in the Budget Summary Schedules section under Beginning Fund Balance and Variance Commentary. 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 2007-08. The Capital Budget The Major Maintenance & Capital Improvement Program section specifically includes the Capital Improvement Program (CIP), budgeted capital project expenditures, a specific listing by fund of all capital projects for which appropriations are made, and a brief description of each major capital project. Following is an example: 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 office, general public areas, business offices, hospital, indoor kennels, kennel support area, field enforcement area, truck wash, and general building spaces. Site space will consist of parking and site consideration, outdoor kennels and patios, for a total of approximately 227,000 square feet. 19 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance Funding/Cost Summary Previous Funding Source Actual Financing Series 2007 (440) $ Project Total $ - Projected FY 06-07 $ 1,200,000 $ 1,200,000 Year 1 FY 07-08 $ 15,730,000 $ 15,730,000 Year 2 FY 08-09 $ $ - Year 3 FY 09-10 $ $ - Year 4 FY 10-11 $ $ - Year 5 FY 11-12 $ $ - 5-Year Total $ 15,730,000 $ 15,730,000 Total Project $ 16,930,000 $ 16,930,000 Operating Cost Summary Year 1 FY 07-08 FY 06-07 Current User Department Operating Costs Personal Sevices $ Supplies & Services Capital Outlay Total $ - Post Construction User Department Operating Costs Personal Sevices $ Supplies & Services Capital Outlay Total $ - $ $ Year 2 FY 08-09 - $ 49,305 380,827 $ 430,132 Net User Department Operating Costs (post less current) Personal Sevices $ - $ 49,305 Supplies & Services 380,827 Capital Outlay Total $ - $ 430,132 $ $ Year 3 FY 09-10 - $ $ Year 4 FY 10-11 - $ $ Year 5 FY 11-12 - $ $ - $ 50,784 392,252 $ 443,036 $ 52,308 404,019 $ 456,327 $ 53,877 416,140 $ 470,017 55,493 428,624 $ 484,117 $ $ $ $ 50,784 392,252 $ 443,036 52,308 404,019 $ 456,327 53,877 416,140 $ 470,017 $ 55,493 428,624 $ 484,117 Associated Impacts of Capital Spending The Major Maintenance & Capital Improvement Program section and the Budget Summary Schedules section describe if, and to what extent, capital improvements will impact Maricopa County’s current and future operating budget. The focus is on reasonably quantifiable additional costs and savings (direct and indirect), and other service impacts that result from capital project spending. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. 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. 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. 20 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance The Budget as an Operations Guide Organization Structure Maricopa County’s organizational structure is by department. All programs, activities, and services carried out by those organizational units are fully identified and described in the Departmental Strategic Business 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 strategic goals and performance targets. See the Departmental Strategic Business Plans and Budgets section for mission statements, vision (optional), goals, strategic programs, activities, services, and mandates. Performance measures are established through the Planning for Results process of the Managing for Results cycle. Performance measures focus on results for customers. Along with results, focus on output and efficiency are also measured Organization Charts Detailed organization charts are provided throughout the Departmental Strategic Business Plans and Budgets section. Personnel A key element in position control is the historical tracking of funded positions and their full-time equivalent (FTE) status. A trend view of FTE levels puts into perspective the prior year’s staffing (and consequently service) funding decisions. FTE’s reflect the hours budgeted for part-time positions converted to an equivalent number of full-time positions (based on a standard of 40 hours per week.) Within each department, positions may be budgeted from a variety of funding sources. In general, as discussed earlier in this document, the General Fund covers the bulk of Personal Services. 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. The Budget as a Communications Tool Summary information, including an overview of significant budgetary issues, trends, and resource choices, is integrated within the County Manager’s 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 results is presented in the Budget at a Glance section. Complete budget summary data, trends and variance commentary, along with an overview of Maricopa County’s fund structure may be found in the Budget Policies and Process, Budget Summary Schedules, Major Maintenance & Capital Improvement Program, and Financial Forecast sections. Other Planning Processes The Maricopa County budget process is closely tied to the Managing for Results system that integrates strategic planning with budgeting and performance measurement (see the 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 21 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance 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 Budget Policies and Process, 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 Budget Policies and Process section, including the procedures for amending the budget after adoption. This budget document is also available on the Internet at: http://www.maricopa.gov/budget/default.asp. A complementary capital budget process is described in the Major Maintenance & 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 Budget Policies and Process section. The actual Budget Calendar used for developing and adopting the FY 2007-08 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 Profile, Mandates Summary, and Departmental Strategic Business Plans and Budgets sections contain the most charts/tables and graphs. 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 Budget Policies and Process section, (i.e., the reader is able to learn the relationship between functional units and the entity’s financial structure). Revenue and expenditure information is cross-classified into other formats, which may be found in the Budget Summary Schedules section. Some of these formats include the cross-classification by major revenue classifications across funds, by major objects of expenditure across departments and by funds across departments. 22 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance Table of Contents A Table of Contents is provided at the beginning of this document. It is very comprehensive for a document of this size and allows the reader to quickly locate information. Glossary A glossary is provided 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. ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided may be found in the County Profile section. This section also provides statistical information that defines the community such as demographics (e.g., population, composition of population, and land area). Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County Profile and Financial Forecast sections. The Annual Business Strategies Document This document is formatted and printed 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 Strategic Business Plans and Budgets section. Large bold headings identify what is being presented, and the use of “(continued or cont’d)” 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. 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 23 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget At A Glance presentation and comprehension of the data provided. See the County History, Mandates, and Departmental Strategic Business Plans and Budget sections to view the areas containing the most charts and graphs. 24 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter Transmittal Letter To: Fulton Brock, Chairman, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Max Wilson, District 4 Mary Rose Wilcox, District 5 The 2007-08 budget marks a notable departure from the strong revenues enjoyed by the County for the last several years. Growth in two primary revenue sources, State-Shared Sales Tax and Vehicle License Tax, began to fall precipitously in the early part of FY 2006-07. By January 2007, it became clear that the County would not meet budgeted revenues in these areas, despite our conservative budgeting approach of utilizing the forecasted pessimistic scenario. General Fund revenues and expenditures were reduced mid-year by nearly $10 million to account for slowed growth. This slowdown continues in FY 2007-08 with State-Shared Sales Tax projected to grow only 3% (the lowest growth rate since the recession following September 11, 2001), and no growth expected for Vehicle License Tax, as shown in the graph below. Unfortunately, the revenue forecast does not anticipate a recovery until FY 2012. Paired with continued strong population growth (estimated to be approximately 3% annually), this will challenge us to operate more efficiently. Balancing the County’s budget will become increasingly difficult over the next several years. The recommended budget is $2.192 billion, which is a 5.4% increase over the 2006-07 revised budget. The increase is primarily due to cash contributions to the Capital Improvement Program, enhancements in employee compensation and benefit packages, changes in budgeted revenues and expenses associated with the County self-funding employee benefits, minimal growth in the justice system, and increased contributions paid to the State of Arizona for mandated health care costs. Some of these increases were partially offset with base reductions of $12 million. The overall increase in the budget is less than the combined increase in population and inflation of 6.0%. Each year, the Board of Supervisors adopts the budget guidelines which provide policy direction for County departments and the Office of Management and Budget. As a result of slowing revenues, the guidelines for the 2007-08 budget allowed primarily for known fixed cost increases, such as employee health and retirement increases and mandatory payments to the State of Arizona. Requests for additional funding required Board approval before review by the Office of Management and Budget. Departments were encouraged to find ways to reduce expenditures while maintaining results. The Board of Supervisors continued the practice they began last year of voluntarily limiting the growth in our secondary property tax levies by self-imposing a 2% limit on taxes levied on existing properties. This parallels the constitutional limits that exist on the primary property tax levy. 25 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter 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. Every citizen in Maricopa County utilizes County services at some level. Public safety and justice services, such as those delivered by the Sheriff’s Office, the Justice and Superior Courts, the probation offices, and legal departments, comprise the majority (nearly 60%) of our budget. Public health, welfare and sanitation make up the second largest piece of the County’s overall budget (21.6%). Services in this category are delivered primarily by the Public Health, Correctional Health Services, Air Quality, Environmental Services, and Animal Care and Control departments. Social services are encompassed in this category, as well, and are delivered by the Community Development and Human Services departments. The remainder of the County’s budget is devoted to highways and streets, general government (such as elections, recordings, property assessments, and treasury and tax collection for local governments), culture and recreation, and education. Although almost all of these services are mandated by the State of Arizona, the County strives to employ innovative service delivery strategies that reduce the burden on taxpayers while ensuring that programs are successful, customers are satisfied, and results are achieved. Budgetary decisions are based on program performance, and programs are aligned to the strategic priorities of Maricopa County as adopted by the Board of Supervisors. Econometric and Demographic Trends During the last fiscal year, the County’s population grew by an estimated 3.7%. Although growth may decline as much as a full percentage point in the upcoming fiscal year, Maricopa County’s growth will continue to outpace the national average by nearly 300%. Job growth follows a similar pattern, with Maricopa County exceeding the national average by nearly three times. However, the forecast over the next several years shows Maricopa County’s job growth declining more dramatically than the projected slowdown in population. This can be expected to drive an increase in local unemployment rates, which generally increases demand for governmental services. Unfortunately, it is unlikely that the growing demand for services will be supported with increased revenues, as two of the County’s three primary General Fund revenue sources naturally fluctuate with the employment rates and overall economic trends. To that end, the Office of Management and Budget is carefully monitoring the economic indicators and tracking economic predictors to better prepare the County for the recession that is likely ahead. Growth in our revenue base is troublesome. In prior years, State-Shared Sales Taxes and Vehicle License Taxes had very strong increases and helped to drive the very high growth in revenues. In FY 2007-08, our forecast shows a projected growth in State-Shared Sales Taxes of 1.1%, as compared to a budgeted growth of 7.3% over the forecast last year. State-Shared Vehicle License Taxes are actually projected to be lower than the Fiscal Year 2006-07 Adopted budget by $788,506. This is unprecedented. Economists are stating that the slowdown which has occurred with the housing market is beginning to spread to general sales and employment indicators. Since May of last year, sales have been relatively flat and employment indicators are slowing. According to Marshall J. Vest, the forecasting director of the University of Arizona’s Eller College of Management: 26 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter “Spillover from the housing downturn is now clearly visible in both sales and employment data. Moreover, the slowdown extends beyond housing components into general merchandise and apparel as well as autos. As 2007 begins, Arizona’s high-flying economy is much closer to recession than most analysts realize.” Property Taxes Maricopa County has one of the lowest property tax rates in the State of Arizona and continues to be at its lowest rate in over 25 years. Our overall proposed property tax rate is $1.2970 per $100 of assessed valuation. This is a double-digit tax rate reduction of $0.1378. The savings on the average Maricopa County home of $250,000 is estimated to be $34.45. The Property tax rate for the primary tax is recommended to be $1.1046, which is a $.0748 reduction. This is a very significant reduction. There has been a large increase in property tax assessment values and Maricopa County is offsetting that increase with a 9.6% reduction in the overall tax rate. Maricopa County taxpayers are also fortunate because we do not have a secondary tax rate for debt service. Several years ago, Maricopa County paid off its 1986 bonds. It is unheard of for a jurisdiction of our size to operate without general obligation bonds being utilized for capital improvements. We do not have any outstanding general obligation bonds and the debt we do have is minimal. The Board of Supervisors has directed staff to pay cash whenever possible and if debt financing is necessary, to do so within the capacity of the primary property tax levy. However, in the future, it may be necessary to pursue other approaches for park improvements or other critical needs. Finally, Maricopa County has limited our growth in the other secondary property tax rates through the imposition of a limit for both the Library and Flood Control districts. The Board of Supervisors, acting as the Board of Directors of these districts, imposed a 2% growth limit on existing property to ensure that the large increases in assessments did not result in a large tax increase in the secondary property levies. This was initially imposed last year and will continue in Fiscal Year 2007-08. The Flood Control District’s rate will drop $.0514 per $100 of assessed valuation, and the Library District’s rate will drop $.0116 per $100 of assessed valuation. This innovative approach to controlling property tax growth was heralded by the Arizona Tax Research Association in their support of a bill (HB 2565) in this legislative session. This bill mirrors our actions of last year and mandates the 2% limit on our and other similar secondary taxing districts. Maricopa County set the example in responsible controls on tax levies. Technology Infrastructure Maricopa County began its Desktop Refresh Program in FY 2003-04. This plan replaces personal computers used by County employees every three years in order to keep up with changes in technology. The plan has been very successful and in the coming fiscal year, $36.5 million is budgeted to continue this program. Recently, Maricopa County extended this to the County’s enterprise-wide technology infrastructure. Beginning in the fourth quarter of FY 2006-07, the County began an update of the data and telecommunications infrastructure and network environments that will initiate a regular refresh program of infrastructure technology. This update is in conjunction with an overarching strategic IT master plan for the County’s technology infrastructure. Phase I of the plan, which began in Fiscal Year 2006-07, included updating documentation of our data and telecommunication systems, eliminating the single points of failure, upgrading the Administration Building IT infrastructure, initiating a new wide area network (WAN) and internet blocks, procuring spare servers, and completing the technology strategic plan. Phase II will commence during Fiscal Year 2007-08 and continue to update the downtown campus infrastructure, complete the development of clustered data centers, finalize a regional disaster 27 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter recovery site, and achieve a comprehensive information security solution. In Fiscal Year 2007-08, $14.2 million is budgeted for Phase I and II. Subsequent years will also have a financial commitment of approximately $20 million for continuation of the IT infrastructure refresh program. Planning for phase III will begin in Fiscal Year 2007-08 as well. The Office of Enterprise Technology will continue to document our data and telecommunications infrastructure at the two other main campuses at Durango and the Southeast Regional Center, as well as the hundred plus remote sites operated by Maricopa County. In addition, updates to the WAN backbone and an out-of-state disaster recovery site will be scoped. No cost estimates have been made for phase III at this point. While the cost associated with improving our IT infrastructure is large, it is critical to providing superior services to our County residents. The future environment will provide a high performance and a secure network for County departments that will be ready and able to utilize the new technologies that will be available in the coming years. The future network design will be comprehensive and will ensure business continuity and disaster recovery so that disruption in County service will not occur. The infrastructure will be highly scalable, available and fault-tolerate. Once completed, the County will have 1 Gbps to the desktop, 10 Gbps backbone, high-speed wide area network links, and a wireless network overlay. This will allow us to proceed with automated solutions which improve services for our customers. Departments and functions that are planning for technological solutions include the Assessor, Treasurer, Clerk of the Board, and the County Manager’s Office. Managing For Results Managing for Results (MFR) is the County’s management system. It is customer-oriented, resultsfocused, and data-driven. This philosophy creates an environment in which every employee within the County knows: • How their work contributes to the overall strategic direction of the County. • The effectiveness or impact of their work on their customers. • What it costs to deliver the programs they support effectively and efficiently. This is accomplished through an annual cycle of planning for results, measuring results, budgeting for results, delivering results, analyzing and reporting results, and, lastly, evaluating and improving results. The County first implemented MFR seven years ago. Understanding and applying MFR has grown tremendously over that time. Many departments have fully embraced the MFR philosophy. From a budgetary perspective, this means that they can articulate the financial impact of changes to demand and output levels, as well as quantify the cost of improving results. This year we continued our budgeting for results efforts by requiring demand forecasts as a part of the budget request process. This greatly facilitated analysis, and allowed us to better align resources with need. In some instances, performance information helped to identify efficiencies and ultimately allowed for resources to be reallocated to other areas. Performance data is now routinely reported in conjunction with budgetary data (see Departmental Section for examples). As the MFR philosophy became ingrained in the way we do business at the County, we began to realize that full implementation was impeded by our out-of-date technology. As a result, the Office of Enterprise Technology, with the consent of the Board of Supervisors, entered into a partnership with Microsoft to design a system that will support MFR at many different levels. At the most basic level, it will be a repository for departmental strategic plans – mission, vision, goals, programs, activities, and services, as well as performance metric data. This system will, whenever possible, feed directly from existing departmental systems, thereby eliminating time-consuming and error-prone duplicative data 28 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter entry. The system will also provide customized dashboards and scorecards so that County executives, staff, and citizens can quickly and easily access information about the services provided by the County. It will support our data analysis needs by featuring forecasting, trending and other analytical tools, and interface with the County’s budget system. This will support our need to develop financial forecasts that include assumptions about service delivery, both in terms of quality and quantity. Implementation of this system began in the latter half of FY 2006-07, and continuous enhancements are expected throughout FY 2007-08. Migration to a new system provided a good opportunity to review our existing strategic plans and ensure that they are meeting the needs of management and County executives. With the assistance of Weidner, Inc., we have developed and begun to implement a strategy to review and improve existing plans, as well as train staff in how to develop and use plans and performance data, and how this information can and should be integrated with budget data to make management decisions. We are hopeful that many plans can be updated in the first half of FY 2007-08. Intensive training will continue throughout the year. Detention Operations Maricopa County has one of the largest adult jail detention systems in the United States. The system is funded in large part by a dedicated sales tax that was approved by the voters in 1998, and re-approved and extended in 2002. This dedicated tax, along with a “Maintenance of Effort” (MOE) allocation from the General Fund and other jail-related revenues, is maintained in a separate Detention Fund. Growth in the Detention Fund has slowed with the general downward trend in sales tax collections and a change in the MOE inflator. The FY 2007-08 revenue growth associated with sales tax is projected to be 4.2%, while the increase in the maintenance of effort transfer from the General Fund is projected to be 3.1%. The MOE is a required allocation from the General Fund that is outlined in statute. The MOE contribution is lower this year because of a change in the statutory requirement that occurred during the 2002 legislative update to the enabling statute. The MOE was originally tied to the growth in the secondary property tax rate. The new statutory language Jail Average Length of Stay uses the GDP price deflator as 33.00 the annual growth factor for the Peak: 31 days 31.00 MOE contribution. (The GDP 29.00 price deflator is a conservative 27.00 inflation indicator.) This is favorable to the General Fund 25.00 but is unfavorable to the 23.00 Detention Fund. Since the 21.00 Detention Fund has stronger 19.00 revenues this fiscal year, this 17.00 was a positive occurrence for 15.00 the 2007-08 budget. Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar05 05 05 05 05 05 06 06 06 06 06 06 06 06 06 06 06 06 07 07 07 The largest expenditure Average Length of Stay Linear (Average Length of Stay) increases in the budget being presented are due to market increases for the detention staff in adult and juvenile detention facilities and patient care staff in Correctional Health Services. Other expense increases include transfers to the capital improvement program, major maintenance on various facilities, and an average salary increase of 3.5 % for performance pay for all workers in this fund. One of the focuses in the 2006-07 budget year was to lower the daily average inmate population and the average length of stay for inmates and it was successful. The jail inmate average length of stay 29 Maricopa County, Arizona FY 2007-08 Annual Business Strategies (ALOS), which had exceeded 30 days in late 2005, has been reduced to slightly more than 24 days in recent months, the lowest level in four years. This was accomplished through system-wide efforts to streamline court proceedings and transfer sentenced inmates to the State Department of Corrections on a timelier basis. Lowering the ALOS in the jails results in a lower jail population which in turn lowers the overall cost of operating the jails. It allows achievement of lower cost for food, clothing, medical expenses and overtime. Transmittal Letter Average Jail Daily Population 11,000 10,000 9,000 8,000 7,000 Jul05 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun05 05 05 05 05 06 06 06 06 06 06 Average Daily Population Jul06 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar06 06 06 06 06 07 07 07 Linear (Average Daily Population) Correctional Health Services (CHS) is in the process of procuring an Electronic Health Record System. Preliminary estimates indicate that this system will have a return on investment of seven years. It is expected to lower overall medical costs for inmates by identifying repeat offenders’ health concerns earlier, so that preventative health initiatives can be undertaken. It should also help the County to mitigate liability by enhancing early detection of diseases in the jail setting. The Board of Supervisors is expected to approve funding for this system by the end of Fiscal Year 2006-07. Law Enforcement and Justice Issues Public Safety, which includes law enforcement and other justice issues, makes up 59.73% of our County budget. This is the largest slice of County expenditures. The Board of Supervisor’s strategic priority for criminal justice is, “Ensure safe communities and a streamlined, integrated justice system.” As we develop the County budget, we keep in mind that criminal justice and other justice issues are critical to County operations. Handling these issues in the most cost effective manner will be key to our fiscal success today and into the future. Last year, Maricopa County budgeted $6.0 million for crime prevention grants in an effort to try to impact the steady increase in court case filings and to reduce the crime rate in our community. The County will continue to experiment with this approach to dealing with criminal justice. In Fiscal Year 2007-08, we will be carrying over $5.0 million of the original $6.0 million, and continue to look for evidence-based programs that will achieve results within our community. Within Maricopa County there is a surplus of capital cases pending. This reached crisis levels during the Spring of 2007. As of April 2007, there are currently about 130 capital cases that need to be tried or otherwise disposed of. In order to deal with this dilemma, the County has completed an emergency procurement to hire contract mitigation specialists and capital case qualified attorneys. Because there is a backlog, we believe that there is not a need to add permanent staff to deal with capital cases. However, the County has also completed a market study of capital attorneys. The Board has approved a stipend of $17,500 for attorneys who are first-chair qualified and willing to try these capital murder cases. The capital case processing items listed above have been funded in the 2007-08 budget. Additionally, the Trial Courts will be submitting a request for resources to deal with this issue on their end. The Office of Management and Budget has reserved contingency funds to deal with this issue once the courts have sized it. 30 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter Caseloads in our Adult Probation department continue on an upward trend. We anticipate having an average of approximately 32,000 individuals on various types of standard and intensive probation in Fiscal Year 2007-08. The recommended budget supports improved results for probation programs. The rate of successful completion of probation will improve to 62% for standard supervision, and the percentage of probationers under intensive supervision who are not revoked to jail or prison will increase to 48% We monitor these results throughout the year as part of the Managing for Results initiative. The recommended budget supports continued improvement in results in adult probation. Probation officers received a significant increase in their compensation due to a market study completed in Fiscal Year 2007, which will improve staff recruitment and retention. This budget also calls for adding staff and resources to adult probation at a cost of over $1.2 million, supported by additional probation surcharge revenue. This additional non-General Fund revenue was made possible by the enactment last fall of House Bill 2819, which increased the surcharge to $10 and corrected the allocation of funds to the counties. Finally, the Maricopa County Sheriff’s Office will be moving forward with a pilot program that will further automate computing within our patrol cars. The mobile data-computing pilot will update our technology and make our sheriff’s deputies more efficient and effective. The cost of this pilot will be $225,000 and is budgeted in the coming fiscal year. Air Quality Air Quality in Maricopa County continues to receive much attention as the County strives to improve its environment and clean up its air. Maricopa County officially had 27 days where at least one monitor exceeded the national ambient standard for particulate matter (PM10) in calendar year 2006. Since the region, which includes Maricopa County, did not attain the PM10 standard set by the Environmental Protection Agency (back in 1990) by December 31, 2006, the region needs to submit a Five Percent Reduction Plan for PM10 by December 31, 2007, that demonstrates five percent reductions per year in emissions from the date of submission to the Environmental Protection Agency (EPA). During FY 2006-07, the Air Quality Department launched their “Bring Back Blue” media campaign to draw attention to the simple things each citizen can do to reclaim good air quality. Enforcement and related fines have been strong in the last fiscal year, with projected revenue from fines nearing $3.3 million. The Department is in the process of securing a Mobile Air Monitoring Van which will have several distinct air monitoring capabilities that current air monitoring sites will never be able to offer. The van will enable the County to monitor a wider variety of pollutants, including toxic air contaminants, in any geographic location. The van will be used for handling concerns, complaints, or other reasons necessitating samplings that can be taken for air quality studies, cancer and asthma clusters, and airborne security threats. Mandated Health Care One of the Board of Supervisors’ strategic goals is as follows: “Eliminate mandated fixed contributions to the State of Arizona in exchange for reductions in State funding of County programs with a goal of reducing such contributions to 15% or less of the total general fund expenditures by FY 2009-10.” There are three large contributions that Maricopa County makes to State-managed programs: Arizona 31 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter Long-Term Care System (ALTCS), Arizona Health Care Cost Containment System (AHCCCS), and the contribution for Arizona’s mental health programs required by the Arnold v. Sarn court ruling. MARICOPA COUNTY ALTCS CONTRIBUTION, FY 2002-2007 This year the contribution to the ALTCS program is estimated to increase by $10.6 $160,000,000 million to $156.1 million, a 7.3% increase over $150,000,000 $140,000,000 the 2006-07 contribution. The Arnold v. Sarn $130,000,000 and general mental health payments are $120,000,000 estimated to increase by $1.7 million to $39.2 $110,000,000 $100,000,000 million, while the AHCCCS acute care $90,000,000 contribution decreased by $1.5 million to $80,000,000 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $23.1 million. The reduction in the AHCCCS Fiscal Year acute care contribution is the result of successful efforts to reduce this mandated payment in exchange for the County taking full responsibility from the State for funding adult and juvenile probation. Nonetheless, these mandated fixed contributions still total $218.4 million. While this is a positive development, mandated health care remains an uncontrollable component of our operating budget that needs to be reduced. 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 continue to propose legislative solutions that can help us achieve our strategic goal. The General Government 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. General Government 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 two of three trials under this process were conducted in April and November of 2006. The court decisions in these trials are being appealed by both parties. The final trial is scheduled for November of 2007. Major Maintenance and Capital Improvement Programs The FY 2007-08 Major Maintenance Program is made up of 93 individual maintenance, renovation, and remodel projects necessary to improve the condition and operation of County buildings. Major Maintenance projects are critical to protect County assets by prolonging the useful life and operating conditions of County facilities. These projects are organized into four (4) major categories: facility renovation, major maintenance, deferred maintenance, and deferred maintenance-FCI. (The definitions of these major categories are available in the major maintenance section of this document.) The FY 2007-08 Major Maintenance Program budget includes $10 million in the General Fund and $7.5 million in the Detention Fund annually through FY 2011-12. Additional one-time funding is provided for Major Maintenance projects deferred in prior years as well as for uncompleted projects carried over from FY 2006-07. The total Major Maintenance Program expenditures in all funds is $33.2 million. Maricopa County began its present day Capital Improvement Program (CIP) in FY 1999-00. The CIP plan is a modified “pay as you go” financial policy. This financial policy is used 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 32 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter Obligation (GO) bond debt. The County currently has no General Obligation (GO) bond debt, and has very little long-term debt. The debt that the County does have is in the form of Certificates of Participation (COPs) or Lease Revenue Bonds. The debt service on these is paid for Uses of Capital Funds - FY 2007-08 with either cash that has been set aside, or through $271,391,244 lease reversions and operational savings. During FY 2006-07, funding was approved for the expansion of the Southeast Justice Center and the construction of the Southwest Justice Center. In the FY 2007-08 budget, operating capacity of $23.7 million is reserved for future debt service payments on a proposed Court Tower project. In addition, $10.2 million has been set aside to fund the ongoing maintenance and operations of the new Court Tower. This strategy will allow the County to meet its capital needs without requesting a new GO bond for the court master plan. If the Board of Supervisors approves the Court Tower Project at a budget of $334 million, the County will complete the addition of 100 new courtrooms in a period of 7 years. Culture & Recreation 6.3% General Government 3.0% Public Safety 48.4% Health, Welfare & Sanitation 6.0% Highw ays & Streets 36.3% A number of major projects were completed in FY 2006-07. These include the purchase of the Chambers Building, Downtown Justice Center, Estrella Mountain Irrigation System, McDowell Track Comfort Station, Santan Consolidated Justice Courts, and Usery Mountain Water System projects. Continuing projects include a number of court projects and several other critical infrastructure items. They are listed below. • Central Court Building Remodel • Human Services Campus – Phase 2 • Criminal Court Tower • Security Building Improvements • Detention Facility Renovations • Maricopa Regional Trails System • Southeast Justice Center • Parks Comfort Stations and Improvements • Southwest Justice Center • Parks Improvements Master Plan • Buckeye Hills Shooting Range • Parks Visitor Centers and Amphitheaters • Durango Animal Care and Control Facility 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 criteria 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. 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. The County also participates in partnerships with other local jurisdictions, state agencies, the federal government, and private corporations. This budget recommends a five-year TIP of $412.1 million. Of that total, $98.6 is budgeted for the 2007-08 fiscal year. 33 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter Unfunded capital improvement needs are constantly evaluated by the Facilities Management department and are closely monitored by the Office of Management and Budget. There are a number of capital items that must be addressed in the next several years. The projects that have been identified, but not yet funded, include the Downtown Office Building, Security Building 1st Floor Remodel, and Sheriff’s Administrative Building, just to name a few. It may be necessary to find alternative funding sources for some of these projects, as the economic downturn will make it very difficult to fund these projects through the traditional primary property tax base. Employee Issues and Concerns 07 06 06 06 06 05 07 2Q FY 1Q FY 4Q FY 3Q FY 2Q FY 1Q FY 4Q FY 3Q FY 05 Annualized % Over the past year, Maricopa County has invested Maricopa County Voluntary Turnover by Quarter significantly in its employees. The Compensation 30 Division of the Office of Management and Budget 25 (OMB) has reviewed salaries and job descriptions for 20 over 12,000 positions encompassing over 90% of all 15 County employees within the last 24 months. This 10 process has promoted uniformity in our job descriptions 5 and titles, corrected FLSA status issues, and corrected 0 salaries as compared to the local job market. Marketbased salary increases have been implemented throughout the County over the last two fiscal years. Quarter As a result, the annualized voluntary rate of employee attrition has begun to show dramatic improvement with a reduction of over eight percent since the beginning of FY 2006-07. Market studies will continue through the upcoming fiscal year. These studies are being conducted to complete a number of market ranges with relatively few positions and to adjust hiring ranges in a few markets that continue to demonstrate turnover in excess of ten percent. However, very limited funding is being set aside for market studies. Funding has been identified for performance increases at an average of 3.5% and will be effective on July 2, 2007. This percentage increase reflects the average increase in the Bureau of Labor Statistics’ Employee Cost Index for state and local government wages during calendar year 2006. Maricopa County is also concerned about providing a sound benefit package. Our employee health and dental benefits remain 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 this year indicated that 97% of our employees are very satisfied or satisfied with their benefit package. 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 $5.8 million in the 2007-08 proposed budget for continued participation in these programs. Conclusions Maricopa County is a recognized leader in local government innovation. We take pride in our ability to think creatively to develop new ways of delivering results for our taxpayers. This past year, six County departments were awarded the Arizona Quality Award for continuous quality improvement. The Library District won the prestigious Pioneer Award. The Board of Supervisors has supported and continues to support funding and innovation within our community. This year, available funding is limited, but we will 34 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter still proceed with non-mandated programs that achieve results, such as our crime prevention program and our “Bring Back Blue” campaign. Maricopa County continues to lower the tax rate and use 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 am recommending a budget that I believe will sustain the County during this revenue slowdown and allow us to achieve excellent results for our County residents. Sincerely, David R. Smith County Manager On June 18, 2007, the Maricopa County Board of Supervisors adopted the FY 2007-08 Budget totaling $2,214,275,629, with Expenditures of $1,780,932,646 and Appropriated Beginning Fund Balance of $433,342,983. This represents a $22,710,874 increase from the tentatively adopted budget of $2,191,564,755. 35 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Transmittal Letter 36 Maricopa County, Arizona FY 2007-08 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. The County is committed 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.) Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. Managing for Results means that an entire organization, its management system, the people who work there and the organizational culture (beliefs, behavior, language) are focused on achieving results for the customer. Managing for Results makes it possible to make good business decisions based on performance and makes it possible for a department to demonstrate accountability for results. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with five components that support the process: 37 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Planning for Results A well-executed strategic business plan promotes common understanding of a department’s overall direction and purpose so that individual employees can readily determine how their work, actions, and behavior support the strategic direction and overall success. In Planning for Results, current and future trends are examined in terms of how they may affect achieving results for customers. Strategic goals and operational plans focused on results for customers are developed into an overall department strategic plan that is aligned to the County’s strategic priorities and goals. Each department plan includes key strategic management elements: Issue Statements, a Vision Statement, a Mission Statement, and Strategic Goals, which determine the strategic direction of the department. Operationally, departmental strategic business plans are organized into three levels—Programs, Activities, and Services—which determine how the department will deliver results. Defining levels of operation in this manner makes it possible to demonstrate how each level contributes to results at higher levels, creating an aligned organization. Supervisors and managers are able to make day-to-day decisions about resource allocation and service improvements in ways that align with the next higher level of results. The following table depicts this alignment strategy beginning with the overall Countywide vision. Strategic Business Plan Element Alignment Maricopa County Vision Maricopa County Mission Maricopa County Strategic Priorities and Goals Department Vision Department Mission Department Strategic Goals Program Program Purpose Statement Key Result(s) Activity Activity Purpose Statement Services that compose the Activity Activity Performance Measures Results Outputs Demand Efficiency 38 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction One of the most powerful tools available in the Managing for Results system is an employee performance management program that makes it possible for employees to see how they contribute at operational, departmental, and County levels. It is through this process that department Strategic Business Plans are actually put into action throughout all levels of the organization. The MFR process strengthens the alignment of the County’s strategic goals with the department’s strategic goals, which in turn, directly links to the performance expectations of each employee. Employee performance ratings are based on the employee’s contributions to the department’s performance results. Maricopa County has chosen a balanced and practical approach to performance measurement by using a Family of Measures that includes results, output, demand, and efficiency measures. The Family of Measures, taken as a whole, provides the context for understanding how effectively and efficiently departments are achieving desired results. During the performance measurement 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 business 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 a management system where financial resources, policy, department operations, and County staff are all aligned to achieve results. Delivering Results Based on available resources established through the budgeting process, departments deliver services and collect data about their performance, including customer and employee satisfaction. Activity performance measures and budgets are monitored throughout the fiscal year, as is progress toward achieving goals. Reviewing measurement data and other information regularly ensures that Activity requirements are being met, that service delivery is operating effectively, and that budget revenues and expenditures are in line with the department plan. Analyzing and Reporting Results Performance data are collected and analyzed to provide County decision makers with information about how well a department is providing services and achieving results. Performance information also is used by all levels of management and staff to identify problems in existing Activities, to try to identify the root causes of problems, and/or to develop service improvement efforts. Internal procedures are in place to ensure that department performance information is sufficiently complete, accurate, valid, and consistent to provide assurance that reported data can be relied upon for decision-making. Maricopa County is accountable to 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. 39 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Evaluating and Improving Results Overall evaluation of what the performance information is telling County and department leadership about the effectiveness and efficiency of activities and services leads to improving performance and delivering better results for customers. Departments regularly compare organizational and individual performance against established goals and performance targets, and 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. 40 Maricopa County, Arizona FY 2007-08 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. 41 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 1 Safe Communities Ensure Safe Communities and a Streamlined, Integrated Justice System Citizens consider their personal safety to be one of the most significant factors affecting their quality of life and where they choose to live and work. Maricopa County has adopted a key strategic priority to ensure safe communities and a streamlined, integrated justice system that strives to reduce crime rates, meet growing law enforcement and detention requirements, and equip the County to manage its response to emergencies in an effective, efficient, and timely manner. 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. 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 42 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Property Crime Rates Maricopa County Property Crime Rate 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. y (property crimes per 100,000 population) 6,500 6,200 5,900 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. y 5,600 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 5,359 FY07 Mid-Year County Progress/Achievements: • The new Chief Juvenile Probation Officer and the new Assistant County Manager for Criminal Justice joined the County in August and September 2006, respectively. They are working in close collaboration with consultants hired to update the 1997 Jail Master Plan, whose report is due in June 2007. As the new staff begin to work with other County criminal Orange Santa LA San Diego Harris Multnomah Clark Maricopa Salt Lake King justice staff on the recommendations in the Clara Master Plan’s update, more definition will be given to exactly how the County intends to address crime rates and implement evidence-based crime prevention initiatives. 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. In FY2007, the County funded three programs through the initial Crime Prevention Grants and is intending to open the application process again in the Spring 2007. Maricopa County is contributing $2.5 million to cosponsor the Arizona Meth Project (AMP), an antimethamphetamine media campaign modeled on the “Montana Meth” Education Program. The County is establishing an AMP Advisory Board comprising of domain experts, community leaders, and representatives from participating counties. AMP will launch a Phase I media campaign including television, radio, billboard, print, and website components by spring 2007. 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. Juvenile Probation is working closely with the Administrative Offices of the Court on a method for evaluating juvenile justice and delinquency prevention programs against research-based best practices. The focus in Early Intervention and Prevention continues to follow research guidelines in the location, delivery, and assignment of consequences. Adult Probation continued implementation of evidence-based practices, including ongoing use of the Field Reassessment of the Offender Screening Tool (FROST) by field officers to assess probationers’ risk and needs, and measure changes in offender behavior every six months; ongoing use of case plans focused on probationers’ needs that are related to criminal behavior; focus groups with field officers and supervisors to help identify the strengths and weaknesses of the FROST and Case Plan; refresher training for the entire Presentence Division on the Offender Screening Tool (OST); and implementation of specialized assessment tools for the domestic violence and sex offender populations. The Fugitive Safe Surrender Program, held over four days in November 2006, was a huge success. The program was sponsored by the U.S. Marshals Office to encourage those with felony warrants to turn themselves in to authorities for favorable consideration. The program was held at Pilgrim Rest Baptist 4,221 4,000 5,287 4,408 4,613 3,308 3,000 2,648 2,861 2,394 2,000 1,000 0 Source: FBI Crime in the United States, 2005 • • • • • • 43 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Church. Over 1,300 people turned themselves in; 523 warrants were cleared, 114 of which were misdemeanors; approximately 40 were taken into custody. The program was a great success in many ways: warrants were cleared, public safety was addressed and protected, and County staff worked closely together as never before to accomplish a mutual goal. 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. 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. 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 FY07 Mid-Year 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 ALOS or limiting increases in ALOS to avoid costly new jail construction. Integrated Criminal Justice Information System (ICJIS) has developed and implemented more than 31 data exchanges, resulting in the distribution of electronic transactions of criminal justice information. These electronic transfers replace prior exchanges that may have been time-consuming paper-based, manually processed, faxed or independently entered into multiple systems. 44 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction 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 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. 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. 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. 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 Source: Maricopa County Sheriff’s Office 45 FY03 FY04 FY05 FY06 26.5% 32.0% 45.0% 34.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction 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. 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). FY07 Mid-Year County Progress/Achievements: • • • All NIMS compliance requirements for 2006 were met. According to Maricopa County Emergency Management, updating of the County emergency operations plan will be completed well in advance of the federal NIMS compliance target date of September 30, 2007. Maricopa County Emergency Management has initiated resource typing (categorization) for the 120 resources for which the federal government has provided guidance. Within Maricopa County Department of Public Health (MCDPH), of 434 staff requiring training, 414 (95%) were trained in NIMS as of September 2006. A formal evaluation of those trained rated 88% understanding of their roles and responsibilities in a public health emergency, while 93.3% of exercise evaluations rated the training itself as good or excellent. MCDPH has recruited and trained approximately 2,500 volunteers in the Incident Command System (ICS)/National Incident Management System (NIMS), as well as in their specific role at a mass dispensing/vaccination site under the Maricopa County Emergency Response Plan. This is an ongoing objective as 15,000-20,000 volunteers will be needed for all 100 dispensing points to become operational. MCDPH will continue to recruit and train volunteers. Safe Communities Strategic Goal 4 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. This goal has been achieved and is ongoing. The County emergency response plan is complete; NIMS has been adopted as the County disaster and emergency management system; and continued training of the public health workforce is underway and near completion. This goal is an ongoing activity of continuous improvement involving plan refinement and the development of an exercise component to test that readiness. Over the previous six months, the ability of Maricopa County to rapidly respond to a public health emergency has continued to improve, especially in areas related to pandemic influenza and mass fatality planning. FY07 Additional Efforts: • Maricopa County Department of Public Health (MCDPH) has established a countywide Pandemic Influenza Coordinating Committee consisting of stakeholders (e.g., hospitals, local police and fire departments, school districts, private industry, etc.) to plan a coordinated response to an epidemic involving the H5N1 virus. 46 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • Strategic Direction Maricopa County Department of Emergency Management participated in individual and family preparedness days in the city of Mesa and Peoria. The department provided assistance to the Arizona Department of Education in the revision of state standards for school emergency response plans. Also, the department conceived and coordinated the development of an emergency readiness guide for the residents of Maricopa County, which will be printed in English and Spanish. MCDPH Community Health Nursing (CHN) has continued improving the tracking capabilities of the communicable disease database (involving working with outside entities), and has provided ongoing training in emergency response to CHN staff. Strategic Priority 2 Public Health Promote and protect the public health of the community. 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 a strategic priority to promote and protect the public health of the community by educating the public about healthy lifestyles, partnering with healthcare providers to address 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) 420 400 390.0 391.1 386.9 375.8 380 360 335.4 329.7 340 322.6 313.9 320 321.2 300 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. 47 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • Strategic Direction The rate of heart disease deaths in Maricopa County has fluctuated since 2001, but the rate of stroke deaths has consistently declined since 2001. 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. 48 Maricopa County, Arizona FY 2007-08 Annual Business Strategies 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. Strategic Direction Immunization Rate (for children at 24 months old) 80% 77.3% 72.4% 72.9% 75% 73.2% 71.0% 70.7% 77.9% 75.8% 74.2% 68.6% 70% 66.0% 65% 62.5% 60% 55% 50% 2000 2001 2002 Maricopa County 2003 2004 2005 National Average Source: National Imm unization Survey FY07 Mid-Year County Progress/Achievements: • • • Maricopa County Department of Public Health leadership is developing a revised strategic plan for the Department that will incorporate 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. During the first half of FY2007, nearly 20,000 4th- through 8th-grade students participated in multiplesession intensive tobacco prevention intervention, which includes at least eight tobacco use prevention presentations of 30 minutes or more. The Human Services Department Education Division, through its Head Start Zero-Five Program, ensures children are properly immunized and they maintain current with a schedule for well-child and dental exams to ensure health and dental needs are identified in a timely manner. 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. FY07 Mid-Year County Progress/Achievements: • • • Development of the Maricopa County Air Quality Department‘s media campaign, Bring Back Blue, involved participation by the public, Maricopa Association of Governments (MAG), the Arizona Department of Environmental Quality, the City of Phoenix, and other agencies/organizations in the effort to better protect public health by improving air quality in the County. Maricopa County Animal Care and Control (MCACC) began a pilot program of working directly with U.S. Post Office branches to report strays, “close calls,” and bites directly to the MCACC Field Supervision Team to reduce the response time to incidents involving mail carriers and to allow MCACC to remove threatening animals from the streets before they become a problem. This program is being monitored by the USPS and may be implemented nationwide. 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. 49 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • • • • Strategic Direction Public Health Department is collaborating with St. Luke’s Health Initiatives and the “Alliance for Innovations in Healthcare” program to improve perinatal outcomes. 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 foodborne disease. The Parks and Recreation, Public Health, and Transportation departments are working with the National Oceanic & Atmospheric Administration (NOAA) and Salt River Project to develop a heat advisory campaign. The Environmental Services Department partnered with Supervisor Wilcox, Industry (Union Pochteca), and the media to educate mobile peddler owners about food cart operating permit requirements. Peddler owners were notified of food-borne illness risks and the legal ramifications of not permitting their vehicles. This partnership educated and encouraged the mobile food industry to have peddler carts permitted by the Maricopa County Environmental Services Department. Public Health Emergency Management (PHEM) continues its mission to establish and nurture relationships with County agencies, academic institutions, and community leaders. In the past 12 months, collaborative efforts have resulted in formalized proposed plans for (1) a mass fatality response plan with the County Medical Examiner’s Office; (2) an Intergovernmental Agreement (IGA) with the Maricopa County Sheriff’s Office for the provision of security at emergency points of dispensing sites; (3) the purchase of diagnostic equipment for the Arizona State Laboratory; and (4) IGAs executed with 18 to 20 County school districts that commit those districts to cooperate with MCDPH in the event of a public health emergency. Maricopa County Environmental Services Department is working with Tribal Nations to address West Nile and mosquito issues around the 101-202 freeway interchange. 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 FY07 Mid-Year County Progress/Achievements: • During the first half of FY07, 1,450 students participated in the P.L.A.Y. (Promoting Lifetime Activity for Youth) program, a teacher-directed physical activity program, sponsored by the Maricopa County Department of Public Health, which targets students in grades four through six to increase their involvement in moderate-intensity physical activity. Twenty-one percent (21%) of these students received the President’s Physical Activity Award. 50 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • Strategic Direction Maricopa County Department of Public Health (MCDPH) continues to meet with various media outlets, including Spanish-language media, to establish relationships that will assist MCDPH in reaching the community with health and prevention messages. The comprehensive communication plan is on target for June 2007. The Parks and Recreation and Public Health departments are collaborating on marketing and outreach opportunities to corporate sponsors so the County can become a preferred provider of their wellness programs. In the Fall 2006, the Parks and Recreation Department made presentations at the Honeywell Safety Fair and at the American Express Safety Fair. Parks and Recreation implemented a “water safety” campaign at Lake Pleasant Regional Park in June 2006 and is working to increase awareness of and participation in the program in FY2007. The Summer Aquatics Program at the Desert Outdoor Center at Lake Pleasant had a 12% increase in attendance over the summer 2005, and a 25% increase in merit badges earned. 51 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 3 Regional Leadership Provide regional leadership in critical public policy areas 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 policy issues. The Maricopa County Board of Supervisors has set as a strategic priority to continue its leadership role in the region in addressing such issues as transportation, elections, housing, economic development, youth and families, education, public health and safety. Regional Leadership Strategic Goal 1 By June 2009, annually complete 85% of planned transportation infrastructure projects on-time and within budget. 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. 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. Maricopa County Average Commute Time 27.0 (in minutes) 26.4 26.5 26.0 25.5 25.1 25.0 25.0 24.7 24.4 24.5 24.3 24.3 24.2 24.4 24.3 24.5 24.7 24.0 23.5 23.0 2000 2001 2002 Maricopa 2003 2004 2005 U.S. Source: U.S. Census Bureau, American Community Survey Comparison of Commute Times in 2005 (in minutes) 30.0 29.0 Commuting to Work in Maricopa County 2005 27.6 28.0 26.0 25.2 24.0 22.0 23.6 23.7 23.9 Santa Clara Multnomah Clark 25.8 26.4 26.5 21.2 20.0 18.0 Salt Lake San Diego King Maricopa Orange Harris 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 Source: U.S. Census Bureau, American Community Survey FY07 Mid-Year County Progress/Achievements: • According to the Maricopa County Department of Transportation (MCDOT), of the 37 projects planned to be completed on time and within budget this year, the goal is to complete 31 (84%). At the end of the second quarter of FY2007, 28 (76%) are under construction and are expected to be completed this year. 52 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • Strategic Direction Of the remaining nine planned for completion this year, four will not be completed as planned but two of the four are expected to commence before the end of the year. 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 Maricopa Association of Governments and the Arizona Department of Transportation, MCDOT provided support to the West Valley Transportation Committee to identify, analyze, and evaluate scenarios to accelerate widening of Interstate 10 between Loop 101 and SR 85 as identified in Proposition 400. 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. Regional Leadership Strategic Goal 2 has been achieved, but the County continues to work toward increase voter satisfaction with the voting process 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?” Additional FY07 Efforts: ♦ In a survey of voters regarding satisfaction with the ease of voting in Maricopa County, 7,614 voters in the Primary Election (September 2006) responded to the survey, of which 93.4% indicated they were satisfied, 2.3% indicated they were somewhat satisfied, 2.2% indicated they were not satisfied, and 2.1% did not respond to the question. In the General Election (November 2006), 8,526 voters responded to the survey, 91.7% indicated they were satisfied with the ease of voting, 3.9% indicated they were somewhat satisfied, 2.5% indicated they were not satisfied, and 1.8% did not respond to the question. 53 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Regional Leadership Strategic Goal 3 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. 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 2004. Maricopa County Housing Rate of Homeownership (% of residents living in owner-occupied housing) 80% 70% 68.3% 65.7% 68.1% 68.0% 66.4% 66.8% 68.2% 67.1% 67.5% 66.9% 60% 50% 40% 2001 2002 2003 Maricopa 2004 2005 U.S. Source: U.S. Census Bureau, American Community Survey FY07 Mid-Year County Progress/Achievements: ♦ Phase II of the Human Services Campus (NOVA Safe Haven construction and renovation of the old Health Care for the Homeless Program facility) are on schedule with an anticipated completion date of 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 Down-payment Initiative (ADDI). The Community Development Department continues to make ADDI funds up to $10,000 available to partners for down-payment assistance. Regional Leadership Strategic Goal 4 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. 54 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction FY07 Mid-Year County Progress/Achievements: • • • • • • • • • • • Maricopa County partnered with the Gila River Indian Community (GRIC) to clean up an area bordering Chandler and the Indian Community. Volunteers from the County and GRIC worked together to eradicate litter and preserve the beauty of the shared space. During the 2nd half of FY2007, Maricopa County Animal Care and Control expanded its cooperation with all local governments by conducting joint field investigations, increased involvement in community events, participation in emergency response planning and exercises, and providing an expedited response to animal control complaints received through governmental offices. Maricopa County Department of Emergency Management continues to work closely with all Tribal Nations within the County to improve their emergency management programs and has designated a planner to serve as tribal liaison. Intergovernmental agreements have been established with all 24 cities and towns in Maricopa County to assist them with emergency plans preparation, training exercise programs, and other aspects of their emergency management programs. 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. Maricopa County has partnered with the City of Phoenix, Arizona State University, and the Downtown Phoenix Partnership (Copper Square) to complete a study to determine if there is a viable wireless network solution to service the 90-square-block area of downtown Phoenix better known as Copper Square. Maricopa County Internal Audit Department has partnered with the City of Phoenix Internal Audit Department to sponsor auditor training; and the Department continually participates with local and national professional audit organizations to share ideas among audit professionals. The Department of Transportation’s Traffic Management Branch continues to play a leading role in the AZTech Program—a partnership between 12 local cities, Maricopa Association of Governments (MAG), Arizona Department of Transportation (ADOT), and the Federal Highway Administration (FHWA)—to enhance regional traveler mobility and decrease travel time across jurisdictional boundaries, and to provide safer and more efficient facilities for the traveling public. For example, the Department of Transportation provided leadership in the multi-jurisdictional Bell Road Intelligent Transportation Systems (ITS) Project. Completed in December 2006, the project integrated ITS system operations that included synchronized signals, camera monitoring, and traveler information. Maricopa County Facilities Management Department continues to build relationships with local governments—Surprise, Mesa, Phoenix, Avondale, and Chandler—to help further the development and/or improvement of regional sites, which improves the customer’s ability to do business with Maricopa County. During the first half of FY2007, the Flood Control District continued to cultivate and support relationships with many local jurisdictions. The District’s regional flood control cost-sharing projects include the cities of Phoenix, Mesa, and Peoria, and partners with smaller communities, such as Carefree, Buckeye, and Avondale, to provide Capital Improvement Program (CIP)-funded draining programs. The Maricopa County Department of Transportation is expanding its Adopt-A-Highway (AAH) Program and is actively seeking to link to other jurisdictions’ AAH programs through an interactive website. Requests have been made to cities/towns and to the Arizona Department of Transportation to participate in a joint effort to include AAH information on the website. The Community Services Division of the Maricopa County Human Services Department partnered with the Housing Authority of Maricopa County, the Arizona Department of Commerce Energy Office, and Arizona Public Service to co-fund weatherization for low-income families. The first of its kind in the state, this partnership resulted in weatherization of a 20-unit apartment complex and 20 single family homes in Buckeye. 55 Maricopa County, Arizona FY 2007-08 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. 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 (attendance in thousands) 82.9 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 FY07 Mid-Year County Progress/Achievements: • In the first half of FY2007, more than 31,000 young people attended the 1,024 youth programs sponsored by the Library District. 56 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 4 Sustainable Development Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. 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 of the community. Smart planning has become critical to balance population growth while maintaining Maricopa County’s famous quality of life and protecting important economic and environmental assets like our military installations and the natural areas. Maricopa County has adopted a key strategic priority to carefully plan and manage land use to promote 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. 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. 57 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction FY07 Mid-Year County Progress/Achievements: • The Maricopa County Planning and Development is working with the State Attorney General’s Office to define and interpret statutes for compliance and set-up a system to track case approvals’ compliance with State laws. 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 FY07 Mid-Year County Progress/Achievements: • • • • • • • In December 2006, Maricopa County Parks and Recreation Department broke ground on the longawaited Regional Trail System. The Regional Trail System, adopted by the Maricopa County Board of Supervisors in 2002, will provide a continuous trail system connecting County parks to recreational corridors around the Valley and help to preserve open space in the community. Maricopa County Parks Department implemented the Protect Our Natural Resource Program modeled after the Adopt-A-Highway campaign to engage volunteers to help maintain the parks and protect the natural resources. Air quality continues to be a major problem in the Valley. Currently, the U.S. Environmental Protection Agency has deemed Maricopa County to be in “serious non-attainment” of the particulate standard. Maricopa County, along with the state and other regulatory agencies, is developing a Rate of Progress plan to submit to the EPA. This plan will include ideas to reduce particulate emissions Countywide by 5% each year until the County reaches the federal standard. Maricopa County Air Quality Department has launched a media campaign to educate and bring awareness of air pollution issues to the general population of the County. This campaign provides a website (bringbackblue.org) specifically designed to provide easy access to interesting and useful information and data on air quality in the County. The Board of Supervisors approved $10.4 million dollar capital improvement plan for the Parks and Recreation Department, which will jump-start the 10-year capital redevelopment plan for the parks. Maricopa County Planning and Development Department hosted a National Green Communities teleconference that included planners and building officials from various jurisdictions. The discussion focused on progressive and innovative building and community design. The playground shade structure installation projects at Cave Creek, Estrella, Lake Pleasant, McDowell, and White Tank Mountain regional parks were completed in January 2007. Entry stations, restrooms, and monument projects at Cave Creek, Estrella, McDowell, Usery, and White Tank Mountain Regional Parks will be completed in June 2007. Additionally, Cave Creek, McDowell, Usery, and White Tanks will get 58 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction visitor centers and amphitheaters, Estrella will get a visitor center, and Lake Pleasant will get an amphitheater. Sustainable Development Strategic Goal 3 Continue to preserve military installations in Maricopa County, including Luke Air Force Base. FY07 Mid-Year 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. This goal has been achieved and is ongoing. Facilities Management and Equipment Services have integrated conservation strategies into on-going operations and factored them into capital projects, while balancing costs and benefits. Efforts to enhance and expand conservation programs will continue. FY07 Mid-Year County Additional Efforts: • • • • • On an on-going basis, Facilities Management is completing projects for lighting retrofits, window film, building commissioning, building automation control upgrades and replacements, Leadership in Energy and Environmental Design (LEED) Building programs, and water conservation projects with targeted conservation goals. Building automation control upgrades and replacements are expected to be completed by June 2007. During the first six months of FY2007, in an effort to mitigate energy consumption, the Board of Supervisors approved a Maricopa County Zoning Ordinance text amendment to allow certain shade structures without requirement for additional parking. In an effort to mitigate water consumption and loss of natural habitat due to development, the Maricopa County Planning and Development Department implemented an indigenous landscape palette for designated natural scenic corridors, and adopted new scenic corridor plans for Castle Hot Springs, McMickem Dam, and Olive Avenue. This effort promotes natural landscape preservation and landscaping with native plants. Equipment Services has formed a “Green Committee” to seek diverse alternative-fueled vehicles to include hydrogen- and ethanol-fueled vehicles and dispensing infrastructures. 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 February 2007. The Usery Mountain Regional Park water system improvement began in August 2006, and should be completed in February 2007. 59 Maricopa County, Arizona FY 2007-08 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 60 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 5 Fiscal Strength Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. 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 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. Fiscal Strength Strategic Goal 1 Continue to strive to reduce the overall property tax rate. FY07 Mid-Year County Progress/Achievements: • • Maricopa County’s overall property tax rate—which includes the Primary Tax, and secondary tax rates for Flood Control District and the Library District—continues to decline, from $1.45 per $100 of assessed value in FY06 to $1.43 per $100 of assessed value in FY07. In December 2006, the Board of Supervisors, sitting as the Board of Directors for the Flood Control District and the Library District, adopted budget priorities and guidelines that included continuation of the self-imposed limit on district property tax levies. These selfimposed limits will reduce Flood and Library District rates for F2007-08. Maricopa County Overall Property Tax Rate (per $100 of Assessed Value) $1.7500 $1.6000 $1.5748 $1.5448 $1.5448 $1.5448 $1.4748 $1.4611 $1.4348 FY05 FY06 FY07 $1.4500 $1.3000 $1.1500 $1.0000 FY01 FY02 FY03 FY04 Source: Maricopa County Office of Management and Budget 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. FY07 Mid-Year County Progress/Achievements: • In December 2006, the Board of Supervisors adopted the legislative proposal to exchange Judge/Justice of the Peace salaries for reductions in AHCCCS contributions. 61 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction 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 FY07 Mid-Year County Progress/Achievements: • • Office and Management and Budget (OMB) completed an analysis of funds currently available for the General Fund Capital Improvement Program, and the Board of Supervisors subsequently adopted a funding limit and financing guidelines. OMB has assisted in facilitating Board discussion of project priorities. The Stadium District has completed the independent assessment of Chase Field and has identified the future capital needs of Chase Field. The Stadium District is currently developing and pursuing funding options for the identified capital needs. ♦ Durango Juvenile Detention/ Treatment Center ♦ Fourth Avenue Jail ♦ Human Services Campus—Phase I ♦ Lower Buckeye Jail ♦ 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. This goal is partially complete. Some strategies have been adopted and implemented; others remain under consideration. FY07 Mid-Year County Progress/Achievements: • • • 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. Through the first half of FY2007, the Stadium District hosted 30 non-baseball day-use events (events with less than 10,000 in attendance, such as receptions, corporate events, and company parties) at Chase Field, and has generated more than $20,000 in day-use-event net revenue, an increase of more than 40% over the same period in FY06. In August 2006, Maricopa County Parks and Recreation opened a new Request for Proposals for Adobe Dam Regional Park for year round operation and revenue-generating recreational facilities. Proposals currently are being evaluated. 62 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 6 Quality Workforce Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well Maricopa County recognizes the important role its employees have in the success of its operation. The Maricopa County Board of Supervisors has adopted a strategic priority to maintain a quality workforce and to 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 a “best place to work” as measured by increasing retention rates, increasing the pool of qualified applicants, and ensuring employee satisfaction with human resource issues such as morale, compensation, training, and decision processes. 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. 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. 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. 63 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction 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 FY07 Mid-Year County Progress/Achievements: • • • • Through first half of FY2007, Employee Compensation completed a review of approximately 55% of current market range titles and working titles. Approximately 11,000 regular positions Countywide have been included in a market study since the third quarter of FY2005 bringing County positions into their established market ranges. This allows Maricopa County to recruit and retain qualified staff. Employee Health Initiatives is working on several new initiatives—Pharmacy Intervention Program, Free Generic Medications Program, Free Diabetic Medications Program, Health Savings Account Funding Program, Tobacco Incentive Program, and Enhance Voluntary Benefits Program—designed to improve the health status of Maricopa County Employees and their families and makes it possible for the County to offer a variety of benefits to meet the needs of the diverse employee population. Human Resources has launched a workforce succession planning pilot program to identify and prepare employees for critical positions that become vacant due to retirement, promotions, transfers, resignations, or other employee departures. During the first six months of FY2007, Employee Health Initiatives initiated a number events to benefit County employees: offered flu shots to employees, held a number of brown-bag lunches on alternative medicine, and sponsored a six-week chronic disease self-management program presented by CIGNA. 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. FY07 Mid-Year County Progress/Achievements: • • During the first half of FY2007, the County Diversity Office sponsored a variety of diversity celebrations, including four separate celebration events for Hispanic Heritage Month, the inaugural Native American Heritage event, and the first Unity Day Celebration. The Diversity Office also is working with a group of Maricopa County Native American employees to explore the possibility of establishing a Native American Affinity Group similar to the Hispanic and African American Knowledge Networks. The Public Works Diversity Council, comprising employees from Transportation, Flood Control District, and Solid Waste Management, published a diversity questionnaire, have established Diversity suggestion 64 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction boxes at each location, and distributes a variety of diversity information to all Public Works sites. Public Works Diversity Training has been scheduled and attendance is mandatory. 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. This goal has been achieved. In early FY2007, the County completed review of the employee suggestion program. Implementation of the recommendations is underway. 65 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction Strategic Priority 7 Customer Satisfaction Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 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 cost-effectiveness of services provided, including effectiveness in telling the public about the services it provides. 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. Maricopa County Citizen Rating: Overall Satisfaction 100% 80% 75% 77% 81% 76% 83% 83% 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. FY07 Mid-Year County Progress/Achievements: • • • In January 2007, the Board of Supervisors approved the purchase of a new business intelligence system that will provide the infrastructure necessary to collect, analyze, and report on performance and financial data so that the County can assess its progress toward meeting strategic goals and priorities and be accountable to the citizens of Maricopa County. In December 2006, the Office of Management and Budget published the 2006 Maricopa County Community 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. In the Fall 2006, the Board of Supervisors approved a contract with Weidner, Inc. to provide consulting services on the County’s strategic plans. Weidner will assess the current status of plans in terms of alignment with strategic priorities, departmental strategic goals, and results. This effort will ensure that 66 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction the information integrated into the new business intelligence system is relevant and comprehensive. In addition, Weidner will assist the County with developing performance planning tools that align individual employee performance with these elements. 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. FY07 Mid-Year County Progress/Achievements: • In December 2006, Stephen Wetzel was appointed Chief Technology Officer heading the Office of Strategic Technology (OST), which will be responsible for infrastructure, information security, and technology strategy, providing a holistic view of the network from the switch to the desktop. As Chief Information Officer heading the Office of Enterprise Technology (OET), Chris Kozakis will focus on supporting enterprise business applications and decision support systems. The Office of Enterprise Technology and Office of Strategic Technology staff worked with the Office of Management and Budget to review and revise the IT Program performance metrics required in departmental Managing for Results plans. The new metrics were implemented in the first half of FY2007 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 100% 80% 60% 46% 46% 48% FY04 FY05 47% 40% 20% 0% FY03 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. FY06 % rating Responsiveness as Good or Excellent Source: Maricopa County G eneral Citizen Survey FY07 Mid-Year County Progress/Achievements: • • Planning and Development has implemented a number of technological enhancements that have improved access to services offered by the department: bar code scanning, which expedites routing of paperwork and reduces key stroke errors when processing permits; Q-matic lobby management which reduces customer wait times; wireless service in waiting areas which allows customers to conduct business during wait times; and Project Dox, which manages documents and correspondence associated with a project through an easy-to-use, web browser interface. With Project Dox, customers can submit plans, upload drawings, and receive redlines instantly through email, which saves travel time for customers and provides a timely and accurate view to both customers and staff. Maricopa County Environmental Services Department is working to integrate Vector Control Management System (VCMS) with the truck tracking systems, and the web/phone complaint systems. This automation will result in quicker response to citizen concerns. 67 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • • Strategic Direction In the first half of FY2007, Public Health Emergency Management (PHEM) hired a Special Populations Coordinator, who has the lead in establishing the needs of special populations during a public health emergency—populations that might have been traditionally overlooked or underrepresented in PHEM’s planning and response efforts. These groups include the homeless, migrant workers, Native Americans, jail and prison inmates, long-term care center patients, and others. Individuals with disabilities can now access an Assistive Technology room in the Human Services Department’s Workforce Development Gilbert One-Stop Career Center. This technology allows persons with visual, physical, audio, and other disabilities to fully utilize the resources of the Center. Maricopa County Department of Transportation actively encourages small business participation in procurements since the County’s adoption of the Small Business Enterprise Program in December 2006. Maricopa County Internal Audit Department provides website access to all audit reports. Citizen oversight is provided by the Citizens’ Advisory Audit Committee, comprising representatives of each County supervisory district and representatives of the County Finance Department, County Attorney, and State Auditor General. 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. FY07 Mid-Year County Progress/Achievements: • • The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY20072008 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 is process improvement— providing assistance in analyzing results, identifying areas for improvement, and engaging in structured process improvement efforts. 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. Maricopa County Citizen Rating: County Effectiveness in Communication 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 of the County in communicating information about its services. In FY06, 45% of citizens responding to the General Citizen Survey rated the communication effectiveness of County government as good or excellent, an increase from the FY05 rating of 44%, but not quite to the 48% rating in FY04. 100% 80% 60% 48% 39% 41% FY02 FY03 44% 45% FY05 FY06 40% 20% 0% FY04 % rating Communication as Good or Excellent Source: Maricopa County General Citizen Survey FY07 Mid-Year County Progress/Achievements: 68 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • • Strategic Direction The Air Quality Department has updated its website to provide important air quality information with a user-friendly, interactive air quality monitoring station map and real-time data that provides the ability to check on the status of Notes of Violations. It also posts public notices, permit notices, draft rules, the emissions inventory, and other information, and offers links to the business assistance division and important contact information During the first half of 2007, Maricopa County Animal Care and Control (MCACC) began a “word-ofmouth” campaign to inform the public of the Uno Por Uno programs to be implemented during January and February 2007. The Department canvassed neighborhoods in the 85040 zip code to ensure residents are aware of service to be offered. Maricopa County Parks and Recreation Department is working with the Luke West Valley Area Recreation Sub-committee to heighten awareness of both city and county recreation programs and services with a passport program that encourages park usage. In December 2006, the Assessor’s Office conducted an open forum to discuss taxpayer concerns and questions regarding property valuations and the Appeal process. More than 200 taxpayers and tax agents attended the forum. The ideas, concerns, and suggestions from the open forum led to the establishment of an internal committee to review the current appeal process with a commitment to consistency. 69 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Strategic Direction 70 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Budget Policies and Process Policies and Their Budgetary Impact Maricopa County has achieved and maintained financial stability by developing and implementing a series of budget and financial policies that guide fiscal management and budgetary decisions. These policies address a number of issues, including budget development, the degree of budgetary control, reserves, tax reduction, and managing for results. These policies incorporate “best practices” in the field of state and local government budgeting and financial management, and are aligned with Maricopa County’s Managing for Results system. All policies are updated as necessary to comply with changes in legislation and business practices. Following is an overview of the key policies, specifically addressing each policy’s applicability to the budget process. The full text of each policy is located in the Attachments section. Budgeting for Results Policy Guidelines The purpose of this policy is to set forth the guidelines for developing County budgets, with the goal of providing for responsible management of taxpayers’ resources while insuring that funds are directed towards achieving results. The policy defines “Budgeting for Results” as a process in which budgetary decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. Key provisions of the policy include the following: • • • • • • • • • • • The budget will be based on conservative revenue estimates. The budget will be structurally balanced. Budget development will follow the Reserve and Tax Reduction Policy Guidelines. Budgeting for Results is part of the County’s overall Managing for Results system, as set forth in the Managing for Results Policy. All positions will be fully funded in the budget in accordance with the Funded Position Policy. The budget will provide for the adequate and orderly replacement of facilities and major equipment from current revenues. Grants and other non-local revenue sources will be used before allocating General Fund resources or other local revenues. Where appropriate, services will be supported by user fees. User fees will recover the County's full direct and indirect costs. All user fees will be reviewed annually in conjunction with the budget development process. Departments must submit base budget requests within budget targets equal to their current budgets, with adjustments as directed by the Board of Supervisors. Base budgets will be analyzed to identify possible reductions. 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. Results Initiative Requests must be supported by complete performance measures that can be used to monitor and evaluate the initiative’s success if funded. Results initiative requests will be analyzed in detail, with particular focus on their impact on results. All Appointed, Elected and Judicial Branch Departments must follow the policy guidelines in preparing their Annual budget requests. The Deputy County Manager negotiates budget recommendations with elected officials and the Judicial Branch. If agreement cannot be 71 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • Budget Policies and Process reached the Presiding Judge and elected officials may appeal first to the County Manager, and finally the Board of Supervisors. The process for budgeting capital improvement projects will include identification of increased future operating costs associated with specific projects. Funding for the Self-Insurance Trust Fund will be assessed from all funds as a base-level charge based on a funding plan that provides for an ending cash balance equal to the projected paid losses and claims-related expenses for the upcoming fiscal year. Budgeting for Results Accountability Policy The purpose of the Budgeting for Results Accountability Policy is to provide departments with flexibility in managing their allocated public resources to achieve program results while upholding accountability for spending within legal appropriations. The policy encourages departments to save resources and be creative in the delivery of services. Key provisions of the policy are as follows: • Budgets are appropriated on an annual basis by department, fund and, if applicable, capital project; nonetheless, departments develop and manage detailed revenue and expenditure budgets by Program/Activity, revenue source/object of expenditure, and organizational unit that are calendarized by month. • Departments are responsible for bottom-line performance and are expected to absorb unanticipated cost increases and revenue shortfalls before requesting mid-year funding allocations. • Departments have the authority to incur expenditures at variance with their detailed monthly budgets, so long as expenditures remain within appropriated budgets. • If a department exceeds or is forecasted to exceed its appropriated budget, the Board of Supervisors may establish budgetary control at a more detailed level. • Departments that are over budget year-to-date or are forecasted to be over budget by the end of the year are obliged to develop a corrective action plan. • All positions must remain fully funded in accordance with the Funded Positions Policy. Reserve and Tax Reduction Policy The purpose of the Reserve and Tax Reduction 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. Adequate reserves 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. The Reserve and Tax Reduction Policy also 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. • Fund balance reserves will be maintained in the General Fund and in other funds as appropriate. Reserves will be designated for elimination of cash-flow borrowing as necessary. • Fund balances may be appropriated for acquisition of fixed assets, retirement of outstanding debt, or fiscal stabilization (offsetting revenue shortfalls due to economic downturns). Use for fiscal stabilization is acceptable so long as adjustments are made to restore the structural balance of the budget within one to two fiscal years. • Fund balances may be reserved for repayment of debt used to build or acquire capital improvements. 72 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process • Proceeds from the sale of real property will be reserved for capital improvements or to repay debt used to finance capital improvements. • Unless otherwise required by law, the Board of Supervisors will strive to maintain property tax rates at current or lower levels. Property tax rates may be reduced under the following conditions: o The tax reduction is sustainable according to reasonable and conservative forecasts. o The budget is currently structurally balanced and will remain so into the future according to reasonable and conservative forecasts. o Fund balance reserves are sufficient to eliminate cash-flow borrowing and unexpected economic changes. o Fund balances have been appropriated or reserved for repayment of outstanding debt. o Necessary capital expenditures are appropriated from fund balance, or supported by debt that is backed by reserved fund balances. Annual Budgeting For Results Guidelines and Priorities In addition to the standing policies outlined above, at the beginning of the budget process each year the Board of Supervisors annually adopts specific guidelines and priorities for the upcoming fiscal year. This document provides policy direction to the Office of Management and Budget and departments to develop a structurally-balanced budget that carries out the County’s mission and strategic goals within available resources. The Guidelines and Priorities typically provide direction on property taxes, employee compensation, formulation of budget targets, requests for additional funding, and the capital improvement program. The Guidelines and Priorities are addressed in the County Manager’s Transmittal Letter, and their full text is included in the Attachments section. Summary of Significant Accounting Policies The accounting policies of Maricopa County conform to generally accepted accounting principles applicable to governmental units adopted by the Governmental Accounting Standards Board (GASB). Reporting Entity Maricopa County is a general purpose local government governed by a separately elected board of five county supervisors. Financial statements present the activities of the County (the primary government) and its component units. Component units are legally separate entities for which the County is considered to be financially accountable. Blended component units, although legally separate entities, are in substance part of the County’s operations. Therefore, data from these units is combined with data of the primary government. Discretely presented component units, on the other hand, are reported in a separate column in the combined financial statements to emphasize they are legally separate from the County. Each blended and discretely presented component unit discussed below has a June 30 year-end. The reporting entity is comprised of the primary government, Maricopa County Flood Control District, Maricopa County Library District, Maricopa County Public Finance Corporation, Maricopa County Special Assessment Districts, Maricopa County Stadium District, Maricopa County Street Lighting Districts, and the Housing Authority of Maricopa County. The blended component units are as follows: 73 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Maricopa County Flood Control District The Maricopa County Flood Control District is a legally separate, tax-levying entity that provides flood control facilities and regulates floodplains and drainage to prevent flooding of property in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Flood Control District, it is able to significantly influence the programs, projects, activities, or level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Library District The Maricopa County Library District is a legally separate, tax-levying entity that provides and maintains library services for the residents of Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Library District, it is able to significantly influence the programs, projects, activities, or level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Public Finance Corporation Maricopa County Public Finance Corporation is a nonprofit corporation created by the Maricopa County Board of Supervisors that exists primarily to assist the County in the acquisition, construction, and improvement of County facilities, including real property and personal property. The Board of Directors of the Public Finance Corporation is subject to the approval of the County Board of Supervisors and the corporation exists primarily for the benefit of the County; therefore, the corporation is considered a blended component unit of the County. The corporation has issued certificates of participation, lease revenue bonds, and lease trust certificates that evidence undivided proportionate interests in rent payments to be made under the lease agreements, with an option to purchase, between Maricopa County and the Corporation. Since this debt is in substance the County’s obligation, these liabilities and resulting assets are reported on the County’s financial statements. Maricopa County Special Assessment Districts The Special Assessment Districts are legally separate entities that provide improvements to various properties within the County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Special Assessment Districts, it is able to significantly influence the activities or level of services provided by the Districts; therefore, the Districts are considered a blended component unit of the County. Maricopa County Stadium District The Maricopa County Stadium District is a legally separate entity that provides regional leadership and fiscal resources to assure the presence of Major League Baseball in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Stadium District, it is able to significantly influence the programs, projects, activities, or level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Street Lighting Districts The Street Lighting Districts are legally separate entities that provide street lighting in areas of the County that are not under local city jurisdictions. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Street Lighting Districts, the Districts are considered a blended component unit of the County. The discretely presented component unit follows: 74 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Housing Authority of Maricopa County On July 1, 2003, the Housing Authority of Maricopa County became a legally separate entity pursuant to A.R.S. §36-1404. The Housing Authority provides efficient and affordable rental housing to low income households of Maricopa County. Each member of the Maricopa County Board of Supervisors appoints one member to the Board of Commissioners while the sixth member shall be based on the recommendation of the County Administrative Officer and the seventh member shall be appointed by a majority vote of the Maricopa County Board of Supervisors. The County does not have the ability to impose its will on the Housing Authority. The Housing Authority is a discretely presented component unit, as the Maricopa County Board of Supervisors may dissolve the Authority at any time at the sole discretion of the County and, therefore, a financial benefit or burden exists. Related Organization The Industrial Development Authority of Maricopa County (Authority) is a legally separate entity that was created to assist in the financing of commercial and industrial enterprises; safe, sanitary, and affordable housing; and healthcare facilities. The Authority fulfills its function through the issuance of tax exempt or taxable revenue bonds. The County Board of Supervisors appoints the Authority’s Board of Directors. The Authority’s operations are completely separate from the County and the County is not financially accountable for the Authority. Therefore, the financial activities of the Authority have not been included in the accompanying financial statements. Basis of Presentation The basic financial statements include both government-wide statements and fund financial statements. The government-wide statements focus on the County as a whole, while the fund financial statements focus on major funds. Each presentation provides valuable information that can be analyzed and compared between years and between governments to enhance the usefulness of the information. Government-wide financial statements – provide information about the primary government (the County) and its component units. The statements include a statement of net assets and a statement of activities. These statements report the financial activities of the overall government, except for fiduciary activities. They also distinguish between the governmental and business-type activities of the County and between the County and its discretely presented component unit. Governmental activities generally are financed through taxes and intergovernmental revenues. Business-type activities are financed in whole or in part by fees charged to external parties. The statement of activities presents a comparison between direct expenses and program revenues for each function of the County’s governmental activities and segment of its business-type activities. Direct expenses are those that are specifically associated with a program or function and, therefore, are clearly identifiable to a particular function. The County allocates indirect expenses to programs or functions. Program revenues include: • Charges to customers or applicants for goods, services, or privileges provided, • Operating grants and contributions, and • Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund 75 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements – provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as nonmajor funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or nonoperating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Nonoperating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as nonoperating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered to be nonoperating expenses. The County reports the following major governmental funds: The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The Jail Operations Fund – was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998. These propositions authorized a temporary 1/5 of one-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. On November 5, 2002, the voters approved the extension of the 1/5 of one-cent sales tax in the General Election. The extension begins in the month following the expiration of the original tax and may continue for not more than twenty years after the date the tax collection begins. The Jail Operations Fund accounts for the jail tax revenue and transfers from the General Fund for maintenance of effort and jail operations expenditures. The Jail Operations Fund transfers monies to the Jail Construction Fund for the construction of the jail facilities. The amount to be transferred to the Jail Construction Fund for any given year is determined through the budget planning process and tied to the jail tax collection projection and construction schedules. The Lease Revenue Fund – accounts for the debt service on the Lease Revenue Bonds, Series 2001; the Lease Revenue Refunding Bonds, Series 2003; Lease Trust Certificates, Series 2004; and other long-term obligations. Funding is provided by transfers from the General Fund, intergovernmental revenue from the Maricopa County Special Health Care District, a separate legal entity, and pledged contributions from various donors for the Human Services Campus. The County also reports the following fund types: The internal service funds – account for automotive maintenance and service, telecommunications services, printing and duplicating services, insurance services, self-insured employee benefits, and warehouse services provided to County departments or to other governments on a cost reimbursement basis. The investment trust fund – accounts for pooled assets held and invested by the County Treasurer on behalf of other governmental entities. The agency fund – accounts for assets held by the County as an agent for other governments and individuals. 76 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Basis of Accounting The government-wide, proprietary fund, and fiduciary fund financial statements are presented using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Property taxes are recognized as revenue in the year for which they are levied. Grants and donations are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Governmental funds in the fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The County considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 days after year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on general long-term debt, claims and judgments and compensated absences, which are recognized as expenditures to the extent they are due and payable. General capital asset acquisitions are reported as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are reported as other financing sources. Under the terms of grant agreements, the County funds certain programs by a combination of grants and general revenues. Therefore, when program expenses are incurred, there are both restricted and unrestricted net assets available to finance the program. The County applies grant resources to such programs before using general revenues. The County’s business-type activities, enterprise funds, and the discretely presented component unit of the County follow 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. The County has chosen the option to not follow FASB Statements and Interpretations issued after November 30, 1989. Cash and Investments For purposes of its statements of cash flows, the County considers only those highly liquid investments with a maturity of three months or less when purchased to be cash equivalents. Nonparticipating interest-earning investment contracts are stated at cost. Money market investments and participating interest-earning investment contracts with a remaining maturity of one year or less at time of purchase are stated at amortized cost. All other investments are stated at fair value. Inventories The County accounts for its inventories in the governmental funds using the purchase method. Inventories of the governmental funds consist of expendable supplies held for consumption and are recorded as expenditures at the time of purchase. Amounts on hand at year-end are shown on the balance sheet as an asset for informational purposes only and are offset by a fund balance reserve to indicate that they do not constitute “available spendable resources.” These inventories are stated at weighted-average cost. Inventories of the proprietary funds are recorded as assets when purchased and expensed when consumed. The amount shown on the statement of net assets for the enterprise funds is valued at cost using the first-in, first-out method. The amount shown on the statement of net assets for the internal service funds is valued at cost using the moving average method. 77 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Property Tax Calendar The County levies real property taxes and commercial personal property taxes on or before the third Monday in August that become due and payable in two equal installments. The first installment is due on the first day of October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. During the year, the County also levies mobile home personal property taxes that are due the second Monday of the month following receipt of the tax notice and become delinquent 30 days later. A lien assessed against real and personal property attaches on the first day of January preceding assessment and levy. Capital Assets Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the government-wide statements and the proprietary funds. Capital assets are defined as assets with an initial, individual cost of more than $5,000. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets’ lives are not capitalized. Property, plant, and equipment of the primary government and the discretely presented component unit are depreciated using the straight-line method over the following estimated useful lives: ESTIMATED USEFUL LIFE (IN YEARS) TYPE OF ASSETS PRIMARY GOVERNMENT DISCRETELY PRESENTED COMPONENT UNIT Buildings 20 - 50 20 - 30 Infrastructure 25 – 50 Autos and trucks 3 - 10 7 Other equipment 3 - 20 7 All infrastructure assets are reported on the government-wide financial statements. Infrastructure maintained by the County Department of Transportation consists of roadways, bridges and related assets. These assets will not be depreciated as they are maintained using the modified approach. Under the modified approach, the County’s roadway and bridge systems are being preserved at a specified condition level established by the County. The Flood Control District accounts for the County’s remaining infrastructure assets consisting of drainage systems, dams, flood channels and canals. For the Department of Transportation’s infrastructure assets owned prior to fiscal year 2002, the County estimated their historical cost. The fair market value for right-of-way assets was estimated based on current regional land acquisitions and deflated by the trended growth rate, as determined by the County assessed valuation from the State of Arizona Department of Revenue Abstract of the Assessment Roll for vacant land, agriculture and government property not including legally exempt land. The fair market value for roadway system assets was estimated based on current construction costs and deflated using the Price Trends for Federal-Aid Highway Construction, published by the U.S. Department of Transportation, Federal Highway Administration, Office of Program Administration and Office of Infrastructure. On July 1, 2004, the County retroactively reported Flood Control District infrastructure assets owned and acquired from July 1, 1980 to June 30, 2001, in compliance with GASB Statement No. 34. See Note 3 – Beginning Balances Restated for additional information. Flood Control District infrastructure 78 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process assets are accounted for using the straight-line depreciation method with a useful life between 25 and 50 years. For infrastructure assets owned prior to fiscal year 2002, the County used internal records, maintained by the department, to estimate Flood Control’s historical cost for these assets. Investment Income Investment income is composed of interest, dividends, and net changes in the fair value of applicable investments. Compensated Absences Compensated absences consist of vacation leave and a calculated amount of sick leave earned by employees based on services already rendered. Employees may accumulate up to 240 hours of vacation leave, but any vacation hours in excess of the maximum amount that are unused at calendar year-end convert to sick leave. Upon termination of employment, all unused vacation benefits are paid to employees. Accordingly, vacation benefits are accrued as a liability in the financial statements. Employees may accumulate an unlimited number of sick leave hours. Generally, sick leave benefits provide for ordinary sick pay and are cumulative but are forfeited upon termination of employment. Because sick leave benefits do not vest with employees, a liability for sick leave benefits is not accrued in the financial statements. However, upon retirement, County employees with accumulated sick leave in excess of 1,000 hours are entitled to a $3,000 bonus. The amount of such bonuses is accrued as a liability. Compensated absences are substantially paid within one year from fiscal year-end and, therefore, are reported as a current liability on the government-wide financial statements. Basis of Budgeting and Budgetary Control 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 budgets 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 by department, fund and (if applicable) capital project and lapse annually. Budget transfers during the year from the contingency account to a department’s budget require approval by the Board of Supervisors. For the three departments of the Judicial Branch and the four departments of the Indigent Representation System, the budget is appropriated by fund for the departments as a group (see below). Budgeted amounts are reported as originally adopted or as adjusted 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 capital lease transactions, which are budgeted as expenditures. In addition, for proprietary funds the County budgets capital outlay expenditures instead of depreciation. County Judicial Branch 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. 79 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Indigent Representation 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. Budgets of Blended Component Units Volume III of this document includes budgets for several blended component units, including the Flood Control District, Library District, Stadium District, Special Assessment Districts and Street Lighting Improvement Districts. A consolidated presentation of budgeted expenditures, revenues, fund balances and property tax levies for the Flood Control, Library District, Stadium Districts and Maricopa County is provided in the Maricopa County and Districts Overview. The Public Finance Corporation is excluded from this document, as are discretely presented component units (Housing Authority) and related organization (Industrial Development Authority). Activity associated with the Accommodation Schools and Sports Authority Funds are not included in the County budget as the Board of Supervisors does not adopt the budgets for these funds. The Sheriff Warehouse Fund is also not included in the budget. General Obligation - Debt Service Fund (312) Pursuant to A.R.S. §11-275, the Board of Supervisors authorizes the transfer of any monies received in the General Obligation - Debt Service Fund (Fund 312) to be reported in the General Fund (Fund 100). Economic Development, Non-profits, and Agricultural Extension The Board of Supervisors annually awards funds in the budget to several non-profit community agencies that provide economic development and human services. The adopted allocations for FY 2007-08 are listed in the following schedule: Agency Supported Greater Phoenix Economic Council Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Phoenix Regional Sports Commission East Valley Partnership Western Maricopa Enterprise Zone Collaboration for a New Century Senior Softball League World Championship International Genomics Consortium Total Economic Development Funding Program Economic Development Action Plan Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports Williams Gateway Area Urban Land Institute Advisory Services Panel Study Economic Development Support Improving the standard of living for the community by working with issues concerning children, housing, and health care Senior League World Championship To put Maricopa County in the forefront of the bio-industry (Year 5 of 5) University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding 80 FY 2006-07 Budget $ 674,776 165,000 250,000 25,000 20,000 FY 2007-08 Budget $ 674,776 165,000 250,000 25,000 20,000 15,000 25,000 15,000 25,000 $ 25,000 1,000,000 2,199,776 $ 1,174,776 $ $ 230,000 230,000 $ $ 230,000 230,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process The Budget Process Annual Budget Process Maricopa County’s fiscal year begins July 1 and ends the following June 30, coinciding with the State of Arizona. The Maricopa County budget process is a key component of the overall Managing for Results process. The following chart provides an overview of the typical County budget process and calendar. Maricopa County Budget Process Timeline Jul Financial Forecasting Planning for Results Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Budget Adoption: Tentative Adoption Final Adoption Property Tax Levy Adoption Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun (for current Fiscal Year) This overview does not replace the actual FY 2007-08 and FY 2008-09 budget processes that follow, or the actual FY 2007-08 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 affect and alter certain dates. Financial Forecasting The Office of Management and Budget (OMB) updates the County’s five-year financial forecast on a quarterly basis throughout the fiscal year for several major funds, including the General and Detention Funds. The five-year forecast provides a conservative estimate of the County’s fiscal condition given realistic economic trends, current Board policies and existing laws. The forecast does not incorporate anticipated policy changes, spending priorities, or proposed new revenue sources. The forecast update in November is particularly important, as it sets the stage for the upcoming budget development process. Later forecasts inform the decision-making process as the budget is prepared, reviewed and adopted. Planning for Results Through the summer and fall, departments review and update their strategic business plans in accordance with the Managing for Results process. Departments update their strategic issues and goals, and set initial performance targets for their Activities and Programs. The Board of Supervisors may also consider updating the County-wide strategic plan. Budget Guidelines and Priorities The five-year financial forecast and Planning for Results set the stage for adoption of budget guidelines and priorities for the upcoming fiscal year. The Board of Supervisors typically adopts the guidelines and priorities in early December. 81 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process Budget Preparation Upon adoption of the budget guidelines and priorities, the Office of Management and Budget (OMB) prepares budget targets and detailed instructions for departments. Departments then prepare their budget requests in December and January, and then submit them to OMB. Departments that manage capital improvement projects prepare and submit capital project budgets as part of a five-year Capital Improvement Program. Budget Review and Analysis During February and March, the Office of Management and Budget analyzes budget requests in the context of available resources, Board of Supervisors’ priorities, and performance as defined by each department’s strategic business plan. Budget requests are analyzed by Activity at a detailed level for every department and fund. Under the direction of the Deputy County Manager, OMB prepares budget recommendations for each department. In late March, the Deputy County Manager reviews budget recommendations with elected officials and the Presiding Judge, and negotiates budget agreements with them. Elected officials and the Judicial Branch departments have the opportunity to present their requested budgets to the Board of Supervisors. In April, OMB finalizes a consolidated Recommended Budget for presentation to the Board of Supervisors, which is presented to the Board in May. Budget Adoption Tentative Adoption The Board of Supervisors tentatively adopts the budget in late May. The Board may choose to change the Recommended budget, or adopt it as presented. Once tentatively adopted, the total amount of budgeted expenditures from local funds may not be increased. Tentative Adoption opens a statutorily prescribed period for public review and comment on the budget. The budget and notice of subsequent public hearings must be published once a week for at least two consecutive weeks after Tentative Adoption in the County’s official newspaper or in a newspaper of general circulation. Public budget presentations may also be held during this period to elicit citizen feedback. Final Adoption In late June, the Board of Supervisors holds a public hearing on Final Adoption of the budget. The Tentative Budget is usually changed to reflect policy decisions by the Board, as well as any technical changes brought forward by the Office of Management and Budget. Property Tax Levy Adoption According to statute, the Board of Supervisors meets on the third Monday in August to adopt property tax levies and rates. Fiscal Year 2007-08 Budget Process The FY 2007-08 budget process generally followed the normal timeline. The financial forecast was updated in November. Departments updated their strategic business plans in the summer and fall prior to budget preparation, but in some instances this process ran longer and overlapped with budget preparation. On December 4, 2006, the Board of Supervisors approved the FY 2007-08 Budgeting for Results Priorities and Guidelines (see the Attachments section). The Office of Management and Budget developed department budget targets and instructions and disseminated them to departments in December. Departments began to submit their budget requests to OMB and Budget in December. 82 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process OMB reviewed and analyzed department budget requests through the end of March. The Deputy County Manager negotiated budget recommendations with elected officials and the Presiding Judge from mid-March through mid-April. The Recommended Budget was presented to the Board of Supervisors on May 14, and was Tentatively Adopted on May 16. Final Adoption of the budget took place on June 18, 2007. Property Tax levies and rates were adopted on August 20, 2007. Fiscal Year 2008-09 Budget Process FY 2008-09 is anticipated to follow the normal pattern. Refinements will be made in the Planning for Results process following refined and improved Managing for Results guidelines which were near finalization in late FY 2006-07. The new MFR guidelines will improve the quality and usefulness of strategic business plans and performance measures, as well as improve the alignment of strategic business plans and budgets. Statutory Requirements The following sections of the Arizona Revised Statutes are relevant to Maricopa County’s budget and budget process: §42-17101. Annual county and municipal financial statement and estimate of expenses On or before the third Monday in July each year the governing body of each county and incorporated city or town shall prepare: 1. A full and complete statement of the political subdivision's financial affairs for the preceding fiscal year. 2. An estimate of the different amounts that will be required to meet the political subdivision's public expense for the current fiscal year entered in the minutes of the governing body and containing the items prescribed by section 42-17102. 3. A summary schedule of estimated expenditures and revenues that shall be: (a) Entered in the minutes of the governing body. (b) Prepared according to forms supplied by the auditor general. §42-17102. Contents of estimate of expenses A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. 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. 83 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process 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 48242, 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. 84 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process §42-17103. Publication of estimates of expenses and notice of public hearing and special meeting A. The governing body of each county, city or town shall publish the estimates of expenses, or a summary of the estimate 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. The summary shall set forth sources and uses of funds, and include consolidated revenues and expenditures by category, department and fund, truth in taxation calculations, and primary and secondary property tax levies. A complete copy of the estimate of expenses shall be made available at the city, town or county libraries, and city, town or county administrative offices. 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. §42-17104. Hearing and special meeting on expenditures and tax levy A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the fourteenth day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing. §42-17105. Adoption of budget A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates. §42-17106. Expenditures limited to budgeted purposes; transfer of monies A. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 85 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting. §42-17107. Truth in taxation notice and hearing; roll call vote on tax increase; definition A. On or before February 10 of the tax year, the county assessor shall transmit and certify to the property tax oversight commission and to the governing body of the county, city or town the total net primary assessed values that are required to compute the levy limit prescribed by section 42-17051. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width. (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 86 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing the notice under paragraph 2, the governing body shall issue a press release containing the truth in taxation notice. 4. The governing body shall consider a motion to levy the increased property taxes by roll call vote. 5. Within three days after the hearing, the governing body shall mail a copy of the truth in taxation notice, a statement of its publication or mailing and the result of the governing body's vote under paragraph 4 to the property tax oversight commission. 6. The governing body shall hold the truth in taxation hearing on or before the adoption of the county, city or town budget under section 42-17105. B. If the governing body fails to comply with the requirements of this section, the governing body shall not fix, levy or assess an amount of primary property taxes that exceeds the preceding year's amount, except for amounts attributable to new construction. C. For the purposes of this section, "amount attributable to new construction" means the net assessed valuation of property added to the tax roll since the previous year multiplied by a property tax rate computed by dividing the primary property tax levy of the county, city or town in the preceding year by the estimate of the total net assessed valuation of the 87 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process county, city or town for the current year, excluding the net assessed valuation attributable to new construction. §42-17151. County, municipal, community college and school tax levy A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 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 After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so via a written request which must be approved by the Board of Supervisors. According to A.R.S. §42-17106 (see above), the Board of Supervisors may transfer monies between budget items if the monies are available, the transfer is in the public interest and based on a demonstrated need, and the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the 88 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process customer gets from the County rather than in terms of what the department “does” for the customer. • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher level management view of a collection of Activities. The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure, and is the focus of presentation in the Department Strategic Business Plans and Budgets section. 89 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Policies and Process 90 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County and Districts Overview Maricopa County and Districts Overview Summary Schedules Consolidated Revenues and Expenditures by Category FY 2007-08 Adopted Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE DEBT SERVICE INTERNAL SERVICE CAPITAL PROJECTS SUBTOTAL ELIMINATIONS $ 164,614,794 $ 194,604,900 $ 11,543,046 $ 456,879,082 $ 38,681,080 $ 866,322,902 $ 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 INTERGOV CHARGES FOR SERVICE 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 $ 425,284,450 14,550,571 2,156,000 4,465,841 7,953,924 497,453,141 143,247,168 13,508,317 25,844,692 4,354,799 7,200 16,433,137 12,000,000 2,883,415 6,838,417 1,176,981,072 $ $ $ 514,131,085 14,550,571 156,123,673 45,065,399 126,197,530 65,857,607 8,306,335 497,453,141 104,000,000 152,496,256 111,769,957 163,366,891 966,763 27,898,290 23,216,742 44,568,931 900,000 120,710,156 382,756,153 2,624,129,996 $ $ 14,211,394 29,265,342 159,012,092 1,300,000 42,665 203,831,493 $ $ 22,404,868 300,000 250,000 120,710,156 192,382,293 336,047,317 $ $ 6,300,000 2,970,149 1,549,452 887,400 17,004,599 28,711,600 $ $ 88,846,635 149,823,673 42,909,399 126,197,530 38,986,898 352,411 104,000,000 9,249,088 33,104,656 56,659,923 959,563 11,465,153 8,067,290 40,505,451 900,000 166,530,844 878,558,514 TOTAL SOURCES $ 1,341,595,866 $ 1,073,163,414 $ 40,254,646 $ 792,926,399 $ 242,512,573 $ 3,490,452,898 PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT EXPENDITURES SUBTOTAL $ 488,516,824 487,946,159 25,509,996 175,008,093 1,176,981,072 $ $ $ 11,697,197 184,927,770 916,631 988,276 198,529,874 $ $ 6,110,534 16,087,400 141,611,000 163,808,934 $ $ 27,153,110 482,500 27,635,610 $ $ 452,257,766 279,355,895 29,913,899 128,560,678 890,088,238 $ 958,582,321 968,317,224 225,104,636 305,039,547 2,457,043,728 $ APPROPRIATED BEGINNING FUND BALANCE $ 164,614,794 $ 67,148,406 $ - $ 201,579,783 $ - $ 433,342,983 $ TOTAL USES $ 1,341,595,866 $ 957,236,644 $ 27,635,610 $ 365,388,717 $ 198,529,874 $ 2,890,386,711 $ UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ - $ 115,926,770 $ 12,619,036 $ 427,537,682 $ 43,982,699 $ 600,066,187 $ TOTAL USES AND ENDING FUND BALANCE $ 1,341,595,866 $ 1,073,163,414 $ 40,254,646 $ 792,926,399 $ 242,512,573 $ 3,490,452,898 $ 91 ALL FUNDS - $ 866,322,902 $ - $ (163,366,891) (382,756,153) (546,123,044) $ 514,131,085 14,550,571 156,123,673 45,065,399 126,197,530 65,857,607 8,306,335 497,453,141 104,000,000 152,496,256 63,794,516 111,769,957 966,763 27,898,290 23,216,742 44,568,931 900,000 120,710,156 2,078,006,952 $ (546,123,044) $ 2,944,329,854 $ - $ (163,366,891) (382,756,153) (546,123,044) $ 958,582,321 804,950,333 225,104,636 (77,716,606) 1,910,920,684 - $ 433,342,983 (546,123,044) $ 2,344,263,667 - $ 600,066,187 (546,123,044) $ 2,944,329,854 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County and Districts Overview Consolidated Revenues and Expenditures by Category FY 2006-07 Revised Restated Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 212,381,047 REVENUES PROPERTY TAXES $ 398,725,245 TAX PENALTIES & INTEREST 12,700,000 SALES TAXES LICENSES AND PERMITS 2,066,000 GRANTS 117,988 OTHER INTERGOVERNMENTAL 7,183,930 PAYMENTS IN LIEU OF TAXES 8,782,492 STATE SHARED SALES TAX 482,964,215 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 143,247,168 INTERGOV CHARGES FOR SERVICE 13,341,732 OTHER CHARGES FOR SERVICES 25,020,388 INTERNAL SERVICE CHARGES 5,732,994 PATIENT SERVICE REVENUE 46,237 FINES & FORFEITS 14,777,378 INTEREST EARNINGS 10,003,314 MISCELLANEOUS REVENUE 2,907,839 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 7,022,061 TOTAL REVENUE $ 1,134,638,981 CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL $ 158,135,257 $ 16,124,463 $ 111,090,626 $ 43,144,724 $ $ $ $ 40,206,461 243,683 15,552,914 84,306,756 257,753,777 $ 398,063,591 $ $ 540,876,117 $ 484,223,277 12,700,000 148,953,127 46,141,518 128,775,800 93,794,378 9,242,578 482,964,215 99,100,000 152,547,168 84,779,352 67,940,624 1,025,977 23,226,389 18,891,455 64,920,757 204,800 84,306,756 447,451,695 $ 2,507,283,988 $ $ 3,048,160,105 $ 85,498,032 143,738,033 44,075,518 128,657,812 45,465,408 460,086 99,100,000 9,300,000 29,121,738 53,256,884 979,740 8,449,011 6,165,846 45,757,119 204,800 161,844,661 862,074,688 $ 5,215,094 3,297,754 1,353,612 690,000 20,831,196 31,387,656 $ 938,579 10,332,898 6,502,080 62,207,630 1,125,000 12,885 81,119,072 TOTAL SOURCES $ 1,347,020,028 $ 1,020,209,945 $ 47,512,119 $ 509,154,217 $ 124,263,796 PERSONAL SERVICES $ 478,510,323 SUPPLIES & SERVICES 454,759,632 CAPITAL OUTLAY 28,814,801 TRANSFERS OUT 170,325,527 EXPENDITURES SUBTOTAL $ 1,132,410,283 $ 420,770,489 250,891,719 30,765,736 135,565,934 837,993,878 $ 34,627,894 482,500 35,110,394 $ 6,117,534 22,844,621 152,950,084 $ 181,912,239 $ 8,969,350 71,388,927 1,290,907 811,209 82,460,393 $ $ APPROPRIATED BEGINNING FUND BALANCE $ $ $ $ ELIMINATIONS 914,367,696 799,884,899 248,449,422 307,185,170 $ 2,269,887,187 $ 540,876,117 $ - $ (67,940,624) (447,451,695) (515,392,319) $ 484,223,277 12,700,000 148,953,127 46,141,518 128,775,800 93,794,378 9,242,578 482,964,215 99,100,000 152,547,168 56,094,122 84,779,352 1,025,977 23,226,389 18,891,455 64,920,757 204,800 84,306,756 1,991,891,669 $ (515,392,319) $ 2,532,767,786 $ - $ (67,940,624) (447,451,695) (515,392,319) $ 914,367,696 731,944,275 248,449,422 (140,266,525) 1,754,494,868 $ 214,179,020 $ 73,048,819 $ - $ 161,281,357 $ - 448,509,196 $ TOTAL USES $ 1,346,589,303 $ 911,042,697 $ 35,110,394 $ 343,193,596 $ 82,460,393 $ 2,718,396,383 $ 430,725 $ 109,167,248 $ 12,401,725 $ 165,960,621 $ 41,803,403 $ 329,763,722 $ TOTAL USES AND ENDING FUND BALANCE $ 1,347,020,028 $ 1,020,209,945 $ 47,512,119 $ 509,154,217 $ 124,263,796 $ 3,048,160,105 $ UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ 92 ALL FUNDS - $ 448,509,196 (515,392,319) $ - 2,203,004,064 - $ 329,763,722 (515,392,319) $ 2,532,767,786 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County and Districts Overview Consolidated Revenues and Expenditures by Category FY 2006-07 Adopted Restated Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 212,381,047 REVENUES PROPERTY TAXES $ 398,725,245 TAX PENALTIES & INTEREST 12,700,000 SALES TAXES LICENSES AND PERMITS 2,066,000 GRANTS OTHER INTERGOVERNMENTAL 5,259,639 PAYMENTS IN LIEU OF TAXES 8,782,492 STATE SHARED SALES TAX 491,811,670 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 144,035,674 INTERGOV CHARGES FOR SERVICE 12,605,790 OTHER CHARGES FOR SERVICES 24,869,084 INTERNAL SERVICE CHARGES 5,732,994 PATIENT SERVICE REVENUE 46,237 FINES & FORFEITS 15,044,128 INTEREST EARNINGS 10,003,265 MISCELLANEOUS REVENUE 2,618,383 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 7,022,061 REVENUES SUBTOTAL $ 1,141,322,662 CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL $ 158,135,257 $ 16,124,463 $ 111,090,626 $ 43,144,724 $ $ $ 5,215,094 3,297,754 1,353,612 690,000 9,337,196 $ 19,893,656 $ $ $ 878,579 10,332,414 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 $ 36,018,119 $ 426,422,967 $ 124,263,796 $ $ 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 $ 85,498,032 143,738,033 42,238,635 120,936,696 45,737,452 460,086 99,100,000 9,300,000 28,843,850 52,411,889 979,740 7,785,969 5,942,332 68,336,097 204,800 161,460,770 872,974,381 TOTAL SOURCES $ 1,353,703,709 $ 1,031,109,638 PERSONAL SERVICES $ 474,413,144 SUPPLIES & SERVICES 467,908,749 CAPITAL OUTLAY 30,047,681 TRANSFERS OUT 168,953,088 EXPENDITURES SUBTOTAL $ 1,141,322,662 $ 414,342,986 259,481,753 26,356,021 153,011,645 853,192,405 APPROPRIATED BEGINNING FUND BALANCE $ DEBT SERVICE $ 23,133,894 482,500 $ 23,616,394 $ $ 484,223,277 12,700,000 148,953,127 44,304,635 120,936,696 91,385,861 9,242,578 491,811,670 99,100,000 153,335,674 83,843,537 67,940,624 1,025,977 22,830,097 18,667,892 75,207,365 204,800 40,930,000 408,918,494 $ 2,430,642,112 $ $ - $ 484,223,277 12,700,000 148,953,127 44,304,635 120,936,696 91,385,861 9,242,578 491,811,670 99,100,000 153,335,674 55,079,808 83,843,537 (67,940,624) 1,025,977 22,830,097 18,667,892 75,207,365 204,800 40,930,000 (408,918,494) (476,859,118) $ 1,953,782,994 $ 2,971,518,229 $ (476,859,118) $ 2,494,659,111 $ $ - $ 903,576,889 (67,940,624) 754,494,449 240,890,484 (408,918,494) (85,660,052) (476,859,118) $ 1,813,301,770 903,576,889 822,435,073 240,890,484 323,258,442 $ 2,290,160,888 $ $ 212,381,047 $ 73,587,844 - $ 97,675,894 $ - 383,644,785 $ $ 926,780,249 $ 23,616,394 $ 288,872,928 $ 80,832,393 $ 2,673,805,673 $ - $ 104,329,389 $ 12,401,725 $ 137,550,039 $ 43,431,403 $ 297,712,556 $ TOTAL USES AND ENDING FUND BALANCE $ 1,353,703,709 $ 1,031,109,638 $ 36,018,119 $ 426,422,967 $ 124,263,796 $ 2,971,518,229 $ 93 ALL FUNDS 540,876,117 TOTAL USES $ 1,353,703,709 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ $ $ ELIMINATIONS - - $ $ 540,876,117 383,644,785 (476,859,118) $ 2,196,946,555 - $ 297,712,556 (476,859,118) $ 2,494,659,111 Maricopa County, Arizona FY 2007-08 Annual Business Strategies County and Districts Overview Comparative Tax Data Maricopa County levies primary property taxes based on assessed valuations of personal and real property. The primary property tax may be used to support any type or level of service within the legal purview of the County. The County Board of Supervisors, sitting as the Boards of Directors for the Flood Control and Library District also levies these districts secondary property taxes. FY 2007-08 PROPERTY TAX LEVY Description Salt River Proj. Effective Assessed Value Assessed Value MARICOPA COUNTY PRIMARY: FY 2007-08 Final $ 38,930,267,550 FY 2006-07 Adopted $ 33,807,465,267 Variance $ 5,122,802,283 $ $ $ FLOOD CONTROL DISTRICT: FY 2007-08 Final $ FY 2006-07 Adopted $ Variance $ 45,937,944,910 32,778,027,362 13,159,917,548 $ $ $ LIBRARY DISTRICT: FY 2007-08 Final FY 2006-07 Adopted Variance 49,534,573,831 36,294,693,601 13,239,880,230 $ $ $ $ $ $ Total Assessed Value w/SRP 518,745,464 $ 542,156,376 $ (23,410,912) $ Revenue from 1-cent Levy Tax Rates SRP Payments in Lieu (PILT) Property Tax Levy Total Tax Levy & PILT Other Payments in Lieu (PILT) 39,449,013,014 34,349,621,643 5,099,391,371 $ $ $ 3,944,901 3,434,962 509,939 $ $ $ 1.1046 $ 1.1794 $ (0.0748) $ 430,023,735 398,725,245 31,298,490 $ $ $ 5,730,062 $ 6,394,192 $ (664,130) $ $ $ $ 46,035,519,409 32,868,507,458 13,167,011,951 $ $ $ 4,603,552 3,286,851 1,316,701 $ $ $ 0.1533 $ 0.2047 $ (0.0514) $ 70,422,870 67,096,622 3,326,248 $ $ $ 149,582 $ 185,213 $ (35,631) $ - $ $ $ 70,572,452 67,281,835 3,290,617 518,745,464 $ 542,156,376 $ (23,410,912) $ 50,053,319,295 36,836,849,977 13,216,469,318 $ $ $ 5,005,332 3,683,685 1,321,647 $ $ $ 0.0391 $ 0.0507 $ (0.0116) $ 19,368,018 18,401,410 966,608 $ $ $ 202,829 $ 274,873 $ (72,044) $ - $ $ $ 19,570,847 18,676,283 894,564 $ $ $ 1.2970 $ 1.4348 $ (0.1378) $ 519,814,623 484,223,277 35,591,346 $ $ $ 6,082,473 $ 6,854,278 $ (771,805) $ 2,303,960 $ 2,388,300 $ (84,340) $ 528,201,056 493,465,855 34,735,201 97,574,499 90,480,096 7,094,403 GRAND TOTALS: FY 2007-08 Final FY 2006-07 Adopted Variance 94 2,303,960 $ 2,388,300 $ (84,340) $ 438,057,757 407,507,737 30,550,020 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Summary Schedules Consolidated Revenues and Expenditures by Category FY 2007-08 Adopted Budget SPECIAL REVENUE DEBT SERVICE $ 178,405,267 $ 11,388,287 $ 430,168,591 $ $ 149,823,673 41,026,399 126,172,530 21,882,024 104,000,000 9,249,088 30,842,154 56,659,923 959,563 10,915,153 7,007,290 33,511,666 900,000 166,048,344 $ 758,997,807 $ 2,970,149 1,074,358 887,400 17,004,599 $ 21,936,506 $ $ 22,404,868 120,710,156 132,249,964 275,364,988 TOTAL SOURCES $ 1,341,595,866 $ 937,403,074 $ 33,324,793 $ 705,533,579 PERSONAL SERVICES $ 488,516,824 SUPPLIES & SERVICES 487,946,159 CAPITAL OUTLAY 25,509,996 TRANSFERS OUT 175,008,093 EXPENDITURES SUBTOTAL $ 1,176,981,072 $ 427,163,734 246,638,030 28,383,352 68,428,349 $ 770,613,465 $ 21,710,516 $ 21,710,516 $ 164,614,794 $ 67,148,406 $ TOTAL USES $ 1,341,595,866 $ 837,761,871 GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 164,614,794 REVENUES PROPERTY TAXES $ 425,284,450 TAX PENALTIES & INTEREST 14,550,571 SALES TAXES LICENSES AND PERMITS 2,156,000 GRANTS OTHER INTERGOVERNMENTAL 4,465,841 PAYMENTS IN LIEU OF TAXES 7,953,924 STATE SHARED SALES TAX 497,453,141 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 143,247,168 INTERGOV CHARGES FOR SERVICE 13,508,317 OTHER CHARGES FOR SERVICES 25,844,692 INTERNAL SERVICE CHARGES 4,354,799 PATIENT SERVICE REVENUE 7,200 FINES & FORFEITS 16,433,137 INTEREST EARNINGS 12,000,000 MISCELLANEOUS REVENUE 2,883,415 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 6,838,417 TOTAL REVENUE $ 1,176,981,072 APPROPRIATED BEGINNING FUND BALANCE $ CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL $ $ 14,211,394 29,265,342 159,012,092 1,300,000 42,665 $ 203,831,493 $ $ 425,284,450 14,550,571 149,823,673 43,182,399 126,172,530 48,752,733 7,953,924 497,453,141 104,000,000 152,496,256 111,769,957 163,366,891 966,763 27,348,290 21,381,648 37,325,146 900,000 120,710,156 322,141,324 $ 2,437,111,866 $ $ 242,512,573 $ 3,260,369,885 $ (485,508,215) $ 2,774,861,670 $ 11,697,197 184,927,770 916,631 988,276 $ 198,529,874 $ 931,388,289 935,521,359 155,106,495 244,424,718 $ 2,266,440,861 $ $ 4,010,534 16,009,400 78,586,000 98,605,934 - $ 201,579,783 $ $ $ $ 21,710,516 $ 300,185,717 $ 198,529,874 - 433,342,983 $ 2,699,783,844 - ALL FUNDS 823,258,019 95 38,681,080 ELIMINATIONS $ 823,258,019 - $ 425,284,450 14,550,571 149,823,673 43,182,399 126,172,530 48,752,733 7,953,924 497,453,141 104,000,000 152,496,256 61,532,014 111,769,957 (163,366,891) 966,763 27,348,290 21,381,648 37,325,146 900,000 120,710,156 (322,141,324) $ (485,508,215) $ 1,951,603,651 - $ 931,388,289 (163,366,891) 772,154,468 155,106,495 (322,141,324) (77,716,606) $ (485,508,215) $ 1,780,932,646 - $ 433,342,983 $ (485,508,215) $ 2,214,275,629 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 Revised Restated Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 212,381,047 CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL $ 140,902,872 $ 14,582,325 $ 78,731,692 $ 43,144,724 $ $ $ $ 938,579 10,332,898 6,502,080 62,207,630 1,125,000 12,885 81,119,072 $ $ 40,206,461 14,552,914 84,306,756 198,344,080 337,410,211 $ $ 3,297,754 1,053,612 690,000 20,831,196 25,872,562 $ $ 143,738,033 42,504,518 128,567,755 23,946,348 99,100,000 9,300,000 29,121,738 53,186,884 979,740 7,899,011 5,668,096 39,975,767 204,800 161,362,161 745,554,851 TOTAL SOURCES $ 1,347,020,028 $ 886,457,723 $ 40,454,887 $ 416,141,903 $ 124,263,796 PERSONAL SERVICES $ 478,510,323 SUPPLIES & SERVICES 454,759,632 CAPITAL OUTLAY 28,814,801 TRANSFERS OUT 170,325,527 EXPENDITURES SUBTOTAL $ 1,132,410,283 $ 395,514,471 221,451,928 28,198,901 76,156,237 721,321,537 $ 29,185,300 29,185,300 $ 4,057,534 22,841,621 92,294,879 119,194,034 $ 8,969,350 71,388,927 1,290,907 811,209 82,460,393 REVENUES PROPERTY TAXES $ 398,725,245 TAX PENALTIES & INTEREST 12,700,000 SALES TAXES LICENSES AND PERMITS 2,066,000 GRANTS 117,988 OTHER INTERGOVERNMENTAL 7,183,930 PAYMENTS IN LIEU OF TAXES 8,782,492 STATE SHARED SALES TAX 482,964,215 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 143,247,168 INTERGOV CHARGES FOR SERVICE 13,341,732 OTHER CHARGES FOR SERVICES 25,020,388 INTERNAL SERVICE CHARGES 5,732,994 PATIENT SERVICE REVENUE 46,237 FINES & FORFEITS 14,777,378 INTEREST EARNINGS 10,003,314 MISCELLANEOUS REVENUE 2,907,839 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 7,022,061 TOTAL REVENUE $ 1,134,638,981 APPROPRIATED BEGINNING FUND BALANCE $ $ $ $ $ ELIMINATIONS 489,742,660 $ 398,725,245 12,700,000 143,738,033 44,570,518 128,685,743 72,275,318 8,782,492 482,964,215 99,100,000 152,547,168 84,709,352 67,940,624 1,025,977 22,676,389 17,850,022 58,139,405 204,800 84,306,756 387,559,498 $ 2,324,595,677 $ $ - $ 398,725,245 12,700,000 143,738,033 44,570,518 128,685,743 72,275,318 8,782,492 482,964,215 99,100,000 152,547,168 56,094,122 84,709,352 (67,940,624) 1,025,977 22,676,389 17,850,022 58,139,405 204,800 84,306,756 (387,559,498) (455,500,122) $ 1,869,095,555 $ 2,814,338,337 $ (455,500,122) $ 2,358,838,215 $ $ - $ 887,051,678 (67,940,624) 702,501,484 179,784,788 (387,559,498) (140,266,525) (455,500,122) $ 1,629,071,425 887,051,678 770,442,108 179,784,788 247,292,973 $ 2,084,571,547 214,179,020 $ 73,048,819 $ - $ 161,281,357 $ - 448,509,196 $ $ 794,370,356 $ 29,185,300 $ 280,475,391 $ 82,460,393 $ 2,533,080,743 $ 430,725 $ 92,087,367 $ 11,269,587 $ 135,666,512 $ 41,803,403 $ 281,257,594 $ TOTAL USES AND ENDING FUND BALANCE $ 1,347,020,028 $ 886,457,723 $ 40,454,887 $ 416,141,903 $ 124,263,796 $ 2,814,338,337 $ 96 $ $ TOTAL USES $ 1,346,589,303 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ ALL FUNDS - - $ $ 489,742,660 448,509,196 (455,500,122) $ 2,077,580,621 - $ 281,257,594 (455,500,122) $ 2,358,838,215 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 Adopted Restated Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 212,381,047 CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL $ 140,902,872 $ 14,582,325 $ 78,731,692 $ 43,144,724 $ $ $ $ 878,579 10,332,414 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 41,238,635 120,911,696 24,593,392 99,100,000 9,300,000 28,843,850 52,341,889 979,740 7,235,969 5,444,582 42,673,495 204,800 160,978,270 737,584,351 TOTAL SOURCES $ 1,353,703,709 $ 878,487,223 $ 28,960,887 $ 314,694,496 $ 124,263,796 PERSONAL SERVICES $ 474,413,144 SUPPLIES & SERVICES 467,908,749 CAPITAL OUTLAY 30,047,681 TRANSFERS OUT 168,953,088 EXPENDITURES SUBTOTAL $ 1,141,322,662 $ 390,343,596 229,504,822 24,213,992 74,135,791 718,198,201 $ $ 4,057,534 21,419,500 93,717,000 119,194,034 $ $ 17,691,300 17,691,300 8,703,225 70,651,071 666,888 811,209 80,832,393 REVENUES PROPERTY TAXES $ 398,725,245 TAX PENALTIES & INTEREST 12,700,000 SALES TAXES LICENSES AND PERMITS 2,066,000 GRANTS OTHER INTERGOVERNMENTAL 5,259,639 PAYMENTS IN LIEU OF TAXES 8,782,492 STATE SHARED SALES TAX 491,811,670 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 144,035,674 INTERGOV CHARGES FOR SERVICE 12,605,790 OTHER CHARGES FOR SERVICES 24,869,084 INTERNAL SERVICE CHARGES 5,732,994 PATIENT SERVICE REVENUE 46,237 FINES & FORFEITS 15,044,128 INTEREST EARNINGS 10,003,265 MISCELLANEOUS REVENUE 2,618,383 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 7,022,061 TOTAL REVENUE $ 1,141,322,662 APPROPRIATED BEGINNING FUND BALANCE $ $ $ $ ELIMINATIONS 489,742,660 $ 398,725,245 12,700,000 143,738,033 43,304,635 120,911,696 70,241,801 8,782,492 491,811,670 99,100,000 153,335,674 83,773,537 67,940,624 1,025,977 22,280,097 17,626,459 49,294,763 204,800 40,930,000 329,560,140 $ 2,210,367,451 $ $ - $ 398,725,245 12,700,000 143,738,033 43,304,635 120,911,696 70,241,801 8,782,492 491,811,670 99,100,000 153,335,674 55,079,808 83,773,537 (67,940,624) 1,025,977 22,280,097 17,626,459 49,294,763 204,800 40,930,000 (329,560,140) (397,500,764) $ 1,812,866,687 $ 2,700,110,111 $ (397,500,764) $ 2,302,609,347 $ $ - $ 877,517,499 (67,940,624) 721,543,518 166,336,861 (329,560,140) (85,660,052) (397,500,764) $ 1,679,737,826 877,517,499 789,484,142 166,336,861 243,900,088 $ 2,077,238,590 212,381,047 $ 73,587,844 $ - $ 97,675,894 $ - 383,644,785 $ $ 791,786,045 $ 17,691,300 $ 216,869,928 $ 80,832,393 $ 2,460,883,375 $ - $ 86,701,178 $ 11,269,587 $ 97,824,568 $ 43,431,403 $ 239,226,736 $ TOTAL USES AND ENDING FUND BALANCE $ 1,353,703,709 $ 878,487,223 $ 28,960,887 $ 314,694,496 $ 124,263,796 $ 2,700,110,111 $ 97 $ $ TOTAL USES $ 1,353,703,709 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ ALL FUNDS - - $ $ 489,742,660 383,644,785 (397,500,764) $ 2,063,382,611 - $ 239,226,736 (397,500,764) $ 2,302,609,347 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Sources of Funds FY 2007-08 Adopted Budget $2,214,275,629 Sales Taxes 6.77% Property Taxes, Penalties & Interest 19.86% State Shared Sales Taxes 22.47% State Shared Vehicle License Taxes 6.89% Fund Balances 11.86% Debt Proceeds 5.45% Highway User Revenues 4.70% Miscellaneous & Interest 2.69% Patient Revenue 0.04% Permits, Fees, Fines & Charges 11.01% Other Intergovernmental & Grants 8.26% Uses of Funds FY 2007-08 Adopted Budget $2,214,275,629 Education 0.28% Culture & Recreation 1.35% General Government 7.13% Highways & Streets 7.38% Health, Welfare & Sanitation 21.61% Public Safety 62.25% 98 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2006-07 Adopted to FY 2006-07 Adopted Restated Budget FY 2006-07 ADOPTED GROSS ELIM. NET FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Internal Service Funds $ $ 1,416.2 791.8 17.7 216.9 80.8 2,523.4 $ $ (7.1) $ (161.0) (9.3) (152.2) (67.9) (397.6) $ FY 2006-07 ADOPTED RESTATED GROSS ELIM. NET 1,409.1 630.8 8.4 64.7 12.9 2,125.8 $ (0.9) $ 1,353.7 791.8 17.7 216.9 80.8 2,460.9 $ $ (7.1) $ (161.0) (9.3) (152.2) (67.9) (397.6) $ 1,346.6 630.8 8.4 64.7 12.9 2,063.3 Fund Type Special Debt Capital Revenue Service Projects $ $ $ - General $ 63.4 Description Restatement of Disproportionate Share Restatement of Allocations as Revenue ane Expenditures $ $ VARIANCE - 62.5 $ - - $ $ - $ 62.5 62.5 $ Internal Service $ - - % VARIANCE 4.44% 0.00% 0.00% 0.00% 0.00% 2.94% All Funds $ 63.4 - - $ (0.9) - $ 62.5 FY 2006-07 Adopted Restated to FY 2006-07 Revised Restated Budget FY 2006-07 ADOPTED RESTATED GROSS ELIM. NET FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Internal Service Funds $ $ 1,353.7 791.8 17.7 216.9 80.8 2,460.9 $ $ Description Reduction in Expenditures Related to Reduced State Shared Sales Tax and Vehicle License Tax Sheriff IGA's Meth Project IGA's Grant Awards and Carryovers Carryover Projects Capital Projects Transfers and Expenditures Telecommunication Capital Equipment TOTAL (7.1) $ (161.0) (9.3) (152.2) (67.9) (397.6) $ 1,346.6 630.8 8.4 64.7 12.9 2,063.3 $ $ 1,346.6 794.4 29.2 280.5 82.5 2,533.2 Special Revenue - General $ 9.6 (0.7) (2.1) 0.3 - $ $ 7.0 $ $ $ (7.0) $ (161.4) (20.8) (198.3) (67.9) (455.5) $ Fund Type Debt Service $ - (6.0) (0.3) 2.4 $ $ VARIANCE FY 2006-07 REVISED RESTATED GROSS ELIM. NET Capital Projects $ - 99 $ $ 7.0 (2.2) (17.5) (1.7) (14.3) Internal Service $ - - - - - (17.5) - 1.7 (2.2) $ 1,339.6 633.0 8.4 82.2 14.6 2,077.6 $ - $ (17.5) $ % VARIANCE 0.52% (0.35%) 0.00% (27.03%) (13.17%) (0.70%) All Funds $ 9.6 (1.7) (1.7) $ (0.7) (2.1) (6.0) (15.1) (14.3) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 Revised Restated to FY 2007-08 Adopted Budget FY 2006-07 REVISED RESTATED GROSS ELIM. NET FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Internal Service Funds $ $ 1,346.6 794.4 29.2 280.5 82.5 2,533.1 (7.0) $ (161.4) (20.8) (198.3) (67.9) $ (455.4) $ $ Source of Change Non-Recurring Appropriated Fund Balance Capital Equipment Capital Improvement Programs Fund Transfers Other Primary/General Election Costs Technology Reserve Transportation Equipment Non-Recurring Total Recurring Non-Discretionary Mandated Health Care Other Mandates Non-Discretionary Total Discretionary Annualizations and Rate/Volume Adjustments Compensation Other Adjustments Technology Discretionary Total FY 2007-08 ADOPTED GROSS ELIM. NET 1,339.6 633.0 8.4 82.2 14.5 2,077.6 $ $ 1,341.6 837.8 21.7 300.2 198.5 2,699.8 All Funds $ Variance $ $ $ $ $ $ $ (5.9) $ (165.6) (17.0) (132.7) (164.3) (485.5) $ All Funds % Variance 1,335.7 672.2 4.7 167.5 34.3 2,214.3 General Fund $ Variance $ VARIANCE $ $ 3.9 (39.2) 3.7 (85.3) (19.7) (136.7) General Fund % Variance (4.7) (0.2) (109.7) 72.1 15.9 2.9 (9.0) (2.7) (35.3) (0.2%) $ (0.0%) 5.3% (3.5%) 0.8% 0.1% (0.4%) (0.1%) (1.7%) $ (4.0) (27.4) 59.3 5.5 2.9 (9.0) 27.3 (0.3%) 0.0% (2.1%) 4.4% 0.4% 0.2% (0.7%) 0.0% 2.0% 20.5 (5.9) 14.6 1.0% $ (0.3%) 0.7% $ 20.5 (8.8) 11.7 1.5% (0.7%) 0.9% (0.2%) $ (2.8%) (1.7%) (0.9%) (5.6%) $ 11.6 (34.5) 1.9 (14.1) (35.1) 0.9% (2.6%) 0.1% (1.1%) (2.6%) $ (3.3) (58.7) (35.8) (18.2) (115.9) Recurring Total $ (101.3) (4.9%) $ (23.4) (1.8%) Total $ (136.7) (6.6%) $ 3.9 0.3% 100 % VARIANCE 0.3% (6.2%) 43.8% (103.8%) (135.9%) (6.6%) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 Revised Restated to FY 2007-08 Adopted Budget (cont’d) Special Revenue General Description Annualizations and Rate/Volume Adjustments $ $ Air Quality Services Animal Care and Control Services (1.0) Base-Level Operating Adjustments 4.7 Base-Level Reductions (1.1) Capital Case Representation (0.1) Child Sexual Assault Interviews (1.1) Contract Counsel for Criminal Cases 0.4 Court Security 0.5 FY 2007 Initiatives 0.1 Homeless Campus Security (0.1) Intergovernmental Agreements (0.4) Juror Activity Juvenile Pre-Disposition Investigations Juvenile Standard Probation (0.2) Medical Examiner Programs Mid-Year Adjustments Network Security Officer Probation Report and Review Activity Proposition 201 Smoking Compliance (0.5) Real Property Inspections 0.2 Rule 11 Mental Health Exams 7.8 Salary Savings Sex Offender Supervision 4.4 Utilities (1.8) Vector Control (0.2) Victim Advocate Assistance Waste Management Services Waste Tire Services 11.6 $ Annualizations and Rate/Volume $ Adjustments Total Fund Type Debt Capital Service Projects (0.5) $ 0.5 (4.4) 2.1 (2.3) (0.2) (0.6) (1.4) (0.7) (0.1) (0.9) (1.3) (0.3) (0.3) (3.9) (0.2) (0.4) (14.9) $ - $ $ Capital Improvement Projects Capital Improvement Projects (See Schedule) $ CIP-Related Debt Service Court Tower Lease Terminations Parks Capital Projects Capital Improvement Projects Total $ $ 3.7 (30.9) (0.2) (27.4) $ $ (0.7) (0.7) $ 3.7 3.7 $ Compensation $ Attorney Loan Repayment Employee Benefits Rate/Volume Changes Market-Based Salary Adjustments Nurse Loan Repayment Pay for Performance Compensation Total $ (1.4) $ (5.0) (15.6) (12.6) (34.5) $ $ (4.7) (9.1) (0.7) (9.7) (24.2) $ - $ Mandated Health Care $ AHCCCS Contribution Change ALTCS Contribution Change Arnold vs. Sarn IGA Increase Pre-AHCCCS Liability Mandated Health Care Total $ 2.4 $ (5.8) (1.1) 25.0 20.5 $ - $ 101 - $ $ $ $ $ - Internal Service $ All Funds $ - (59.9) $ (25.4) (85.3) $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ (0.5) 0.5 (5.4) 6.8 (1.1) (0.1) (1.1) 0.4 (1.8) 0.1 (0.3) (0.4) (0.6) (1.4) (0.2) (0.7) (0.1) (0.9) (1.3) (0.5) 0.2 7.5 (0.3) 0.5 (1.8) (0.2) (0.2) (0.4) (3.3) (59.9) 7.4 (56.4) (0.2) (0.7) (109.7) (1.4) (9.8) (24.6) (0.7) (22.2) (58.7) 2.4 (5.8) (1.1) 25.0 20.5 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 Revised to FY 2007-08 Adopted Budget (cont’d) General Description Other Adjustments $ Central Service Cost Allocation Contingencies - Reserved Contingencies - Unreserved Cost Allocations Fund Transfers (See Schedule) Grant Awards and Carry-Over Managed Care Run-Out Team Other Non-Departmental Adjustments (See Schedule) Recategorization of Exp. Associated with SelfFunded Benefits Self-Funding of Employee Benefits Transfer Operating Expenditures Between Funds Other Adjustments Total $ Other Mandates $ Elected Official Pay Increases Jail Excise Tax Maintenance of Effort Retirement Plan Increases Other Mandates $ Other Non-Recurring Adjustments $ Capital Equipment Non-Recurring Expenditures Non-Recurring Fund Transfers for Capital Other Appropriated Fund Balance Adjustments (See Schedule) Primary/General Election Costs Technology Reserve Transportation Equipment Other Non-Recurring Adjustments Total $ Technology $ Correctional Health Records System Data Closet Security (Telecom) Planning and Development Software Recorder's Office IT System Technology Purchases and Maintenance Technology Total $ Total $ Special Revenue (0.2) $ 12.6 (22.1) 0.1 (1.0) 2.0 5.8 0.3 $ (9.1) (6.7) (0.2) 7.1 (8.4) Fund Type Debt Capital Service Projects - $ - Internal Service $ - All Funds $ 0.1 3.5 (28.8) (0.1) (1.0) 7.1 2.0 (2.6) 2.5 - - - (2.5) - 2.2 (2.2) - - (16.2) - (16.2) - (18.6) $ (35.8) $ (19.0) $ - $ - $ (0.2) $ (5.0) (3.5) (8.8) $ (0.1) $ 5.0 (2.1) 2.9 $ - $ - $ $ 5.5 59.3 (4.0) $ 10.4 12.8 (0.7) - $ - $ 2.9 (9.0) 54.7 $ (2.7) 19.9 $ - $ (14.1) (14.1) $ (0.8) $ 0.2 (2.6) (3.1) $ - $ $ (39.2) $ 3.7 $ 1.9 3.9 102 $ $ $ $ (0.3) (5.6) (5.9) (0.2) $ - (0.2) 15.9 72.1 (4.7) (0.2) $ 2.9 (9.0) (2.7) 74.4 $ $ (0.9) (0.9) $ (0.8) (0.9) 0.2 (2.6) (14.1) (18.2) (85.3) $ (19.7) $ (136.7) - - $ $ $ - $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department FY 2005-06 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 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 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLOGY 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 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 2006-07 ADOPTED 16,124,081 15,665,319 33,792,578 65,581,979 $ 209,355 17,513,515 17,552,179 2,437,501 1,729,505 25,590,965 187,388 2,250 52,837,531 118,060,189 $ $ $ 1,193,026 $ 14,747,100 535,771 75 37,562,325 595 225,835 390,383 5,502,496 4,852 771,721 35,006,758 17,165,498 16,425,582 6,818,361 306,178 1,308,390,843 35,108,709 2,303,481 117,851 29,287 32,442 123,142,894 5,661,836 381,602 1,299,537 14,329,562 25,730,318 9,682,853 14,362,254 41,379,352 13,021,034 (302,594,538) 1,547,453,273 $ 1,731,095,440 $ FY 2006-07 REVISED 14,742,007 7,421,459 35,220,627 57,384,093 $ 150,000 16,073,385 17,760,612 2,579,500 1,985,000 19,546,000 3,858,304 4,000 58,163,904 120,120,705 $ $ $ 1,203,087 $ 13,544,325 375,932 37,826,442 85 708,360 123,974 5,146,355 19,410 750,000 25,114,253 16,557,997 18,276,178 6,526,352 1,425,488,701 130,069,052 2,652,570 151,594 37,500 419,900 155,149,452 5,644,500 430,696 1,018,844 12,280,301 26,750,000 10,639,396 15,946,494 41,266,941 12,322,401 (331,079,203) 1,635,361,889 $ 1,812,866,687 $ 103 FY 2006-07 PROJECTED 15,586,925 11,131,560 35,400,911 62,119,396 $ 150,000 16,170,908 18,030,130 2,579,500 1,985,000 19,546,000 3,858,304 4,000 59,521,140 121,844,982 $ $ $ 1,252,250 $ 13,544,325 375,932 37,924,142 85 749,644 123,974 6,885,483 19,410 750,000 25,114,253 16,557,997 18,536,277 6,526,352 1,424,641,200 227,297,721 2,652,570 151,594 37,500 419,900 161,848,636 5,644,500 593,922 1,018,844 12,280,301 26,750,000 10,639,396 15,946,494 41,266,941 14,703,540 (389,122,006) 1,685,131,177 $ 1,869,095,555 $ ADOPTED VS. REVISED VARIANCE % FY 2007-08 ADOPTED 15,314,945 8,294,115 35,291,122 58,900,182 $ 1,116,393 751,490 (759,165) 1,108,718 7.2% 6.8% -2.1% 1.8% 200,280 17,210,973 18,463,612 9,926,341 1,842,456 20,527,205 3,957,561 2,466 55,653,253 127,784,147 $ $ 2,510,368 (134,857) 38,195 (142,000) 903,658 800,000 (1,846,722) 2,128,642 0.0% 15.5% -0.7% 1.5% -7.2% 0.0% 23.4% 20000.0% -3.1% 1.7% 1,244,928 $ 1,083,884 $ 8,963,824 13,523,899 716,668 523,185 38,332,346 42,509,831 85 85 544,214 358,229 140,315 302,768 5,550,071 6,937,387 11,677 7,100 781,926 750,000 25,495,179 133,744,808 17,152,123 16,557,997 15,422,487 17,227,710 5,523,926 6,480,804 67,782 1,406,427,726 1,468,945,594 555,678,555 193,250,862 2,663,079 2,722,602 151,490 151,594 123,783 32,500 266,465 419,900 156,852,332 142,181,190 6,230,130 6,050,000 433,031 617,670 978,290 1,113,844 13,907,439 13,259,789 26,558,364 39,272,014 9,762,342 10,306,425 15,482,475 14,496,373 34,349,349 37,850,297 13,079,299 19,452,679 (667,245,771) (425,729,107) 1,695,645,928 $ 1,764,401,913 $ 1,882,330,256 $ 1,951,603,651 $ (168,366) (20,426) 147,253 4,585,689 (391,415) 178,794 51,904 (12,310) 108,630,555 (1,308,567) (45,548) 44,304,394 (34,046,859) 70,032 (5,000) (19,667,446) 405,500 23,748 95,000 979,488 12,522,014 (332,971) (1,450,121) (3,416,644) 4,749,139 (36,607,101) 79,270,736 82,508,096 -13.4% -0.2% 39.2% $ $ 16,703,318 11,883,050 34,641,746 63,228,114 $ 150,000 18,681,276 17,895,273 2,617,695 1,843,000 19,546,000 4,761,962 804,000 57,674,418 123,973,624 $ $ 12.1% 0.0% -52.2% 144.2% 0.8% -63.4% 0.0% 432.5% 0.0% -7.1% -0.7% 3.1% -15.0% 2.6% 0.0% -13.3% 0.0% -12.2% 7.2% 4.0% 9.3% 8.0% 46.8% -3.1% -9.1% -8.3% 32.3% -9.4% 4.7% 4.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (cont’d) FY 2005-06 ACTUAL GENERAL FUND 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 SUBOTAL APPOINTED DEPARTMENT 150 EMERGENCY MANAGEMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER $ $ $ $ 550 LEGAL ADVOCATE $ 209,355 9,339,716 4,799,417 2,309,293 1,729,505 17,668,044 187,388 2,250 7,325,152 43,570,120 $ 212 535,771 75 595 8,001 129,599 4,852 771,721 904,258 91,038 1,014,761,619 111,975 118,088 14,700 $ $ 14,000 18,162,083 18,176,083 $ $ 150,000 7,766,749 5,842,476 2,579,500 1,985,000 13,246,000 210,000 4,000 9,648,261 41,431,986 $ 375,932 85 123,974 19,410 750,000 485,364 90,848 1,078,737,888 125,737 16,800 $ $ 14,000 18,162,083 18,176,083 150,000 7,766,749 5,842,476 2,579,500 1,985,000 13,246,000 210,000 4,000 10,384,205 42,167,930 375,932 85 123,974 19,410 750,000 485,364 90,848 1,069,101,927 2,053,110 125,737 16,800 FY 2006-07 PROJECTED $ $ $ $ $ 28,468 17,942,777 17,971,245 200,280 9,015,309 5,999,008 2,709,237 1,842,456 14,010,932 145,629 2,466 10,973,705 44,899,022 716,668 85 140,363 11,677 781,926 506,726 64,491 67,782 1,080,328,563 73,054,928 168,529 30,100 ADOPTED VS. REVISED VARIANCE % FY 2007-08 ADOPTED $ $ $ $ $ 29,000 16,914,273 16,943,273 150,000 10,215,000 4,935,575 2,617,695 1,843,000 13,246,000 218,550 4,000 10,636,912 43,866,732 523,185 85 302,768 7,100 750,000 45,300 1,113,217,039 133,261 16,800 $ $ $ $ $ 15,000 107.1% (1,247,810) (1,232,810) -6.9% -6.8% 2,448,251 (906,901) 38,195 (142,000) 8,550 252,707 1,698,802 0.0% 31.5% -15.5% 1.5% -7.2% 0.0% 4.1% 0.0% 2.4% 4.0% 147,253 178,794 (12,310) (485,364) (45,548) 44,115,112 (2,053,110) 7,524 - 39.2% 0.0% 144.2% -63.4% 0.0% -100.0% 4.1% -100.0% 6.0% 0.0% 20,000 20,000 111,283 20,000 - 0.0% $ 419,900 430,696 116,959 1,000 1,081,714,593 $ 419,900 593,922 116,959 1,000 1,074,294,968 $ 266,465 433,031 118,533 7,800 49,092 1,156,858,043 419,900 617,670 116,959 1,000 $ 1,116,171,067 $ 23,748 41,876,099 0.0% 4.0% 0.0% $ 32,442 381,602 300,430 2,576 113,591 1,018,297,872 0.0% 3.9% $ 1,078,242,462 $ 1,141,322,662 $ 1,134,638,981 $ 1,219,728,309 $ 1,176,981,072 $ 42,342,091 3.7% 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES MARICOPA COUNTY 16,188,998 16,374,470 $ FY 2006-07 REVISED 14,727 560 CONTRACT COUNSEL 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 850 AIR QUALITY SUBTOTAL 71,887 113,586 FY 2006-07 ADOPTED 104 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (cont’d) FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED SPECIAL REVENUE JUDICIAL BRANCH 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS SUBTOTAL $ 16,052,194 15,551,734 17,603,580 49,207,508 ELECTED OFFICIAL 160 CLERK OF THE SUPERIOR COURT $ 190 COUNTY ATTORNEY 210 ELECTIONS 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 500 SHERIFF SUBTOTAL $ 8,173,800 12,752,762 128,208 7,922,920 45,512,379 74,490,068 APPOINTED DEPARTMENT 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 220 HUMAN SERVICES 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 640 TRANSPORTATION 670 SOLID WASTE 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES SUBTOTAL MARICOPA COUNTY $ $ 1,192,813 14,747,100 37,562,325 217,833 260,785 5,571,665 16,425,582 6,727,323 306,178 287,039,673 1,297,752 2,185,393 103,151 14,560 112,242,125 5,661,836 9,682,853 14,362,254 41,376,775 12,907,443 569,885,419 693,582,996 $ $ $ 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 $ $ 1,203,087 13,544,325 37,826,442 708,360 5,184,355 18,276,178 6,435,504 332,372,251 2,526,833 134,794 17,500 115,639,261 5,644,500 10,639,396 15,946,494 41,266,941 12,321,401 619,687,622 737,584,351 $ $ FY 2005-06 ACTUAL $ 15,586,925 11,117,560 17,238,828 43,943,313 $ $ 8,404,159 12,187,654 6,300,000 3,648,304 49,136,935 79,677,052 $ $ 1,252,250 13,544,325 37,924,142 749,644 6,923,483 18,536,277 6,435,504 329,666,711 383,891 2,526,833 134,794 17,500 115,639,261 5,644,500 10,639,396 15,946,494 41,266,941 14,702,540 621,934,486 745,554,851 $ $ FY2006-07 ADOPTED $ 15,314,945 8,265,647 17,348,345 40,928,937 $ $ 8,195,664 12,464,604 7,217,104 6,516,273 3,811,932 44,679,549 82,885,125 $ $ $ $ FY2006-07 REVISED $ $ $ 16,703,318 11,854,050 17,727,473 46,284,841 $ 8,466,276 12,959,698 6,300,000 4,543,412 47,037,506 80,106,892 1,244,928 $ 8,963,824 38,332,346 544,214 (48) 5,625,071 15,422,487 5,459,435 313,144,978 383,891 2,494,550 121,390 12,500 117,587,699 6,230,130 9,762,342 15,474,675 34,349,349 13,030,207 588,183,967 $ 711,998,029 $ 1,083,884 13,523,899 42,509,831 358,229 7,007,237 17,227,710 6,435,504 333,792,049 2,589,341 134,794 12,500 119,776,322 6,050,000 10,306,425 14,496,373 37,850,297 19,451,679 632,606,074 758,997,807 FY2006-07 PROJECTED $ $ $ $ $ $ $ 1,116,393 736,490 488,645 2,341,528 7.2% 6.6% 2.8% 5.3% 62,117 772,044 895,108 (2,099,429) 429,840 0.7% 6.3% (168,366) (20,426) 4,585,689 (391,415) 83,754 (1,308,567) 4,125,338 (383,891) 62,508 (5,000) 4,137,061 405,500 (332,971) (1,450,121) (3,416,644) 4,749,139 10,671,588 13,442,956 0.0% 24.5% -4.3% 0.5% -13.4% -0.2% 12.1% -52.2% 1.2% 0.0% -20.3% 1.3% -100.0% 2.5% 0.0% -28.6% 3.6% 7.2% -3.1% -9.1% -8.3% 32.3% 1.7% 1.8% ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED DEBT SERVICE APPOINTED DEPARTMENT 470 NON-DEPARTMENTAL SUBTOTAL MARICOPA COUNTY $ $ 6,589,550 6,589,550 $ $ 14,378,562 14,378,562 $ $ 25,872,562 25,872,562 $ $ 12,954,184 12,954,184 $ $ 21,936,506 21,936,506 $ $ (3,936,056) (3,936,056) -15.2% -15.2% $ 6,589,550 $ 14,378,562 $ 25,872,562 $ 12,954,184 $ 21,936,506 $ (3,936,056) -15.2% 105 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (cont’d) FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED CAPITAL PROJECTS APPOINTED DEPARTMENT 480 APPROPRIATED FUND BALANCE 640 TRANSPORTATION SUBTOTAL MARICOPA COUNTY $ $ 33,698,982 77,628,212 111,327,194 $ 111,327,194 $ $ 130,069,052 105,893,752 235,962,804 $ 235,962,804 FY 2005-06 ACTUAL ENTERPRISE APPOINTED DEPARTMENT 600 MARICOPA MANAGED CARE SUBTOTAL MARICOPA COUNTY $ $ $ 118,417,401 118,417,401 118,417,401 $ $ 224,860,720 112,549,491 337,410,211 $ 337,410,211 FY 2006-07 ADOPTED $ $ $ $ $ 482,239,736 105,604,749 587,844,485 $ 587,844,485 FY 2006-07 REVISED - $ $ $ $ $ 193,250,862 82,114,126 275,364,988 $ 275,364,988 FY 2006-07 PROJECTED - $ $ $ FY 2006-07 FY 2006-07 FY2006-07 ACTUAL ADOPTED REVISED PROJECTED $ $ $ - FY 2007-08 ADOPTED $ (31,609,858) (30,435,365) (62,045,223) -14.1% -27.0% -18.4% $ (62,045,223) -18.4% ADOPT. VS. REVISED VARIANCE FY 2007-08 ADOPTED - FY2005-06 $ $ $ $ % - ADOPTED VS. REVISED VARIANCE % INTERNAL SERVICE APPOINTED DEPARTMENT 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLOGY 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT SUBTOTAL MARICOPA COUNTY $ 34,102,500 17,165,498 999,106 14,329,562 25,730,318 $ 24,628,889 16,557,997 901,885 12,280,301 26,750,000 $ 24,628,889 16,557,997 901,885 12,280,301 26,750,000 $ 24,988,452 17,152,123 859,757 13,907,439 26,558,364 $ 133,744,808 16,557,997 996,885 13,259,789 39,272,014 $ 109,115,919 95,000 979,488 12,522,014 443.0% 0.0% 10.5% 8.0% 46.8% $ $ 92,326,985 92,326,985 $ $ 81,119,072 81,119,072 $ $ 81,119,072 81,119,072 $ $ 83,466,136 83,466,136 $ $ 203,831,493 203,831,493 $ $ 122,712,421 122,712,421 151.3% 151.3% FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED ADOPT. VS. REVISED VARIANCE % ELIMINATIONS APPOINTED DEPARTMENT 300 PARKS & RECREATION 640 TRANSPORTATION 980 ELIMINATIONS $ SUBTOTAL MARICOPA COUNTY $ (69,169) $ (66,727,442) (302,594,538) (369,391,149) $ (38,000) $ (66,383,561) (331,079,203) (397,500,764) $ (38,000) $ (66,340,116) (389,122,006) (455,500,122) $ (75,000) $ (66,340,116) (667,245,771) (733,660,887) $ (69,850) $ (59,709,258) (425,729,107) (485,508,215) $ (31,850) 6,630,858 (36,607,101) (30,008,093) -83.8% 10.0% -9.4% -6.6% $ (369,391,149) $ (397,500,764) $ (455,500,122) $ (733,660,887) $ (485,508,215) $ (30,008,093) -6.6% 106 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Department and Fund Type FY 2007-08 ADOPTED SPECIAL REVENUE GENERAL FUND JUDICIAL 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS $ SUBTOTAL 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 $ 29,000 16,914,273 16,943,273 $ 150,000 10,215,000 4,935,575 2,617,695 1,843,000 13,246,000 218,550 4,000 10,636,912 43,866,732 $ APPOINTED 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLOGY 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 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 523,185 85 302,768 7,100 750,000 45,300 1,113,217,039 133,261 16,800 20,000 419,900 617,670 116,959 1,000 $ 1,116,171,067 MARICOPA COUNTY $ 1,176,981,072 $ $ $ $ 16,703,318 11,854,050 17,727,473 46,284,841 $ 8,466,276 12,959,698 6,300,000 4,543,412 800,000 47,037,506 80,106,892 $ $ 1,083,884 13,523,899 42,509,831 358,229 7,007,237 17,227,710 6,435,504 333,792,049 2,589,341 134,794 12,500 119,776,322 6,050,000 10,306,425 14,496,373 37,850,297 19,451,679 632,606,074 $ 758,997,807 CAPITAL PROJECTS DEBT SERVICE $ $ $ - $ - $ $ 21,936,506 21,936,506 $ 21,936,506 107 $ $ $ INTERNAL SERVICE - $ - $ $ 193,250,862 82,114,126 275,364,988 $ 275,364,988 $ $ $ SUBTOTAL - $ - $ $ $ ELIMINATIONS 16,703,318 11,883,050 34,641,746 63,228,114 $ 150,000 18,681,276 17,895,273 2,617,695 1,843,000 19,546,000 4,761,962 804,000 57,674,418 123,973,624 $ $ $ $ $ ALL FUNDS - $ - $ $ $ 16,703,318 11,883,050 34,641,746 63,228,114 150,000 18,681,276 17,895,273 2,617,695 1,843,000 19,546,000 4,761,962 804,000 57,674,418 123,973,624 $ 133,744,808 16,557,997 996,885 13,259,789 39,272,014 203,831,493 1,083,884 13,523,899 523,185 42,509,831 85 358,229 302,768 7,007,237 7,100 750,000 133,744,808 16,557,997 17,227,710 1,468,945,594 193,250,862 2,722,602 151,594 32,500 419,900 201,890,448 6,050,000 617,670 1,113,844 13,259,789 39,272,014 10,306,425 14,496,373 37,850,297 19,452,679 $ 2,249,910,128 $ - $ 1,083,884 13,523,899 523,185 42,509,831 85 358,229 302,768 (69,850) 6,937,387 7,100 750,000 133,744,808 16,557,997 17,227,710 6,480,804 1,468,945,594 193,250,862 2,722,602 151,594 32,500 419,900 (59,709,258) 142,181,190 6,050,000 617,670 1,113,844 13,259,789 39,272,014 10,306,425 14,496,373 37,850,297 19,452,679 (425,729,107) (425,729,107) (485,508,215) $ 1,764,401,913 $ 203,831,493 $ 2,437,111,866 $ (485,508,215) $ 1,951,603,651 Maricopa County, Arizona FY 2007-08 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, (see Attachments section) 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 2007-08. MARICOPA COUNTY GENERAL FUND REVENUES PROPERTY TAXES $ 425,284,450 TAX PENALTIES & INTEREST 14,550,571 SALES TAXES LICENSES AND PERMITS 2,156,000 GRANTS OTHER INTERGOVERNMENTAL 4,465,841 PAYMENTS IN LIEU OF TAXES 7,953,924 497,453,141 STATE SHARED SALES TAX STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 143,247,168 INTERGOV CHARGES FOR SERVICE 13,508,317 OTHER CHARGES FOR SERVICES 25,844,692 INTERNAL SERVICE CHARGES 4,354,799 PATIENT SERVICE REVENUE 7,200 FINES & FORFEITS 16,433,137 INTEREST EARNINGS 12,000,000 MISCELLANEOUS REVENUE 2,883,415 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 6,838,417 TOTAL REVENUE $ 1,176,981,072 SPECIAL REVENUE $ 149,823,673 41,026,399 126,172,530 21,882,024 104,000,000 9,249,088 30,842,154 56,659,923 959,563 10,915,153 7,007,290 33,511,666 900,000 166,048,344 $ 758,997,807 DEBT SERVICE $ 2,970,149 1,074,358 887,400 17,004,599 $ 21,936,506 CAPITAL PROJECTS $ $ 22,404,868 120,710,156 132,249,964 275,364,988 INTERNAL SERVICE $ 14,211,394 29,265,342 159,012,092 1,300,000 42,665 $ 203,831,493 SUBTOTAL $ 425,284,450 14,550,571 149,823,673 43,182,399 126,172,530 48,752,733 7,953,924 497,453,141 104,000,000 152,496,256 111,769,957 163,366,891 966,763 27,348,290 21,381,648 37,325,146 900,000 120,710,156 322,141,324 $ 2,437,111,866 ELIMINATIONS $ $ ALL FUNDS - $ 425,284,450 14,550,571 149,823,673 43,182,399 126,172,530 48,752,733 7,953,924 497,453,141 104,000,000 152,496,256 61,532,014 111,769,957 (163,366,891) 966,763 27,348,290 21,381,648 37,325,146 900,000 120,710,156 (322,141,324) (485,508,215) $ 1,951,603,651 Taxes Property Taxes Property taxes are imposed on both real and personal property. Primary property taxes finance the County’s general operations through its General Fund. 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 table on the next page contains information on historical property tax levies. 108 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Property Tax Levy Prim ary Secondary General Fund Debt Service $169,045,638 $ 21,446,852 183,750,071 22,058,679 207,540,697 20,264,361 225,396,514 24,037,880 252,676,223 20,071,906 277,949,612 19,565,638 308,122,580 19,234,591 339,882,099 371,224,118 398,725,245 430,023,735 - Total $ 190,492,490 205,808,750 227,805,058 249,434,394 272,748,129 297,515,250 327,357,171 339,882,099 371,224,118 398,725,245 430,023,735 Note: Excludes Payments in Lieu of Taxes The Board of Supervisors must adopt the property tax levies for all taxing jurisdictions within the County on or before the third Monday in August for the fiscal year that begins on the previous July 1. Property taxes are paid in arrears in two installments, due November 1 and May 1. Growth in both the tax base and tax levy for primary property tax purposes is limited constitutionally. If the primary property tax levy is at the limit (as it has been for Maricopa County since FY 2005-06), it may increase by only 2% per year on property taxed in the prior year. 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 adopted tax rates for FY 2007-08. Net Assessed Values and Tax Rates Primary Secondary Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Net Assessed Value (Thousands) $ 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 38,930,267 Primary Tax Rate (per $100 N.A.V.) $ 1.1265 1.1472 1.1884 1.1641 1.1832 1.2108 1.2108 1.2108 1.1971 1.1794 1.1046 Net Assessed Value (Thousands) $ 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 49,534,573 Debt Service Tax Rate (per $100 N.A.V.) $ 0.1364 0.1312 0.1085 0.1152 0.0876 0.0800 0.0700 - Combined Rate $ 1.2629 1.2784 1.2969 1.2793 1.2708 1.2908 1.2808 1.2108 1.1971 1.1794 1.1046 The FY 2007-08 primary property tax rate for Maricopa County was reduced to $1.1046 per $100 net assessed value as a result of the constitutional levy limit. 109 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) 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 $1.2000 $1.1794 $1.1500 $30.0 $1.1046 $1.1000 $20.0 $50.006 $1.0000 $44.680 $1.0500 $38.930 $10.0 $1.0313 $33.807 $1.0391 $31.010 Net Assessed Value (Billions) $1.1971 $40.0 06 07 08 09* 10* $0.9500 Tax Rate per $100 of NAV $1.2500 $50.0 $0.9000 $0.0 *Forecast Fiscal Year PRIMARY PROPERTY TAX LEVY GROWTH APPRECIATION vs. NEW CONSTRUCTION $60 (Millions) $40 $20 $0 * 14 * 13 13 12 * 12 * 11 11 * 10 10 09 * 09 08 08 07 07 06 06 05 05 04 04 03 03 02 02 01 Fiscal Year APPRECIATION NEW CONSTRUCTION *Forecast: Source FY 2008-09 to 2013-14: Elliott D. Pollack & Co. As reflected in the graph above, appreciation will account for approximately 59% of the increase to the FY 2007-08 levy. This trend will continue through FY 2009-10, after which growth for both new and existing construction is projected to decline. 110 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) The FY 2007-08 primary property tax levy (excluding Salt River Project) is $430,023,735, an increase of $31,298,490 (7.8%) from the FY 2006-07 adopted primary levy. The increase is due to the growth in net assessed value, of which 41% is a result of new construction. The remaining change in net assessed value is on existing property, which is valued annually by the County Assessor. Forecasts indicate a continued upward trend in Net Assessed Value annual growth rates over the next several years. Property tax revenue is budgeted in FY 2007-08 based on prior years’ collection trends, in relation to the adopted levy. Each year, approximately 3.0% of levied property taxes go unpaid. While approximately 2% is paid the following tax year, approximately 1% are never paid or are reduced from the levy due to resolutions which actually reduce assessed value amounts. The chart below reflects the budgeted collections for FY 2007-08. Property Tax Collection Analysis Maricopa County Primary FY 2007-08 2006-07 $ Levy Amount 430,023,735 398,725,245 Total Estimated Revenue: Estimated Collections $ 417,224,137 8,060,313 $ 425,284,450 For further information, refer to the “Comparative Tax Data” schedule, as well as the Levy Limit and Truth in Taxation comparisons. Tax Penalties & Interest The County Treasurer collects penalties and interest on repayment of delinquent property taxes, and proceeds are deposited in the General Fund. Collections fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. FY 2006-07 projections are higher than the budget for the same period. The FY 2007-08 budget is a conservative estimate based on current interest rates and historical trends. Jail Excise Tax Jail Excise Tax The County levies a jail excise tax that is collected by the State of Arizona and transmitted to the County Treasurer monthly. The only special sales tax in Maricopa County at this time is Jail Excise Tax. In November 1998, Maricopa County voters approved a new Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. The $900 million was reached in FY 2006-07. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years after the expiration of the original tax. Total budgeted revenue from the Jail Excise Tax is $149,823,673 in FY 2007-08, an increase of $4,363,797 (3.0%) from the FY 2006-07 projected amount. Jail Excise Tax revenue is budgeted based on the pessimistic forecast. 111 Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 * 2007-08 ** Amount Collected $41,477,224 91,984,716 97,752,375 98,029,348 98,932,138 107,441,209 119,143,064 137,876,660 145,459,876 149,823,673 * Projected Actual ** Budget Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Jail Excise Tax Forecasts Fiscal Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Pessimistic Scenario Most Likely Scenario Annual % Annual % Collections Chg. Collections Chg. $ 149,823,673 3.0% $ 154,904,428 5.0% 151,321,909 1.0% 159,551,560 3.0% 154,348,348 2.0% 161,944,834 1.5% 161,757,068 4.8% 165,183,731 2.0% 169,844,922 5.0% 177,076,959 7.2% 178,337,168 5.0% 189,826,500 7.2% 187,254,026 5.0% 203,494,008 7.2% 196,616,728 5.0% 218,145,577 7.2% 206,447,564 5.0% 233,852,058 7.2% Source: Elliott D. Pollack & Co. 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 issuance. 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 2006-07 and estimated revenues for FY 2007-08. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07* 2007-08** Licenses & Permits Revenues Special Revenue General Fund Fund Total $ 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 2,349,225 36,276,379 38,625,604 2,156,704 36,107,591 38,264,295 2,156,000 41,026,399 43,182,399 * Projected Actual ** Budget 112 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) 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 Department Non-Departmental Non-Departmental Clerk of Superior Court Sheriff Total General Fund Licenses and Permits FY 2006-07 Budget $ 50,000 1,550,000 400,000 66,000 $ 2,066,000 FY 2007-08 Budget $ 50,000 1,700,000 340,000 66,000 $ 2,156,000 Description Liquor Licenses Cable Television Franchise Fees Marriage Licenses Pawnshop & Peddler's Licenses Licenses and Permits (General Fund) $1,750,000 $1,500,000 $1,250,000 $1,000,000 FY07 FY08 $750,000 $500,000 $250,000 $- Pawnshop & Cable Television Peddler's Licenses Franchise Fees Marriage Licenses Liquor Licenses FY07 $400,000 $50,000 $66,000 $1,550,000 FY08 $340,000 $50,000 $66,000 $1,700,000 The Planning and Development permit revenue is lower than the prior year as permits for new housing construction have declined. Environmental Health permit revenue is increasing due recent revisions to the fee. The fees, which had not been updated since 1996, will now fully recover all the costs associated with permit issuance. Intergovernmental Revenues Intergovernmental revenues are received by the County from other government or public entities, and include payments in lieu of taxes, state shared revenues, grants, and certain payments required by intergovernmental agreements (IGA’s). Intergovernmental revenues come from a variety of sources, including the Federal government, local cities, and the State of Arizona. Included in the intergovernmental classification are grant revenues that typically carry restrictions on how they may be expended. Listed below are the actual intergovernmental and grant revenues recorded for the last nine fiscal years, projected actual collections for FY 2006-07, and the amounts budgeted for FY 2007-08. 113 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Intergovernmental Revenues Fiscal Year 1997-98 $ 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07* 2007-08** General Fund 342,821,757 380,989,403 402,400,291 421,036,415 439,548,553 486,655,500 489,807,845 626,232,433 609,525,491 642,003,564 653,120,074 Special Revenue Funds $ 163,585,398 218,432,298 304,279,055 261,793,910 270,074,384 257,064,915 259,928,320 250,103,881 257,065,803 245,496,597 261,176,264 Capital Projects Funds Debt Service $ 262,793 399,224 339,376 339,376 2,036,360 - $ 42,238,451 1,335,329 859,370 278,259 12,784,358 7,320,885 9,384,689 8,820,531 8,847,363 39,241,548 22,404,868 Internal Service Funds Enterprise Funds $ 13,010,680 8,093,439 93,391,643 3,062,855 5,302,492 - $ Total 34,434 873,340 1,118,844 1,215,513 9,647,024 586,975 642,015 - $ 561,919,079 600,757,030 707,538,716 691,236,457 817,071,502 755,562,375 765,978,235 896,840,230 876,025,631 927,383,724 936,701,206 * Projected Actual ** Budget 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), and from municipalities. SRP estimates their net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. The graph below identifies the amounts by payer. Please refer to the Comparative Tax Data schedule for additional information on the SRP Payments in Lieu of Taxes. Payments in Lieu of Taxes $10,000,000 $7,500,000 $5,000,000 $2,500,000 $- 2 0 0 1- 0 2 2 0 0 2 - 0 3 2 0 0 3 - 0 4 2 0 0 4 - 0 5 2 0 0 5 - 0 6 2 0 0 6 - 0 7 2 0 0 7 - 0 8 SRP Payments in Lieu of Taxes FY 2006-07 Budget Salt River Project $ 6,394,192 Federal Bureau of Land Management 1,813,162 Cities 315,287 Arizona State Retirement System 259,851 $ 8,782,492 114 Federal BLM FY 2007-08 Budget $ 5,730,062 1,858,155 283,903 161,902 $ 8,034,022 Cities ASRS Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) State Shared Sales Taxes Maricopa County does not have legal authority to levy a State Shared Sales Tax Collections general-purpose sales tax. However, the County does Growth receive a portion of the State of Arizona's Transaction Fiscal Year General Fund Rate Privilege Tax collections, which are deposited in the 1997-98 $ 257,643,630 6.3% General Fund. The State collects Transaction Privilege 1998-99 279,386,536 8.4% Taxes on 30 types of business activities, at rates 1999-00 309,009,200 10.6% ranging from .516 to 6.05 percent. A portion of each of 2000-01 322,429,593 4.3% these taxes, ranging from 0 to 80 percent, is allocated 2001-02 325,728,202 1.0% 330,260,143 1.4% to a pool for distribution to the cities, counties and state. 2002-03 357,526,559 8.3% Of this distribution base, 40.51 percent is allocated to 2003-04 2004-05 397,712,843 11.2% Arizona counties. Based on the larger of two different distribution base calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on population. Counties also receive a portion of an additional 2.43 percent of the distribution base of receipts, distributed using a 50% point of sale + 50% population basis method. 2005-06 2006-07* 2007-08** 457,785,985 482,964,215 497,453,141 28.0% 5.5% 3.0% * Projected Actual ** Budget Listed above are the actual State Shared Sales Tax collections for the last nine fiscal years, projected totals for FY 2006-07 plus the budget for FY 2007-08. State Shared Sales Tax collections had increased dramatically in FY 2003-04, FY 2004-05 and FY 2005-06 due to consumer spending driven by capital gains and construction sales tax, both of which are transitory in nature. In FY 2006-07, this trend reversed, causing sales tax growth to slow considerably. The slow growth pattern is projected to continue into FY2007-08. State Shared Sales Taxes are budgeted for the upcoming fiscal year at the “pessimistic” forecast scenario of 3.0% growth rate over FY 2006-07; resulting in $14,488,926 additional revenue. This is the lowest rate of growth since the recession of FY 2001-02. The 10-year forecast for State Shared Sales Tax revenue is shown in the following table. Sluggish growth is expected for the next four to five fiscal years. State Shared Sales Tax Forecast Pessimistic Scenario Most Likely Scenario Fiscal Year Annual Collections % Chg. Annual Collections % Chg. 2007-08 $ 497,453,141 3.0% $ 512,399,854 5.0% 2008-09 502,427,673 1.0% 527,771,849 3.0% 2009-10 512,476,226 2.0% 535,688,427 1.5% 2010-11 537,075,085 4.8% 546,402,196 2.0% 2011-12 563,928,839 5.0% 585,743,154 7.2% 2012-13 592,125,281 5.0% 627,916,661 7.2% 2013-14 621,731,545 5.0% 673,126,660 7.2% 2014-15 652,818,123 5.0% 721,591,780 7.2% 2015-16 685,459,029 5.0% 773,546,388 7.2% Source: Elliott D. Pollack & Company 115 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) 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 on cars and trucks. VLT is paid as part Growth Fiscal General of the annual auto license renewal process, billed and payable Rate Year Fund during the month in which the vehicle was first registered. VLT 1997-98 $ 67,164,259 4.0% rates are applied to a vehicles depreciated value and as a 1998-99 81,053,747 20.7% result, revenue growth depends greatly on the volume of new 88,147,523 8.8% car sales. VLT revenue is shared with counties and cities, and 1999-00 2000-01 93,389,137 5.9% a portion is also deposited in the Highway User Revenue Fund 2001-02 99,372,045 6.4% (HURF), which is also shared with local governments. The 2002-03 138,003,052 38.9% table to the right shows actual and projected vehicle license tax 2003-04 116,054,332 -15.9% collections from FY 1997-98 to FY 2007-08. In FY 2006-07, VLT collections have been weak. The FY 2007-08 budget reflects no growth in VLT collections based on the pessimistic forecast, as consumer spending growth is expected to continue to slow. Revenues are not expected to rebound until FY 2009-10, as shown in the following table. 2004-05 2005-06 2006-07* 2007-08** 122,637,827 138,003,052 143,247,168 143,247,168 * Projected Actual ** Budget State Shared Vehicle License Tax Forecast Fiscal Year Pessimistic Scenario Most Likely Scenario % % Annual Collections Chg. Annual Collections Chg. 2007-08 $ 143,247,168 2008-09 148,977,055 2009-10 156,425,908 2010-11 162,682,944 2011-12 169,190,262 2012-13 175,957,872 2013-14 182,996,187 2014-15 190,316,034 2015-16 197,928,676 Source: Elliott D. Pollack & Co. 0.0% $ 4.0% 5.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 116 148,397,442 155,965,712 166,883,311 178,565,143 191,064,703 204,439,232 218,749,979 234,062,477 250,446,851 3.0% 5.1% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% 5.7% 18.9% 3.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules State Shared Highway User Revenues The State of Arizona collects highway user revenue, principally from a $0.18 per gallon tax on the motor fuel sold within the state. The primary purpose of highway user revenue is to fund construction and maintenance of streets and highways. The State distributes these highway user funds in approximately the following proportions: 50 percent to the State Highway Fund, 30 percent to cities and towns and 20 percent to counties. The highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption as well as population. Maricopa County highway user revenue funds (HURF) are deposited in the Transportation Operations Fund. Listed below are the actual collections of the highway user revenues for the last nine fiscal years, projected totals for FY 200607, and the budget for FY 2007-08. State Shared Fiscal Highway User Growth Year Revenues Rate 1997-98 $ 67,408,288 -8.0% 1998-99 72,392,313 7.4% 1999-00 77,317,632 6.8% 2000-01 78,243,269 1.2% 2001-02 78,285,212 0.1% 2002-03 82,153,375 4.9% 2003-04 86,598,735 5.4% 2004-05 90,566,135 4.6% 2005-06 96,972,512 12.0% 2006-07* 101,918,110 5.1% 2007-08** 104,000,000 2.0% * 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) $7,183,930 $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 $7,009,690 $4,465,841 FY 07 REVISED FY 07 PROJ. 117 FY 08 BUDGET Maricopa County, Arizona FY 2007-08 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 decrease by $2,718,089 (37.84%) in FY 2007-08 from the FY 2006-07 Revised budget is due to the one-time funding received from the State of Arizona and other Arizona Counties to fund crime prevention projects. Department Appropriated Fund Balance Contract Counsel County Attorney Elections Environmental Services Non-Departmental Juvenile Probation Legal Defender Legal Advocate Public Defender Sheriff’s Office Trial Courts Total Other Intergovernmental Revenue General Fund FY 2006-07 FY 2007-08 Budget Budget Description $ 1,935,122 $ - State and other counties' pariticipation in Meth Project 419,900 419,900 State Grand Jury reimbursements 529,076 529,076 Legal services to Housing Authority and Special Health Care District 2,550,004 2,595,085 Election Services 1,000 - IGA with City of Peoria 249,773 249,773 Shared State Lottery Sales 5,999 20,999 Reimbursement from U.S. Marshals for housing of federal juvenile prisoners 16,800 16,800 State Grand Jury reimbursements 20,000 20,000 State Grand Jury reimbursements 48,600 49,232 State Grand Jury Reimbursements 500,002 500,000 Social Security Administration pay for inmate information 907,654 64,976 IGA with City of El Mirage for use of court space; State reimbursement for JP salaries and IGA revenue from Gila Bend for use of County space $7,183,930 $4,465,841 Charges for Services Charges for Services is a broad category of program revenues that includes charges to customers, applicants, other governments or others who purchase, use, or directly benefit from the goods, services, or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, landfill charges, park entrance fees, vital statistic document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. Listed on the next page are the revenues recorded for the last nine fiscal years, projected revenue for FY 2006-07, and the budget amount for FY 2007-08 for other charges for service, internal service charges, patient service charges, and fines and fees. The significant change in the FY 2005-06 and FY 2006-07 Enterprise Fund Charges for Services revenue is the result of the creation of the Special Health Care District and the termination of the County’s long-term health care plans. In FY 2007-08, the County will be self-funding employee health and dental benefits, which will increase Internal Service Fund revenue. This increase is almost exclusively due to budgeting and accounting procedural changes necessitated by the transition from insured benefits to self-insurance, rather than actual rate increases. 118 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Fiscal General Year Fund 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 33,156,417 2006-07* 31,957,619 2007-08** 30,206,691 Special Revenue Funds $ 30,598,649 33,611,232 40,987,616 43,356,914 31,204,270 36,564,318 41,510,912 46,588,972 54,838,880 54,665,550 57,619,486 Debt Service Fund $ 180,180 352,643 280,976 125,432 - Charges for Service Capital Projects Enterprise Funds Funds $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 78,480,454 - Internal Service Funds $ 66,587,939 70,147,479 87,758,508 47,269,363 48,199,803 73,435,665 86,558,352 86,706,148 74,861,879 73,713,693 188,277,434 Eliminations $ Total - $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 (72,564,571) 168,773,061 (73,361,532) 86,975,330 (164,273,792) 111,829,819 * Projected Actual ** Budget Includes Fees, Charges for Service and Patient Revenue Intergovernmental Charges for Services Revenues in this category account for payments as well as for the sale of goods and services to outside governments or Districts. Examples include charges to cities and towns for housing jail inmates. Intergovernment Charges for Service (General Fund) $13,616,275 13,650,000 $13,508,317 13,600,000 13,550,000 13,500,000 $13,341,732 13,450,000 13,400,000 13,350,000 13,300,000 13,250,000 13,200,000 FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED Detail of Intergovernmental Charges for Service is shown in the following table. Department Finance Workforce Manangement and Development Employee Halth Initiatives Superintendent of Schools Non-Departmental Sheriff Facilities Trial Courts Total Intergovernmental Charges for Service General Fund FY 2006-07 FY 2007-08 Budget Budget Description $ 331,559 $ 523,185 Lease revenue, reimbursement from Industrial Development Authority 18,300 6,500 Training purchased by Housing Authority and Special Health Care District 8,064 - Contract Premium, administratvie fee 120,000 127,500 National Forest Fees for Schools 1,980,973 2,032,095 District reimbursements 9,271,103 9,563,214 Patrol services 335,141 335,141 Security Services to Library District 1,276,092 920,682 IGAs for Court Security $ 13,341,232 $ 13,508,317 119 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Patient Charges Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07* 2007-08** General Fund $2,444,637 647,580 87,872 101,118 66,046 49,448 18,746 29,583 13,742 8,409 7,200 Patient Charges and Patient Care – Revenue Allowances Special Internal Revenue Enterprise Service 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 2,205,319 78,480,454 80,699,515 878,248 886,657 959,563 966,763 * Projected Actual ** Budget In the General Fund, the residual long-term care program generates patient service revenues. Special Revenue fund patient charges include amounts received by Public Health and by the Sheriff’s Office for services provided. The significant change to the Enterprise Fund patient charges in FY 200506 is the result of the creation of the Special Health Care District. The further reduction in FY 2006-07 is due to the termination of the County’s management of the long-term health care plan. Internal Service Charges Internal Service Charges are established during the Internal Service Charges FY 07 FY 08 budget process. The internal service fee rates are Equipment Services $ 10,384,400 $ 11,276,188 intended to recover from the appropriate user the full Materials Management 898,100 995,000 cost of the services provided. Internal charges for Employee Health Initiatives 15,637,577 100,946,039 service are recorded in the Internal Service Funds. The Telecom 15,670,318 15,861,733 largest increase in FY 2007-08 Internal Service Public Information Officer 20,088,529 29,932,672 Charges is the Employee Health Initiatives, resulting Risk Management County Attorney- Civil 5,261,700 5,261,700 from self-funding employee benefits. Internal service charges for Risk Management are increasing due to an increase in legal fees and judgments. Other Charges for Services Actual collections of Other Charges for Service are anticipated to exceed budget in FY 2006-07 by $891,707. FY 2007-08 General Fund Other Charges for Services are budgeted conservatively and are anticipated to increase $824,304 above the FY 2006-07 budget. 120 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Other Charges for Services (General Fund) $30,000,000 $25,912,095 $25,020,388 $25,844,692 $24,000,000 $18,000,000 $12,000,000 $6,000,000 $0 FY 07 REVISED FY 07 PROJ. FY 08 BUDGET The table below identifies the sources of Other Charges for Services revenue. While most of the charges will remain constant as compared to the FY 2007-08 budget, the Clerk of the Superior Court is anticipating an increase of $588,744 (14.32%) in Court filing fees and the Medical Examiner is expecting and increase of $178,794 (144%) in Cremation Certificate and Transport Fees due to a revision to their fee structure. FY 2007-08 Other Charges for Service Summary General Fund Department Clerk of the Superior Court Constables Elections Non-Departmental Facilities General Government Juvenile Probation FY 2006-07 $ 4,111,256 1,985,000 2,498 1,730,000 38,210 8,001 FY 2007-08 $ 4,700,000 1,843,000 1,602 1,742,500 186,974 38,100 8,001 Medical Examiner Public Defender Public Fiduciary Recorder Sheriff Superintendent of Schools Employee Health Initiatives Treasurer Trial Courts 123,925 77,137 750,000 12,000,002 466,000 90,000 6,006 4,000 3,628,353 302,768 84,029 750,000 12,000,002 409,000 91,050 4,000 3,683,666 $ 25,020,388 $ 25,844,692 Total Description Filing fees Writ & restitution collection fees Certifications Tax Sale Fees Security Services for Homeless Campus Garnishments, Copies and Lost Bus Card Fees Miscellaneous charges and Indian Ward Custody Reimbursements Cremation Certificate Fees and Transport Fees Reimbursement for Legal Services 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, Civil Trial Jury fees and other miscellaneous court fees 121 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as citations, and court fines. Fiscal Year 1997-98 $ 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07* 2007-08** Fines & Forfeits Special General Revenue Fund Funds 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 15,646,210 7,098,113 15,677,078 9,349,858 16,433,137 10,915,153 $ Total 12,314,494 13,271,894 14,379,003 14,688,341 16,088,831 15,992,480 16,687,250 21,331,294 22,744,322 25,026,936 27,348,290 * Projected Actual ** Budget The largest source of General Fund fine revenue is in Trial Courts, where budgeted revenue is decreasing based on recent collection trends. The budgeted Fines and Forfeits for the Clerk of the Superior Court are anticipated to increase in FY 2007-08 based on the projected increase in the number of cases filed. The table below summarizes the sources of General Fund Fines and Forfeits: FY 2007-08 Fines and Forfeits Summary General Fund Department Clerk of the Superior Court Elections Environmental Services Sheriff Trial Courts FY 2006-07 Budget $ 3,217,228 15,000 700 11,811,200 FY 2007-08 Budget $ 4,990,000 15,600 1,000 1,000 11,425,537 Total $ 15,044,128 $ 16,433,137 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 a 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. 122 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Listed below are the combined miscellaneous revenues and interest earnings recorded for the last nine fiscal years, projected amounts for FY 2006-07, plus the budget for FY 2007-08. Miscellaneous revenues are recorded in all fund types. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07* 2007-08** $ General Fund 10,170,063 12,514,416 13,968,176 20,448,749 16,376,321 11,657,516 9,818,704 15,154,769 22,714,174 28,811,764 14,883,415 $ Special Revenue Funds 18,290,032 16,762,720 15,978,606 30,668,984 18,781,108 16,902,830 15,901,534 19,078,397 25,656,788 30,078,020 41,418,237 $ Miscellaneous Revenue Debt Capital Service Projects Funds Funds 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 1,077,601 3,229,748 1,643,612 7,735,602 1,961,758 - Enterprise Funds $ 1,292,308 $ 78,878,826 21,320,726 26,279,616 8,543,553 4,857,068 7,081,380 591,581 (1,626) - Internal Service Funds 269,866 2,594,804 941,625 2,344,981 2,230,495 1,672,982 625,811 1,345,006 4,101,900 1,794,924 1,342,665 $ Total 130,788,080 111,557,859 53,934,133 197,690,898 64,214,978 44,279,083 45,519,428 43,942,989 56,778,586 70,063,922 59,606,075 * Projected Actual; interest earnings forecasted to greatly exceed budgeted revenue ** Budget As in prior years, the largest single component of miscellaneous revenues in the General Fund is interest income, which is budgeted at $12 million in FY 2007-08. In addition, as a result of providing additional services to other entities, miscellaneous revenue in Facilities Management is increasing. FY 2007-08 Miscellaneous Revenue General Fund Department Assessor Clerk of the Superior Court County Attorney Elections Facilities Management Finance Non-Departmental General Goverenment Department Workforce Mangement and Development Internal Audit Materials Management Recorder Sheriff Trial Courts Total General Fund Miscellaneous Revenue FY 2006-07 $ 150,000 35,000 51,700 11,998 258,781 47,687 10,100,000 6,611 400 85 116,959 1,245,998 80,400 805,534 $ 12,911,153 FY 2007-08 $ 150,000 185,000 51,700 5,408 95,555 12,115,000 500 100 85 116,959 1,245,998 97,698 819,412 $ 14,883,415 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 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 In FY 2007-08, $120,710,156 in Proceeds of Financing is budgeted for capital projects. These funds will be generated from a new debt issuance. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and the Major Maintenance and Capital Improvement Program section for additional information on the uses of the proceeds of financing. 123 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (continued) Fund Transfers In Details on Fund Transfers In and Out are included later in this document. In FY 2007-08, budgeted fund transfers in to the General Fund are comprised solely of Central Service Allocation charges to non-General Fund departments. For further detail refer to the Fund Transfer section. Transfers In (General Fund) $78,141,867 $80,000,000 $60,000,000 $40,000,000 $6,838,417 $7,022,061 $20,000,000 $0 FY 07 REVISED FY 07 PROJ. FY 08 BUDGET Comparative 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 2007-08 PROPERTY TAX LEVY Primary Levy Description Salt River Proj. Effective Assessed Value Assessed Value MARICOPA COUNTY PRIMARY: FY 2007-08 Final $ 38,930,267,550 FY 2006-07 Adopted 33,807,465,267 $ 5,122,802,283 Variance $ $ 518,745,464 $ 542,156,376 (23,410,912) $ Total Assessed Value w/SRP 39,449,013,014 34,349,621,643 5,099,391,371 Revenue from 1-cent Levy $ $ 3,944,901 3,434,962 509,939 124 Tax Rates $ $ 1.1046 $ 1.1794 (0.0748) $ SRP Payments in Lieu (PILT) Property Tax Levy 430,023,735 398,725,245 31,298,490 $ $ Other Payments in Lieu (PILT) 5,730,062 $ 6,394,192 (664,130) $ 2,303,960 $ 2,388,300 (84,340) $ Total Tax Levy & PILT 438,057,757 407,507,737 30,550,020 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Levy Limit and Truth-In-Taxation Comparisons PRELIMINARY LEVY VS. FY 2007-08 LIMIT FY 2007-08 Adjusted Allowable Levy Limit Maximum Rate $ 430,023,735 $ 1.1046 FY 2007-08 Preliminary Primary Levy (excluding SRP): Primary Levy Rate $ 430,023,735 $ 1.1046 Amount Under/(Over) Limit: $ - PRELIMINARY FY 2007-08 LEVY VS. TRUTH-IN-TAXATION LEVY Current NAV Subject to Taxation in Prior Year FY 2006-07 Primary Levy FY 2007-08 Truth-in-Taxation Rate FY 2007-08 Current Net Assessed Value FY 2007-08 Truth-in-Taxation Levy $ 36,818,140,592 $ 398,725,245 $ 1.0830 $ 38,930,267,550 $ 421,614,798 FY 2007-08 Preliminary Primary Levy (excluding SRP) FY 2007-08 Preliminary Primary Rate $ $ Amount Under/(Over) Truth-in-Taxation Levy Amount Under/(Over) Truth-in-Taxation Rate $ $ (8,408,937) (0.0216) Truth-in-Taxation Assessment on a $250,000 Home: Recommended Primary Levy on a $250,000 Home: (Increase)/Decrease $ $ $ 270.75 276.15 (5.40) -2.0% Impact of County Rate on a $250,000 home: FY 2006-07 FY 2007-08 Net Impact on Taxpayer $ $ $ 294.85 276.15 18.70 6.3% 125 430,023,735 1.1046 Maricopa County, Arizona FY 2007-08 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, along with resulting estimated fund balances at the end of the upcoming fiscal year. “Beginning fund balance” represents resources accumulated within each fund as of the start of the fiscal year, based on actual and projected revenues and expenditures for prior fiscal years. 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 as of 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 funds, the following funds are also projected to have a deficit fund balance at the end of FY 2007-08: 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. Financing Series 2008 (441) The projected cash flow deficiency in the Financing Series 2008 Fund is due to planning and construction-related costs for the new Court Tower that will precede the issuance of new bonds tentatively planned for FY 2008-09 Sheriff RICO Fund (212) Projections supplied by the Sheriff’s office indicated a negative balance, which will be monitored and corrected by FY 2008-09. 126 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (cont’d) 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 376 EVENTS CENTER OPERATIONS 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE/SHELTER 574 ANIMAL CONTROL FIELD OPERATION 580 SOLID WASTE MANAGEMENT 741 TAXPAYER INFORMATION FUND 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 $ 164,614,794 $ 1,176,981,072 Expenditures & Appropriated Operating Transfers Out Fund Balance Expenditures $ 1,341,595,866 $ 164,614,794 $ 1,176,981,072 Unreserved/ Undesignated Ending Fund Balance $ - *1,*2 $ $ $ 4,163,457 $ 50,966 2,279,297 52,207 234,936 970,650 114,812 459,160 (41,492) 1,940,178 765,155 (218,577) 805,797 1,221,940 1,023,935 447,692 6,492,773 1,764,217 51,577 4,830,082 545,679 8,288,904 736 2,127,849 2,542,347 1,483,407 3,646,064 25,621,489 281,993 70,551,542 278,243 649,639 2,407,534 519,516 307,011 13,334 236,874 3,837,273 274,508 1,734,153 491,169 410,124 254,290 337,030 89,521 736,032 695,001 110,274 228,585 221,989 6,100,974 120,405 12,796 6,931,214 4,827,735 2,006,537 726,209 13,009,350 19,338 9,852 1,497,412 $ 191,592,694 $ 12,449,145 16,400 657,982 1,150,243 333,615 1,247,277 659,774 85,000 1,100,000 2,000,000 2,050,000 750,269 1,847,909 1,008,810 1,483,493 452,500 17,188,856 2,896,187 25,000 118,605,562 38,854 6,300,000 130,000 1,564,554 2,830,413 160,000 3,094,077 12,042,042 149,715 345,358,914 389,531 1,695,930 5,680,313 885,000 1,630,600 59,000 2,010,456 3,665,586 600,000 1,566,570 100,000 40,000 60,000 445,580 18,000 2,900,000 316,633 115,921 115,007 190,682 5,455,000 351,729 75,000 10,486,350 18,116,801 6,905,589 2,954,071 595,000 800,000 792,887 82,680 609,491 607,385,998 127 $ 13,561,826 16,400 657,982 1,150,243 333,615 1,472,610 659,774 477,981 1,100,000 2,000,000 2,050,000 750,269 1,962,909 1,008,810 1,483,493 692,638 17,061,480 2,896,187 10,000 123,435,644 132,555 6,374,980 130,000 1,946,554 2,864,913 160,000 3,094,077 12,042,042 149,715 412,507,320 389,531 1,695,930 5,680,313 885,000 1,630,600 59,000 2,010,456 3,665,586 600,000 1,566,570 500,000 440,000 75,000 445,580 89,901 3,330,000 316,633 115,921 115,007 190,682 6,844,916 351,729 63,000 12,393,623 17,653,685 6,905,589 3,213,071 1,557,209 800,000 792,887 82,680 686,644,116 $ 67,148,406 $ 67,148,406 $ $ 13,561,826 16,400 657,982 1,150,243 333,615 1,472,610 659,774 477,981 1,100,000 2,000,000 2,050,000 750,269 1,962,909 1,008,810 1,483,493 692,638 17,061,480 2,896,187 10,000 123,435,644 132,555 6,374,980 130,000 1,946,554 2,864,913 160,000 3,094,077 12,042,042 149,715 345,358,914 389,531 1,695,930 5,680,313 885,000 1,630,600 59,000 2,010,456 3,665,586 600,000 1,566,570 500,000 440,000 75,000 445,580 89,901 3,330,000 316,633 115,921 115,007 190,682 6,844,916 351,729 63,000 12,393,623 17,653,685 6,905,589 3,213,071 1,557,209 800,000 792,887 82,680 619,495,710 3,050,776 50,966 2,279,297 52,207 234,936 745,317 114,812 66,179 (41,492) 1,940,178 765,155 (218,577) 690,797 1,221,940 1,023,935 207,554 6,620,149 1,764,217 66,577 451,978 8,213,924 736 1,745,849 2,507,847 1,483,407 3,646,064 25,621,489 281,993 3,403,136 278,243 649,639 2,407,534 519,516 307,011 13,334 236,874 3,837,273 274,508 1,734,153 91,169 10,124 239,290 337,030 17,620 306,032 695,001 110,274 228,585 221,989 4,711,058 120,405 24,796 5,023,941 5,290,851 2,006,537 467,209 12,047,141 19,338 9,852 2,106,903 $ 112,334,576 *1 *1 *1 *1 *1 *3 *2 *1 *1 *1 *1 *1 *1 *1 *1 *3 *1 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (cont’d) Unreserved/ Undesignated Beginning Fund Balance Revenue & Transfers In 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 248 ELECTIONS GRANT 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 (162,955) $ (93,087) 398,697 13,902 (3,968,892) (451,497) (48) (487,664) (86,072) (25,442) 180,307 29,524 (304) (373,931) (58,013) 16,290 (8,996,316) 542,744 335,334 (13,187,423) $ 178,405,271 $ DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE $ 11,388,287 $ 11,388,287 CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT FUND 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS CAPITAL PROJECTS $ 23,638,558 10,187,854 13,805,332 90,903,949 232,799,481 58,833,417 $ 430,168,591 $ $ $ INTERNAL SERVICE 601 CMG HIGH OPTION 602 CMG LOW OPTION 603 IPA 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70% STD 611 60% STD 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE(EAP) $ - $ $ $ 4,254,173 1,676,124 13,523,899 6,160,825 42,509,831 1,170,760 8,616,230 1,794,770 387,261 2,013,717 14,949,882 5,084,102 4,010,023 1,334,878 40,620,215 446,765 3,058,354 151,611,809 758,997,807 13,961,506 7,975,000 21,936,506 Expenditures & Appropriated Transfers Out Fund Balance $ $ $ $ 82,114,126 1,600,000 120,710,156 38,827,910 32,112,796 275,364,988 $ 36,152,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,796,091 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 $ 128 $ 4,254,173 1,676,124 13,523,899 6,160,825 42,509,831 1,170,760 8,591,502 1,794,770 387,261 2,013,717 29,524 14,949,882 5,084,102 4,010,023 1,334,878 40,620,215 446,765 2,559,504 151,117,755 837,761,871 13,810,516 7,900,000 21,710,516 $ Operating Expenditures $ 67,148,406 $ $ $ $ - $ $ 98,605,934 9,351,324 143,166 88,609,418 23,418,046 33,628,876 46,428,953 300,185,717 $ 9,351,324 143,166 88,609,418 23,418,046 33,628,876 46,428,953 $ 201,579,783 $ 35,852,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,796,091 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 $ $ - $ Unreserved/ Undesignated Ending Fund Balance 4,254,173 1,676,124 13,523,899 6,160,825 42,509,831 1,170,760 8,591,502 1,794,770 387,261 2,013,717 29,524 14,949,882 5,084,102 4,010,023 1,334,878 40,620,215 446,765 2,559,504 151,117,755 770,613,465 $ (162,955) (93,087) 398,697 13,902 (3,968,892) (451,497) (48) (462,936) (86,072) (25,442) 180,307 (304) (373,931) (58,013) 16,290 (8,996,316) 542,744 834,184 (12,693,369) $ 99,641,207 13,810,516 7,900,000 21,710,516 $ 11,539,277 75,000 $ 11,614,277 98,605,934 98,605,934 $ 35,852,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,796,091 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 $ 7,146,750 2,436,530 13,662,166 123,004,687 (23,418,046) 237,998,515 44,517,260 $ 405,347,862 300,000 - *4 *4 *4 *4 *4 *4 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (cont’d) 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS 685 BENEFITS TRUST INTERNAL SERVICE Unreserved/ Undesignated Beginning Revenue & Fund Balance Transfers In 2,671,409 641,505 395,184 627,300 3,001,000 (796,571) 13,259,789 511,867 996,885 3,865,154 39,272,014 6,728,260 16,557,997 25,371,369 $ 38,681,079 $ 203,831,493 ELIMINATIONS $ ALL FUNDS $ 823,258,022 - Unreserved/ Undesignated Expenditures & Appropriated Operating Ending Fund Transfers Out Fund Balance Expenditures Balance 2,671,409 2,671,409 641,505 641,505 395,184 395,184 627,300 627,300 3,001,000 12,388,440 12,388,440 74,778 *5 1,133,790 1,133,790 374,962 35,893,572 35,893,572 7,243,596 *5 15,669,264 15,669,264 7,616,993 *3 25,371,369 $ 198,529,874 $ - $ 198,529,874 $ 43,982,698 $ (485,508,215) $ (485,508,215) $ $ 1,951,603,651 $ 2,214,275,629 Notes: *1: Decrease due to planned one-time expenditures from fund balance. *2: Transfer remaining balance of funds to capital fund and a decrease in revenue. *3: Revenue growth exceeding expenditures. *4: Expenditures based on 5-year Capital Spending plan. *5. Recovery of prior period deficit. 129 - $ 433,342,983 $ (485,508,215) $ $ 1,780,932,646 - $ 560,586,044 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (cont’d) 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 18% 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 2007-08. FY 2007-08 Fund Balance Designations Fund/Designation FY 2006-07 FY 2007-08 General Fund (Fund 100) Budget Stabilization: Cash Flow/Property Tax $ 94,019,106 $ 54,000,000 Reserve 86,231,942 157,809,663 Budget Stabilization Total $ 180,251,048 $ 211,809,663 Benefits Self-Funding Reserve 34,300,000 34,300,000 Future Capital Projects 107,968,183 Sheriff Court Remodel Major Maintenance Project 3,433,900 $ 322,519,231 $ 249,543,563 Planning and Development Fees (Fund 226) Future Capital Projects $ 10,000,000 $ 10,000,000 Detention Fund (Fund 255) Future Capital Projects $ 75,000,000 $ 75,000,000 Public Health Fees (Fund 265) Future Capital Projects $ 634,000 $ 634,000 Air Quality Fees (Fund 504) Future Capital Projects $ 3,000,000 $ 3,000,000 (Inc.)/Dec. $ 40,019,106 (71,577,721) $ (31,558,615) 107,968,183 (3,433,900) $ 72,975,668 (1) (2) (3) (4) $ - (4) $ - (4) $ - (4) $ - (4) (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, as endorsed and encouraged by both the National Advisory Committee on State and Local Budgeting and the Government Finance Officers’ Association (3) Amount designated to support County's migration to fully self-insured employee benefits. (4) Amount needed to fund "pay as you go" capital projects. 130 Maricopa County, Arizona FY 2007-08 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. 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 2007-08 Expenditure Limitation $ 1,033,768,598 FY 2007-08 Expenditures Subject to Limitation $ 1,033,768,597 Expenditures (Over)/Under Limitation $ 131 1 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund FY 2005-06 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 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLOGY 420 JUSTICE SYSTEM PLANNING & INFORMATION 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 600 MARICOPA MANAGED CARE SYSTEMS 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 $ $ $ $ 64,769,772 53,332,436 89,729,724 207,831,933 303,068 318,221 273,268 271,655 289,234 19,715,013 1,471,927 36,973,228 71,726,920 7,875,346 1,973,694 8,909,399 1,981,912 4,276,788 234,006,941 390,366,615 FY 2006-07 ADOPTED $ $ $ $ 542,762 $ 1,494,262 9,739,305 3,196,071 1,925,360 40,390,160 1,327,833 42,632,651 5,796,923 6,407,369 1,411,061 2,461,281 30,059,566 20,863,628 1,713,740 15,460,001 223,681,371 423,578 234,393,716 144,755,776 2,764,583 37,696,881 7,722,039 7,293,897 17,246,006 94,104,120 134,397,951 6,255,020 13,133,676 2,733,840 13,537,803 33,866,031 8,594,952 11,530,928 47,637,264 13,789,820 (302,594,538) 938,386,686 $ 1,536,585,234 $ 71,413,272 59,917,639 97,049,161 228,380,072 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 41,651,484 79,491,588 19,040,514 2,126,145 8,784,277 5,781,100 4,668,836 257,391,746 445,307,239 FY 2006-07 REVISED $ $ $ $ 623,410 $ 1,560,667 13,544,325 4,209,665 2,105,110 40,528,820 1,897,474 45,557,676 6,677,385 7,374,829 1,376,403 2,656,900 26,711,848 21,823,343 2,380,175 17,803,060 272,565,067 349,072 450,611,980 383,644,785 3,145,451 39,135,824 8,618,377 7,769,803 16,768,051 179,205,980 8,014,749 16,351,828 3,017,581 12,160,677 29,284,590 10,862,575 14,361,087 53,338,218 14,737,718 (331,079,203) 1,389,695,300 $ 2,063,382,611 $ 132 77,805,547 66,913,828 98,205,896 242,925,271 391,021 391,021 391,021 391,021 391,021 22,979,361 1,686,973 41,701,699 79,977,891 19,127,871 2,126,145 8,942,187 5,782,509 4,732,671 269,079,159 458,091,571 FY 2006-07 PROJECTED $ $ $ $ 783,304 $ 1,614,023 13,544,325 4,227,887 2,164,029 40,626,520 1,897,474 50,913,336 7,510,614 9,724,083 1,400,720 2,668,533 26,728,069 23,500,673 2,380,175 18,063,159 272,707,656 370,739 410,786,618 448,509,196 3,198,882 39,583,536 8,624,448 7,785,726 16,775,737 179,249,425 8,216,688 16,522,363 3,024,793 12,160,677 29,284,590 10,862,575 15,907,845 53,587,754 20,779,613 (389,122,006) 1,376,563,779 $ 2,077,580,621 $ 71,626,777 58,941,455 96,459,908 227,028,140 ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED (5,784,580) (2,352,119) (5,739,105) (13,875,804) -7.4% -3.5% -5.8% -5.7% $ (665) (665) (665) (665) (665) (2,467,062) (72,161) (1,799,441) (4,411,320) 6,940,825 (298,669) (71,404) (114,189) (1,179,286) (19,013,553) (22,489,585) -0.2% -0.2% -0.2% -0.2% -0.2% -10.7% -4.3% -4.3% -5.5% 36.3% -14.0% -0.8% -2.0% -24.9% -7.1% -4.9% 720,502 $ 840,627 $ 1,552,013 1,352,520 8,375,848 13,523,899 3,882,029 4,048,897 2,241,775 2,342,668 41,235,089 45,212,209 1,837,306 1,949,548 48,968,614 52,719,438 7,072,221 8,056,892 7,044,468 9,354,654 1,266,021 1,228,147 2,503,621 2,762,148 26,650,251 133,444,808 22,798,689 25,721,362 2,188,142 2,830,338 16,428,249 17,194,035 237,792,945 251,214,805 355,413 378,755 289,313,477 468,903,093 524,463,791 433,342,983 2,906,727 3,137,792 39,683,358 42,468,009 8,565,963 9,630,784 7,752,319 8,415,217 16,259,112 17,930,726 171,799,809 163,503,080 7,889,701 8,402,125 15,718,457 17,114,420 2,882,231 3,204,926 13,011,290 12,388,440 34,685,375 35,893,572 9,731,554 10,926,857 13,591,837 16,403,646 48,897,312 50,728,877 15,135,860 26,052,208 (667,245,771) (425,729,107) 987,955,595 $ 1,476,893,398 $ 1,654,563,280 $ 2,214,275,629 $ (57,323) 261,503 20,426 178,990 (178,639) (4,585,689) (52,074) (1,806,102) (546,278) 369,429 172,573 (93,615) (106,716,739) (2,220,689) (450,163) 869,124 21,492,851 (8,016) (58,116,475) 15,166,213 61,090 (2,884,473) (1,006,336) (629,491) (1,154,989) 15,746,345 (185,437) (592,057) (180,133) (227,763) (6,608,982) (64,282) (495,801) 2,858,877 (5,272,595) 36,607,101 (100,329,619) (136,695,008) -7.3% 16.2% 0.2% 4.2% -8.3% -11.3% -2.7% -3.5% -7.3% 3.8% 12.3% -3.5% -399.3% -0.8% -1.9% 36.5% 119.0% -2.2% -14.1% 3.4% 1.9% -7.3% -11.7% -8.1% -6.9% 375,593 351,671 370,920 343,679 362,618 22,468,047 1,731,527 40,739,707 73,699,387 28,366,149 2,102,798 11,823,362 3,885,640 4,724,618 248,233,829 439,579,545 $ $ $ $ 83,590,127 69,265,947 103,945,001 256,801,075 391,686 391,686 391,686 391,686 391,686 25,446,423 1,759,134 43,501,140 84,389,211 12,187,046 2,424,814 9,013,591 5,896,698 5,911,957 288,092,712 480,581,156 $ $ $ 8.8% -2.3% -3.6% -6.0% -1.9% -22.6% -0.6% -3.1% 5.3% -25.4% 9.4% -7.3% -6.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (cont’d) FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED ADOPT. VS. REVISED FY 2007-08 ADOPTED FY 2006-07 PROJECTED 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 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 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLOGY 420 JUSTICE SYSTEM PLANNING & INFORMATION 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 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 MARICOPA COUNTY $ $ $ 50,180,541 10,790,573 73,962,305 134,933,419 303,068 318,221 273,268 271,655 289,234 19,715,013 1,471,927 29,118,747 60,072,131 7,815,367 1,973,694 2,169,774 1,981,912 4,276,788 59,990,396 190,041,195 $ $ $ $ $ 542,762 $ 234,376 3,196,071 1,925,360 2,645,578 1,327,833 2,348,101 5,785,151 1,490,551 1,411,061 2,461,281 2,030,468 5,331,743 128,112 218,480,179 197,542,673 76,076,499 2,764,583 35,703,773 7,616,826 7,281,897 17,246,006 11,456,171 1,672,128 370,128 411,692 8,456,471 1,541,847 617,479,320 $ $ 942,453,934 $ 55,280,402 19,979,824 79,156,617 154,416,843 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 32,090,197 67,573,452 19,040,514 2,126,145 2,349,174 2,132,796 4,668,836 68,092,509 224,445,172 $ $ $ $ 623,410 $ 235,773 4,209,665 2,105,110 2,702,378 1,897,474 3,719,176 6,677,385 1,781,029 1,376,403 2,656,900 2,457,959 7,746,422 562,243 266,129,563 349,072 353,824,317 212,381,047 3,145,451 36,608,991 8,483,583 7,752,303 16,768,051 13,270,018 1,961,265 375,982 546,899 12,074,428 2,419,397 974,841,694 $ 1,353,703,709 133 $ 59,277,759 21,485,618 79,633,068 160,396,445 391,021 391,021 391,021 391,021 391,021 22,979,361 1,686,973 32,107,147 67,690,237 19,127,871 2,126,145 2,507,084 2,134,205 4,732,671 72,244,594 229,291,393 $ $ $ $ 783,304 $ 239,966 4,227,887 2,164,029 2,702,378 1,897,474 3,719,176 7,510,614 1,811,155 1,400,720 2,668,533 2,474,180 7,795,752 562,243 266,272,152 370,739 328,565,771 214,179,020 3,198,882 36,906,703 8,489,654 7,768,226 16,775,737 13,440,553 1,968,477 375,982 546,899 12,323,964 5,761,295 956,901,465 $ 1,346,589,303 $ 54,384,990 19,197,508 78,955,933 152,538,431 375,593 351,671 370,920 343,679 362,618 22,468,047 1,731,527 31,953,641 62,807,895 21,110,341 2,102,798 2,336,900 1,641,596 4,724,618 68,011,901 220,693,744 65,774,128 21,235,324 86,217,528 173,226,980 $ 720,502 $ 228,576 3,882,029 2,241,775 3,705,864 1,837,306 3,312,419 7,072,221 1,674,297 1,266,021 2,503,621 2,474,180 6,877,097 371,027 232,462,400 355,413 253,366,608 345,627,367 2,906,727 37,170,814 8,445,813 7,739,819 16,259,112 13,094,203 1,835,813 390,828 513,914 10,567,712 3,055,635 971,959,113 $ 1,345,191,288 $ 391,686 391,686 391,686 391,686 391,686 25,446,423 1,759,134 34,177,630 70,629,513 12,157,522 2,424,814 2,638,611 2,461,627 5,111,957 71,117,264 229,882,925 $ $ $ $ (6,496,369) 250,294 (6,584,460) (12,830,535) -11.0% 1.2% -8.3% -8.0% (665) (665) (665) (665) (665) (2,467,062) (72,161) (2,070,483) (2,939,276) 6,970,349 (298,669) (131,527) (327,422) (379,286) 1,127,330 (591,532) -0.2% -0.2% -0.2% -0.2% -0.2% -10.7% -4.3% -6.4% -4.3% 36.4% -14.0% -5.2% -15.3% -8.0% 1.6% -0.3% -7.3% -11.9% 4.2% -8.3% 0.0% -2.7% 4.0% -7.3% 2.1% 12.3% -3.5% 100.0% -28.9% -50.6% 8.1% -2.2% -13.5% 23.1% 1.9% -8.1% -11.9% -8.2% -6.9% -4.7% -5.2% 3.9% 100.0% -4.5% -22.6% 1.9% 840,627 268,636 4,048,897 2,342,668 2,702,378 1,949,548 3,570,368 8,056,892 1,772,629 1,228,147 2,762,148 10,052,098 846,536 244,779,301 378,755 372,971,918 164,614,794 3,137,792 39,878,668 9,495,990 8,402,717 17,930,726 14,078,935 2,071,136 361,432 12,878,580 7,063,645 938,485,961 $ $ (57,323) (28,670) 178,990 (178,639) (52,074) 148,808 (546,278) 38,526 172,573 (93,615) 2,474,180 (2,256,346) (284,293) 21,492,851 (8,016) (44,406,147) 49,564,226 61,090 (2,971,965) (1,006,336) (634,491) (1,154,989) (638,382) (102,659) 14,550 546,899 (554,616) (1,302,350) 18,415,504 1,341,595,866 $ 4,993,437 0.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (cont’d) FY 2005-06 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 $ $ $ $ $ FY 2006-07 ADOPTED 9,755,813 4,833,418 14,589,231 14,108,677 765,688 29,925 27,436,494 201,078 42,541,864 372,878 545,899 1,711,283 2,251,948 346,595 1,499,635 5,763,859 785,005 1,738,407 428,923 73,006 83,029 166,953 $ $ $ $ $ FY 2006-07 REVISED 11,986,437 4,146,433 16,132,870 6,212,830 900,000 50,000 32,490,356 284,629 39,937,815 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 $ $ $ $ $ FY 2006-07 PROJECTED 14,140,944 4,386,844 18,527,788 9,922,931 1,030,000 50,000 34,140,650 284,629 45,428,210 944,000 500,000 1,955,131 3,540,000 372,000 1,630,000 5,978,677 885,000 1,938,935 425,000 111,750 110,000 182,335 $ $ $ $ $ FY 2007-08 ADOPTED 13,501,442 3,740,346 17,241,787 6,250,758 937,738 29,285 32,276,792 249,373 39,743,947 707,359 425,406 1,761,987 3,285,785 356,221 1,616,174 5,855,689 865,164 1,846,609 413,087 96,869 105,863 167,763 $ $ $ $ $ 13,561,826 4,254,173 17,815,999 8,591,502 2,896,187 10,000 36,216,301 316,633 48,030,623 657,982 433,277 2,013,717 3,094,077 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 ADOPTED VS. REVISED % VARIANCE $ $ $ $ $ 579,118 132,671 711,789 4.1% 3.0% 3.8% 1,331,429 (1,866,187) 40,000 (2,075,651) (32,004) (2,602,413) 13.4% -181.2% 80.0% -6.1% -11.2% -5.7% 286,018 66,723 (58,586) 445,923 (17,531) (65,930) 298,364 (71,521) (20,580) (4,171) (5,007) (8,347) 30.3% 13.3% -3.0% 12.6% -4.7% -4.0% 5.0% 0.0% -3.7% -4.8% -3.7% -4.6% -4.6% DEPT. TOTAL $ 15,767,419 $ 17,892,544 $ 18,572,828 $ 17,503,975 $ 17,727,473 $ JUDICIAL BRANCH TOTAL $ 72,898,514 $ 73,963,229 $ 82,528,826 $ 74,489,709 $ 83,574,095 $ (1,045,269) -1.3% $ 1,086,011 1,003,439 1,560,334 1,439,255 17,708 7,441 2,740,294 7,854,481 $ 1,218,377 1,546,784 1,592,568 1,892,222 145,000 39,901 3,126,435 9,561,287 $ 1,218,377 1,546,784 1,625,833 1,892,222 145,000 39,901 3,126,435 9,594,552 $ 1,218,377 1,453,784 1,480,118 1,442,222 65,000 130 3,126,435 8,786,066 $ 1,150,243 1,039,333 1,676,124 1,962,909 75,000 89,901 3,330,000 9,323,510 $ 68,134 507,451 (50,291) (70,687) 70,000 (50,000) (203,565) 271,042 5.6% 32.8% -3.1% -3.7% 48.3% -125.3% -6.5% 2.8% -25.0% -3.2% -0.9% -17.1% 16.7% -5.2% -400.0% -214.3% -12.0% 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 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 210 ELECTIONS 248 ELECTIONS GRANT 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 430 TREASURER 741 TAXPAYER INFORMATION 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 $ $ $ $ $ 1,288,588 6,355,880 901,334 1,266,624 614,572 1,227,791 11,654,789 $ $ $ $ $ 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 11,918,136 59,979 59,979 $ $ $ $ 6,739,625 6,739,625 $ $ - $ $ - $ 10,285 1,028,046 1,588,240 4,351,984 6,376,360 160,661,630 174,016,545 200,325,420 $ $ $ $ $ 1,600,000 5,972,299 1,000,000 1,266,624 720,031 1,488,700 100,000 140,000 12,287,654 - $ $ $ $ 6,435,103 6,435,103 $ $ 2,540,717 702,258 24,795 380,534 3,648,304 $ $ - $ 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 $ $ $ $ $ 1,353,030 5,531,754 567,759 1,296,905 564,751 1,400,347 41,665 135,281 10,891,492 - $ $ $ $ 6,435,103 6,435,103 $ $ 2,540,717 702,258 24,795 380,534 3,648,304 $ $ - $ 16,400 1,100,000 2,050,000 6,924,927 11,192,105 489,187 175,061,946 196,834,565 228,800,178 $ $ 134 $ 845,355 $ $ 2,000,000 6,160,825 1,008,810 1,483,493 600,000 1,566,570 500,000 440,000 13,759,698 $ (400,000) (188,526) (8,810) (216,869) 120,031 (77,870) (400,000) (300,000) (1,472,044) 7,255,809 7,255,809 $ $ 29,524 29,524 $ $ (29,524) (29,524) $ $ 9,486,462 9,486,462 $ $ 6,374,980 6,374,980 $ $ 60,123 60,123 $ $ $ 2,559,504 792,887 82,680 3,435,071 $ $ 1,471,800 569,671 44,017 158,555 2,244,044 $ (18,787) (90,629) (57,885) 380,534 213,233 $ $ - $ $ 800,000 800,000 $ $ (800,000) (800,000) $ 8,056 916,836 1,487,828 4,805,979 6,280,153 163,060 166,560,016 180,221,928 218,885,801 $ 16,400 1,100,000 2,050,000 5,084,102 12,042,042 149,715 196,533,189 216,975,448 250,698,231 $ 1,840,825 (849,937) 339,472 (21,471,243) (20,140,883) (21,898,053) $ $ $ $ $ $ 4.6% 0.9% 0.9% -0.7% -12.9% -233.5% 100.0% 5.8% 0.0% 0.0% 0.0% 26.6% -7.6% 69.4% -12.3% -10.2% -9.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (cont’d) 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 376 EVENTS CENTER OPERATIONS DEPT. TOTAL 420 JUSTICE SYSTEM PLANNING & INFORMAT 255 DETENTION OPERATIONS DEPT. TOTAL 440 PLANNING & DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND DEPT. TOTAL 450 GENERAL GOVERNMENT 532 PUBLIC HEALTH GRANTS DEPT. TOTAL 460 RESEARCH & REPORTING 260 RESEARCH & REPORTING DEPT. TOTAL 470 NON-DEPARTMENTAL 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 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 $ $ 293,491 966,395 1,259,886 $ $ $ 309,161 1,015,733 1,324,894 $ 309,161 1,064,896 1,374,057 $ 312,704 1,010,732 1,323,436 9,739,305 9,739,305 $ $ 13,544,325 13,544,325 $ $ 13,544,325 13,544,325 $ $ $ $ 37,744,582 37,744,582 $ $ 37,826,442 37,826,442 $ $ 37,924,142 37,924,142 $ $ 40,106,527 178,024 40,284,551 $ $ 41,139,040 699,460 41,838,500 $ $ 46,453,416 740,744 47,194,160 $ $ 11,772 11,772 $ $ - $ $ - $ $ $ 394,709 400,728 120,688 1,295,262 2,601,132 149,468 24,001 4,985,987 699,359 563,291 105,000 1,418,033 2,611,117 160,000 75,000 5,631,800 1,817,932 1,817,932 $ $ $ 1,585,628 1,585,628 $ $ $ $ $ 15,282,111 177,890 15,460,001 $ $ 17,608,732 194,328 17,803,060 $ $ 5,201,192 5,201,192 $ $ $ $ 423,578 423,578 $ $ 129,993 785,701 10,858,083 11,773,778 $ $ 22,694,986 22,694,986 $ 415,821 353,441 1,223,846 1,993,108 $ $ $ $ $ $ $ $ $ 333,615 750,269 1,083,884 8,375,848 8,375,848 $ $ $ $ 37,529,225 37,529,225 $ $ 45,238,662 417,534 45,656,196 $ $ - 699,359 2,163,291 105,000 1,967,196 2,781,082 160,000 75,000 7,950,928 1,817,932 1,817,932 $ $ 17,868,831 194,328 18,063,159 6,435,504 6,435,504 $ $ $ $ - $ $ 555,007 21,094,004 57,447,352 79,096,363 $ $ 73,587,844 73,587,844 $ 571,480 373,288 1,582,065 2,526,833 $ $ 52,411 52,801 105,212 $ 12,000 12,000 $ 471,836 117,289,276 117,761,112 $ 3,858,626 2,396,394 6,255,020 $ $ $ $ $ $ $ $ $ $ $ (24,454) 314,627 290,173 -7.9% 29.5% 21.1% 13,523,899 13,523,899 $ $ 20,426 20,426 0.2% 0.2% $ $ 42,509,831 42,509,831 $ $ (4,585,689) (4,585,689) -12.1% -12.1% $ $ $ 48,797,341 351,729 49,149,070 $ (2,343,925) 389,015 (1,954,910) -5.0% 52.5% -4.1% $ $ - $ $ $ $ 692,638 1,794,770 130,000 1,946,554 2,864,913 160,000 63,000 7,651,875 $ $ 474,624 510,320 132,805 1,593,343 2,561,727 109,351 63,000 5,445,170 $ $ 1,817,115 1,817,115 $ $ $ $ 16,271,577 156,671 16,428,249 6,435,504 6,435,504 $ $ $ $ - $ $ 555,007 8,927,047 43,553,493 53,035,547 $ $ 73,048,819 73,048,819 $ 571,480 373,288 1,732,065 2,676,833 $ $ $ $ 75,794 59,000 134,794 $ 12,500 5,000 17,500 $ 1,984,222 124,411,285 126,395,507 $ 6,327,487 1,687,262 8,014,749 1,677,505 1,677,505 $ $ 5,256,695 295,385 2,672,745 8,224,824 $ $ $ $ $ $ $ $ $ $ 7,045,839 446,168 2,994,586 10,486,593 $ 135 1,983,802 1,983,802 $ $ (165,870) (165,870) -9.1% -9.1% $ $ $ 17,061,480 132,555 17,194,035 $ $ $ 807,351 61,773 869,124 4.5% 31.8% 4.8% 5,330,545 5,330,545 $ $ 6,435,504 6,435,504 $ $ - 0.0% 0.0% $ $ - $ $ - $ $ - $ $ $ 477,981 14,949,882 58,792,796 74,220,659 $ $ 106,383 1,115,724 17,033,461 18,255,568 $ 77,026 (6,022,835) (15,239,303) (21,185,112) $ $ 48,883,166 48,883,166 $ $ 67,148,406 67,148,406 $ $ 5,900,413 5,900,413 $ 419,079 373,288 1,720,177 2,512,544 $ 571,480 387,261 1,630,600 2,589,341 $ 61,608 58,542 120,150 $ $ $ 75,794 59,000 134,794 $ 12,500 12,500 $ 12,500 12,500 $ $ $ 3,081,810 3,081,810 - $ 12,500 5,000 17,500 $ $ 1.0% 17.0% -23.8% 1.0% -3.0% 0.0% 16.0% 3.8% $ 1,984,222 124,411,285 126,395,507 $ 6,721 368,521 (25,000) 20,642 (83,831) 12,000 299,053 75,794 59,000 134,794 6,348,704 1,867,984 8,216,688 $ $ $ $ $ $ $ 475,207 123,558,013 124,033,220 $ 6,026,225 1,863,476 7,889,701 3,081,810 3,081,810 $ $ 7,045,839 446,168 2,994,586 10,486,593 $ $ $ $ $ $ $ 1,170,760 123,435,644 124,606,404 $ 6,844,916 1,557,209 8,402,125 2,624,254 2,624,254 $ $ 5,751,753 433,378 3,155,595 9,340,725 $ $ $ $ $ $ $ (13,973) 101,465 87,492 13.9% -67.5% -35.0% -39.9% 8.1% 8.1% 0.0% -3.7% 5.9% 3.3% - 0.0% 0.0% 0.0% 5,000 5,000 0.0% 100.0% 28.6% 813,462 975,641 1,789,103 41.0% 0.8% 1.4% $ (496,212) 310,775 (185,437) -7.8% 16.6% -2.3% 3,035,485 3,035,485 $ $ 46,325 46,325 1.5% 1.5% 6,905,589 446,765 3,213,071 10,565,425 $ 140,250 (597) (218,485) (78,832) 2.0% -0.1% -7.3% -0.8% $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (cont’d) FY 2005-06 ACTUAL SPECIAL REVENUE (Continued) APPOINTED (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 $ $ $ $ $ $ $ 7,753,016 3,366,220 11,119,236 FY 2006-07 ADOPTED $ $ 3,508,999 35,671,794 39,180,792 $ $ (100,217) 12,348,190 12,247,973 349,742,029 622,965,962 $ $ $ $ FY 2005-06 ACTUAL DEBT SERVICE FUNDS APPOINTED 470 NON-DEPARTMENTAL 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEPT. TOTAL APPOINTED TOTAL TOTAL DEBT SERVICE $ $ $ $ 25,077,265 25,077,265 25,077,265 25,077,265 640 TRANSPORTATION 234 TRANSPORTATION CAPITAL PROJECT DEPT. TOTAL APPOINTED TOTAL TOTAL CAPITAL PROJECTS $ $ 516,969 32,591,436 7,294,513 5,581,373 45,984,291 $ $ $ $ 83,364,282 83,364,282 129,348,573 129,348,573 $ $ $ $ $ $ $ 43,737,586 48,228,166 2,138,367 94,104,120 94,104,120 $ $ 3,520,656 37,743,134 41,263,790 $ $ 12,318,321 12,318,321 496,960,749 791,786,045 $ $ $ $ $ 17,691,300 17,691,300 17,691,300 17,691,300 $ $ $ $ $ 119,194,034 119,194,034 216,869,928 216,869,928 $ $ $ $ $ $ $ 3,520,656 37,743,134 41,263,790 $ 15,018,318 15,018,318 483,041,352 794,370,356 $ $ $ $ $ 17,691,300 11,494,000 29,185,300 29,185,300 29,185,300 $ $ $ $ $ $ $ $ $ 119,194,034 119,194,034 280,475,391 280,475,391 $ $ $ 136 ADOPTED VS. REVISED VARIANCE % $ $ $ 3,302,197 35,027,403 38,329,600 $ $ 12,080,224 12,080,224 399,065,360 692,440,870 $ $ $ $ $ 17,691,300 17,691,300 17,691,300 17,691,300 $ $ $ $ $ 6,853,619 5,873,873 22,179,145 92,937,029 2,109,592 129,953,259 $ $ $ $ 114,106,705 114,106,705 244,059,964 244,059,964 $ $ $ $ 3,665,586 34,184,711 37,850,297 $ $ 1,334,878 17,653,685 18,988,563 503,489,545 837,761,871 $ $ $ $ $ 13,810,516 7,900,000 21,710,516 21,710,516 21,710,516 $ $ $ $ $ 9,351,324 143,166 88,609,418 23,418,046 33,628,876 46,428,953 201,579,783 $ $ $ $ 98,605,934 98,605,934 300,185,717 300,185,717 $ $ $ -10.5% 3.3% -6.8% (144,930) 3,558,423 3,413,493 -4.1% 9.4% 8.3% (1,334,878) (2,635,367) (3,970,245) (20,448,193) (43,391,515) -17.5% -26.4% -4.2% -5.5% 3,880,784 3,594,000 7,474,784 7,474,784 7,474,784 21.9% 31.3% 25.6% 25.6% 25.6% ADOPTED VS. REVISED % VARIANCE $ $ 3,952,946 38,144,026 (79,015,418) (23,418,046) 46,662,832 (26,624,766) (40,298,426) 58.1% -134.4% -25.0% $ $ $ $ 20,588,100 20,588,100 (19,710,326) (19,710,326) 17.3% 17.3% -7.0% -7.0% FY 2007-08 ADOPTED - (1,181,690) 138,990 (1,042,700) ADOPTED VS. REVISED % VARIANCE FY 2007-08 ADOPTED FY 2006-07 PROJECTED - 12,393,623 4,010,023 16,403,646 FY 2007-08 ADOPTED FY 2006-07 PROJECTED FY 2006-07 REVISED - 9,504,716 3,573,207 13,077,923 FY 2007-08 ADOPTED FY 2006-07 PROJECTED 13,304,270 38,287,192 9,594,000 80,291,708 19,804,187 161,281,357 FY 2006-07 ADOPTED $ $ 11,211,933 4,149,013 15,360,946 FY 2006-07 REVISED 7,954,616 34,489,709 35,680,782 19,550,787 97,675,894 $ FY 2006-07 PROJECTED FY 2006-07 REVISED FY 2006-07 ADOPTED FY 2005-06 ACTUAL ENTERPRISE FUNDS APPOINTED 600 MARICOPA MANAGED CARE SYSTEMS 541 HEALTH PLAN 551 LONG TERM CARE PLAN 561 HEALTH SELECT DEPT. TOTAL TOTAL ENTERPRISE FUNDS 9,665,175 4,149,013 13,814,188 FY 2006-07 ADOPTED FY 2005-06 ACTUAL CAPTIAL PROJECT FUNDS APPOINTED 480 APPROPRIATED FUND BALANCE 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT FUND 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS DEPT. TOTAL FY 2006-07 REVISED 29.7% 99.6% -823.6% ADOPTED VS. REVISED % VARIANCE - $ $ $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (cont’d) FY 2005-06 ACTUAL INTERNAL SERVICE FUNDS APPOINTED 350 EMPLOYEE HEALTH INITIATIVES 601 CMG HIGH OPTION 602 CMG LOW OPTION 603 IPA 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70% STD 611 60% STD 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE(EAP) 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST DEPT. TOTAL 410 OFFICE OF ENTERPRISE TECHNOLOGY 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 $ FY 2006-07 ADOPTED $ $ 7,998,988 20,030,110 28,029,099 $ $ $ $ 2,854,163 21,399,726 24,253,889 15,531,884 15,531,884 $ $ $ $ 13,537,803 13,537,803 $ $ $ $ $ $ FY 2006-07 PROJECTED $ $ 2,854,163 21,399,726 24,253,889 14,076,921 14,076,921 $ $ $ $ 12,160,677 12,160,677 1,061,712 1,061,712 $ $ 33,866,031 33,866,031 92,026,529 92,026,529 $ $ $ $ FY 2005-06 ACTUAL ELIMINATIONS APPOINTED 300 PARKS & RECREATION 900 ELIMINATIONS FY 2006-07 REVISED FY 2007-08 ADOPTED $ $ 2,852,617 21,323,454 24,176,071 15,704,921 15,704,921 $ $ $ $ 12,160,677 12,160,677 1,056,316 1,056,316 $ $ 29,284,590 29,284,590 80,832,393 80,832,393 $ $ $ $ FY 2006-07 ADOPTED ADOPTED VS. REVISED % VARIANCE $ $ 35,852,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,796,091 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,444,808 15,921,592 15,921,592 $ $ 15,669,264 15,669,264 $ $ 35,657 35,657 0.2% 0.2% $ $ 13,011,290 13,011,290 $ $ 12,388,440 12,388,440 $ $ (227,763) (227,763) -1.9% -1.9% 1,056,316 1,056,316 $ $ 1,046,418 1,046,418 $ $ 1,133,790 1,133,790 $ $ (77,474) (77,474) -7.3% -7.3% 29,284,590 29,284,590 82,460,393 82,460,393 $ $ $ $ 34,685,375 34,685,375 88,840,745 88,840,745 $ $ $ $ 35,893,572 35,893,572 198,529,874 198,529,874 $ $ $ $ (6,608,982) (6,608,982) (116,069,481) (116,069,481) -22.6% -22.6% -140.8% -140.8% FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED $ (35,852,089) (1,045,601) (19,367,538) (27,583,057) (1,124,588) (68,604) (5,722,570) (15,647,088) (2,358,585) (1,884,823) (547,974) (596,675) (465,815) (2,289,637) (392,832) (469,017) (1,001,088) (2,796,091) (2,160,460) (926,820) (1,346,502) (92,524) (719,709) (986,813) (3,452,646) (210,264) (2,671,409) (641,505) (395,184) (627,300) 2,854,163 21,399,726 (109,190,919) 100.0% 100.0% -450.2% ADOPTED VS. REVISED % VARIANCE DEPT. TOTAL $ $ (69,169) $ (69,169) $ (38,000) $ (38,000) $ (38,000) $ (38,000) $ (75,000) $ (75,000) $ (69,850) $ (69,850) $ DEPT. TOTAL $ $ (66,727,442) $ (66,727,442) $ (66,383,561) $ (66,383,561) $ (66,340,116) $ (66,340,116) $ (66,340,116) $ (66,340,116) $ (59,709,258) $ (59,709,258) $ $ (302,594,538) $ (331,079,203) $ (389,122,006) $ (667,245,771) $ (425,729,107) $ 36,607,101 9.4% DEPT. TOTAL $ (302,594,538) $ (331,079,203) $ (389,122,006) $ (667,245,771) $ (425,729,107) $ 36,607,101 9.4% 640 TRANSPORTATION 900 ELIMINATIONS 31,850 31,850 (6,630,858) (6,630,858) 83.8% 83.8% -10.0% -10.0% 980 ELIMINATIONS 900 ELIMINATIONS APPOINTED TOTAL $ (369,391,149) $ (397,500,764) $ (455,500,122) $ (733,660,887) $ (485,508,215) $ 30,008,093 6.6% TOTAL ELIMINATIONS $ (369,391,149) $ (397,500,764) $ (455,500,122) $ (733,660,887) $ (485,508,215) $ 30,008,093 6.6% 137 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Department and Fund Type SPECIAL REVENUE 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 WORKFORCE MANAGEMENT AND DE 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 OFFICE OF ENTERPRISE TECHNOLO 420 JUSTICE SYSTEM PLANNING & INFOR 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 470 NON-DEPARTMENTAL 480 APPROPRIATED FUND BALANCE 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 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 APPOINTED NO DISTRICT $ MARICOPA COUNTY $ 65,774,128 21,235,324 86,217,528 173,226,980 $ 391,686 391,686 391,686 391,686 391,686 25,446,423 1,759,134 34,177,630 70,629,513 12,157,522 2,424,814 2,638,611 2,461,627 5,111,957 71,117,264 229,882,925 $ 840,627 268,636 4,048,897 2,342,668 2,702,378 1,949,548 3,570,368 8,056,892 1,772,629 1,228,147 2,762,148 10,052,098 846,536 244,779,301 378,755 372,971,918 164,614,794 3,137,792 39,878,668 9,495,990 8,402,717 17,930,726 14,078,935 2,071,136 361,432 12,878,580 7,063,645 938,485,961 1,341,595,866 $ $ $ 17,815,999 48,030,623 17,727,473 83,574,095 $ 9,323,510 13,759,698 29,524 6,374,980 3,435,071 800,000 216,975,448 250,698,231 $ $ 1,083,884 13,523,899 42,509,831 49,149,070 7,651,875 1,983,802 17,194,035 6,435,504 74,220,659 67,148,406 2,589,341 134,794 12,500 124,606,404 8,402,125 3,035,485 10,565,425 16,403,646 37,850,297 18,988,563 503,489,545 $ 837,761,871 CAPITAL PROJECTS DEBT SERVICE $ $ $ - $ - $ $ $ INTERNAL SERVICE - $ - $ $ $ $ 201,579,783 98,605,934 $ 300,185,717 $ $ 21,710,516 21,710,516 $ 21,710,516 $ 300,185,717 138 SUBTOTAL - $ - $ $ 133,444,808 15,669,264 1,133,790 12,388,440 35,893,572 198,529,874 $ 198,529,874 $ $ $ ELIMINATIONS 83,590,127 69,265,947 103,945,001 256,801,075.00 $ 391,686 391,686 391,686 391,686 391,686 25,446,423 1,759,134 43,501,140 84,389,211 12,187,046 2,424,814 9,013,591 5,896,698 5,911,957 288,092,712 480,581,156.00 $ $ 840,627 1,352,520 13,523,899 4,048,897 2,342,668 45,212,209 1,949,548 52,719,438 8,056,892 9,424,504 1,228,147 2,762,148 133,444,808 25,721,362 2,830,338 17,194,035 251,214,805 378,755 468,903,093 433,342,983 3,137,792 42,468,009 9,630,784 8,415,217 17,930,726 223,212,338 8,402,125 17,114,420 3,204,926 12,388,440 35,893,572 10,926,857 16,403,646 50,728,877 26,052,208 1,962,401,613 $ 2,699,783,844 $ $ $ ALL FUNDS - $ - $ $ $ 83,590,127 69,265,947 103,945,001 256,801,075 391,686 391,686 391,686 391,686 391,686 25,446,423 1,759,134 43,501,140 84,389,211 12,187,046 2,424,814 9,013,591 5,896,698 5,911,957 288,092,712 480,581,156 $ $ (69,850) (59,709,258) (425,729,107) (485,508,215) $ 840,627 1,352,520 13,523,899 4,048,897 2,342,668 45,212,209 1,949,548 52,719,438 8,056,892 9,354,654 1,228,147 2,762,148 133,444,808 25,721,362 2,830,338 17,194,035 251,214,805 378,755 468,903,093 433,342,983 3,137,792 42,468,009 9,630,784 8,415,217 17,930,726 163,503,080 8,402,125 17,114,420 3,204,926 12,388,440 35,893,572 10,926,857 16,403,646 50,728,877 26,052,208 (425,729,107) 1,476,893,398 $ (485,508,215) $ 2,214,275,629 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code FY 2005-06 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 841 TRAVEL 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 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED 530,587,777 $ 5,817,847 14,723,292 167,837,778 12,217,779 (45,889,405) 44,678,530 729,973,598 $ 598,316,670 $ 7,133,223 7,231,854 202,215,718 66,929,878 (42,632,850) 41,528,574 880,723,067 $ 623,378,197 $ 7,492,146 7,945,848 202,223,517 52,062,559 (48,625,887) 46,097,360 890,573,740 $ 572,304,195 $ 6,825,844 16,734,253 188,260,864 41,184,344 (45,032,298) 43,037,948 823,315,149 $ 664,503,191 $ 5,874,791 10,538,688 226,665,965 29,203,314 (71,588,739) 67,968,607 933,165,817 $ (41,124,994) 1,617,355 (2,592,840) (24,442,448) 22,859,245 22,962,852 (21,871,247) (42,592,077) -7% 22% -33% -12% 44% 47% -47% -5% 41,424,370 $ 19,997,204 7,240,811 5,205,436 (2,955,209) 2,863,632 36,578,917 104,283,531 111,522,725 20,840,552 31,068,436 218,371,473 (8,579,177) 8,177,315 5,400,873 1,637,619 23,162,343 472,326 149,162 (10,916,788) 11,585,247 (2,119,228) (956) 625,410,614 $ 36,526,305 $ 17,593,311 5,742,587 29,071,510 (3,191,603) 3,121,495 63,306,819 26,849,476 343,755,345 23,719,651 54,717,675 241,749,903 (7,689,959) 1,374,739 7,802,704 6,133,409 959,000 30,943,575 (9,673,803) 9,796,282 882,608,421 $ 35,724,115 $ 17,521,824 5,805,347 28,259,434 (3,187,609) 3,107,773 63,275,177 29,312,924 269,919,573 24,590,405 57,120,942 244,085,373 (7,630,936) 3,926,743 6,166,183 5,673,656 1,000,077 30,807,444 (9,724,594) 9,831,453 815,585,304 $ 43,435,269 $ 12,266,264 6,725,728 6,299,000 (3,284,641) 3,467,041 38,192,260 25,628,599 140,055,190 22,249,767 40,375,435 223,526,813 (7,080,554) 4,188,742 4,803,003 6,013,722 1,140,614 27,601,905 (9,135,897) 9,170,997 595,639,259 $ 38,110,892 $ 12,677,000 5,998,885 31,572,775 (4,503,334) 4,078,136 40,353,632 42,161,518 399,529,577 19,304,035 44,758,034 239,649,995 (4,022,014) 4,645,280 5,268,038 5,350,305 779,232 29,090,599 (6,425,470) 6,096,016 914,473,131 $ (2,386,777) 4,844,824 (193,538) (3,313,341) 1,315,725 (970,363) 22,921,545 (12,848,594) (129,610,004) 5,286,370 12,362,908 4,435,378 (3,608,922) (718,537) 898,145 323,351 220,845 1,716,845 (3,299,124) 3,735,437 (98,887,827) -7% 28% -3% -12% 41% -31% 36% -44% -48% 21% 22% 2% -47% -18% 15% 6% 22% 6% 5,582,114 $ 58,840,958 6,781,635 11,652,858 66,805,660 31,537,798 (243,135) 243,135 181,201,022 $ 4,140,000 $ 149,587,080 5,888,740 11,188,424 91,379,000 37,818,423 (892,763) 942,219 300,051,123 $ 4,356,000 $ 206,956,393 7,840,872 12,134,610 89,740,879 50,405,008 (2,515,734) 2,503,549 371,421,577 $ 9,712,741 $ 96,274,206 5,570,451 9,320,201 84,928,200 29,050,737 (1,685,517) 2,437,854 235,608,872 $ 5,516,500 $ 225,600,651 5,657,698 13,778,630 75,529,500 40,547,185 (864,847) 871,364 366,636,681 $ (1,160,500) (18,644,258) 2,183,174 (1,644,020) 14,211,379 9,857,823 (1,650,887) 1,632,185 4,784,896 -27% -9% 28% -14% 16% 20% -66% 65% 1% (136,695,008) -7% 1,536,585,234 $ 2,063,382,611 $ 139 2,077,580,621 $ 1,654,563,280 $ 2,214,275,629 $ -34% 38% -12% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (cont’d) FY 2005-06 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 872 SERVICES - ALLOCATION OUT 873 SERVICES - ALLOCATION IN 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 910 LAND 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 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED 292,205,899 $ 3,953,477 5,011,745 89,448,430 3,877,409 (28,225,243) 9,582,529 375,854,247 $ 337,272,409 $ 4,670,008 3,189,512 110,524,855 39,334,314 (28,521,213) 10,006,259 476,476,144 $ 347,330,600 $ 4,778,020 3,395,713 110,349,676 30,656,416 (29,523,571) 13,836,542 480,823,396 $ 324,973,556 $ 4,909,273 7,120,856 104,077,826 30,911,449 (29,301,105) 10,888,114 453,579,969 $ 376,868,511 $ 4,046,528 3,376,812 125,469,705 13,205,642 (44,022,384) 10,072,010 489,016,824 $ (29,537,911) 731,492 18,901 (15,120,029) 17,450,774 14,498,813 3,764,532 (8,193,428) -8.5% 15.3% 0.6% -13.7% 56.9% 49.1% 27.2% -1.7% 14,535,064 $ 786,219 2,795,818 1,345,435 (1,803,167) 243,482 30,063,471 3,280,635 26,451,887 10,631,695 13,720,981 204,854,454 20,046,609 4,248,389 4,588,738 406,922 10,894,242 (2,721,466) 208,095 205,464,001 550,041,503 $ 10,935,569 $ 690,911 2,209,256 26,209,544 (1,679,171) 202,154 57,052,048 3,698,765 198,040,681 14,054,268 30,290,542 224,636,634 21,554,285 430,624 3,766,366 5,036,038 728,000 14,541,298 (2,925,455) 293,026 215,942,665 825,708,048 $ 11,125,755 $ 688,650 2,236,037 24,849,631 (1,654,076) 177,059 57,038,708 3,873,098 136,182,092 14,739,567 31,882,397 224,305,361 21,608,069 1,153,792 3,425,652 4,939,257 746,377 14,523,233 (2,925,455) 321,325 271,921,577 821,158,106 $ 11,594,640 $ 620,493 2,680,230 2,740,756 (2,127,579) 853,717 31,870,042 2,530,199 41,927,837 12,714,123 13,968,883 212,211,321 24,618,777 1,730,919 2,986,474 5,340,354 541,238 12,032,662 (2,810,745) 244,198 485,921,604 862,190,143 $ 12,797,407 $ 765,419 2,477,705 30,398,362 (2,835,271) 903,477 32,946,500 3,462,797 228,063,024 9,472,081 19,154,051 223,060,697 28,402,727 1,722,071 2,913,089 4,577,997 564,621 8,636,946 (2,969,964) 1,250,065 213,836,003 819,599,804 $ (1,671,652) (76,769) (241,668) (5,548,731) 1,181,195 (726,418) 24,092,208 410,301 (91,880,932) 5,267,486 12,728,346 1,244,664 (6,794,658) (568,279) 512,563 361,260 181,756 5,886,287 44,509 (928,740) 58,085,574 1,558,302 -15.0% -11.1% -10.8% -22.3% 71.4% -410.3% 42.2% 10.6% -67.5% 35.7% 39.9% 0.6% -31.4% -49.3% 15.0% 7.3% 24.4% 40.5% 1.5% -289.0% 21.4% 0.2% - $ 6,594,717 1,583,499 4,827,394 3,760,320 (223,663) 15,917 16,558,185 $ - $ 29,746,836 279,697 4,832,750 16,931,721 (303,876) 32,389 51,519,517 $ - $ 23,195,561 835,641 5,226,705 17,221,381 (1,904,911) 33,424 44,607,801 $ - $ 17,529,211 996,312 5,041,176 6,965,640 (1,145,860) 34,697 29,421,176 $ 10,000 $ 14,518,575 551,745 4,827,000 13,610,030 (540,661) 2,549 32,979,238 $ (10,000) 8,676,986 283,896 399,705 3,611,351 (1,364,250) 30,875 11,628,563 37.4% 34.0% 7.6% 21.0% -71.6% 92.4% 26.1% 942,453,934 $ 1,353,703,709 $ 1,346,589,303 140 $ 1,345,191,288 $ 1,341,595,866 $ 4,993,437 0.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (cont’d) FY 2005-06 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 890 LOSS ON FIXED ASSETS 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 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED 228,757,225 $ 1,778,698 9,525,699 75,230,965 7,230,237 (15,837,490) 28,761,038 335,446,371 $ 254,670,050 $ 2,409,046 3,904,212 89,672,500 27,558,063 (14,111,637) 27,354,930 391,457,164 $ 269,548,492 $ 2,618,954 4,412,757 89,867,513 21,374,390 (19,102,316) 27,970,570 396,690,360 $ 241,389,160 $ 1,865,803 9,506,031 82,232,367 10,230,421 (15,731,194) 27,997,857 357,490,446 $ 279,179,073 $ 1,820,771 7,085,501 98,470,460 15,921,051 (26,449,164) 52,348,470 428,376,162 $ (9,630,581) 798,183 (2,672,744) (8,602,947) 5,453,339 7,346,848 (24,377,900) (31,685,802) -3.6% 30.5% -60.6% -9.6% 25.5% 38.5% -87.2% -8.0% 22,299,583 $ 17,693,696 2,938,822 3,777,016 (1,145,169) 2,613,278 296,748 18,002,227 47,706,900 7,280,908 15,159,831 12,584,252 14,794,766 3,840,589 738,795 1,230,697 6,762,374 9,816 (7,503,643) 10,815,116 88,197,865 (956) 268,093,510 $ 22,909,649 $ 16,902,400 2,614,593 2,820,652 (1,512,432) 2,919,341 936,939 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 (6,748,348) 9,503,256 112,806,266 361,519,357 $ 21,930,953 $ 16,833,174 2,650,722 3,368,538 (1,533,533) 2,930,714 850,156 18,010,164 89,144,080 8,104,484 22,787,142 19,325,144 15,302,297 2,763,869 2,697,503 729,164 253,700 11,199,591 (6,799,139) 9,510,128 114,826,712 354,885,563 $ 28,208,942 $ 11,645,772 2,916,023 3,518,534 (1,158,712) 2,613,324 691,650 18,044,598 52,019,677 7,439,988 23,932,788 10,744,537 16,118,664 2,451,049 1,782,731 667,971 599,376 10,226,552 (6,325,152) 8,859,663 113,940,736 308,938,711 $ 23,122,443 $ 11,911,581 3,107,287 1,130,948 (1,645,837) 3,148,856 1,046,899 17,190,105 119,565,190 8,207,717 23,113,346 15,913,562 23,387,220 2,903,247 2,295,926 731,608 214,611 14,406,448 (3,237,435) 4,625,329 100,541,145 371,680,196 $ (1,191,490) 4,921,593 (456,565) 2,237,590 112,304 (218,142) (196,743) 820,059 (30,421,110) (103,233) (326,204) 3,411,582 (8,084,923) (139,378) 401,577 (2,444) 39,089 (3,206,857) (3,561,704) 4,884,799 14,285,567 (16,794,633) -5.4% 29.2% -17.2% 66.4% 0.0% 0.0% -23.1% 4.6% -34.1% -1.3% -1.4% 17.7% -52.8% -5.0% 14.9% -0.3% 15.4% -28.6% 5,978,556 $ 4,310,933 6,552,912 2,375,934 (19,472) 227,218 19,426,081 $ 22,193,350 $ 5,384,248 6,299,274 1,802,000 2,809,709 (588,887) 909,830 38,809,524 $ 21,912,575 $ 6,780,436 6,847,505 1,802,000 3,592,615 (610,823) 2,470,125 42,794,433 $ 11,342,881 $ 3,382,466 4,200,259 1,281,000 3,941,607 (539,657) 2,403,157 26,011,713 $ 16,343,293 $ 4,924,658 8,951,630 2,450,000 4,491,385 (304,999) 849,546 37,705,513 $ 5,569,282 1,855,778 (2,104,125) (648,000) (898,770) (305,824) 1,620,579 5,088,920 25.4% 27.4% -30.7% -36.0% -25.0% -50.1% 65.6% 11.9% (43,391,515) -5.5% 622,965,962 $ 791,786,045 FY 2005-06 ACTUAL $ 794,370,356 FY 2006-07 ADOPTED $ 692,440,870 FY 2006-07 REVISED $ 837,761,871 FY 2006-07 PROJECTED $ -52.4% 51.4% 12.4% -4.7% ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED DEBT SERVICE CAPITAL OUTLAY 950 DEBT SERVICE SUBTOTAL $ $ 25,077,265 25,077,265 $ $ 17,691,300 17,691,300 $ $ 29,185,300 29,185,300 $ $ 17,691,300 17,691,300 $ $ 21,710,516 21,710,516 $ $ 7,474,784 7,474,784 25.6% 25.6% FUND TOTAL $ 25,077,265 $ 17,691,300 $ 29,185,300 $ 17,691,300 $ 21,710,516 $ 7,474,784 25.6% 141 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (cont’d) FY 2005-06 ACTUAL CAPITAL PROJECTS PERSONAL SERVICES 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 812 OTHER SERVICES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 930 VEHICLES & CONSTRUCTION EQUIP 940 INFRASTRUCTURE SUBTOTAL FUND TOTAL $ $ $ $ $ $ $ FY 2006-07 ADOPTED (3,045) $ (358) 4,488,615 4,485,213 $ 4,086,534 4,086,534 $ 583,941 $ 5,478,477 (6,004) 63,045 6,119,459 $ 21,004,500 415,000 21,419,500 $ 4,140,000 97,646,894 89,577,000 191,363,894 216,869,928 $ 5,582,114 46,267,684 88,443 66,805,660 118,743,901 129,348,573 $ $ $ FY 2005-06 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 SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 805 SUPPLIES - ALLOCATION OUT 806 SUPPLIES - ALLOCATION IN 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 FUND TOTAL $ FY 2006-07 REVISED $ $ $ $ FY 2006-07 ADOPTED - - $ $ 41,497 $ 1,517,289 199 (6,872) 6,872 78,347,037 5,477,947 705,259 1,613 328,664 153,260 51,371 67,828 17,920 381,271 149,162 (691,679) 560,319 117,581 87,226,537 $ $ 94,104,120 - $ $ $ 22,426,621 415,000 22,841,621 $ 4,356,000 161,248,257 87,938,879 253,543,136 280,475,391 $ 4,095,779 4,095,779 $ $ $ $ $ $ $ (75,475) $ 19,544,476 107,325 59,625,806 79,202,131 $ 16,009,400 6,775,900 22,785,300 $ 5,506,500 194,738,783 73,079,500 273,324,783 300,185,717 $ $ $ $ FY 2006-07 PROJECTED - $ $ $ $ - $ - 142 $ $ 35,100 4,040,534 4,075,634 9,712,741 67,402,114 83,647,200 160,762,054 244,059,964 FY 2006-07 REVISED 4,229,641 $ 76,293 55,195 1,530,900 1,028,084 (1,826,671) 1,784,141 6,877,583 $ $ 4,100 4,086,534 4,090,634 ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED FY 2006-07 PROJECTED 4,100 (35,100) 46,000 15,000 $ 6,417,221 415,000 (6,775,900) 56,321 $ (1,150,500) (33,490,526) 14,859,379 (19,781,647) (19,710,326) $ $ $ $ $ $ - $ - - 1.1% 0.4% 28.6% 100.0% 0.2% -26.4% -20.8% 16.9% -7.8% -7.0% ADOPT. VS. REVISED VARIANCE % FY 2007-08 ADOPTED - 100.0% $ $ - $ $ - $ - $ - $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (cont’d) FY 2005-06 ACTUAL INTERNAL SERVICE 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 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 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 2006-07 ADOPTED 5,395,012 9,379 133,697 1,627,840 82,050 62,206 7,310,185 $ 3,964,285 6,801,438 82,984 6,218,699 26,461,169 26,407,514 2,222,690 2,192,016 604,102 1,887,756 36,967 5,512 5,487,807 81,240 1,717 864,858 83,320,754 $ 887,203 184,109 324,278 1,395,590 92,026,529 $ $ $ $ $ FY 2005-06 ACTUAL FY 2006-07 REVISED 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 $ $ $ 6,499,105 95,172 137,378 2,002,228 31,753 203,714 8,969,350 $ 2,667,407 5,990,186 41,265 5,386,313 23,067,239 22,166,780 1,746,354 2,451,403 454,868 2,275,147 9,082 43,028 5,235 5,084,620 811,209 72,200,136 $ 600,000 224,795 60,400 405,712 1,290,907 82,460,393 $ $ FY 2006-07 ADOPTED FY 2006-07 PROJECTED $ $ $ $ $ FY 2006-07 REVISED FY 2007-08 ADOPTED 5,941,479 50,767 107,366 1,950,671 42,474 56,199 8,148,956 $ 3,707,162 6,479,958 39,711 1,650 5,630,568 23,037,419 26,563,199 2,095,656 2,473,764 463,631 2,209,439 6,774 33,797 5,397 5,342,691 67,136 811,209 78,969,162 $ 1,191,673 78,765 452,190 1,722,628 88,840,745 FY 2006-07 PROJECTED $ $ $ $ ADOPT. VS. REVISED VARIANCE % 8,455,607 $ 7,492 76,375 2,725,800 41,521 (1,117,191) 1,507,593 11,697,197 $ (1,956,502) 87,680 61,003 (723,572) (9,768) 1,117,191 (1,303,879) (2,727,847) 2,191,042 $ 6,032,253 43,465 (22,226) 25,803 6,360,233 121,064,328 35,891,963 1,624,237 2,490,637 675,736 2,380,858 19,962 59,023 40,700 6,047,205 (218,071) 220,622 988,276 185,916,046 $ 476,365 (42,067) (2,200) 22,226 (25,803) (973,920) (97,997,089) (13,725,183) 122,117 (39,234) (220,868) (105,711) (10,880) (15,995) (35,465) (962,585) 218,071 (220,622) (177,067) (113,715,910) - $ 181,295 735,254 (19,187) 19,269 916,631 $ 198,529,874 $ 600,000 43,500 60,400 (329,542) 19,187 (19,269) 374,276 (116,069,481) FY 2007-08 ADOPTED -30.1% 92.1% 44.4% -36.1% -30.8% -640.1% -30.4% 17.9% -0.7% -5.3% -18.1% -424.8% -61.9% 7.0% -1.6% -48.6% -4.6% -119.8% -37.2% -677.5% -18.9% -21.8% -157.5% 100.0% 19.4% 100.0% -81.2% 29.0% -140.8% ADOPT. VS. REVISED VARIANCE % ELIMINATIONS SUPPLIES & SERVICES 803 FUEL 811 HEALTH CARE SERVICES 839 INTERNAL SERVICE CHARGES 880 TRANSFERS OUT SUBTOTAL FUND TOTAL $ $ $ (5,295,466) $ (21,807,537) (45,461,568) (296,826,578) (369,391,149) $ (369,391,149) $ (5,071,598) $ (15,637,577) (47,231,449) (329,560,140) (397,500,764) $ (397,500,764) $ 143 (5,071,598) $ (15,637,577) (47,231,449) (387,559,498) (455,500,122) $ (455,500,122) $ (5,350,482) $ (17,983,616) (50,027,434) (660,299,355) (733,660,887) $ (733,660,887) $ (5,618,360) $ (99,555,712) (58,192,819) (322,141,324) (485,508,215) $ (485,508,215) $ 546,762 83,918,135 10,961,370 (65,418,174) 30,008,093 30,008,093 10.8% 536.6% 23.2% -16.9% 6.6% 6.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Non-Departmental Expenditure Summary Description General Fund (100) 4711 - Unreserved Contingency FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ 23,410,172 $ 7,925,579 $ - $ $ $ 23,386,718 33,312,867 195,506 1,589,754 142,000 78,464 14,000 230,000 18,080,418 84,955,306 $ 23,386,718 23,386,718 $ Subtotal $ 33,561,414 33,312,867 1,882,928 142,000 78,464 14,000 230,000 18,166,850 110,798,695 4712 - Other Programs AARIN Project $ Article V Procurement/SBE Board NW Regional Service Charges Citizens Tax Education County Single Audit Countywide Emergency Issues Fund Desktop/Laptop Refresh Program Downtown Juror/Employee Shuttle Human Resources Peak Performers Improvement District Allocation Jail Excise Tax, Maintenance of Effort (MOE) Above Base Jail Excise Tax, Maintenance of Effort (MOE) Base Master Plans New Facility Operating Costs Orthophotography Program Probation Recruitment Public Defender - Mesa Lease Real Estate Evaluation, Acquisition & Divestiture Regional Development Services Relocations/New Facility Startup Ryan White Counsel Background Checks Sheriff Defendant Calls for Bail Project Sheriff Mobile Data Computer Program Special Health Care District Performance Bond Staff Development Training Room PC's Vehicle Replacement Subtotal $ 193,366 5,280 200,000 144,000 50,000 920,025 230,000 650,000 129,566 10,797,173 150,098,097 900,000 5,500,000 288,579 200,000 119,275 71,443 50,000 4,383,700 174,930,504 $ 137,500 193,366 5,280 200,000 144,000 50,000 920,025 230,000 650,000 129,566 10,797,173 150,098,097 900,000 5,500,000 288,579 200,000 119,275 71,443 10,512 411,831 50,000 4,383,700 175,490,347 $ 137,500 5,280 200,000 144,000 230,000 385,872 129,566 10,797,173 150,098,097 900,000 1,000,000 288,579 80,000 186,815 46,882 4,383,700 169,013,464 4714 - Central Service Costs Annual County Wide Operation Maintenance Program $ Automated Inventory Management Base-Level Internal Service Charges Combined Charitable Campaign Enterprise Software License Internet Search Engine IT Infrastructure It Infrastructure Future Years Lobbyist Contracts Maintenance Contracts New Building Utilities Ombudsman Security Building Parking Spaces Utilities Subtotal $ 4,094,500 180,000 18,079,938 6,500 2,339,967 30,000 397,727 6,239,456 1,667,273 43,489 124,700 12,174,359 45,377,909 4711 - Reserved Contingency Compensation Reserve Court Tower Debt Reserve Court Tower Maintenance and Operating Reserve Debt Service Reserve Dental Rate Change Reserve FMLA Post Employment Health Plan Payout Justice Reserve Medical Examiner: Critical Physician Coverage Pappas Debt Service Public Fiduciary Computer Software Reserve for Future Year Operating Expenses Risk Management Reserve Special Needs Transportation Technology Reserve $ $ $ $ 144 4,094,500 180,000 18,079,938 6,500 2,339,967 30,000 397,727 6,239,456 1,667,273 43,489 124,700 12,174,359 45,377,909 $ $ $ $ ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED 3,844,500 170,100 18,079,938 6,500 2,164,480 30,000 397,727 6,135,500 1,401,842 34,486 8,822,439 41,087,512 29,409,489 $ (21,483,910) 8,903,455 20,699,542 10,895,804 800,000 3,004,056 26,717,521 4,063,613 $ 104,493,480 $ 14,483,263 (20,699,542) (10,895,804) 33,312,867 195,506 (800,000) (1,414,302) 142,000 78,464 14,000 (26,717,521) 230,000 14,016,805 (19,538,174) $ $ $ 5,280 200,000 165,000 100,000 240,000 650,000 141,079 11,135,273 154,798,221 500,000 288,579 237,784 100,000 500,000 7,500 10,512 225,015 50,000 110,000 4,682,100 $ 174,146,343 $ $ $ $ 3,705,000 180,000 23,115,814 2,339,967 12,619,413 13,366,577 517,730 7,814,059 43,489 7,812,000 71,514,049 $ 137,500 193,366 (21,000) (50,000) 920,025 (10,000) (11,513) (338,100) (4,700,124) 400,000 5,500,000 200,000 (237,784) 19,275 71,443 (500,000) (7,500) 186,816 (110,000) (298,400) 1,344,004 389,500 (5,035,876) 6,500 30,000 (12,619,413) (13,366,577) (120,003) (1,574,603) 1,667,273 124,700 4,362,359 (26,136,140) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Non-Departmental Expenditure Summary (continued) Description 4716 - Debt Service/Cap. Lease Admin. Fee Arbitrage Bond Attorney Current CIP Debt Debt Financing Financial Advisor Human Services Campus Debt Financing Lease Revenue Bond 16.8m FY 2006-07 ADOPTED $ FY 2006-07 REVISED 15,000 25,000 40,000 4,742,824 60,000 2,200,000 1,001,243 8,084,067 $ $ Subtotal $ 57,467 10,000 158,797 44,855 44,778 315,897 $ Subtotal $ 4726 - Tuition Reimbursement FY 2006-07 PROJECTED 15,000 25,000 40,000 4,742,824 1,372,439 60,000 2,200,000 1,001,243 9,456,506 $ $ $ 57,467 10,000 158,797 44,855 44,778 315,897 162,469 162,469 $ $ $ 1,750,000 4732 - Major Maintenance $ 4774 - Non-Profit Funding 4776 - Cooperative Extension ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED 15,000 25,000 40,000 4,742,824 1,372,439 60,000 2,200,000 1,001,243 9,456,506 $ 15,000 25,000 40,000 5,785,964 60,000 2,200,000 977,184 9,103,148 $ $ $ 54,730 10,000 125,436 44,855 45,000 280,021 $ $ 73,770 10,000 125,436 43,447 45,000 297,653 162,469 162,469 $ $ 162,469 162,469 $ $ 162,469 162,469 $ $ $ 1,750,000 $ 1,750,000 $ 1,850,000 $ (100,000) 10,000,000 $ 8,627,561 $ 5,800,143 $ 10,000,000 $ (1,372,439) $ 2,174,776 $ 2,199,776 $ 2,199,776 $ 1,174,776 $ 1,025,000 $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - Total General Fund $ 353,824,317 $ 328,565,771 $ 253,366,608 $ 372,971,918 $ (44,406,147) Waste Management Fund (210) District 1 $ District 2 District 3 District 4 District 5 Dust Control Illegal Dumping Program Mobile Comm. Council Requests Total Waste Management Fund $ 73,540 47,515 72,636 126,717 80,853 73,472 26,528 53,746 555,007 $ 73,540 47,515 72,636 126,717 80,853 73,472 26,528 53,746 555,007 $ 21,481 47,515 18,000 106,383 $ $ 16,590 (4,891) (4,891) (4,891) 8,109 73,472 (3,472) (3,000) 77,026 Subtotal $ 4721 - Dues and Memberships Arizona Association of Counties Arizona-Mexican Commission County Supervisors Association Maricopa Association of Government National Association of Counties 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. General Government Grants (249) 4711 - Expenditure Authority Reserve Combined Charitable Campaign Compensation Reserve Dental Rate Change Reserve Juvenile Probation Maricopa Events Center Materials Management P&D Accella Automation Potential Fee Increases Risk Management Reserve $ $ Subtotal $ 5,168,534 15,872,970 21,041,504 $ $ $ $ 145 4,273,586 90,916 3,446,821 7,811,323 $ $ $ $ $ - $ $ - $ 56,950 52,406 77,527 131,608 72,744 30,000 56,746 477,981 6,500 3,000,000 15,000 2,500,000 327,000 1,066,850 8,034,532 14,949,882 $ $ $ $ $ (1,043,140) 1,372,439 24,059 353,358 (16,303) 33,361 1,408 (222) 18,244 - (6,500) 1,273,586 90,916 (15,000) (2,500,000) (327,000) (1,066,850) (4,587,711) (7,138,559) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Non-Departmental Expenditure Summary (continued) Description 4712 - Pass Through Grants Ace Program Arizona Masonic Florence Crittenden Group Home Hoop of Learning IEP/AIS MIHS Move SCAAP Revenue NACO for SMI Native American Community Services Sun Lakes Fire Department Detention Fund (255) 4711 - Unreserved Contingency 4711 - Reserved Contingency Compensation Reserve Dental Rate Change Reserve Detention Related Risk Management Detention Utility Increase Contingency Justice Reserve Risk Management Reserve Technology Reserve FY 2006-07 ADOPTED $ $ Subtotal $ Total Grant Fund $ 50,000 2,500 52,500 21,094,004 $ $ Subtotal $ 4712 - Other Programs Master Plans Sheriff Recruiting Vehicle Replacement Youth Supervisor Recruitment FY 2006-07 REVISED $ $ $ $ 200,000 12,000 50,000 100,000 150,000 100,000 383,891 2,500 100,000 17,333 1,115,724 8,927,047 14,084,233 $ 14,918,882 1,110,584 5,000,000 1,000,000 36,113,699 $ Subtotal $ 600,000 500,000 283,600 50,000 1,433,600 4714 - Central Service Costs Annual Detention Facilities Operational Program $ FMD - Electrical Technicians for Security Maintenance Maintenance Contracts Utilities Subtotal $ 2,725,000 150,000 1,196,510 8,328,543 12,400,053 $ $ $ $ $ $ $ $ 8,416,194 $ 6,462,721 75,037 1,110,584 4,876,678 1,000,000 21,941,214 $ 878,626 500,000 283,600 50,000 1,712,226 $ 7,500,000 $ Total Detention Fund $ 57,447,352 County Improvement Debt Fund (320) 4710 - County Improvement Debt $ County Improvement Debt Fund #2 (321) 4710 - County Improvements Debt #2 $ $ $ $ $ $ $ 14,949,882 $ $ 200,000 12,000 50,000 100,000 150,000 100,000 383,891 2,500 100,000 17,333 1,115,724 (6,022,835) - $ 13,915,000 $ (5,498,806) - $ 3,000,000 85,000 4,266,767 11,949,336 33,216,103 $ 3,462,721 75,037 878,626 500,000 283,600 1,662,226 $ 2,425,000 150,000 1,045,510 8,218,234 11,838,744 7,500,000 $ $ 43,553,493 17,691,300 $ - $ 146 $ ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED 200,000 12,000 50,000 100,000 150,000 100,000 383,891 2,500 100,000 17,333 1,115,724 1,115,724 2,725,000 150,000 1,196,510 8,328,543 12,400,053 4732 - Major Maintenance FY 2006-07 PROJECTED $ $ $ $ 175,000 503,000 678,000 $ $ $ $ 1,110,584 609,911 (10,949,336) (11,274,889) 703,626 500,000 (219,400) 50,000 1,034,226 $ 3,865,000 1,349,693 12,184,000 17,398,693 (1,140,000) 150,000 (153,183) (3,855,457) (4,998,640) $ 3,532,491 $ 7,500,000 $ $ 17,033,461 $ 58,792,796 $ (15,239,303) 17,691,300 $ 17,691,300 $ 13,810,516 $ 3,880,784 11,494,000 $ - $ 7,900,000 $ 3,594,000 - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary DESCRIPTION General Fund (100) 4811 - General Contingency (unreserved) General Contingency FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED $ 24,811,916 $ 21,939,463 $ - $ 14,588,454 $ 7,351,009 $ $ 1,000,000 1,200,000 2,750,000 4,514,269 20,975,216 52,378,948 $ 200,000 200,000 $ 30,000,000 44,588,454 $ Subtotal $ 1,000,000 1,200,000 20,000,000 4,514,269 25,000,000 76,526,185 1,000,000 1,200,000 2,750,000 4,514,269 (9,024,784) 7,790,494 4812 - Other Programs ASRS Contributions Not Withheld $ Assessor West Tempe Relocation Clerk of the Board Imaging System County Contribution: Mid-Decade Special Census Survey Crime Prevention Grants DRP Dust Control Staffing Pilot Glendale EDC/RCC International Genomics Consortium Juvenile Probation Pre-Paid Lease Maricopa HMIS Project Meth Project One-Time Performance Awards Parks & Rec: Guadalupe Road Bridge Grant Match PeopleSoft Programmer Pest Abatement Pre-AHCCCS Indigent Healthcare Liability Public Defender - Mesa Relocation Public Health Preventative Medicine Residency Public Health Relocation Relocations/New Facility Start-Up School Board Advertising Staff Development Center Equipment Sheriff 911 System Update Sheriff Carryover Vehicles Sheriff Central Service Complex Voice System Sheriff Helicopter Overhaul/FLIR Replacement Sheriff Property and Evidence Bar Coding System Sheriff Records Management System Sheriff Vehicles Succession Planning Program Superintendent of Schools Superintendent of Schools Move Superintendent of Schools Move Related Costs (Furniture) Transfer for Parks Capital Projects Transfer to CIP funds Unfunded Liabilities Video Production Studio West Nile Virus Subtotal $ 1,500,000 231,600 6,000,000 2,500,000 500,000 56,809 188,084 63,000 347,763 1,500,000 614,433 598,523 191,178 150,000 211,000 120,000 10,457,765 36,531,812 39,542,235 3,289,122 104,593,324 $ 1,500,000 328,525 231,600 5,650,000 328,525 350,000 25,000 4,435,122 500,000 56,809 200,000 188,084 63,000 347,763 1,300,000 5,000 614,433 398,064 191,178 150,000 200,000 211,000 120,000 10,457,765 79,416,724 10,525,311 49,728 3,289,122 121,132,753 $ 400,000 80,000 628,100 328,525 350,000 25,000 1,313,887 200,000 94,000 1,006,393 5,000 50,000 337,039 55,972 52,832 200,000 211,000 120,000 10,457,765 293,431,724 3,289,122 312,636,359 $ 500,000 300,000 248,525 5,021,900 544,980 330,000 5,000,000 3,121,235 56,809 109,788 50,000,000 550,000 63,000 17,130 110,000 200,000 207,450 564,433 61,025 281,200 135,206 146,000 97,168 38,827,910 106,493,759 $ 4811 - Reserved Contingency Items FMLA Post Employment Health Plan Payout Probation Office Security Modifications Property Acquisition Regional Schools Deficit Transfer Technology Reserve $ $ 147 $ $ $ $ $ $ 1,000,000 (300,000) 80,000 231,600 628,100 328,525 (544,980) (330,000) (5,000,000) 350,000 25,000 1,313,887 500,000 200,000 78,296 (50,000,000) (550,000) 330,633 1,300,000 5,000 (110,000) (200,000) (207,450) 50,000 337,039 (281,200) 55,972 (146,000) 52,832 200,000 211,000 120,000 10,457,765 40,588,814 10,525,311 49,728 3,289,122 14,638,994 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary (continued) FY 2006-07 ADOPTED DESCRIPTION 4813 - Infrastructure/CIP CIO Chambers Lease Corporate Sponsorships Debt Service Transfer Glendale RCC/EDC Lease Terminations Public Health Lease San Tan Justice Courts $ FY 2006-07 REVISED 274,306 786,791 3,490,806 2,027,954 6,579,857 $ $ Subtotal $ 200,000 509,955 215,525 284,365 1,209,845 4824 - Consultants $ 4832 - Major Maintenance FY 2006-07 PROJECTED 274,306 10,000 10,121,561 786,791 3,730,806 2,027,954 1,600,000 18,551,418 $ $ $ 300,000 200,000 283,189 509,955 160,847 1,590,445 994,100 284,365 4,322,901 2,000,000 $ $ 21,471,836 Total General Fund $ ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED 49,067 10,000 10,121,561 786,791 3,730,806 575,000 1,600,000 16,873,225 $ 359,328 1,452,954 1,812,282 $ $ $ 60,000 200,000 192,298 98,143 23,889 813,805 500,889 79,670 1,968,694 $ $ 240,000 90,891 411,812 354,667 136,958 42,850 776,640 493,211 204,695 2,751,724 2,000,000 $ 632,377 $ 2,000,000 $ - $ 15,793,000 $ 13,316,712 $ 6,968,575 $ 8,824,425 212,381,047 $ 214,179,020 $ 345,627,367 $ 164,614,794 $ 49,564,226 $ 14,885,300 $ 13,532,161 $ - $ 15,000,000 $ (1,467,839) $ Subtotal $ 14,885,300 $ $ 13,532,161 $ $ - $ $ 5,000,000 20,000,000 $ $ (5,000,000) (6,467,839) 4812 - Other Programs Correctional Health New Facility Start-Up $ Detention Fund CIP Transfer DRP Warranty FMD - Electrical Technicians for Security Maintenance Jail and Detention Facilities Staffing Study Lease Terminations Sheriff Carryover Vehicles Sheriff Central Service Complex Voice System Sheriff JMS Migration Sheriff New Detention Facility Start-Up Sheriff Records Management System Subtotal $ 600,000 38,670,475 114,700 398,000 1,630,106 546,052 451,016 42,410,349 $ $ $ 500,000 32,112,796 558,611 1,012,843 1,057,764 443,016 35,685,030 $ $ 100,000 38,670,475 2,380 114,700 160,000 99,679 63,085 3,876 45,387 8,000 39,267,582 $ $ 600,000 38,670,475 2,380 114,700 350,000 99,679 398,000 1,075,928 901,080 546,052 451,016 43,209,310 $ 100,000 6,557,679 2,380 114,700 350,000 99,679 (160,611) 63,085 (156,684) 546,052 8,000 7,524,280 4832 - Major Maintenance $ 14,115,600 $ 14,115,600 $ 7,703,605 $ 8,759,044 $ 5,356,556 4834 - ICJIS Data Exchanges Project Overhead $ $ $ 1,929,428 774,904 2,704,332 $ $ 1,189,942 722,036 1,911,979 $ $ 1,410,948 780,800 2,191,748 $ Subtotal $ 1,410,948 765,647 2,176,595 Total Detention Fund $ 73,587,844 $ 73,048,819 $ 48,883,166 $ 67,148,406 $ Subtotal $ 4814 - Technology Projects Assessor CAMA Assessor GDAC Clerk of the Board - Agenda System Clerk of the Superior Court Financial System DRP Shortage HR Imaging System Improvement District Software MFR/Budget System PeopleSoft Stabilization Schools New Financial System Detention Fund (255) 4811 - General Contingency (unreserved) General Contingency 4811 - Reserved Contingency Items Technology Reserve $ $ 148 $ $ $ $ $ 274,306 10,000 10,121,561 786,791 3,371,478 575,000 1,600,000 16,739,136 60,000 200,000 192,298 98,143 (354,667) 23,889 (42,850) 813,805 500,889 79,670 1,571,177 (518,480) 5,896 (512,584) 5,900,413 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary (continued) FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED DESCRIPTION Intergovernmental Capital Projects (422) 4813 - Intergovernmental Capital Projects $ 7,775,616 $ 13,041,170 $ 6,757,522 $ 9,351,324 $ 3,689,846 Parks/Rec Infrastructure (422) 4833 - Parks $ 179,000 $ 263,100 $ 96,097 $ - $ 263,100 Total Fund 422 $ 7,954,616 $ 13,304,270 $ 6,853,619 $ 9,351,324 $ 3,952,946 Total Fund 435 $ 34,489,709 $ 38,287,192 $ 5,873,873 $ 143,166 $ 38,144,026 Total Fund 440 $ - $ 9,594,000 $ 22,179,145 $ 88,609,418 $ (79,015,418) Total Fund 441 $ - $ - $ - $ 23,418,046 $ (23,418,046) Capital Improvement Fund (445) 4813 - Capital Projects $ 21,420,983 $ 66,027,767 $ 85,081,795 $ 24,626,709 $ 41,401,058 Parks/Rec Infrastructure (445) 4833 - Parks $ 14,259,799 $ 14,263,941 $ 7,855,234 $ 9,002,167 $ 5,261,774 Total Fund 445 $ 35,680,782 $ 80,291,708 $ 92,937,029 $ 33,628,876 $ 46,662,832 $ 19,550,787 $ 19,804,187 $ 2,109,592 $ 46,428,953 $ (26,624,766) Total All Funds $ 383,644,785 $ 448,509,196 $ 524,463,791 $ 433,342,983 $ 15,166,213 County Improvement Fund (435) Financing Series 2007 (440) Financing Series 2008 (441) Detention Capital Projects (455) 149 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules General Government Revenue and Expenditure Summary Report FY 2006-07 ADOPTED Description FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED REVENUES General Fund (100) 4510 - Health Finance Administration Indigent Long-Term Care County Residual Long Term Care $ 52,848 $ 52,848 $ 11,163 $ 7,200 $ 45,648 4514 - MMCS Run Out Operations Administrative Services Program $ - $ - $ 14,416 $ - $ - 4540 - Employment Services Recruiting and Staffing $ 500 $ 500 $ 527 $ 500 $ 37,300 200 $ 37,300 200 $ 37,834 331 $ 37,200 400 4545 - Payroll and Records Management Payroll Records management General Government - $ - Total General Fund Revenue $ 90,848 $ 90,848 $ 220 64,491 $ 45,300 $ (200) Public Health Grant Fund (532) 4519 - Ryan White HIV/HCV Services Services For People With HIV/AIDS $ Total Public Health Grant Fund $ 6,435,504 6,435,504 $ $ 6,435,504 6,435,504 $ $ 5,459,435 5,459,435 $ $ 6,435,504 6,435,504 $ $ 6,435,504 - Total Revenue $ 6,526,352 $ 6,526,352 $ 5,523,926 $ 6,480,804 $ 45,548 $ $ $ 34,300,000 4,856,580 39,156,580 $ $ 32,673,917 4,856,580 37,530,497 $ $ 33,232,833 4,856,580 38,089,413 $ Subtotal $ 33,232,833 4,856,580 38,089,413 $ (1,067,167) (1,067,167) $ 24,523,800 $ 24,523,800 $ 23,756,800 $ 22,175,500 $ 2,348,300 Subtotal $ 150,313,300 250,000 150,563,300 $ 150,313,300 250,463 150,563,763 $ 145,459,800 204,637 145,664,437 $ 156,100,800 200,000 156,300,800 $ (5,787,500) 50,463 (5,737,037) $ 3,547,900 $ 3,547,900 $ 3,547,896 $ 3,547,900 $ Subtotal $ 50,000 643,547 693,547 $ 50,000 643,547 693,547 $ 26,955 665,935 692,890 $ 50,000 774,961 824,961 $ (131,414) (131,414) Infectious Disease Control Tuberculosis Services $ Total Health Care Mandates $ 500,000 217,917,960 $ $ 500,000 217,918,423 $ $ 300,000 211,492,520 $ $ 500,000 222,505,741 $ $ (4,587,318) EXPENDITURES General Fund (100) 4510 - Health Finance Administration Indigent Behavioral Health Arnold V. Sarn Gen Mental Health Indigent Health Care AHCCCS Contribution Indigent Long-Term Care ALTCS Contribution County Residual Long Term Care Medical Education Trial Delivery Mental Health Orders Mental Health Testimony 150 - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules General Government Revenue and Expenditure Detail Report (cont’d) Description Pre-AHCCCS Liability Management Litigation Support Pre-AHCCCS Liability Administrative Service Program FY 2006-07 ADOPTED $ FY 2006-07 REVISED Subtotal $ 5,132,855 25,000,000 30,132,855 $ 2,599,125 General Government $ $ 5,307,235 25,000,000 30,307,235 $ 2,682,899 5,111 Total Health Finance Administration $ 4513 - Litigation Pre-AHCCCS Liability Management Litigation Support $ Indigent long term Care County Residual Long Term Care Administrative Services Program FY 2006-07 PROJECTED $ $ 5,108,203 5,108,203 $ 3,181,937 5,111 ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED $ $ 279,664 279,664 $ 5,027,571 25,000,000 30,027,571 $ 454,737 $ 2,228,162 2,129 $ 6,936 (1,825) 250,655,051 $ 250,913,668 $ 219,784,788 $ 223,247,078 $ 27,666,590 1,310,105 $ 990,810 $ 939,543 $ 6,084,346 $ (5,093,536) 26,388 26,513 28,088 26,759 (246) 266,997 364,995 305,684 386,510 (21,515) Litigation Subtotal $ 1,603,490 $ 1,382,318 $ 1,273,314 $ 6,497,615 $ (5,115,297) 4514 - MMCS Run Out Operations Administrative Services Program $ 2,271,550 $ 2,263,829 $ 2,263,829 $ 216,523 $ 2,047,306 4518 - Compensation Administrative Services Program $ 826,463 $ 814,582 $ 717,279 $ 719,354 $ 95,228 4524 - Consultants Audit Services High Risk Audits $ 190,000 $ 190,000 $ 163,024 $ 190,000 $ - Budget Management Budgeting 82,996 - - - - Multi-Year Planning Program Forecasting 85,000 - - - - 300,000 300,000 126,479 165,000 135,000 (477,996) 521,303 608,113 3,487,820 Employment Services Recruiting and Staffing Administrative Services Program General Government (2,966,517) Consultants Subtotal $ 3,287,003 3,467,003 $ 2,545,700 3,557,003 $ 149,731 1,047,347 $ 2,734,763 6,577,583 $ $ 40,931 $ 40,931 $ 40,931 $ 40,931 $ 4540 - Employment Services Employment Services Recruiting and Staffing Payroll and Records management Payroll Records Management Administrative Services Program General Government Employment Service Subtotal $ 367,327 421,522 413,982 379,453 829,780 459,524 376,130 - $ 151 835,008 - $ 874,297 $ (189,063) (3,020,580) - - 413,982 379,453 18,784 (18,784) 4,117 1,075,138 $ (4,117) (240,130) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules General Government Revenue and Expenditure Detail Report (cont’d) FY 2006-07 ADOPTED Description 4541 - Tax Appeals Property Assessment Exchange of Data Real Prop Characteristics FY 2006-07 REVISED FY 2006-07 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2007-08 ADOPTED $ 2,600,000 $ 2,600,000 $ 2,600,000 $ - $ 2,600,000 $ 500,000 $ 500,000 $ 500,000 $ - $ 500,000 4543 - Outside legal Counsel Civil Legal Services Legal Advice Activity $ 2,400,000 $ 2,400,000 $ 2,400,000 $ 2,400,000 $ - 4545 - Employee Records and Payroll Employment Services Recruiting and Staffing $ 927,338 $ 956,463 $ 948,161 $ 927,338 $ 29,125 4542 - Judgments Property Assessment Exchange of Data Real Prop Characteristics Payroll and Records Management Payroll Records Management 35,867 13,021 General Government Employee Records and Payroll Subtotal $ 36,053 13,228 40,814 12,571 35,867 13,021 186 207 976,226 $ 1,005,744 $ 1,001,546 $ 4,117 946,010 $ $ 266,129,563 $ 266,272,152 $ 232,462,400 $ 244,779,301 $ 21,492,851 $ 6,435,504 $ 6,435,504 $ 5,330,545 $ 6,430,854 $ 4,650 Administrative Services Total Public Health Grant Fund $ 6,435,504 $ 6,435,504 $ 5,330,545 $ 4,650 6,435,504 $ (4,650) - Total All Funds $ 272,565,067 $ 272,707,656 $ 237,792,945 $ 251,214,805 $ Total General Fund Public Health Grant Fund (532) 4519 - Ryan White HIV/HCV Services Services For People With HIV/AIDS (4,117) 59,734 21,492,851 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. One example is the interdepartmental charges from the Reprographics (print shop) fund to various County departments. Departments pay the County print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. The expenditures and revenues are therefore budgeted twice within the overall County budget. Budgeting eliminations removes these duplicated revenues and expenditures from the budget as a whole in order to provide a more accurate picture of total net expenditures and revenues. The following schedule lists the various items that are eliminated in the budget: 152 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules FY 2006-07 DESCRIPTION Fund Transfers (see schedule) $ ADOPTED 329,560,140 Internal Service Charges FY 2006-07 $ 67,940,624 Total $ 397,500,764 $ FY 2006-07 FY 2007-08 REVISED 387,559,498 PROJECTED $ 660,299,355 67,940,624 73,361,532 455,500,122 $ 733,660,887 $ ADOPTED 322,141,324 ADOPTED VS. REVISED $ VARIANCE (65,418,174) 163,366,891 $ 485,508,215 $ $ % -16.9% 95,426,267 140.5% 30,008,093 30 008 093 6.6% Transfers In by Fund FY 2006-07 ADOPTED 7,022,061 7,022,061 - $ FY 2006-07 REVISED 7,022,061 7,022,061 - FY 2006-07 PROJECTED $ 78,141,867 7,022,061 11,494,000 - 1,385,321 58,240,485 GENERAL FUND Central Service Allocation Transfer from Appropriated Fund Balance to Debt Service and back to General Fund Transfer from Intergovernmental Capital Projects Fund Transfer from General Fund County Improvement Fund $ SPECIAL REVENUE $ 160,978,270 $ 161,362,161 $ 163,414,590 $ 166,048,344 241 PARKS ENHANCEMENT FUND Transfer from Parks Souvenir Fund $ 38,000 38,000 $ 38,000 38,000 $ 75,000 75,000 $ 69,850 69,850 255 DETENTION OPERATIONS Jail Excise Tax Maintenance of Effort Transfer of SCAAP Interest from General Government Grants Fund $ 160,895,270 160,895,270 - $ 161,279,161 160,895,270 383,891 $ 161,279,161 160,895,270 383,891 $ 165,933,494 165,933,494 - 265 PUBLIC HEALTH FEES Vital Statistics $ 45,000 45,000 $ 45,000 45,000 $ 2,060,429 2,060,429 $ 45,000 45,000 DEBT SERVICE $ 9,337,196 $ 20,831,196 $ 8,012,818 $ 17,004,599 320 COUNTY IMPROVEMENT DEBT COPS and Capital Lease Refinancing CIP Debt Service $ 9,337,196 1,069,994 8,267,202 $ 9,337,196 1,069,994 8,267,202 $ 8,012,818 1,069,994 6,942,824 $ 9,029,599 1,043,635 7,985,964 321 COUNTY IMPROVEMENT DEBT 2 Transfer from General Fund from Non-Departmental Transfer from General Fund County Improvement Fund Transfer from General Fund County Improvement Fund Tranfer from Animial Care and Control License/Shelter Fund Tranfer from Animial Care and Control Field Operation $ - $ 11,494,000 1,372,439 10,121,561 - $ - $ 7,975,000 6,775,900 1,087,154 111,946 CAPITAL PROJECTS $ 152,222,613 $ 198,344,080 $ 410,730,080 $ 132,249,964 234 TRANSPORTATION CAPITAL PROJECT Transfer from Transportaiton Operating Fund $ 66,383,561 66,383,561 $ 66,340,116 66,340,116 $ 66,340,116 66,340,116 $ 59,709,258 59,709,258 422 INTERGOVERNMENTAL CAP PROJ Transfer from Parks Grant Fund Transfer from Parks Enhancement Fund $ 179,000 150,000 29,000 $ 1,859,000 1,750,000 109,000 $ 230,000 150,000 80,000 $ 1,600,000 1,600,000 - 445 GENERAL FUND CTY IMPROV Transfer from General Fund Project Reserve Transfer from General Fund Appropriated Fund Balance $ 46,989,577 46,989,577 - $ 91,474,489 91,474,489 - $ 305,489,489 91,474,489 214,015,000 $ 38,827,910 38,827,910 455 DETENTION CAPITAL PROJECTS Transfer from Detention Operations Fund $ 38,670,475 38,670,475 $ 38,670,475 38,670,475 $ 38,670,475 38,670,475 $ 32,112,796 32,112,796 TOTAL BEFORE ELIMINATIONS $ 329,560,140 $ 387,559,498 $ 660,299,355 $ 322,141,324 ELIMINATIONS $ ALL FUNDS $ - (329,560,140) $ - 153 $ (387,559,498) $ - $ $ FY 2007-08 ADOPTED 6,838,417 6,838,417 - (660,299,355) $ - $ (322,141,324) - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Transfers Out by Fund FY 2006-07 ADOPTED GENERAL FUND $ 215,942,665 Jail Excise Tax Maintenance of Effort 160,895,270 Public Health Vital Statistics 45,000 General Govn't COPS/Capital Lease Refinancing 1,001,243 MCSO COPS/Capital Lease Refinancing 51,563 Medical Examiner COPS/Capital Lease Refinancing 17,188 Transfer to Debt Service/Human Service Campus 2,200,000 Transfer to Debt Service/Current CIP 4,742,824 Tranfer for Debt Financing from Non-Departmental Transfer for Debt Service from Appropriated Fund Balance Transfer to San Tan Justice Courts CIP from Appropriated Fund Balance Transfer to Gen. Fund County Improvement/Parks CIP 10,457,765 Transfer to County Improvement Fund for Capital Projects 36,531,812 SPECIAL REVENUE $ FY 2006-07 REVISED 271,921,577 160,895,270 45,000 1,001,243 51,563 17,188 2,200,000 4,742,824 1,372,439 10,121,561 1,600,000 10,457,765 79,416,724 FY 2006-07 PROJECTED $ 485,921,604 160,895,270 30,027 1,001,243 51,563 17,188 2,200,000 4,742,824 1,372,439 10,121,561 1,600,000 10,457,765 293,431,724 FY 2007-08 ADOPTED $ 213,836,003 165,933,494 45,000 977,184 49,838 16,613 2,200,000 5,785,964 38,827,910 $ 112,806,266 $ 114,826,712 $ 113,940,736 $ 100,541,145 207 PALO VERDE Central Service Allocation - General Fund $ 17,646 17,646 $ 17,646 17,646 $ 17,646 17,646 $ 15,190 15,190 215 EMERGENCY MANAGEMENT Central Service Allocation - General Fund $ 57,101 57,101 $ 57,101 57,101 $ 57,101 57,101 $ 49,716 49,716 217 CDBG, HOUSING TRUST Central Service Allocation - General Fund $ 25,380 25,380 $ 25,380 25,380 $ 25,380 25,380 $ 24,493 24,493 222 HUMAN SERVICES GRANTS Central Service Allocation - General Fund $ 934,317 934,317 $ 934,317 934,317 $ 934,317 934,317 $ 937,832 937,832 226 PLANNING AND DEVELOPMENT FEES Central Service Allocation - General Fund $ 369,758 369,758 $ 369,758 369,758 $ 369,758 369,758 $ 422,434 422,434 230 PARKS & REC. GRANTS Transfer to Intergovernmental Cap. Projects $ 150,000 150,000 $ 1,750,000 1,750,000 $ 150,000 150,000 $ 1,600,000 1,600,000 232 TRANSPORTATION OPERATIONS Central Service Allocation - General Fund Transportation CIP Transfer $ 68,093,970 1,710,409 66,383,561 $ 68,050,525 1,710,409 66,340,116 $ 68,050,525 1,710,409 66,340,116 $ 61,520,005 1,810,747 59,709,258 235 DEL WEBB SPECIAL FUND Central Service Allocation - General Fund $ 5,147 5,147 $ 5,147 5,147 $ 5,147 5,147 $ 6,415 6,415 239 PARKS SOUVENIR FUND Transfer to Parks Enhancement Fund $ 38,000 38,000 $ 38,000 38,000 $ 75,000 75,000 $ 69,850 69,850 241 PARKS ENHANCEMENT FUND Transfer to Intergovernmental Cap. Projects $ 29,000 29,000 $ 109,000 109,000 $ 80,000 80,000 $ - 249 GENERAL GOVERNMENT GRANTS SCAAP InterestTransfer to Detention Fund $ - $ 383,891 383,891 $ 383,891 383,891 $ - 255 DETENTION OPERATIONS Transfer to Detention Capital Projects $ 38,670,475 38,670,475 $ 38,670,475 38,670,475 $ 38,670,475 38,670,475 $ 32,112,796 32,112,796 265 PUBLIC HEALTH FEES Central Service Allocation - General Fund $ 186,278 186,278 $ 186,278 186,278 $ 186,278 186,278 $ 186,984 186,984 290 WASTE TIRE Central Service Allocation - General Fund $ 39,845 39,845 $ 39,845 39,845 $ 39,845 39,845 $ 38,491 38,491 503 AIR QUALITY GRANT Central Service Allocation - General Fund $ 69,018 69,018 $ 69,018 69,018 $ 69,018 69,018 $ 66,468 66,468 504 AIR QUALITY FEES Central Service Allocation - General Fund $ 234,784 234,784 $ 234,784 234,784 $ 234,784 234,784 $ 208,428 208,428 506 ENVIRONMTL SVCS ENV HEALTH Central Service Allocation - General Fund $ 378,412 378,412 $ 378,412 378,412 $ 378,412 378,412 $ 380,790 380,790 154 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Transfers Out by Fund (continued) FY 2006-07 ADOPTED 1,512,162 1,512,162 FY 2006-07 PROJECTED $ 3,542,564 3,542,564 FY 2007-08 ADOPTED $ 964,095 964,095 532 PUBLIC HEALTH GRANTS Central Service Allocation - General Fund $ 572 ANIMAL CONTROL LICENSE/SHELTER Central Service Allocation - General Fund Transfer to Debt Service Fund $ 1,683,050 436,898 1,246,152 $ 1,683,050 436,898 1,246,152 $ 436,898 436,898 - $ 1,572,119 484,965 1,087,154 573 ANIMAL CONTROL GRANTS Central Service Allocation - General Fund $ 14,168 14,168 $ 14,168 14,168 $ 14,168 14,168 $ 19,017 19,017 574 ANIMAL CONTROL FIELD OPERATION Central Service Allocation - General Fund Transfer to Debt Service Fund $ 261,917 183,691 78,226 $ 261,917 183,691 78,226 $ 183,691 183,691 - $ 306,254 194,308 111,946 580 SOLID WASTE MANAGEMENT Central Service Allocation - General Fund $ 35,838 35,838 $ 35,838 35,838 $ 35,838 35,838 $ 39,768 39,768 $ $ - $ $ - $ $ 59,625,806 1,385,321 1,385,321 $ $ 6,775,900 - $ - $ - $ 58,240,485 58,240,485 - $ 6,775,900 6,775,900 $ 811,209 $ 811,209 $ 811,209 $ 988,276 654 EQUIPMENT SERVICES Central Service Allocation - General Fund $ 356,086 356,086 $ 356,086 356,086 $ 356,086 356,086 $ 425,504 425,504 673 REPROGRAPHICS Central Service Allocation - General Fund $ 50,483 50,483 $ 50,483 50,483 $ 50,483 50,483 $ 56,977 56,977 675 RISK MANAGEMENT Central Service Allocation - General Fund $ 117,932 117,932 $ 117,932 117,932 $ 117,932 117,932 $ 177,771 177,771 681 TELECOMMUNICATIONS Central Service Allocation - General Fund $ 286,708 286,708 $ 286,708 286,708 $ 286,708 286,708 $ 328,024 328,024 TOTAL BEFORE ELIMINATIONS $ 329,560,140 $ 387,559,498 $ 660,299,355 $ 322,141,324 ELIMINATIONS $ CAPITAL PROJECTS 422 INTERGOVERNMENTAL CAP PROJ Transfer to General Fund 445 GENERAL FUND CTY IMPROV Transfer to General Fund Transfer to Debt Service Fund INTERNAL SERVICE ALL FUNDS $ FY 2006-07 REVISED 1,512,162 1,512,162 (329,560,140) $ $ - 155 $ (387,559,498) $ - $ (660,299,355) $ - $ (322,141,324) - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Personnel Summary by Department FY 2006-07 ADOPTED DEPARTMENT JUDICIAL 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS FY 2006-07 REVISED FY 2007-08 ADOPTED ADOPTED VS. REVISED VARIANCE SUBTOTAL 1,237.00 951.00 1,523.51 3,711.51 1,224.00 984.00 1,534.78 3,742.78 1,249.00 957.00 1,572.28 3,778.28 25.00 (27.00) 37.50 35.50 SUBTOTAL 3.00 3.00 3.00 3.00 3.00 358.00 33.00 771.50 1,036.65 58.00 31.00 84.25 49.00 62.75 3,835.00 6,334.15 3.00 3.00 3.00 3.00 3.00 360.00 33.00 772.00 1,038.90 58.00 31.00 84.25 49.00 64.00 3,850.50 6,355.65 3.00 3.00 3.00 3.00 3.00 365.00 33.00 776.00 1,032.90 58.00 31.00 84.25 40.00 64.00 3,849.50 6,348.65 5.00 4.00 (6.00) (9.00) (1.00) (7.00) 9.00 14.50 7.00 56.00 25.50 470.75 20.00 367.95 73.00 90.00 11.00 14.50 8.00 56.00 24.99 461.25 20.00 473.40 90.00 90.98 12.00 14.50 7.00 56.00 19.99 461.25 20.00 471.40 90.90 91.98 1.00 (1.00) (5.00) (2.00) 0.90 1.00 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 APPOINTED 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 200 COUNTY MANAGERS OFFICER 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 WORKFORCE MANAGEMENT AND DEVEL 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 410 ENTERPRISE TECHNOLOGY 420 JUSTICE SYSTEM PLANNING & INFORMATION 440 PLANNING & DEVELOPMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 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 SUBTOTAL 17.00 21.00 17.00 (4.00) 36.00 24.00 109.00 16.00 214.00 79.00 6.50 35.30 476.60 96.00 82.00 11.50 484.00 18.00 264.00 37.00 55.00 21.00 158.00 164.00 587.46 204.75 4,329.81 36.00 24.00 113.00 16.00 206.00 84.00 6.50 41.30 481.95 96.00 82.00 12.75 484.00 18.00 263.50 37.00 56.00 21.00 159.00 165.00 570.30 300.75 4,545.17 36.00 30.00 117.00 22.00 205.00 91.30 6.50 26.50 498.45 102.00 83.00 13.75 515.00 23.00 270.50 37.00 55.00 24.25 156.00 165.00 555.55 306.75 4,601.57 6.00 4.00 6.00 (1.00) 7.30 (14.80) 16.50 6.00 1.00 1.00 31.00 5.00 7.00 (1.00) 3.25 (3.00) (14.75) 6.00 56.40 MARICOPA COUNTY 14,375.47 14,643.60 14,728.50 84.90 156 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Personnel Summary by Department (continued) Significant Staffing Variances Adult Probation: Standard Probation Activity is increasing by 2 staff due to annualization of an FY 2006-07 initiative. The Sex Offender Supervision Activity is increasing by 6.0 FTE due to a base adjustment in FY 2007-08. The Report & Review Activity is increasing by 17.0 FTE due to a base adjustment in FY 2007-08 due to caseload growth, supported by increased special revenue. Assessor: Five (5) Area Manager positions were added late in FY 2006-07 to support the Assessor’s satellite offices. The recommended budget includes the annualized costs for these positions. County Manager’s Office: The Criminal Justice Division of the County Manager’s Office has been moved to the Justice System Planning and Information department. Facilities Management: Seven FTE were added to address increase in demand for Security services at the Human Services Campus. General Government: Increase in staff is due to the transfer of Compensation unit from Management and Budget to General Government and the transfer of the Ryan White fund related activity from Public Health. Justice System Planning and Information: The Criminal Justice Division of the County Manager’s Office has been moved to the Justice System Planning and Information department. Juvenile Probation: Pre-Disposition Secure Care decreased by 27.0 FTE due to a technical correction related to teaching positions. Legal Defender: Addition of 6.0 FTE Capital Activity positions to improve capital case processing and increase capacity. Management and Budget: Decrease in staff due to the transfer of the Compensation unit from Management and Budget to General Government. Office of Enterprise Technology (OET): Staff restructured to meet OET’s needs in the current and near future environment. FTEs were eliminated and the funding redistributed to attract better qualified candidates. Public Defender: Addition of 7.0 FTE Capital Activity positions to improve capital case processing and increase capacity. Replacement of existing temporary positions with the addition of 9.5 FTE clerical staff positions. Public Health: Staff is decreasing due to the transfer of Ryan White grant fund related activity and staff to General Government. Solid Waste: Two FTEs are recommended to the Waste Tire activity for new facilities and three FTEs added to the Landfill Post-Closure Monitoring activity to address demand. 157 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Budget Summary Schedules Personnel Summary by Department (continued) Superintendent of Schools: The Department reduced grant-funded positions in conjunction with expiring grants for which the positions were originally intended. Trial Courts: • 8.0 FTE were transferred into the Juvenile Delinquency Activity and Administrative Services Program due to the centralization of court services. • 5.5 FTE were decreased in the Security Activity due to the discontinuance of intergovernmental agreements. • 12.0 FTE Justice Clerks were added in Civil and Criminal Justice Programs due to an increase in Justice Court case filings. • 4.0 FTE, including a Commissioner, were added to the Downtown Regional Court Center to improve case processing. Workforce Management and Development: through reorganization. Reduction in staff is a result of efficiencies gained 158 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Mandates Mandates Introduction Although approximately 91.75% 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. Administrative mandates, as used throughout this document, refer to essential support functions for State or federally mandated programs without which mandated services would either cease to exist or function in a less 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 Budget Summary Schedules section of this Annual Business Strategies document. Please refer to the table of contents to find specific department information. 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 3.0 % 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. The population growth rate for FY 2007-08 is projected at around 3.0%. During that same period, total expenditures are increasing 6.41% and mandated expenditures are anticipated to increase 4.7%. In addition, County property tax revenue, which currently comprises one-third of the County’s General Fund revenue, is statutorily limited and controlled by the State Legislature and Constitution. Property taxes on existing property are capped at an annual growth rate of 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 $1.37 billion (62%) of Maricopa County’s budget directly supports mandated services. $657 million (30%) in expenditures is associated with administrative mandates and only 8% of the County’s budget ($183 million) supports non-mandated services. 159 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Mandates Summary of FY 2007-08 Mandated and Non-Mandated Expenditures Category Education Culture and Recreation General Government Health, Welfare and Sanitation Highways and Streets Public Safety Total % of Administrative % of % of Budget Mandates Budget Mandates Non-Mandates Budget $ 5,368,724 0.24% $ 527,974 0.02% $ 0.00% 0.00% 0.00% 16,756,821 0.76% 201,370,007 9.17% 456,610,806 20.80% 97,668,169 4.45% 287,408,340 13.09% 19,976,727 0.91% 93,399,188 4.25% 150,369,658 6.85% 13,274,501 0.60% 0.00% 732,195,600 33.35% 119,629,776 5.45% 1,159,116 0.05% $ 1,376,712,328 62.70% $ 610,019,784 27.78% $ 208,983,294 9.52% The table above reflects the distribution of mandated and non-mandated expenditures by functional area. Public safety comprises the largest portion of the budget, followed by health, welfare and sanitation. The distribution of the budget by category is relatively consistent year-to-year as shown by the graph below except for the notable increase in Health, Welfare and Sanitation expenditures and the decrease in expenditures in Highways and Streets. These notable changes, along with other significant changes, will be noted in the sections that follow. $1,600,000,000 Mandates $1,400,000,000 $1,200,000,000 $1,000,000,000 Administrative Mandates $800,000,000 $600,000,000 $400,000,000 Non-Mandates $200,000,000 $FY08 FY07 Education Health, Welfare and Sanitation FY08 Culture and Recreation Highways and Streets FY07 FY08 FY07 General Government Public Safety Education 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 $6.2 million, less than 0.3% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated expenditures for Education in FY 2006-07 and FY 2007-08 is shown in the table below. 160 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Mandates Education Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ 10,577,651 $ 5,646,522 -47% 457,766 527,974 15% 105,317 156,897 49% $ 11,140,734 $ 6,331,393 -43% Overall expenditures in the Education area are decreasing due to the decision to eliminate contingencies planned for the Maricopa Regional School District that were budgeted in FY 2006-07. The contingencies planned for the prior year were never needed and there is no expectation that the contingencies will be needed for FY 2007-08. This reduction constitutes the entirety of the 43% reduction in Education. Culture and Recreation The quality of life in Maricopa County is enhanced by the Cultural and Recreational services offered by the park facilities, extensive trail system and entertainment venues 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 .08% of the County’s total budget is spent in this functional area. The table below reflects the FY 2006-07 and FY 2007-08 expenditures for Culture and Recreation. Culture & Recreation Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ $ 0% 0% 11,161,863 16,756,821 50% $ 11,161,863 $ 16,756,821 50% While planned operations expenditures for the Culture and Recreation activities have actually decreased, the increase in Culture and Recreation activities budgets is due mostly to minor capital improvements on Parks facilities. Significant changes are also a result of reclassification of activities accompanying the creation or redetermination of the Non-Departmental and General Government budgets. General Government General Govern men t Expen ditures General Government includes a broad range of mandated services. Taxation, elections, property assessment, revenue and expenditure accountability, and legal representation make up the majority of these services. The governing body of the County, the Board of Supervisors is also a mandated function. Of the $774 million budgeted for General Government expenditures, $706 million is mandated. General Government mandates comprise 34.7% of the total County Mandates. The table below illustrates the mandated versus non-mandated expenditures in FY 2006-07 and FY 2007-08. No n -M a n d a tes , $ 6 7 ,3 3 3,7 0 4 (9 % ) M a n d a te s , $ 1 9 9 ,4 5 2,9 7 8 (2 6 % ) A d mi n i stra ti v e M a n da te s , $5 0 6 ,9 5 7 ,8 27 (6 5 % ) 161 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Mandates General Government Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ 272,375,466 $ 199,452,978 -27% 404,657,935 506,957,827 25% 6,797,244 67,333,704 891% $ 683,830,644 $ 773,744,509 13% Increases in planned General Government expenditures have resulted from the Board’s decision to self-insure County employee health and dental benefits and due to increases in capital projects. Significant changes have also occurred with the reclassification of activities accompanying the creation or redetermination of the NonDepartmental and General Government budgets. Highways and Streets The Maricopa County Department of Transportation is responsible for designing, constructing, and maintaining roads and bridges, coordinating traffic information, and providing emergency and event control services. All of the activities in the category of Highways and Streets are mandated. The expenditures for these mandates total more than $163 million, or 8% of the County’s mandated expenditures. The table below reflects the FY 2006-07 and FY 2007-08 expenditures for Highways and Streets. Highways & Streets Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ 167,648,467 $ 150,369,658 -10% 11,687,079 13,274,501 14% 0% $ 179,335,546 $ 163,644,159 -9% The Highways and Streets mandates have decreased due to early completion of transportation projects. Many major construction and refurbishment projects that were mid-project in FY 2006-07 are planned to be completed this fiscal year, resulting in a decrease in planned expenditures for Maricopa County’s Highways and Streets. Health, Welfare & Sanitation 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 addition, this department is responsible for aggregating and reporting disease and health statistics, and maintaining birth and death records. Health, Welfare, and Sanitation No n -M a n d ate s , $ 9 7 ,1 68 ,5 8 6 (2 4 % ) The Air Quality and Environmental Services Ad m i n si tra tiv e departments enforce standards related to air M a nd a te s , Ma n d a te s, $2 8 7 ,1 4 4 ,2 13 (7 2 % ) $ 1 6 ,4 71 ,4 5 6 (4 % ) pollution, water contamination, and food handling, and provide preventative health services such as mosquito abatement and trip reduction coordination. The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. Expenditures for the Medical Examiner’s Office, which provides medicolegal investigations, and the General Government Department, which provides indigent and inmate health-related risk management services, are also included in this category. 162 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Mandates The FY 2007-08 budget includes over $97 million for non-mandated Health, Welfare and Sanitation services. These services are primarily grant-funded, and include community development, Head Start, workforce development, HIV/AIDS services, tobacco cessation, and nutrition programs. Mandated expenditures for Health, Welfare and Sanitation activities total $303.6 million or 14.9% of the County’s total mandated expenditures. The distribution of mandates versus non-mandates for Health, Welfare & Sanitation in the FY 2006-07 and FY 2007-08 budgets is shown in the table below. Health, Welfare & Sanitation Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ 361,472,347 $ 287,144,213 -21% 30,765,099 16,471,456 -46% 85,565,636 97,168,586 14% $ 477,803,082 $ 400,784,255 -16% Health, Welfare and Sanitation mandates decreased in FY 2007-08 due mostly to fluctuations in participation in many health-related activities. The most significant decrease in demand for health related activities includes reductions in the Public Health Pharmacy activity. Significant changes are also a result of reclassification of activities accompanying the creation or redetermination of the Non-Departmental and General Government budgets. Public Safety 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, Legal Advocate, Public Defender, Clerk of Superior Court, Constables, County Attorney, Adult Probation, Juvenile Probation, Trial Courts, and the Sheriff carry out these activities. Public Safety mandates total $851.9 million or 41.9% of total the County’s mandated expenditures. Less than 0.14% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2006-07 and FY 2007-08. Public Safety Mandates Administrative Mandates Non-Mandates Total FY 2006-07 FY 2007-08 % Change $ 660,225,928 $ 732,225,600 11% 102,110,134 119,629,776 17% 224,594 1,159,116 416% $ 762,560,656 $ 853,014,492 12% The 12% increase in expenditures for Public Safety is partly due to a large number of compensation increases amongst Public Safety personnel. Beginning in FY 2006-07, the Office of Management and Budget has conducted extensive compensation studies to try to address high levels of employee turnover and to bring County employee salaries into compliance with market ranges. These studies showed that the County’s Public Safety personnel were generally paid below market rates. The Board subsequently increased the salaries of these critical personnel. These salary increases have resulted in higher quality candidates for job postings, lower turnover rates, and higher levels of proficiency amongst new hires. Other significant increases in this category include the incorporation of a new Attorney Loan Repayment activity. 163 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast Financial Forecast Executive Summary The five-year financial forecast is a key element of Maricopa County’s fiscal management strategy to maintain a sustainable, structurally-balanced budget. The forecast provides a reasonably 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 is prepared and updated for three major fund groups, and incorporates both external impacts of economic and demographic trends as well as the impacts of current or proposed internal policy choices. The forecasting process allows the County to assess the long-term impact of both external and internal factors. The County is thereby able to make major funding commitments with a reasonable assurance that they are sustainable, and can respond early to any potential fiscal problems, before those problems become acute. The five-year forecast is presented for the following major County funds: • General Fund • Detention Funds (Operating and Capital Projects) • Transportation Funds (Operating and Capital Projects) The current forecast estimates revenues, expenditures and ending fund balances for five years, beginning with the FY 2007-08 Adopted Budget. The forecast reflects a “Most Likely” scenario, in which expenditures and revenues have an equal probability of being greater or less than the forecast. The forecast presented here does not incorporate policy changes that have not yet been made or proposed new revenue sources. As a result, this forecast provides a base-line assessment of the long-term impact of current policies given currently forecasted economic and demographic trends. The overall forecast is based on econometric forecasts of major revenues, as well as demographic and economic indicators that are provided by Maricopa County’s consulting economic forecasting firm. County staff combine this forecast information with base-line budget data and apply policy and other forecast assumptions to estimate trends in specific revenue and expenditure items. Overall Fiscal Position The latest five-year financial forecast paints a less-rosy picture than in recent years. The forecast includes several significant trends: • Declining growth in property tax assessed values due to the slowdown in the housing market is fully reflected in the property tax base. Maricopa County’s primary (general operating) property tax levy is limited to 2% annual increases on existing property, plus taxes on new properties. • Significantly lower growth in State Shared Sales Tax, Vehicle License Tax, and Jail Excise Tax revenues. These revenue sources experienced unprecedented growth in FY 2005-06, but this growth was not sustainable. Revenues will continue to grow, but at a much lower rate. • Sizable increases in mandated payments to the State of Arizona for health care, in particular the ALTCS program. • Steady increases in employee compensation and health benefits and retirement contributions. As a result, the forecast indicates that Maricopa County will face challenges in maintaining structurally-balanced budgets as demands for ever-higher expenditures exceed growth in revenues. Operating deficits are forecast beginning in FY 2008-09 in the Detention Fund, and in FY 2010-11 in the General Fund. No deficits are forecast in the Transportation Fund. 164 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast Forecast Drivers Aside from policy assumptions, the five-year financial forecast is driven by forecasted population growth, inflation, retail sales and real estate values. While population growth and inflationary pressures continue to push forecasted expenditures higher, the slowdown in real estate market and subsequent slowing growth in retail sales is undermining growth in County revenues. (millions) Significant County population growth is forecasted to County Population continue, and will drive ever greater demands for County services. Population growth 4.49 4.60 in Maricopa County is 4.36 expected to continue to 4.24 4.40 4.11 outpace the State of Arizona 4.20 3.98 and the nation. While the 3.85 4.00 rate of population increase is 3.73 forecasted to slow to 3.2%, 3.80 3.59 down from a peak of 3.7% in 3.47 3.60 3.35 FY 2005-06, the lower 3.40 percentage still equates to an annual increase of over 3.20 123,000 new residents. 3.00 Population growth is FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 forecasted to level off at 3.0% per year through FY 2011-12. By year five of the forecast, the total County population will reach nearly 4.5 million, an increase of almost 640,000 new residents. Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The forecast assumes annual percentage increases in the general Consumer Price Index of 2.0-2.5%. At the same time, the cost of health care, as measured by the Medical CPI, is forecasted to increase at an annual rate of 4.1%. Medical inflation is a factor not only in the cost of health care provided by County programs, but also in the cost of employee health and dental benefits. Despite continuing increases in population and inflation, growth in retail sales is forecasted to drop to 3.0% in FY 2007-08 before growth recovers in FY 2008-09. Unsustainable growth in retail sales of 15.9% in FY 2005-06 was fueled by a rapid appreciation in the housing market. The dramatic reduction in retail sales growth reduces forecasted revenues from State Shared Sales Taxes and Jail Excise Taxes. Retail Sales Growth 16.0% 15.9% Ann. Percent Change 14.0% 12.0% 9.8% 10.0% 8.2% 8.0% 7.5% 5.5% 6.0% 4.0% 6.2% 7.0% 6. 0% 3.0% 2.0% 2.0% 0.0% FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 165 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast After increasing at record levels, Maricopa County housing permits are forecasted to drop by 35%-50% in FY 2006-07. The five-year forecast assumes that housing permits will drop to 28,500 in FY 2007-08, but will start to recover in FY 2008-09 as continued population growth draws down the inventory of new housing. Due to the property tax valuation cycle, the slowdown in the housing market will not be felt until FY 2009-10. Fullcash value, which increased 36.9% for FY 2007-08, will subside to 17.9% in FY 2008-09 and drop to a low of 2.5% in FY 2009-10. Nonetheless, the constitutional limit on increases in the primary property tax levy will hold annual revenue increases to 2% or less on existing properties. Forecast Assumptions The five-year forecast is based on two general assumptions: • 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. • No changes in the rates of fees and charges, unless already approved by the Board of Supervisors or the State Legislature. Revenues Property Taxes: Property taxes are levied on Net Assessed Value (NAV), which includes locally assessed real property and improvements, secured and unsecured personal property, and centrally assessed real property and improvements. The aggregate assessed value in each of these categories changes from year to year due to market trends, depreciation, legislative changes and construction activity. Each component of change was 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. FY 2007-08 NAV reflected the tremendous increases in residential market values that peaked in 2005. The forecast for FY 2008-08 and beyond reflects the slowdown in house prices that began in 2006. Regardless of the amount of increase in the NAV, County primary property tax revenue growth is constitutionally limited to no more than 2% on property taxed in the prior year. While at the levy limit, Maricopa County has been required to reduce its primary property tax rate, and will need to continue to do so over the forecast period. The Most Likely forecast anticipates higher growth in the primary levy in FY 2008-09, followed by slower rates of growth in the years thereafter as the slowdown in new home construction is fully felt. 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: Most sources of license and permit revenue are forecast to grow in line with the County population. Cable TV Franchise fees are forecasted to increase consistent with the Consumer Price Index. Other Intergovernmental Revenue: Other Intergovernmental revenue is projected in most cases to grow in line with inflation; where appropriate, population growth is also factored into projections. The major sources of intergovernmental revenue include election reimbursements, state-shared Lottery revenues, and reimbursements for State Grand Jury costs. Election reimbursements are adjusted to coincide with the timing of primary and general elections. Shared Lottery receipts are forecasted flat, as they are already at their statutory maximum. State Shared Sales Taxes: After growing more than 15% in FY 2005-06, growth is forecasted to slow to 6.6% in FY 2006-07. The forecast reflects State-shared sales tax revenue growth declining further to 5% in FY 2007-08. The spike in growth, and subsequent fall-off, has been driven by the surge and leveling-off of the residential real estate market. As housing values increased dramatically in FY 2005-06, consumers were able to support high levels of spending with home-equity financing. Recent stagnation and declines have removed this support for consumer spending growth. The forecast indicates growth dropping to 3% in FY 2008-09 before reaching a low 166 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast of 1.5% the following year, and not regaining a pattern of growth consistent with population and inflation until the fifth year of the forecast. State Shared Vehicle License Taxes: Like sales taxes, vehicle license tax collections peaked at an abnormally high level in FY 2005-06 before dropping significantly in FY 2006-07. Because the existing stock of vehicles continually depreciates, growth in VLT is dependent on sales of new vehicles and importation of vehicles from out of state by new residents. VLT growth is forecasted to hit a low of 3% in FY 2007-08, with recovery starting in FY 2008-09. 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. The forecast does not assume that fee rates will be adjusted to reflect increasing costs of providing service. 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. 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 forecast assumes no change in current miscellaneous fee rates. Operating Transfers-In: Operating transfers-in represent payments from other funds to the County General Fund for central services. The forecast assumes that Central Service transfers-in will increase with inflation. Expenditures Wages & Salaries: Wages and salaries include performance pay increases of 3.5% in FY 2006-07, and similar levels annually thereafter. Higher salary increases are forecast for health care delivery personnel. Staffing growth is not forecast except for public safety positions, plus the approved addition of two Justices of the Peace and Constables to take office in January, 2009. Employee Benefits: Based on information from the retirement systems, Annual increases to all retirement plans are assumed to continue for several more fiscal years, but at decreasing levels. 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 staffing growth. Capital Outlay: Capital outlay expenditures are projected to increase at the anticipated rates of inflation and staffing growth. Major Maintenance: Ongoing major maintenance for current facilities continues through the end of the forecast period at current levels. Jail Tax Maintenance of Effort: The mandated General Fund contribution to the Detention Fund 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 of the planning process, 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. Mandated State Contributions: This category includes the mandated County contributions to the Arizona Long Term Care System (ALTCS), the Arizona Health Care Cost Containment System (AHCCCS) acute care program, and contributions to State behavioral health programs as required by the Arnold v. Sarn judgment. The ALTCS contribution is forecasted based on state-wide forecasts. The acute care contribution is forecasted to remain flat, in continuation of current State policy. The Arnold v. Sarn contribution is forecasted to increase at the rate of the Medical Consumer Price Index. 167 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. The forecast therefore includes the impact of constructing and operating a new downtown criminal court tower. Financial Forecast Schedules Adop ted F Y 2007-08 GENERAL FU ND 2 FY 2008-09 3 FY 200 9-10 4 FY 2010-11 5 F Y 2011-12 M OS T L IKE LY S CE NARI O S ou rces o f Fu nds: Reven ue P rop. Taxes, Pen. & Int ere st Licenses & Perm its Ot her I nte rgovernm ental P ayment s in Lieu of Taxes S tat e S hared Sal es Tax S tat e S hared Vehi cl e Lic. T ax I ntergovernmen tal Charges Ot her Charges for S ervices I nternal S ervice Charges F ines & F orfeit s I nterest E arnings M iscel laneous Revenue T otal Revenue F und Tr ansfers-In Cent ral S ervice A llocat ion T otal So urces Net G ro wt h Ra te Uses of F und s: E xpen ditu res: P erson al S erv ices S upplies & S ervices Capit al Out lay M ajor M aint enance M andated S tat e Cont ributi ons T otal E xpend itures F und Tr ansfers-Out Jail Tax M aint . of E ff ort V it al Regi st rati on Debt S ervi ce T otal Transfe rs-Out $ $ 439, 835, 021 2, 156, 000 4, 465, 841 7, 953, 924 497 ,453, 141 143 ,247, 168 13, 508, 317 25, 851, 892 4 ,354, 799 16 ,433, 137 12 ,000, 000 2 ,883, 415 1,170 ,142, 655 480, 092,262 2, 207,992 4, 659,773 7, 714,648 527, 771,849 155, 965,712 13, 778,483 27, 154,000 4, 451,000 16, 959,000 7, 235,321 2, 967,000 $ 1 ,250, 957,041 $ $ $ 516, 237,553 2, 263,011 3, 618,773 7, 548,235 535, 688,427 166, 883,311 14, 081,610 28, 883,202 4, 553,000 17, 502,000 5, 857,909 3, 051,000 1 ,306, 168,032 $ $ 7, 150,000 $ 537,405 ,183 2,320 ,237 5,086 ,773 7,473 ,424 546,402 ,196 178,565 ,143 14,405 ,487 29,975 ,692 4,662 ,000 18,027 ,000 4,571 ,269 3,133 ,000 1, 352,027 ,404 $ $ 7,322 ,000 $ 560, 805, 205 2, 380, 744 5, 319, 773 7, 459, 792 585, 743, 154 191, 064, 703 14, 751, 219 30, 884, 484 4, 779, 000 18, 568, 000 2, 538, 935 3, 217, 000 1,427, 512, 009 $ 6 ,838, 417 1,176 ,981, 072 $ 1 ,257, 946,041 $ 5.5% 1 ,313, 318,032 $ 4.4% 1, 359,349 ,404 $ 3.5% 1,435, 017, 009 5. 6% $ 488 ,516, 824 268 ,063, 279 17 ,959, 996 10 ,000, 000 217 ,432, 880 1,001 ,972, 979 $ 553, 798,297 282, 074,396 18, 777,284 10, 000,000 252, 632,081 1 ,117, 282,058 589,754 ,019 300,181 ,661 19,227 ,938 10,000 ,000 267,232 ,082 1, 186,395 ,700 636, 164, 786 306, 985, 280 20, 152, 081 10, 000, 000 283, 032, 083 1,256, 334, 230 $ $ $ T otal Uses Net Growt h Rat e $ 1,176 ,981, 072 Op eratin g S ur plu s/Defi cit: P ercen t of Tot al Uses $ $ $ $ $ 520, 731,443 282, 754,969 18, 355,116 10, 000,000 237, 132,080 $ 1 ,068, 973,608 $ $ $ $ 170, 247,765 45,000 9, 029,599 179, 322,364 $ $ $ 1 ,248, 295,972 $ 6.1% $ 0. 0% 414 ,158, 357 (54 ,000, 000) (157 ,809, 663) (37 ,733, 900) 164 ,614, 794 (164 ,614, 794) 249 ,543, 563 6, 989,000 $ $ 165 ,933, 494 45, 000 9 ,029, 599 175 ,008, 093 F und Bal ance: Beg . Un reserved Bal ance Designat ion/ Cash Fl ow Des ignat ion/ Budge t St ab. Ot her Designat ion s Beg . Un res/ Un desi g. Bal ance Net S urplus /Def ic it A ppropriate d Fun d B alance E nd ing Unr es./ Undesi g. Bal . E nd ing Unr es. Fun d Balan ce $ $ $ $ $ 9, 650,069 $ 0.8% 264, 479,938 (83, 200,000 ) (130, 930,007 ) 50, 349,931 9, 650,069 (60, 000,000 ) 214, 130,007 168 $ $ $ $ 173, 993,216 45,000 9, 029,599 183, 067,815 $ $ $ $ 178,169 ,053 45 ,000 9,029 ,599 187,243 ,652 $ $ $ $ 7, 505, 000 182, 979, 617 45, 000 9, 029, 599 192, 054, 216 1 ,300, 349,872 $ 4.2% 1, 373,639 ,352 $ 5.6% 1,448, 388, 447 5. 4% 12, 968,159 $ 1.0% (14,289 ,948) $ -1.0% (13, 371, 438) -0. 9% 167,098 ,166 (93,200 ,000) 73,898 ,166 (14,289 ,948) (60,000 ,000) (391 ,782) 92,808 ,218 92, 808, 218 (97, 300, 000) (4, 491, 782) (13, 371, 438) (60, 000, 000) (77, 863, 219) 19, 436, 781 214, 130,007 (89, 500,000 ) (77, 598,166 ) 47, 031,841 12, 968,159 (60, 000,000 ) 167, 098,166 $ $ $ $ $ $ $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast Adop ted F Y 2007-08 DETENT ION FUND 2 FY 2008-09 3 FY 2009 -10 4 F Y 2010-11 5 F Y 2011-12 M OS T L IKE LY S CE NARI O OP E RAT IO NS FUND S ou rces o f Fu nds: Reven ue J ail E xc ise Tax J ail P er Diem & M is c . I nteres t I ncom e T otal Rev enue $ $ 159,253, 333 27,200, 000 2,223, 356 188,676, 689 165, 933,494 $ 170,247, 765 345, 358,914 $ 358,924, 454 $ 2 .5% 365, 234, 137 $ 1. 8% 372, 737,245 $ 2.1% 389,347, 977 4 .5% $ $ 234, 095,472 100, 199,774 3, 563,668 7, 500,000 345, 358,914 245,748, 147 102,718, 480 3,653, 247 7,500, 000 359,619, 874 258, 103, 513 105, 400, 342 3, 748, 629 7, 500, 000 374, 752, 485 270, 855,020 108, 111,019 3, 845,036 7, 500,000 390, 311,075 284,564, 513 111,105, 440 3,951, 535 7,500, 000 407,121, 488 T otal Uses Net Growt h Rat e $ 345, 358,914 $ 359,619, 874 $ 4 .1% 374, 752, 485 $ 4. 2% 390, 311,075 $ 4.2% 407,121, 488 4 .3% Op eratin g S ur plu s/Defi cit: P ercen t of Tot al Uses $ $ 0.0% (695, 420) $ -0 .2% (9, 518, 348) $ -2. 5% (17, 573,830) $ -4.5% (17,773, 511) -4 .4% 58, 162,847 (75, 000,000) (17, 519,418) (17, 573,830) (20, 000,000) (55, 093,248) 20, 589,017 20,589, 017 (75,000, 000) (55,093, 248) (17,773, 511) (20,000, 000) (92,866, 760) (17,184, 495) F und Tr ansfers-In J ail Tax M aint . of E ff ort T otal So urces Net G ro wt h Ra te Uses of F und s: E xpen ditu res: P erson al S ervic es S upplies & S erv ic es Capit al Out lay M ajor M aint enanc e T otal E xpend itures F und Bal ance: Beg . Un reserved Bal ance Des ig. f or F uture CI P Beg . Un res/ Un desi g. Bal ance Net S urplus /Def ic it A ppropriate d Fun d B alance E nd ing Unr es./ Undesi g. Bal . E nd ing Unr es. Fun d Balan ce $ $ $ 149, 823,673 26, 601,747 3, 000,000 179, 425,420 $ $ $ $ $ $ $ $ 145, 551,542 (75, 000,000) 70, 551,542 (67, 148,406) 3, 403,136 78, 403,136 $ $ 32, 112,796 32, 112,796 $ $ $ 7, 279,390 5, 000,000 34, 149,563 46, 428,953 $ $ $ $ $ 108,376, 615 (75,000, 000) 32,694, 350 (695, 420) (20,000, 000) 11,998, 930 87,681, 195 $ $ 161, 642, 133 27, 800, 000 1, 798, 788 191, 240, 921 $ 173, 993, 216 $ $ $ $ $ $ 87, 681, 195 (75, 000, 000) 11, 998, 930 (9, 518, 348) (20, 000, 000) (17, 519, 418) 58, 162, 847 $ $ 164, 874,976 28, 500,000 1, 193,216 194, 568,192 $ 176,745, 974 29,200, 000 422, 386 206,368, 360 $ 178, 169,053 $ 182,979, 617 $ $ $ $ $ $ $ $ $ $ $ $ CAP ITAL P ROJE CTS FUND S ou rces o f Fu nds: Trans f er f rom De tent ion Operatio ns T otal So urces Uses of F und s Durango Ju v. Det /T rt mn t Ce nter Ret herm Food Deliv ery S ys t em P rojec t Res erv e T otal Uses Unr eserved Fun d Balanc e: Beg inn in g Bal ance S ou rces - Uses (Net) E nd ing Bal ance $ $ $ $ 58, 833,417 $ (14, 316,157) 44, 517,260 $ 10,000, 000 10,000, 000 $ $ $ $ 44,517, 260 $ (10,000, 000) 34,517, 260 $ 169 5, 000, 000 5, 000, 000 $ $ - $ $ - $ - $ - $ 34, 517, 260 $ (5, 000, 000) 29, 517, 260 $ 29, 517,260 29, 517,260 $ $ $ 29,517, 260 29,517, 260 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Financial Forecast Ado pted FY 2007-08 TR ANSPORTATION FUN D 2 FY 2008-09 3 FY 2009-10 4 FY 2010-11 5 F Y 2011-12 M OS T L IKE LY S CE NARI O OP E RAT IO NS FUND S ou rces o f Fu nds: Reven ue Lic ens es & Perm its Ot her I nte rgov ernm ental S tat e S hared Highway Us er Rev . S tat e S hared Vehi cl e Lic ens e Tax es I ntergov ernmen tal Charges f or S erv ice I nterest E arnings M is cel laneous Rev enue Gai n on Fix ed As s ets To tal So urces Net Growt h Rat e Uses of F und s: E xpen ditu res P erson al S erv ic es S upplies & S erv ic es Capit al Out lay T otal E xpend itures Net Growt h Rat e F und Tr ansfers-Out: Cent ral S erv ic e A lloc at ion Capit al Proj ect s Fu nd T otal Trans fe rs -Out T otal Uses S urp lus /Defici t: P erc ent of Tot al Uses F und Bal ance: Beg . Un reserved Bal ance Net S urplus /Def ic it E nd ing Unr es. Fun d Balan ce $ 2, 691,313 140,000 104, 000,000 9, 249,088 98,850 1, 200,000 326,311 900,000 118, 605,562 $ 27, 806,293 27, 734,427 6, 374,919 61, 915,639 $ $ $ 1, 810,747 59, 709,258 61, 520,005 $ 123, 435,644 $ $ $ $ 2, 777, 435 $ 140, 000 112, 832, 585 9, 720, 791 100, 827 332, 837 125, 904, 476 $ 6. 15% 2, 866,313 $ 140,000 118, 006,972 10, 401,247 103,045 340,160 131, 857,736 $ 4.73% 2, 952, 302 $ 140, 000 123, 408, 352 11, 129, 334 105, 415 347, 983 138, 083, 387 $ 4. 72% 3,040, 871 140, 000 129,166, 895 11,908, 388 107, 945 356, 335 144,720, 434 4. 81% 29, 061, 247 $ 28, 344, 584 6, 515, 167 63, 920, 998 $ 3. 24% 30, 382,349 $ 28, 996,510 6, 665,016 66, 043,875 $ 3.32% 31, 773, 813 $ 29, 692, 426 6, 824, 976 68, 291, 216 $ 3. 40% 33,172, 527 30,434, 737 6,995, 601 70,602, 864 3. 38% $ 1, 850, 583 60, 132, 894 61, 983, 477 $ 1, 893,147 63, 920,715 65, 813,861 $ 1, 938, 582 67, 853, 589 69, 792, 171 $ 1,987, 047 72,130, 523 74,117, 570 $ 125, 904, 476 $ 131, 857,736 $ 138, 083, 387 $ 144,720, 434 $ $ $ (4, 830,082 ) $ -3.9% $ 4, 830,082 $ (4, 830,082 ) $ - $ $ 0. 0% $ $ $ 0.0% $ $ 0. 0% 0. 0% - $ - $ - $ - - $ - $ - $ - CAP ITAL P ROJE CTS FUND S ou rces o f Fu nds: Reven ue Ot her I nte rgov ernm ental F und Tr ansfers In Trans port ation Operat ions F und T otal So urces Uses of F und s: E xpen ditu res Capit al Im prove ment P rogram $ 22, 404,868 $ 22, 404, 868 $ 22, 404,868 $ 22, 404, 868 $ 22,404, 868 $ 59, 709,258 82, 114,126 $ 60, 132, 894 82, 537, 762 $ 63, 920,715 86, 325,583 $ 67, 853, 589 90, 258, 457 $ 72,130, 523 94,535, 391 $ 98, 605,934 $ 76, 803, 346 $ 68, 768,846 $ 70, 730, 346 $ 73,961, 346 23, 638,558 $ (16, 491,808 ) 7, 146, 750 5, 734, 416 $ 12, 881,166 17, 556,737 $ 30, 437, 903 19, 528, 111 $ 49,966, 013 20,574, 045 12, 881, 166 $ 30, 437,903 $ 49, 966, 013 $ 70,540, 058 F und Bal ance: Beg inn in g Un reserved Bal ance S ource s Les s Us es $ E nd ing Unr eserved Fun d Balan ce $ 7, 146,750 $ 170 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Adult Probation Analysis by Wendy Johnson, Management & Budget Analyst Summary 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 • By the end of fiscal year 2010, MCAPD will enhance public safety by: o Reducing the number of probationers committed to the Department of Corrections to 20% o Reducing the number of probationers convicted of a new felony offense to 10% o Increase the rate of successful completions from probation to 65% o Increase the rate of successful completions from Pretrial Supervision to 80% o Increase by 10% the number of high-risk offenders who have a reduction in risk scores upon termination of probation Status: For FY 2005-06, the Department of Corrections (DOC) commitment rate, for individuals revoked on all case numbers and counts, was 22% which is down from 25% in FY 2004-05. The Department projects the commitment rate to remain at 22% in FY 2006-07. The 171 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Department anticipates meeting the stated goal of reducing the number of probationer committed to DOC to 20% in FY 2007-08. The new felony conviction rate was 13% for FY 2005-06, which is up from 11% in FY 2004-05. It is expected that the rate will remain at 13% in FY 2006-07; however, with Probation Officer market increases, there are less vacancies and therefore less cases per Probation Officer, allowing more time to be spent supervising each probationer. Over time, this will cause the new felony conviction rate to decrease. Through the first two quarters of FY 2007, the rate of successful completions from standard probation was 59%, which is down from 65% in FY 2005-06. It is expected that the rate will remain at 59% in FY 2006-07; however, with Probation Officer market increases, there are less vacancies and therefore less cases per Probation Officer, allowing more time to be spent supervising each probationer. Over time, this will cause the rate of successful completions from standard probation to increase. Through the first two quarters of FY 2007, the rate of successful completions from pretrial supervision was 81%, which is up from 80% in FY 2005-06. • By the end of fiscal year 2010, MCAPD will recruit, hire and retain a quality and diverse workforce, and improve employee compensation as evidenced by: employee resignations because of pay will be reduced to 30%. Status: Currently, 51% of employees state that pay is the reason for their resignation. The budget supports the attainment of this goal by funding market increases for Probation Officers, Adult Educators, Counselors, Dispatchers, Administrative and Information Technology positions. • By the end of fiscal year 2010, MCAPD will improve case processing as evidenced by: o Maintaining at least a 97% on-time rate for submitting pre-sentence reports to the Court without a continuance o Increasing the rate of Community Restitution collected to 80% o Increasing the rate of community work service completed to 50% o Increasing the use of the Offender Screening Tool to 75% for newly sentenced probationers o Making use of the Field Reassessment Offender Screening Tool to develop case management plans at least 67% of the time Status: The budget supports the attainment of this goal by funding additional probation officers in the Sex Offender Supervision and Report and Review Activities. In FY 2006, 88% of the restitution owed during the Fiscal Year was paid, which reflects achievement of the stated goal to increase the rate of collection to 80%. The Financial Compliance Program was a 2006 recipient of a Showcase in Excellence Award by the Arizona Quality Alliance. 43% of the community restitution hours ordered were completed. Through the first two quarters of FY 2007, the Pre-sentence Division submitted 98% of pre-sentence reports on time without a continuance. • By the end of fiscal year 2010, MCAPD will improve customer satisfaction as evidenced by the following measurable increase in customers who report satisfaction: o 60% of victims will be satisfied with services provided by MCAPD o 67% of offenders will be satisfied with services provided by MCAPD o 75% of criminal court judges will be satisfied with services provided by MCAPD o Staff satisfied with MCAPD will improve to an overall satisfaction score of 5.50 on the Employee Satisfaction Survey o The percentage of community and criminal justice partners satisfied with MCAPD will be maintained at level of 90% or higher 172 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Status: The satisfaction rate for victims was 57%. The satisfaction rate for community and criminal justice partners was 82%. In the first quarter of FY 2007 the satisfaction of criminal court judges was assessed. The satisfaction rate was 95%. The overall staff satisfaction score, based on participation in the FY 2006 County’s Employee Satisfaction Survey was 5.47. • By the end of fiscal year 2010, MCAPD will have the equipment, facilities, support services and technological interconnectivity with agencies to provide efficient and effective probation services, and promote staff safety as evidenced by: o A minimum mean score of 5.5 on a sale of 2 to 8 on employee surveys that rate staff’s satisfaction level with equipment, facilities, support services and staff safety services. o Attaining 100% of technology standards and replacement schedule recommended by the County Chief Information Officer. Status: The budget supports the attainment of this goal by providing carryover capital dollars to complete the security enhancements to the probation offices as approved in mid-fiscal year 2006-07. The MCAPD Master Plan has been approved by the County Facilities Review Committee. Officers continue to participate in Defensive Tactics Courses. 173 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Revenue and Expenditures by Program and Activity FY 2005-06 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 $ 4,660,319 541,634 883,947 123,858 150,805 2,960,076 FY 2006-07 ADOPTED $ FY 2006-07 REVISED 3,821,403 455,926 888,435 150,000 175,000 2,152,042 $ FY 2006-07 PROJECTED 3,777,415 333,667 559,550 176,972 192,500 2,514,726 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 3,257,384 329,594 158,309 118,915 134,609 2,515,957 $ 3,483,094 326,167 158,310 176,972 200,000 2,621,645 $ (294,321) -7.8% (7,500) -2.2% (401,240) -71.7% 0.0% 7,500 3.9% 106,919 4.3% 733,245 7.0% (4,352) -4.3% 175,620 17.0% 29,000 1.6% 36,312 13.2% 502,865 6.9% (6,200) -46.1% 11CJ - COMMUNITY JUSTICE $ 10,802,034 126,626 CMRS - COMMUNITY RESTORATION ACTIVITY ICMA - IN-CUSTODY MANAGEMENT ACTIVITY 956,955 1,801,635 INPB - INTENSIVE PROBATION ACTIVITY SOFF - SEX OFFENDER STDP - STANDARD PROBATION 7,916,818 WARR - FUGITIVE APPREHENSION ACTIVITY - $ 10,168,291 72,000 1,035,000 1,763,000 7,296,660 1,631 $ 10,452,718 101,352 1,035,000 1,763,000 275,056 7,264,848 13,462 $ 10,911,197 229,793 1,097,473 1,841,070 101,000 7,628,086 13,774 $ 11,185,963 97,000 1,210,620 1,792,000 311,368 7,767,713 7,262 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 56,739 $ 56,711 $ 40,667 $ 73,563 $ $ - $ - $ $ 541,004 45,375 16,852 29.7% 99IT - INFORMATION TECHNOLOGY PROGRAM $ - $ - $ - 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 75,349 $ 16,124,081 $ 695,574 $ 14,742,007 $ 1,300,081 $ 15,586,925 $ 1,105,697 $ 15,314,945 $ $ 1,960,698 16,703,318 $ $ 660,617 1,116,393 50.8% 7.2% 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 $ 15,329,778 815,650 6,808,663 93,027 1,174,991 2,858,978 3,578,470 $ 16,407,400 762,840 7,974,683 183,396 1,263,726 3,125,255 3,097,500 $ 17,642,399 827,622 7,410,593 222,173 1,429,589 3,299,752 4,452,670 $ 16,068,581 754,970 7,400,579 208,574 1,285,145 3,007,081 3,412,232 $ 18,445,562 916,349 8,180,414 250,454 1,662,930 3,463,361 3,972,054 $ -4.6% -10.7% -10.4% -12.7% -16.3% -5.0% 10.8% 11CJ - COMMUNITY JUSTICE $ 45,191,788 2,669,226 CMRS - COMMUNITY RESTORATION ACTIVITY DVIO - DOMESTIC VIOLENCE ICMA - IN-CUSTODY MANAGEMENT ACTIVITY 2,458,007 INDS - INDIRECT SERVICES ACTIVITY 660,612 INPB - INTENSIVE PROBATION ACTIVITY 9,143,800 RPRT - REPORT & REVIEW SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION 29,137,474 TYTH - TRANSFER YOUTH WARR - FUGITIVE APPREHENSION ACTIVITY 1,122,669 $ 49,861,381 2,979,265 2,571,764 695,775 10,322,791 31,640,822 1,650,964 $ 55,157,007 3,210,594 952,091 2,792,632 752,681 10,972,221 1,756,756 1,111,532 2,796,368 28,970,811 260,049 1,581,272 $ 50,890,458 3,149,594 509,173 2,540,999 739,973 9,615,225 887,516 591,318 1,500,146 29,783,109 141,167 1,432,238 $ 59,977,854 3,321,386 1,150,786 3,233,950 814,672 11,518,822 2,812,348 1,292,732 3,528,150 30,178,733 335,269 1,791,006 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 2,611,242 $ 3,231,524 $ 3,093,132 $ 2,742,138 $ 2,522,767 $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 1,636,964 $ 1,609,212 $ 1,609,254 $ 1,618,303 $ 1,653,596 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 64,769,772 $ 307,297 $ 71,626,777 $ $ 990,348 83,590,127 $ $ (803,163) (88,727) (769,821) (28,281) (233,341) (163,609) 480,616 (4,820,847) (110,792) (198,695) (441,318) (61,991) (546,601) (1,055,592) (181,200) (731,782) (1,207,922) (75,220) (209,734) 570,365 (44,342) (686,593) (5,784,580) $ 303,755 $ 71,413,272 174 $ 303,755 $ 77,805,547 -8.7% -3.5% -20.9% -15.8% -8.2% -5.0% -60.1% -16.3% -26.2% -4.2% -28.9% -13.3% 18.4% -2.8% -226.0% -7.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 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 275.90 14.60 123.60 4.50 25.00 48.00 60.20 275.90 14.60 123.60 4.50 25.00 48.00 60.20 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION ACTIVITY DVIO - DOMESTIC VIOLENCE ICMA - IN-CUSTODY MANAGEMENT ACTIVITY INDS - INDIRECT SERVICES ACTIVITY INPB - INTENSIVE PROBATION ACTIVITY RPRT - REPORT & REVIEW SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION TYTH - TRANSFER YOUTH WARR - FUGITIVE APPREHENSION ACTIVITY 906.50 58.72 17.60 50.40 14.05 179.73 33.05 18.25 53.34 448.26 4.50 28.60 931.50 58.72 17.60 50.40 14.05 179.73 50.05 18.25 59.34 450.26 4.50 28.60 25.00 17.00 6.00 2.00 - 2.8% 0.0% 0.0% 0.0% 0.0% 0.0% 51.4% 0.0% 11.2% 0.4% 0.0% 0.0% 33.35 33.35 - 0.0% 8.25 1,224.00 8.25 1,249.00 25.00 0.0% 2.0% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue 4,548,089 10,531,611 655,920 388,461 $ 16,124,081 3,805,009 10,026,424 800,574 110,000 $ 14,742,007 3,966,332 10,105,512 1,405,081 110,000 $ 15,586,925 3,412,335 10,514,944 1,197,903 189,763 $ 15,314,945 3,897,538 10,650,082 2,055,698 100,000 $ 16,703,318 EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 58,128,401 1,182,089 4,591,424 867,858 $ 64,769,772 $ 65,358,634 1,248,848 3,771,843 1,033,947 $ 71,413,272 $ 68,427,615 1,405,880 5,388,105 2,583,947 $ 77,805,547 $ 62,773,737 1,791,865 4,479,489 2,581,686 $ 71,626,777 $ 77,324,818 1,321,573 4,020,421 923,315 $ 83,590,127 $ $ 175 $ $ $ REVISED TO ADOPTED VARIANCE % $ $ $ $ (68,794) 544,570 650,617 (10,000) 1,116,393 -1.7% 5.4% 46.3% -9.1% 7.2% (8,897,203) 84,307 1,367,684 1,660,632 (5,784,580) -13.0% 6.0% 25.4% 64.3% -7.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL $ 71,887 201 ADULT PROBATION FEES 10,917,971 211 ADULT PROBATION GRANTS 5,134,223 TOTAL FUNDS $ 16,124,081 FY 2006-07 ADOPTED $ 10,595,574 4,146,433 $ 14,742,007 FY 2006-07 REVISED $ 11,200,081 4,386,844 $ 15,586,925 FY 2006-07 PROJECTED $ 11,573,638 3,741,307 $ 15,314,945 FY 2007-08 ADOPTED $ 12,449,145 4,254,173 $ 16,703,318 REVISED TO ADOPTED VARIANCE % $ $ 1,249,064 (132,671) 1,116,393 11.2% -3.0% 7.2% EXPENDITURES 100 GENERAL $ 50,180,541 $ 55,280,402 $ 59,277,759 $ 54,384,990 $ 65,774,128 $ 201 ADULT PROBATION FEES 9,755,813 11,986,437 14,140,944 13,501,442 13,561,826 211 ADULT PROBATION GRANTS 4,833,418 4,146,433 4,386,844 3,740,346 4,254,173 TOTAL FUNDS $ 64,769,772 $ 71,413,272 $ 77,805,547 $ 71,626,777 $ 83,590,127 $ (6,496,369) 579,118 132,671 (5,784,580) -11.0% 4.1% 3.0% -7.4% General Adjustments Personnel Savings Rate Increase the budgeted salary savings rate from 6.5% to 7%, resulting in an expenditure reduction of $718,552 (allocated to all activities). Probation Surcharge Revenue An increase in revenue of $1,015,124, as a result of additional proceeds of a ten dollar probation surcharge assessed on civil and criminal traffic violations, allows budgeted expenditures for the Standard Probation, Intensive Probation and In-Custody Management Activities to be shifted from the General Fund to the Adult Probation Fees Fund. Programs and Activities Assessment and Behavioral Change Program The purpose of the Assessment and Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. 176 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Program Results Percent of defendants who successfully complete release conditions without termination during the reporting period. Percent of Pretrial Initial Appearance Defendant Packets submitted to the Court within the 24-hour statutory mandate. Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of students who successfully complete MCAPD operated education classes during the reporting period. Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adopted) % 80.0% 79.0% 79.0% 79.0% 78.0% -1.0% -1.3% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 53.0% 54.0% 54.0% 54.0% 55.0% 1.0% 1.9% 66.0% 66.0% 66.0% 66.0% 66.0% 0.0% 0.0% 97.3% 97.0% 97.0% 93.0% 93.0% -4.0% -4.1% Activities that comprise this program include: • Education • Pre-Sentence • Pre-Trial Bail/Bond Review • • • Pre-Trial Initial Appearance Release Information Pre-Trial Supervision Transition and Treatment Education Activity 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. Mandates: A.R.S. §12-299 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including educational services. 177 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of students who successfully complete MCAPD operated education classes during the reporting period. Demand Average number of students in need (assessed, ordered, or referred) of MCAPD operated education services. Output Average number of students who participate in MCAPD operated education classes during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 66.0% ADOPTED 66.0% FY 2006-07 REVISED PROJ ACT 66.0% 66.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 66.0% 0.0% % 0.0% 496 600 600 470 520 (80) -13.3% 368 550 550 410 455 (95) -17.3% $ 74.2% 2,216.44 $ 91.7% 1,386.98 $ 91.7% 1,504.77 $ 87.2% 1,841.39 $ 87.5% 2,013.95 $ -4.2% (509.19) -4.5% -33.8% $ $ 541,634 541,634 $ $ 455,926 455,926 $ $ 333,667 333,667 $ $ 329,594 329,594 $ $ 326,167 326,167 $ $ (7,500) (7,500) -2.2% -2.2% $ 140,701 86,069 588,880 815,650 NA $ 94,253 126,458 542,129 762,840 NA $ 102,765 186,111 538,746 827,622 14.60 $ 98,495 163,574 492,901 754,970 NA $ 340,423 3,705 572,221 916,349 14.60 $ $ $ $ $ $ $ (237,658) -231.3% 182,406 98.0% (33,475) -6.2% (88,727) -10.7% 0.0% The FY 2006-07 adopted budget assumed an increase of 21% in demand; however, FY 2006-07 projected demand declined by almost 5% when compared with FY 2005-06 actual. The department attributes this to inconsistencies in data reporting starting with FY 2003-04; therefore, FY 2007-08 demand of 520 students was based on the average annual increase over the last three fiscal years. FY 2007-08 output is budgeted consistent with the increase in demand. Output does not meet demand as students stop participating prior to course completion for various reasons, including warrants, unwillingness to attend classes, etc. As a result, only 66% of students are expected to complete education classes in FY 2006-07. This trend has remained flat over the last several fiscal years. FY 2007-08 budgeted expenditures increased by $88,727 (10.7%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Pre-Sentence Activity The purpose of the Pre-Sentence Activity is to provide timely investigation, screening and assessments of offenders for judges so that they (judges) can make informed sentencing decisions. Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. §§13-701, 13-914, 13-4410, and 13-4424 establish the need for a pre-sentence report. 178 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Results Percent of Presentence recommendations matching actual sentencings during the reporting period (i.e. probation, prison, terminal disposition). Demand Number of presentence investigation reports ordered by the court to be completed during the reporting period. Output Number of presentence investigation reports completed during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 97.0% 97.0% 97.0% 93.0% 93.0% $ 93.0% 93.0% 93.0% FY 2007-08 ADOPTED 93.0% Variance (Rev. - Adopted) -4.0% % -4.1% 93.0% 0.0% 0.0% 17,093 17,500 17,500 18,100 19,200 1,700 9.7% 17,093 17,500 17,500 18,100 19,200 1,700 9.7% 100.0% 398.33 $ 100.0% 455.70 $ 100.0% 423.46 $ 100.0% 408.87 $ 100.0% 426.06 $ 0.0% (2.60) 0.0% -0.6% $ 883,947 $ 883,947 $ 888,435 $ 888,435 $ $ 559,550 559,550 $ 3,898,128 2,028,781 881,753 $ 6,808,663 NA $ 5,089,578 2,001,243 883,862 $ 7,974,683 NA $ 5,183,766 2,007,929 218,898 $ 7,410,593 123.60 $ $ 158,309 158,309 $ $ 158,310 158,310 $ $ (401,240) (401,240) -71.7% -71.7% $ 4,919,142 1,992,819 488,618 $ 7,400,579 NA $ 7,845,595 100,556 234,263 8,180,414 123.60 $ (2,661,829) 1,907,373 (15,365) (769,821) - -51.3% 95.0% -7.0% -10.4% 0.0% $ $ The FY 2007-08 budget reflects an increase of 9.7% for demand and output when compared with the FY 2006-07 revised budget. FY 2007-08 budgeted demand and output was based on an average annual increase of 6% over the last three years. The continuance result has been sustained at 97% since FY 2005-06; however, continuances are increasing and will continue if staffing does not keep pace with expected increases to demand and output. FY 2007-08 budgeted expenditures increased by $769,821 (10.4%) from FY 2006-07 due to an increase in employee benefits and market increases. The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. Pre-Trial Bail/Bond Review Activity The purpose of the Pre-Trial 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. Mandates: A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bailable as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. 179 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: FY 2005-06 ACTUAL NA Results Percent of defendants released from custody following a Pretrial Bail/Bond Review. Demand Number of defendants held in jail after Initial Appearance who are eligible for a Bail/Bond Review (all defendants who are eligible to be bondable after charges have been filed). Output Number of Bail/Bond Reviews completed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 25.0% FY 2006-07 REVISED PROJ ACT 25.0% 36.0% FY 2007-08 ADOPTED 36.0% Variance (Rev. - Adopted) 11.0% % 44.0% NA 2,000 2,000 1,800 1,930 (70) -3.5% NA 2,000 2,000 1,800 1,930 (70) -3.5% 0.0% (18.68) 0.0% -16.8% (28,281) (28,281) - -12.7% -12.7% 0.0% NA NA 93,027 93,027 NA $ $ $ 100.0% 91.70 $ 183,396 183,396 NA $ $ 100.0% 111.09 $ 222,173 222,173 4.50 $ $ 100.0% 115.87 $ 208,574 208,574 NA $ $ 100.0% 129.77 $ 250,454 250,454 4.50 $ $ This was a new activity in FY 2006-07 so historical data is not available; therefore, average annual growth of 7% in the Pre-trial Supervision and Pre-Trial Initial Appearance Activities was used as an indicator to forecast demand and output for the Pre-Trial/Bail Bond Review Activity. The result is increasing based on first and second quarter FY 2006-07 projections which are believed to be a more accurate reflection of expected outcomes than initially forecast. FY 2007-08 budgeted expenditures increased by $28,281 (12.7%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Pre-Trial Initial Appearance Release Information Activity The purpose of the Pre-Trial 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. Mandates: A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bailable as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. 180 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of Pretrial Initial Appearance Defendant Packets submitted to the Court within the 24hour statutory mandate. Demand Number of Initial Appearance Defendant Packets ordered by the court. Output Number of Initial Appearance Defendant Packets presented to the court. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 100.0% 100.0% 100.0% 100.0% $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% % 0.0% 49,126 56,100 56,100 52,600 56,300 200 0.4% 49,126 56,100 56,100 52,600 56,300 200 0.4% 100.0% 23.92 $ 100.0% 22.53 $ 100.0% 25.48 $ 100.0% 24.43 $ 100.0% 29.54 $ 123,858 123,858 $ 1,041,180 133,811 $ 1,174,991 NA $ $ 150,000 150,000 $ 1,136,915 1,800 125,011 $ 1,263,726 NA $ $ 176,972 176,972 $ 1,297,055 1,800 130,734 $ 1,429,589 25.00 $ $ 118,915 118,915 $ 1,163,699 1,200 120,246 $ 1,285,145 NA $ $ $ 176,972 176,972 1,500,480 162,450 1,662,930 25.00 $ $ $ 0.0% (4.05) - 0.0% -15.9% 0.0% 0.0% (203,425) -15.7% 1,800 100.0% (31,716) -24.3% (233,341) -16.3% 0.0% The FY 2007-08 increase in demand and output is based on a 7% annual increase, which has been the trend over the last three years. FY 2007-08 budgeted expenditures increased by $233,341 (16.3%) from FY 2006-07 due to an increase in employee benefits and market increases. The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. The result is based on trend data over the last three years. Pre-Trial Supervision Activity The purpose of the Pre-Trial Supervision Activity is to supervise conditionally released defendants so that they can appear in court without committing new criminal offenses. Mandates: A A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bailable as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. 181 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of defendants who successfully complete release conditions without termination during the reporting period. Results Percent of defendants who fail to initially appear to Pretrial Services during the reporting period. Demand Average daily number of defendants ordered into pretrial supervision during the reporting period. Output Average daily number of defendants who receive pretrial supervision services during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 80.0% 79.0% 79.0% 79.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 78.0% -1.0% % -1.3% 10.0% 11.0% 11.0% 11.0% 12.0% 1.0% 9.1% 2,217 2,575 2,575 2,325 2,830 255 9.9% 2,033 2,400 2,575 2,325 2,830 255 9.9% 91.7% 93.2% 100.0% 100.0% $ 1,406.29 $ 1,302.19 $ 1,281.46 $ 1,293.37 $ 100.0% 1,223.80 $ 0.0% 57.65 0.0% 4.5% $ $ 200,000 200,000 7,500 7,500 3.9% 3.9% 150,805 150,805 $ 2,672,948 12,270 173,759 $ 2,858,978 NA $ $ 175,000 175,000 $ 2,960,162 165,093 $ 3,125,255 NA $ $ 192,500 192,500 $ 3,138,402 161,350 $ 3,299,752 48.00 $ $ 134,609 134,609 $ 2,837,431 169,650 $ 3,007,081 NA $ $ $ 3,285,578 177,783 3,463,361 48.00 $ $ $ (147,176) (16,433) (163,609) - -4.7% -10.2% -5.0% 0.0% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 14%, whereas the adopted budget included an increase of approximately 16%. The FY 2007-08 budget assumes a more modest increase of 10% over FY 2006-07. With staffing and resources keeping pace with the population, continuous improvement will be shown by defendants who successfully complete release conditions without termination; however, as demand continues to increase, existing staffing levels will not be sufficient to ensure defendants initially appear to Pre-trial Services. FY 2007-08 budgeted expenditures increased by $163,609 (5%) from FY 2006-07 due to an increase in employee benefits and market increases. Transition and Treatment Activity 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. Mandates: A.R.S. §§12-299, 13-3422, and 13-901 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including drug treatment programs. 182 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Results Percent of jail days saved by releasing probationers early from jail into treatment during the reporting period. Demand Average daily number of probationers who need (court order, assessment, or referral) MCAPD operated and/or funded treatment and residential services during the reporting period. Output Average daily number of probationers who participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Fees Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 53.0% ADOPTED 54.0% FY 2006-07 REVISED PROJ ACT 54.0% 54.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 55.0% 1.0% 16.0% 15.0% 15.0% 15.0% 14.0% -1.0% -6.7% 1,961 1,850 1,850 2,080 2,200 350 18.9% 1,206 1,250 1,250 1,280 1,360 110 8.8% 61.5% 67.6% 67.6% 61.5% $ 2,967.22 $ 2,478.00 $ 3,562.14 $ 2,665.81 $ $ 212,251 2,747,825 $ 2,960,076 $ 2,152,042 $ 2,152,042 $ 2,514,726 $ 2,514,726 $ 2,515,957 $ 2,515,957 $ $ 1,196,306 59,125 2,323,039 $ 3,578,470 NA $ 1,179,367 110,295 1,807,838 $ 3,097,500 NA $ 1,533,294 180,053 2,739,323 $ 4,452,670 60.20 $ 1,248,024 91,267 2,072,941 $ 3,412,232 NA $ $ $ 61.8% 2,920.63 $ 2,621,645 2,621,645 $ 1,476,598 56,404 2,439,052 3,972,054 60.20 $ $ $ -5.7% 641.51 % 1.9% -8.5% 18.0% 106,919 106,919 4.3% 4.3% 56,696 123,649 300,271 480,616 - 3.7% 68.7% 11.0% 10.8% 0.0% Demand and output are increasing based on a 6% annual growth trend; however if the department is unable to secure additional funding sources or vendors, output will decrease as less treatment beds will be available. Successful completion of treatment is based on the previous three year’s data. The result for jail days saved is based on availability of community-based residential treatment as an alternative to incarceration. FY 2007-08 budgeted expenditures decreased by $480,616 (10.8%) from FY 2006-07 due to grant funding, resulting in a lower rate of expenditure per unit of output. Community Justice Program The purpose of the Community Justice Program is to provide public safety through offender accountability and restoration to victims and community members so that they can live in revitalized, restored and safer neighborhoods. 183 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Program Results Percent of Standard probationers who successfully complete probation. Percent of jailed probationers who receive services under the In-Custody Management Activity during the reporting period. Percent of IPS probationers who exit IPS and are not revoked to prison or jail during the reporting period. Percent of probationers paying restitution and/or performing community work service during the reporting period. Percent of warrants cleared during the reporting period. Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adopted) % 60.6% 59.0% 59.0% 59.0% 62.0% 3.0% 5.1% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 44.0% 46.0% 46.0% 46.0% 48.0% 2.0% 4.3% 66.0% 70.0% 70.0% 70.0% 70.0% 0.0% 0.0% 97.8% 106.0% 106.0% 106.0% 114.0% 8.0% 7.5% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Community Restoration • Domestic Violence Probation Supervision • In-Custody Management • Indirect Services • Intensive Probation • • • • • • Report and Review Probation Supervision Seriously Mentally Ill Supervision Sex Offender Probation Supervision Standard Probation Transferred Youth Probation Supervision Fugitive Apprehension Community Restoration Activity 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. Mandates: A.R.S. §§12-299, 13-914, and 13-916 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including community restitution. A.R.S. §13-3825 establishes that community notification of a person convicted of a crime must occur when they arrive in the state. A.R.S. §13-4415 establishes victim notification for any probation modifications. 184 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of probationers paying restitution and/or performing community work service. Results Percent of opted-in victims satisfied with Victim Assistance Services during the reporting period. Demand Average number of probationers ordered to pay restitution and/or perform community work service during the reporting period. Output Average number of probationers monitored to pay restitution and/or performing community work service during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Fees Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 66.0% ADOPTED 70.0% FY 2006-07 REVISED 70.0% PROJ ACT 70.0% 57.0% 55.0% 55.0% 55.0% $ $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 70.0% 0.0% 54.0% % 0.0% -1.0% -1.8% 14,437 16,560 16,560 14,300 14,150 (2,410) -14.6% 14,437 16,560 16,560 14,300 14,150 (2,410) -14.6% 100.0% 184.89 $ 100.0% 179.91 $ 100.0% 193.88 $ 100.0% 220.25 $ 100.0% 234.73 $ 0.0% (40.85) 0.0% -21.1% 59,681 66,945 126,626 1,694,800 810,211 164,216 2,669,226 NA $ $ $ $ 72,000 72,000 1,841,284 1,053,154 84,827 2,979,265 NA $ $ $ $ 72,000 29,352 101,352 1,969,341 1,156,225 85,028 3,210,594 58.72 $ $ $ $ 200,441 29,352 229,793 1,987,121 1,067,588 94,885 3,149,594 NA $ $ $ $ 97,000 97,000 3,215,240 27,633 78,513 3,321,386 58.72 $ $ $ $ 25,000 34.7% (29,352) -100.0% (4,352) -4.3% (1,245,899) 1,128,592 6,515 (110,792) - -63.3% 97.6% 7.7% -3.5% 0.0% Demand varies based on the number of individuals ordered by the Court to pay victim restitution and/or perform community work service. The FY 2006-07 adopted budget assumed an increase of 15% in both demand and output; however, FY 2006-07 projected demand and output have actually declined by almost 1% when compared with FY 2005-06. The FY 2007-08 budget reflects a decline in demand and output consistent with these trends. Probationers paying restitution or performing community service is based on the previous three year’s data. The department will be offering an ongoing refresher training regarding victim’s issues in order to increase satisfaction with Victim Assistance Services. FY 2007-08 budgeted expenditures increased by $65,335 (2%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Domestic Violence Probation Supervision Activity The purpose of the Domestic Violence Probation Supervision Activity is to provide community supervision of domestic violence probationers so that they can be held accountable and not be committed to the Department of Corrections. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 185 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of active domestic violence probationers sentenced for a new felony offense while supervised. Results Percent of domestic violence probationers who successfully complete probation. Demand Average number o active domestic violence probationers ordered to be supervised during the reporting period. Output Average number of active domestic violence probationers supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA 8.0% 8.0% NA NA NA NA NA NA NA NA NA NA NA 100.0% $ 1,584.18 $ NA NA NA NA NA NA NA NA NA NA $ 834,371 86,449 31,271 $ 952,091 17.60 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 8.0% 0.0% % 0.0% 59.0% 58.0% 601 595 590 (11) -1.8% 601 595 590 (11) -1.8% 0.0% (366.31) 0.0% -23.1% 100.0% 855.75 $ $ 435,583 51,865 21,725 $ 509,173 NA $ $ 100.0% 1,950.48 $ 1,112,377 38,409 1,150,786 17.60 $ $ (278,006) -33.3% 86,449 100.0% (7,138) -22.8% (198,695) -20.9% 0.0% This was a new activity in FY 2006-07; therefore, historical data is not available. The FY 2007-08 budget reflects a minor decrease (1%) in demand and output when compared with FY 2006-07 projections. This decrease is based on department assumptions and current trends. Until recently, historical data did not include Limited Jurisdiction cases; however, now that it is included, the percent of active domestic violence probationers sentenced for a new felony offense while supervised may increase. FY 2007-08 budgeted expenditures increased by $198,695 (20.9%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. In-Custody Management Activity 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. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 186 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of jailed probationers who receive services under the InCustody Management Activity during the reporting period. Results Percent of jail days saved through Court Liaison during the reporting period. Demand Average number of jailed probationers assigned to In-Custody Management services from the Work Furlough and Custody Management Units, plus the total number of probationers assigned to Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Output Average daily number of jailed probationers who receive InCustody Management services from the Work Furlough and Custody Management Unit, plus the total number of probationers handled by Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Fees Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 100.0% 100.0% 100.0% 100.0% $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% % 0.0% 37.0% 38.0% 38.0% 38.0% 39.0% 1.0% 2.6% 2,813 3,500 3,500 3,100 3,400 (100) -2.9% 2,813 3,500 3,500 3,100 3,400 (100) -2.9% 0.0% (153.27) 0.0% -19.2% (25,000) 200,620 175,620 -2.4% 100.0% 873.80 $ 100.0% 734.79 $ 100.0% 797.89 $ 100.0% 819.68 $ $ 956,955 $ 956,955 $ 1,035,000 $ 1,035,000 $ 1,035,000 $ 1,035,000 $ 997,163 100,310 $ 1,097,473 $ $ 2,097,795 306,061 54,151 $ 2,458,007 NA $ 2,242,681 264,418 64,665 $ 2,571,764 NA $ 2,143,919 452,736 195,977 $ 2,792,632 50.40 $ 2,090,963 381,004 69,033 $ 2,540,999 NA $ $ $ 100.0% 951.16 $ 1,010,000 200,620 1,210,620 $ 1,959,063 1,028,737 246,150 3,233,950 50.40 $ $ $ 17.0% 184,856 8.6% (576,001) -127.2% (50,173) -25.6% (441,318) -15.8% 0.0% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 10%, whereas the adopted budget included an increase of approximately 24%. The FY 2007-08 budget assumes a more modest increase of 10% over FY 2006-07. The result is based on an average length of incarceration and the time it takes for the probation violation process. The FY 2007-08 budget assumes a modest increase of 1% for this result. FY 2007-08 budgeted expenditures increased by $441,318 (15.8%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. 187 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Indirect Services Activity 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. Mandates: A.R.S. §§31-461 through 31-467 establishes interstate compacts for supervision of parolees, probationers, and adult offenders. Performance Analysis: FY 2005-06 ACTUAL 100.0% Results Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period. Demand Average daily number of probationers assigned to Indirect Services during the reporting period. Output Average daily number of probationers monitored by Indirect Services during the reporting period. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Adult Probation Fees Totals $ Staffing (FTEs) ADOPTED 100.0% FY 2006-07 REVISED PROJ ACT 100.0% 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% % 0.0% 11,982 13,500 13,500 12,700 13,500 - 0.0% 11,982 13,500 13,500 12,700 13,500 - 0.0% 100.0% 55.13 $ 100.0% 51.54 $ 100.0% 55.75 $ 100.0% 58.27 $ 100.0% 60.35 $ 369,269 291,343 660,612 NA $ $ 404,577 291,198 695,775 NA $ $ 447,224 305,457 752,681 14.05 $ $ 427,173 312,800 739,973 NA $ $ 810,635 4,037 814,672 14.05 $ $ 0.0% (4.59) 0.0% -8.2% (363,411) 301,420 (61,991) - -81.3% 98.7% -8.2% 0.0% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 6%, whereas the adopted budget included an increase of approximately 13%. Consistent with current trends, the FY 2007-08 budget assumes an increase of 6% over FY 2006-07. FY 2007-08 budgeted expenditures increased by $61,991 (8.2%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Intensive Probation 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. Mandates: A.R.S. §13-913 through §13-920 establishes intensive probation, power and duties, probation officer qualifications, and probation conditions and fees. 188 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of active IPS probationers convicted of a new felony offense while supervised during the reporting period. Results Percent of IPS probationers who exit IPS and are not revoked to prison or jail during the reporting period. Demand Average number of active IPS probationers ordered supervised during the reporting period. Output Average number of active IPS probationers supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Fees Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 12.0% ADOPTED 11.0% FY 2006-07 REVISED 11.0% PROJ ACT 11.0% 44.0% 46.0% 46.0% 46.0% 48.0% 2.0% 4.3% 1,321 1,750 1,750 1,470 1,650 (100) -5.7% 1,321 1,750 1,750 1,470 1,650 (100) -5.7% 100.0% 6,921.88 $ 100.0% 5,898.74 $ 100.0% 6,269.84 $ 100.0% 6,540.97 $ 100.0% 6,981.10 $ 0.0% (711.26) 0.0% -11.3% $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 10.0% -1.0% % -9.1% $ 1,801,635 $ 1,801,635 $ 1,763,000 $ 1,763,000 $ 1,763,000 $ 1,763,000 $ 1,841,070 $ 1,841,070 $ $ 1,792,000 1,792,000 $ $ 29,000 29,000 1.6% 1.6% $ 8,682,386 461,414 $ 9,143,800 NA $ 9,676,312 612,314 34,165 $ 10,322,791 NA $ 10,150,918 821,303 $ 10,972,221 179.73 $ 8,991,385 609,394 14,447 $ 9,615,225 NA $ 10,901,581 617,241 11,518,822 179.73 $ (750,663) 204,062 (546,601) - -7.4% 24.8% $ $ -5.0% 0.0% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 11%, whereas the adopted budget included an increase of approximately 32%. Consistent with current trends, the FY 2007-08 budget assumes an increase of 12% over FY 2006-07. Percent of IPS probationers convicted of a new felony offense while supervised is based on a decline over the last three years. Percent of IPS probationers who are not revoked is based on a 4% annual increase since FY 2004-05. FY 2007-08 budgeted expenditures increased by $546,601 (5%) from FY 2006-07 due to an increase in employee benefits and market increases. The increased cost in addition to the increase volume result in a higher rate of expenditure per unit of output. Base Adjustment: Supplies and Services were reduced by $100,000 consistent with the projected decline in output. Report and Review Probation Supervision Activity The purpose of the Report and Review Probation Supervision Activity is to provide supervision of low risk offenders who are not in need of supervision and offenders who have shown compliance and no longer in need of direct supervision so that they can comply with their probation requirements under minimal review of supervision and be held accountable. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater 189 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Performance Analysis: Results Percent of Report and Review probationers who successfully complete Report and Review supervision during the reporting period. Results Percent of active Report and Review probationers sentenced for a new felony offense while Demand Average number of Report and Review probationers ordered to be supervised by the Court during the reporting period. Output Average number of Report and Review probationers supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Adult Probation Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED NA NA FY 2006-07 REVISED PROJ ACT 75.0% 75.0% 3.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 5.0% 3.0% NA NA NA NA 6,000 6,000 8,360 2,360 39.3% NA NA 6,000 6,000 8,360 2,360 39.3% NA NA NA NA $ 0.0% (43.61) 0.0% -14.9% NA NA NA NA NA NA NA NA $ 1,631,072 125,684 $ 1,756,756 33.05 100.0% 292.79 $ 3.0% 100.0% 147.92 $ $ 808,607 78,909 $ 887,516 NA $ $ 0.0% % 6.7% 100.0% 336.41 $ 1,937,810 874,538 2,812,348 50.05 $ $ 0.0% (306,738) -18.8% (748,854) -595.8% (1,055,592) -60.1% 17.00 51.4% This was a new activity in FY 2006-07; therefore, historical data is not available. The FY 2007-08 increase in demand and output is based on a 6% annual increase over the last three years and an increase of 2,000 cases being transferred from the Standard Probation Activity as the result of a base adjustment, which adds additional resources to move approximately 2,000 low risk probationers from Standard to this Activity. This transfer is in keeping with evidence-based practices and will positively influence the percent of probationers who successfully complete their supervision. FY 2007-08 budgeted expenditures increased by $1,055,592 (60.1%) from FY 2006-07 due to an increase in staffing, employee benefits and market increases. The increased cost in addition to the increase volume result in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes an increase of $874,538 for 17.0 FTE positions, including supplies, supported by the increase in surcharge fee revenue. These positions will have a positive effect on results. Standard Probation Activity 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. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater 190 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Performance Analysis: Results Percent of active Standard probationers sentenced for a new felony offense while supervised. Results Percent of Standard probationers who successfully complete probation. Demand Average number of active Standard probationers ordered to be supervised by the court during the reporting period. Output Average number of active Standard probationers supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Adult Probation Fees Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 12.0% ADOPTED 12.0% FY 2006-07 REVISED 13.0% PROJ ACT 14.0% FY 2007-08 ADOPTED 11.0% Variance (Rev. - Adopted) -2.0% % -15.4% 61.0% 59.0% 59.0% 59.0% 62.0% 3.0% 5.1% $ $ $ 27,896 29,500 22,000 22,000 20,660 (1,340) -6.1% 27,896 29,500 22,000 22,000 20,660 (1,340) -6.1% 0.0% (143.88) 0.0% -10.9% 559,447 (56,582) 502,865 8.0% -24.1% 6.9% 3,132,665 (4,356,826) 16,239 (1,207,922) 2.00 13.6% -75.1% 17.7% -4.2% 0.4% 100.0% 1,044.50 $ 71,887 7,341,163 503,769 7,916,818 $ 24,813,636 3,892,281 431,558 $ 29,137,474 NA $ $ 100.0% 1,072.57 $ 7,030,000 266,660 7,296,660 $ 26,788,134 4,496,647 356,041 $ 31,640,822 NA $ $ 100.0% 1,316.86 $ 7,030,000 234,848 7,264,848 $ 23,080,530 5,798,545 91,736 $ 28,970,811 448.26 $ $ 100.0% 1,353.78 $ 7,429,266 198,820 7,628,086 $ 23,462,927 6,228,825 91,358 $ 29,783,109 NA $ $ $ $ 100.0% 1,460.73 $ 7,589,447 178,266 7,767,713 19,947,865 10,155,371 75,497 30,178,733 450.26 $ $ $ $ *The Standard Probation Activity was split into multiple activities in FY 2006-07; therefore, the FY 2005-06 actual and FY 2006-07 adopted data is no longer accurate. The FY 2007-08 decrease in demand and output is based on a 3% annual increase over the last three years and a decrease of 2,000 cases being transferred to the Report and Review Activity as the result of a base adjustment, which added resources to move approximately 2,000 low risk probationers from Standard Probation to Report and Review. This transfer is in keeping with evidence-based practices and will positively influence the percent of probationers who successfully complete their supervision. FY 2007-08 budgeted expenditures increased by $1,253,379 (4.3%) from FY 2006-07 due to an increase in staffing, supplies and services, employee benefits, market increases and non-recurring expenditures, resulting in a higher cost per unit of output. Base Adjustment: Supplies and Services were increased by $100,000 in the General Fund consistent with projected increases in output. The Adult Probation Special Fees Fund was increased by $500,000 for non-recurring expenditures from fund balance. Seriously Mentally Ill Supervision Activity The purpose of the Seriously Mentally Ill Supervision Activity is to provide community supervision of seriously mentally ill probationers so that they can be held accountable and not be committed to the Department of Corrections. 191 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Performance Analysis: Results Percent of active seriously mentally ill probationers sentenced for a new felony offense while supervised. Results Percent of seriously mentally ill who successfully complete probation. Demand Average number of active seriously mentally ill probationers ordered to be supervised by the Court during the reporting period. Output Average number of active seriously mentally ill probationers supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Adult Probation Fees Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA 5.0% 5.0% NA FY 2007-08 ADOPTED 5.0% NA NA NA NA NA NA NA NA NA NA 100.0% 100.0% $ 2,282.41 $ 1,231.91 $ NA NA NA NA NA NA NA NA $ 1,092,574 18,958 $ 1,111,532 18.25 Variance (Rev. - Adopted) 0.0% % 0.0% 65.0% 65.0% 487 480 470 (17) -3.5% 487 480 470 (17) -3.5% 0.0% (468.09) 0.0% -20.5% $ 579,844 11,473 $ 591,318 NA $ $ 100.0% 2,750.49 $ 1,292,732 1,292,732 18.25 $ $ (200,158) -18.3% 18,958 100.0% (181,200) -16.3% 0.0% This was a new activity that was previously part of the Standard Probation Activity; therefore, historical data is not available. The FY 2007-08 decrease in demand and output is based on a 2% annual decrease over the last three years. Demand has been limited to the capacities of these caseloads and therefore may be higher if more of this population can be shifted from Standard Supervision. FY 2007-08 budgeted expenditures increased by $181,200 (16.3%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Sex Offender Probation Supervision Activity The purpose of the Sex Offender Supervision Activity is to provide community supervision of sex offenders so that they can be held accountable and not be committed to the Department of Corrections. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 192 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of active sex offenders sentenced for a new felony offense while supervised. Demand Average number of active sex offenders ordered to be supervised during the reporting period. Output Average number of active sex offenders supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED PROJ ACT NA 4.0% FY 2007-08 ADOPTED 3.0% NA NA 1,512 1,600 1,730 218 14.4% NA NA 1,512 1,600 1,730 218 14.4% NA NA NA NA 100.0% $ 1,849.45 $ NA NA NA NA $ 275,056 $ 275,056 $ 101,000 $ 101,000 $ $ 311,368 311,368 $ $ NA NA NA NA NA NA NA NA NA NA $ 1,988,072 713,915 94,381 $ 2,796,368 53.34 $ 1,072,074 409,113 18,958 $ 1,500,146 NA $ 3,066,809 349,142 112,199 3,528,150 59.34 $ 100.0% 937.59 $ $ Variance (Rev. - Adopted) 100.0% 2,039.39 $ $ % 0.0% (189.94) 0.0% -10.3% 36,312 36,312 13.2% 13.2% (1,078,737) 364,773 (17,818) (731,782) 6.00 -54.3% 51.1% -18.9% -26.2% 11.2% This was a new activity that was previously part of the Standard Probation Activity; therefore, historical data is not available. FY 2006-07 projected demand and output reflect and increase of 6% over the initial budgeted demand and output. The FY 2007-08 budget assumes an increase of 8% for both demand and output. Demand has been limited to the capacities of these caseloads and therefore may be higher if more of this population can be shifted from Standard Supervision. FY 2007-08 budgeted expenditures increased by $731,782 (26.2%) from FY 2006-07 due to an increase in staffing, employee benefits and market increases. The increased cost in addition to the increase volume result in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes an increase of $349,142 for 6.0 FTE positions, including supplies, supported by the increase in surcharge fee revenue. These positions will have a positive effect on the probationer to probation officer caseload. Transferred Youth Probation Supervision Activity The purpose of the Transferred Youth Probation Supervision Activity is to provide community supervision of transferred youth offenders from Juvenile Court jurisdiction so that they can be held accountable and not be committed to the Department of Corrections. Mandates: A.R.S. §12-251 and §13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 193 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of active transferred youth sentenced for a new felony offense while supervised. Results Percent of transferred youth who successfully complete probation. Demand Average number of active transferred youth ordered to be supervised by the Court during the reporting period. Output Average number of active transferred youth supervised during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Adult Probation Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED PROJ ACT 27.0% 27.0% NA NA 0.0% NA NA NA NA NA NA NA NA 100.0% $ 1,710.85 $ NA NA NA NA NA NA NA NA $ $ FY 2007-08 ADOPTED 28.0% Variance (Rev. - Adopted) 1.0% 59.0% 58.0% 58.0% 152 160 170 18 11.8% 152 160 170 18 11.8% 204,987 55,062 260,049 4.50 $ $ 100.0% 882.30 $ 108,781 32,387 141,167 NA $ $ 100.0% 1,972.17 $ 335,269 335,269 4.50 $ $ 0.0% (261.32) % 3.7% 0.0% -15.3% (130,282) -63.6% 55,062 100.0% (75,220) -28.9% 0.0% This was a new activity that was previously part of the Standard Probation Activity; therefore, historical data is not available. FY 2006-07 projected demand and output reflect and increase of 5% over the initial budgeted demand and output. The FY 2007-08 budget assumes an increase of 6% for both demand and output. Demand has been limited to the capacities of these caseloads and therefore may be higher if more of this population can be shifted from Standard Supervision. FY 2007-08 budgeted expenditures increased by $75,220 (28.9%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Fugitive Apprehension Activity The purpose of the Fugitive Apprehension Activity is to provide investigation and apprehension services for the Court so that absconded probationers are returned to the Court. Mandates: A.R.S. §13-901 establishes standard probation, the conditions, and fees. A.R.S. §13-916 establishes intensive probation, the conditions, and fees and establishes qualifications for probation officers and support staff. 194 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Performance Analysis: Results Percent of outstanding warrants cleared during the reporting period. Results Percent of warrants cleared by arrest with either a class 2, 3 or 4 person or property offense during the reporting period. Demand Average daily number of probationers on warrant status ordered by the Court who are being sought by Adult Probation during the reporting period. Output Average number of total probationers on warrant status who are being sought by the Adult Probation Department during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Adult Probation Grants Totals Expenditures by Fund General Adult Probation Fees Adult Probation Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 98.0% ADOPTED 106.0% FY 2006-07 REVISED 106.0% PROJ ACT 106.0% FY 2007-08 ADOPTED 114.0% Variance (Rev. - Adopted) 8.0% % 7.5% 15.0% 15.0% 10.0% 20.0% 5.0% 33.3% 8,848 9,994 9,994 9,470 10,100 106 1.1% 8,848 9,994 9,994 9,470 10,100 106 1.1% NA $ $ $ 100.0% 126.88 $ - $ $ 626,250 496,419 $ 1,122,669 NA $ $ 100.0% 165.20 $ 1,631 1,631 953,091 697,873 $ 1,650,964 NA 100.0% 158.22 $ 100.0% 151.24 $ 13,462 13,462 $ $ 13,774 13,774 $ $ 7,262 7,262 $ $ $ 1,015,007 543,631 22,634 $ 1,581,272 28.60 $ 848,732 582,172 1,333 $ 1,432,238 NA $ 1,780,704 10,302 1,791,006 28.60 $ $ $ $ 100.0% 177.33 $ $ 0.0% (19.11) 0.0% -12.1% (6,200) (6,200) -46.1% -46.1% (765,697) -75.4% 533,329 98.1% 22,634 100.0% (209,734) -13.3% 0.0% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 7%, whereas the adopted budget included an increase of approximately 13%. The FY 2007-08 budget assumes a more consistent increase of 6.6% over FY 2006-07. FY 2007-08 budgeted expenditures increased by $209,734 (13.3%) from FY 2006-07 due to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Security Enhancements: The FY 2007-08 budget includes an increase in the Executive Management Activity by $205,000 to cover the carryover cost of security enhancements in the probation offices. This increase is supported by fund balance in the Adult Probation Fees Fund. Worker’s Compensation / Unemployment Insurance: As a technical adjustment, the Internal Service Fund Charges Activity was increased by $190,249 to fully fund Workers’ Compensation and Unemployment Insurance for FY 2007-08. 195 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 55,280,402 FY 2006-07 ADOPTED BUDGET: REVENUE $ - 18,796 $ - 18,796 $ - 55,299,198 $ - 634,555 $ 82,602 1,451,468 456,824 9,656 (133,026) 2,502,079 $ - MID-YEAR ADJUSTMENTS: Executive Compensation Increase (12 months) $ Agenda C-49-05-015-6-00 Subtotal $ FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2007 Initiatives Annualization of FY 2006-07 LRP (12 month) Lease Terminations Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Market Increases (12 months) $ (Probation Officers, Dispatchers, Adult Education Instructors, Adminstrative Phase I, IT positions) Right-size Intensive Probation Activity Right-size Standard Probation Activity Increased Allocation out to Probation Fees Fund (Intensive Probation, Standard Probation, and InCustody Management Activities) Right-size Personnel Savings Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 196 57,801,277 $ - 9,210,409 $ - (100,000) 100,000 (709,255) - (718,552) 7,782,602 $ 65,774,128 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Security Modifications Agenda C-49-07-003-8-00 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Annualization of FY 2007 Initiatives One Time Expenses EXPENDITURES $ 11,986,437 $ REVENUE 10,595,574 $ 1,550,000 $ - Subtotal $ 1,550,000 $ - $ 13,536,437 $ 10,595,574 $ 127,045 $ 23,964 279,757 (483,182) (2,050,000) (2,102,416) $ 838,447 838,447 Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Request Under Target $ Increased Probation Surcharge Fee Revenue Security Modifications (carryover) - Fund Balance Non-Recurring Expenditures from Fund Balance Increased Allocation in for Various Activities (Intensive Probation, Standard Probation, and In-Custody Management Activities) Right-size Sex Offender Supervision Activity Right-size Report & Review Activity Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 197 11,434,021 $ 11,434,021 (510,130) $ 205,000 500,000 709,255 1,015,124 - 349,142 874,538 2,127,805 $ 1,015,124 13,561,826 $ 12,449,145 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Adult Probation Adult Probation Fees (201) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 4,929,104 FY 2006-07 ADOPTED $ 5,438,900 Revenue Expenditures Net Operating $ 10,917,971 9,755,813 $ 1,162,158 $ 10,595,574 $ 11,200,081 $ 11,573,638 $ 12,449,145 11,986,437 14,140,944 13,501,442 13,561,826 $ (1,390,863) $ (2,940,863) $ (1,927,804) $ (1,112,681) Ending Fund Balance $ $ 6,091,262 4,048,037 FY 2006-07 REVISED $ 5,438,900 $ 2,498,037 FY 2006-07 PROJECTED $ 6,091,261 $ 4,163,457 FY 2007-08 ADOPTED $ 4,163,457 $ 3,050,776 Adult Probation Grant Fund (211) Appropriated Budget Reconciliation EXPENDITURES $ 4,146,433 $ REVENUE 4,146,433 $ 4,146,433 $ 4,146,433 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 48,812 10,698 83,632 143,142 $ $ 143,142 143,142 4,289,575 $ 4,289,575 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Request under Target $ $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 198 (35,402) $ (35,402) $ 4,254,173 $ (35,402) (35,402) 4,254,173 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Air Quality Analysis by Angie Flick, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Air Quality Bob Kard, Director Air Quality Monitoring Air Quality Compliance Air Quality Permit Engineering Air Quality Enforcement Dust Compliance Air Quality Administration 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 • 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: Many activities in Air Quality are designed to attain this goal in addition to the 2007 Air Quality media campaign “Bring Back Blue” which was launched January 16, 2007. The FY 2007-08 budget continues to support the attainment of this goal. • 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. 199 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Status: According to the department, the Air Quality needs assessment is still in progress. This assessment is on target to be completed by June 30, 2008. The FY 2007-08 budget continues to support the attainment of this goal. • 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: The Air Quality needs assessment is still in progress. There is currently no update to this goal. • By June 20, 2007, secure a funding source for the vacant lot dust inspection program to relieve the general fund obligation. Status: The department has accomplished this goal. The Dust Control Vacant Lot Activity is funded through the Air Quality Grant and Fee Funds in the FY 2007-08 budget. • By June 30, 2008, have air monitoring vehicle in service to provide instantaneous tests to assess air pollution levels in Maricopa County. Status: The department is working with Material Management to procure a mobile van and associated equipment. The FY 2007-08 budget includes funding for this procurement. • By June 30, 2008, define requirements, obtain funding, implement and maintain an integrated electronic information system to provide one data source to support information capturing, processing, storage and retrieval of all Air Quality’s business needs. Status: The Department has defined requirements and obtained funding in the FY 2007-08 budget. Implementation and maintenance is expected to be completed in FY 2007-08. 200 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 85AQ - AIR QUALITY PROGRAM CAQM - COUNTYWIDE AQ MONITORING DCPC - DUST CNTRL PERMIT COMPLIANCE DCPE - DUST CNTRL PERMIT ENFORCEMENT DCVL - DUST CNTRL VACANT LOT COMPL 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 $ FY 2006-07 ADOPTED 13,445,334 1,085,628 3,333,289 599,709 1,014,339 902,598 716,229 3,225,547 211,291 197,559 1,149,216 1,009,929 $ FY 2006-07 REVISED 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 $ FY 2006-07 PROJECTED 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 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 14,253,549 1,563,830 3,015,922 1,497,255 7,800 720,576 461,958 740,169 3,008,017 491,560 358,751 2,038,298 349,412 $ 14,478,719 641,976 2,908,009 796,973 784,472 1,200,000 467,734 1,468,406 3,008,017 134,557 485,000 1,858,575 725,000 $ 864,830 (446,713) 513,520 784,472 153,696 (332,266) 71,450 329,825 (110,016) 287 575 (100,000) 6.4% -41.0% 0.0% 181.2% 14.7% -41.5% 5.1% 12.3% -45.0% 0.1% 0.0% -12.1% 99AS - ADMINISTRATIVE SERVICES PROG $ 191,658 $ 2,332,605 $ 2,332,605 $ 1,228,927 $ 17,654 $ (2,314,951) -99.2% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 725,262 14,362,254 $ $ 15,946,494 $ $ 15,946,494 $ $ 15,482,475 $ $ 14,496,373 $ $ (1,450,121) -9.1% $ 8,941,661 1,539,063 1,237,463 76,287 732,613 701,655 150,431 433,824 286,755 321,762 875,158 86,186 436,968 1,442,927 620,571 $ 11,386,264 1,302,393 1,546,187 174,275 543,310 566,482 507,451 1,057,728 877,515 454,137 1,036,531 95,325 541,930 1,858,000 825,000 $ 11,961,736 1,800,602 1,956,163 171,038 543,310 585,249 171,877 923,081 914,445 387,567 1,014,060 87,909 719,514 1,861,655 825,266 $ 10,372,693 1,208,911 1,712,742 161,542 510,447 553,240 347,376 787,254 761,525 433,789 959,326 89,428 589,058 1,587,851 670,204 $ 13,503,599 1,854,898 2,576,133 161,777 758,326 615,870 164,997 968,290 500,000 988,278 391,239 1,121,511 90,333 747,515 1,839,432 725,000 $ (1,541,863) (54,296) (619,970) 9,261 (215,016) (30,621) 6,880 (45,209) (500,000) (73,833) (3,672) (107,451) (2,424) (28,001) 22,223 100,266 EXPENDITURES 85AQ - AIR QUALITY PROGRAM CAQM - COUNTYWIDE AQ MONITORING DCPC - DUST CNTRL PERMIT COMPLIANCE DCPE - DUST CNTRL PERMIT ENFORCEMENT DCVL - DUST CNTRL VACANT LOT COMPL LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW MAMV - MOBILE AIR MONITORING VAN PLAA - PLANNING AND ANALYSIS SBRC - BUSINESS RESOURCE CENTER 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 $ 2,260,643 $ 2,639,775 $ 3,613,586 $ 2,885,361 $ 2,531,983 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 328,624 11,530,928 $ $ 335,048 14,361,087 $ $ 332,523 15,907,845 $ $ 333,782 13,591,837 $ $ 368,064 16,403,646 $ $ 1,081,603 (35,541) (495,801) -12.9% -3.0% -31.7% 5.4% -39.6% -5.2% 4.0% -4.9% -8.1% -0.9% -10.6% -2.8% -3.9% 1.2% 12.1% 29.9% -10.7% -3.1% Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 85AQ - AIR QUALITY PROGRAM CAQM - COUNTYWIDE AQ MONITORING DCPC - DUST CNTRL PERMIT COMPLIANCE DCPE - DUST CNTRL PERMIT ENFORCEMENT DCVL - DUST CNTRL VACANT LOT COMPL LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW PLAA - PLANNING AND ANALYSIS SBRC - BUSINESS RESOURCE CENTER 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 149.00 16.00 31.00 2.70 10.00 8.15 2.80 15.00 14.00 5.00 16.85 1.50 11.00 12.50 2.50 150.00 16.00 31.00 2.70 10.00 8.65 2.80 15.00 14.00 5.00 17.35 1.50 11.00 12.50 2.50 1.00 0.50 0.50 - 0.7% 0.0% 0.0% 0.0% 0.0% 6.1% 0.0% 0.0% 0.0% 0.0% 3.0% 0.0% 0.0% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 16.00 165.00 15.00 165.00 (1.00) - -6.3% 201 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE Licenses & Permits Intergovernmental Fines & Forfeits Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 8,488,143 3,968,338 1,709,788 195,984 14,362,254 $ 6,848,159 688,345 2,626,741 328,624 1,039,059 11,530,928 $ $ $ 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 $ $ $ 10,454,455 4,149,013 1,328,026 15,000 15,946,494 $ 9,574,184 615,426 4,436,586 303,802 977,847 15,907,845 $ $ $ 8,813,572 4,140,200 2,458,573 70,131 15,482,475 $ 9,001,610 645,343 3,098,439 303,802 542,643 13,591,837 $ $ $ 9,069,432 4,010,023 1,399,264 17,654 14,496,373 $ 11,048,725 361,010 3,499,027 274,896 1,219,988 16,403,646 $ $ $ (1,385,023) (138,990) 71,238 2,654 (1,450,121) -13.2% -3.3% 5.4% 17.7% -9.1% (1,474,541) 254,416 937,559 28,906 (242,141) (495,801) -15.4% 41.3% 21.1% 9.5% -24.8% -3.1% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE % REVENUE 100 GENERAL 503 AIR QUALITY GRANT 504 AIR QUALITY FEES TOTAL FUNDS EXPENDITURES 100 GENERAL 503 AIR QUALITY GRANT 504 AIR QUALITY FEES TOTAL FUNDS $ $ $ $ 3,973,093 10,389,160 14,362,254 411,692 3,366,220 7,753,016 11,530,928 $ $ $ $ 4,149,013 11,797,481 15,946,494 546,899 4,149,013 9,665,175 14,361,087 $ $ $ $ 4,149,013 11,797,481 15,946,494 546,899 4,149,013 11,211,933 15,907,845 $ $ $ $ 7,800 4,129,873 11,344,802 15,482,475 513,914 3,573,207 9,504,716 13,591,837 $ $ $ $ 4,010,023 10,486,350 14,496,373 4,010,023 12,393,623 16,403,646 $ $ $ $ (138,990) (1,311,131) (1,450,121) -3.3% -11.1% -9.1% 546,899 138,990 (1,181,690) (495,801) 100.0% 3.3% -10.5% -3.1% In Fund 504, there is $500,000 in one-time fund balance carry-over that is for the purchase of an air quality monitoring van. The Air Quality Department is moving forward with the acquisition of a Mobile Air Quality Monitoring unit. The van will take approximately 18 months to build and place into operation because of its highly technical, state of the art design. The requested van will have several distinct air monitoring capabilities that the Air Quality Department’s air monitoring sites will never be able to offer. The van will enable the County to monitor a wider variety of pollutants - including toxic air contaminants in any geographic location where there are concerns, complaints, or other reasons necessitating sampling such as air quality studies, cancer and asthma clusters. 202 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Mandated vs. Non-Mandated Expenditures 18,000 16,000 Thousands 14,000 12,000 10,000 8,000 6,000 4,000 2,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Air Quality Program The purpose of the Air Quality Program is to provide air pollution information and regulatory services to industry, other governmental agencies, and the general public so that they can effectively contribute to the attainment of the national ambient air quality standards. Program Results Percent of air monitoring readings found to be valid. Percent of inspected Title V (Large Source) operations in compliance. Percent of inspected Dust Control operations in compliance. Percent of Dust Control permits issued within federal and state standards. Percent of inspected Non-Title V and General (Small Source) permit operations in compliance. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 97.7% 97.0% 97.0% 90.0% 90.0% -7.0% -7.2% N/A 35.0% 35.0% 60.0% 60.0% 25.0% 71.4% 49.0% 55.0% 55.0% 55.0% 60.0% 5.0% 9.1% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 65.0% 65.0% 60.0% 65.0% 0.0% 0.0% Activities that comprise this program include: • Countywide Air Quality Monitoring • Mobile Air Monitoring Van • Large Source Permit Compliance • Small Source Permit Compliance • Business Resource Center • Dust Control Permit Compliance • Dust control Vacant Lot • Large Source Permit Enforcement • Small Source Permit Enforcement 203 • • • • • • Dust Control Permit Enforcement Large Source Permit Engineering Review Small Source Permit Engineering Review Air Quality Planning and Analysis Activity Voluntary Vehicle Repair & Retrofit Trip Reduction Program Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Countywide Air Quality Monitoring Activity The purpose of the Air Quality Monitoring Activity is to sample and measure the air pollution levels throughout Maricopa County to determine compliance with Environmental Protection Agency’s national ambient air quality standards for Maricopa County air quality stakeholders including the public, industry and internal and external agencies. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. A.R.S. §49180 provides for modification of the work plan. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of samples the air quality monitors are scheduled to collect 332,164 275,201 275,201 367,164 402,164 126,963 46.1% Output Number of valid samples collected Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Grant Air Quality Fees Totals Expenditures by Fund Air Quality Grant Air Quality Fees Totals Staffing (FTEs) 332,164 247,500 247,500 332,164 402,164 154,664 62.5% $ $ $ $ $ 100.0% 4.63 $ 1,083,932 1,695 1,085,628 $ 1,217,023 322,039 1,539,063 - $ $ $ 89.9% 5.26 $ 1,088,689 1,088,689 $ 1,086,559 215,834 1,302,393 - $ $ $ 89.9% 7.28 $ 1,088,689 1,088,689 $ 1,084,768 715,834 1,800,602 16.00 $ $ $ 90.5% 3.64 $ 1,563,830 1,563,830 $ 1,090,924 117,987 1,208,911 - $ $ $ 100.0% 4.61 $ 641,976 641,976 $ 611,926 1,242,972 1,854,898 16.00 $ $ $ 10.1% 2.66 11.2% 36.6% (446,713) (446,713) -41.0% 472,842 (527,138) (54,296) - 43.6% -73.6% -3.0% 0.0% -41.0% Countywide Air Quality Monitoring Activity Performance $5 400,000 $4 350,000 300,000 $3 250,000 200,000 $2 150,000 100,000 $1 50,000 Cost/Collection Completed # of Samples the Air Quality Monitors are Scheduled to Collect 450,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per collection completed The FY 2007-08 budget for the Countywide Air Quality Monitoring Activity meets projected demand of 402,164 annual inspections required at an average cost of $4.61 per inspection completed in order to achieve the result of 100%. The FY 2006-07 budget assumed a 10.5% increase in demand compared to FY 2005-06. The increase in demand reflects new federal standards that require the installation of new instruments at monitoring locations. The additional instruments are designed to provide more samples with better data. The 204 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality department anticipates an additional four instruments will be added per year. The FY 2007-08 budget assumes a 9.5% increase in demand. Total FY 2007-08 expenditures will increase by $54,296 (3.0%) compared to the FY 2006-07 revised budget. The change is due to the Instrumentation Market Study implementation, increases in fixed/variable benefit rates, pay for performance and one time building improvements for a new leased space offset by a decrease in capital equipment expenditures. Large Source Permit Compliance Activity The purpose of the Large Source Permit Compliance Activity is to provide air quality inspections to Title V operations to determine compliance and help those responsible for compliance remain in compliance with applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL Demand FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 44 93 93 39 40 (53) -57.0% 44 93 93 39 40 (53) -57.0% Number of Title V (Large Source) inspections required Output Number of Title V (Large Source) inspections completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) $ 100.0% 15,946.71 $ 100.0% 6,091.20 $ $ $ 1,014,339 1,014,339 $ $ 1,046,304 1,046,304 $ $ 1,046,304 1,046,304 $ $ 720,576 720,576 $ $ 1,200,000 1,200,000 $ $ 153,696 153,696 14.7% 14.7% $ $ 701,655 701,655 - $ $ 566,482 566,482 - $ $ 585,249 585,249 8.15 $ $ 553,240 553,240 - $ $ 615,870 615,870 8.65 $ $ (30,621) (30,621) 0.50 -5.2% -5.2% 6.1% 205 100.0% 6,293.00 $ 100.0% 14,185.63 $ 100.0% 15,396.75 $ 0.0% 0.0% (9,103.75) -144.7% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality 45 $16,500 44 $16,000 43 $15,500 42 41 $15,000 40 $14,500 39 $14,000 38 $13,500 37 36 Cost/Permit Inspection Complete # of Permit Inspections Required Large Source Permit Compliance Activity Performance $13,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per permit inspection completed The FY 2007-08 budget for the Large Source Permit Compliance Activity meets projected demand of 40 inspections required at an average cost of $15,396.75 per inspection completed in order to achieve the result of 100%. The FY 2006-07 budget assumed an 11.4% decrease in demand compared to FY 2005-06. The decrease in demand is based upon the department’s count of permits received in the first half of FY 2006-07 and is consistent with the County’s economic forecast. The FY 2007-08 budget assumes a 2.6% increase in demand compared to FY 2006-07 projected demand. The FY 2007-08 expenditures will be budgeted to increase by $30,621 (5.2%) compared to the FY 2006-07 revised budget. The change is due to a reallocation of staff (.5 FTE), pay for performance and fixed/variable benefits rate increases. Small Source Permit Compliance Activity The purpose of the Small Source Permit Compliance Activity is to provide inspections to Non-Title V and General permit operations to determine air quality compliance and help those responsible for compliance remain in compliance with applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 206 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of Non-Title V and General (Small Source) permit inspections required 2,767 4,669 4,669 2,405 2,464 (2,205) -47.2% Output Number of Non-Title V and General (Small Source) permit inspections completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 1,117 4,669 4,669 2,405 2,464 (2,205) -47.2% $ 40.4% 783.49 $ 100.0% 222.00 $ 100.0% 217.19 $ 100.0% 398.89 $ 100.0% 455.16 $ 0.0% 0.0% (237.97) -109.6% $ $ 3,225,547 3,225,547 $ $ 2,678,192 2,678,192 $ $ 2,678,192 2,678,192 $ $ 3,008,017 3,008,017 $ $ 3,008,017 3,008,017 $ $ 329,825 329,825 12.3% 12.3% $ $ 875,158 875,158 - $ $ 1,036,531 1,036,531 - $ $ 1,014,060 1,014,060 16.85 $ $ 959,326 959,326 - $ $ 1,121,511 1,121,511 17.35 $ $ (107,451) (107,451) 0.50 -10.6% -10.6% 3.0% Small Source Permit Compliance Activity Performance $900 $800 2,500 $700 2,000 $600 $500 1,500 $400 1,000 $300 $200 500 $100 Cost/Permit Inspection Completed # of Permit Inpsections Required 3,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per permit inspection completed The FY 2007-08 budget for the Small Source Permit Compliance Activity meets projected demand of 2,464 permit inspections required at an average cost of $455.16 per inspection in order to achieve the result of 100%. The FY 2006-07 budget assumed a 13.1% decrease in demand compared to FY 2005-06. The decrease in demand reflects the actual number of inspections anticipated given the permits submitted this year, inspections required and anticipated re-inspections to complete the permit compliance process. The FY 2007-08 budget assumes a 2.5% increase in demand compared to FY 2006-07 which is consistent with County population and small source business growth. The FY 2007-08 expenditures will be budgeted to increase by $107,451 (10.6%) compared to the FY 2006-07 revised budget. The change is due to a reallocation of staff (.5 FTE), pay for performance and fixed/variable benefits rate increases. Business Resource Center Activity The purpose of the Business Resource Center Activity is to provide air quality technical assistance to the public, businesses and internal and external agencies, to help them understand what a business is 207 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality required to do to protect air quality according to the federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-507 provides for technical assistance for small businesses. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of requests for technical assistance 1,256 1,256 1,256 1,294 1,332 76 6.1% Output Number of requests for technical assistance fulfilled Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund Air Quality Grant $ Air Quality Fees Totals $ Staffing (FTEs) 1,256 1,256 1,256 1,294 1,332 76 6.1% 100.0% 256.18 $ 1,316 320,446 321,762 - $ $ 100.0% 361.57 $ 1,500 452,637 454,137 - $ $ 100.0% 308.57 $ 387,567 387,567 5.00 $ $ 100.0% 335.23 $ 750 433,039 433,789 - $ $ 100.0% 293.72 $ 391,239 391,239 5.00 $ $ 0.0% 14.85 0.0% 4.8% (3,672) (3,672) - -0.9% -0.9% 0.0% 1,340 $400 1,320 $350 $300 1,300 $250 1,280 $200 1,260 $150 1,240 $100 1,220 Cost/Request Fulfilled # of Requests for Assistance Business Resource Center Activity Performance $50 1,200 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per request fulfilled The FY 2007-08 budget for the Business Resource Center Activity meets projected demand of 1,332 requests for technical assistance at an average cost of $293.72 per request fulfilled in order to achieve the result of 100%. The FY 2006-07 projected budget assumed a 3.0% increase in demand compared to FY 2005-06. The increase in demand reflects an increase in small businesses growing and becoming aware of their air quality responsibilities as well as increased media coverage of non-compliance fines. This increase in demand is also consistent with population growth in the County. The FY 2007-08 expenditures will be budgeted to increase by $3,672 (0.9%) compared to the FY 200607 revised budget. The change is due to pay for performance and fixed/variable benefits rate increases. 208 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Dust Control Permit Compliance Activity The purpose of the Dust Control Permit Compliance Activity is to provide compliance inspections to all operations requiring a dust control permit, so that they understand how to and do remain in compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL Demand Number of Dust Control Permit inspections required by the State Implementation Plan. Output Number of Dust Control Permit inspections completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 13,535 13,535 13,535 13,535 13,336 (199) -1.5% 6,599 13,535 13,535 13,535 13,336 (199) -1.5% 100.0% 114.24 $ 100.0% 144.53 $ 100.0% 126.54 $ 100.0% 193.17 $ 0.0% (48.65) 0.0% -33.7% 48.8% 187.52 $ $ $ 3,333,289 3,333,289 $ $ 2,908,009 2,908,009 $ $ 2,908,009 2,908,009 $ $ 3,015,922 3,015,922 $ $ 2,908,009 2,908,009 $ $ $ $ 1,237,463 1,237,463 - $ $ 1,546,187 1,546,187 - $ $ 1,956,163 1,956,163 31.00 $ $ 1,712,742 1,712,742 - $ $ 2,576,133 2,576,133 31.00 $ $ (619,970) (619,970) - 0.0% 0.0% -31.7% -31.7% 0.0% Dust Control Permit Compliance Activity Performance # of Dust Control Permit Inspections Required 14,000 $200 12,000 10,000 $150 8,000 $100 6,000 4,000 $50 2,000 Cost/Inspection Completed $250 16,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per inspection completion The FY 2007-08 budget for the Dust Control Permit Compliance Activity meets projected demand of 13,336 permit inspections required at an average cost of $193.17 per inspection completed in order to achieve the result of 100%. The FY 2006-07 projected budget assumed no change in demand compared to FY 2005-06. The demand reflects consistency in the number of permits, the associated acreage and complaints received that determine the number of inspections required. The FY 2007-08 budget assumes a slight (1.5%) decrease in demand. 209 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2007-08 expenditures will be budgeted to increase by $619,970 (31.7%) compared to the FY 2006-07 revised budget. The change is due to pay for performance and fixed/variable benefits rate increases as well as the one-time pilot program for inspections. Dust Control Vacant Lot Activity The purpose of the Dust Control Vacant Lot 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. Mandates: Although not a mandated activity, vacant lot inspections are required as part of Maricopa County’s commitment to the State Implementation Plan for Air Quality. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of vacant lot inspections required. 4,587 5,383 5,383 4,919 4,587 (796) -14.8% Output Number of vacant lot inspections conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Air Quality Grant Totals Expenditures by Fund General Air Quality Grant Air Quality Fees Totals Staffing (FTEs) 4,587 5,383 5,383 4,919 4,587 (796) -14.8% 0.0% (64.39) 0.0% -63.8% $ $ $ $ $ 100.0% 159.72 $ 411,692 320,921 732,613 - 100.0% 100.93 $ $ - $ $ $ 543,310 543,310 - $ $ $ $ 100.0% 100.93 $ 543,310 543,310 10.00 $ $ $ $ 100.0% 103.77 $ 7,800 7,800 510,447 510,447 - $ $ $ $ 100.0% 165.32 $ 784,472 784,472 758,326 758,326 10.00 Dust Control Vacant Lot Compliance Activity Performance # of Vacant Lot Inspections Required $160 4,900 $140 4,800 $120 $100 4,700 $80 4,600 $60 $40 4,500 $20 4,400 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output 210 Cost per inspection completed Cost/Inspection Completed $180 5,000 $ $ $ $ 784,472 784,472 543,310 100.0% (758,326) (215,016) -39.6% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2007-08 budget for the Dust Control Vacant Lot Activity meets projected demand of 4,587 inspections required at an average cost of $165.32 per inspection completed in order to achieve the result of 100%. The FY 2007-08 expenditures will be budgeted to increase by $215,016 (39.6%) from the FY 2006-07 revised budget. The change is due to increased allocations of indirect activities, pay for performance, and fixed/variable benefits rate increases. Large Source Permit Enforcement Activity The purpose of the Large Source Permit Enforcement Activity is to provide air quality compliance enforcement actions to Title V permitted sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of enforcement actions expected to be requested. 14 10 10 14 14 4 40.0% Output Number of enforcement actions processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 14 10 10 14 14 4 40.0% $ 100.0% 10,745.09 $ 100.0% 50,745.10 $ 100.0% 17,187.70 $ 100.0% 24,812.54 $ 100.0% 11,785.50 $ $ $ 902,598 902,598 $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 461,958 461,958 $ $ 467,734 467,734 $ $ $ $ 150,431 150,431 - $ $ 507,451 507,451 - $ $ 171,877 171,877 2.80 $ $ 347,376 347,376 - $ $ 164,997 164,997 2.80 $ $ Large Source Permit Enforcement Activity Performance # of Enforcement Actions Expected 14 $25,000 12 $20,000 10 $15,000 8 6 $10,000 4 $5,000 2 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output 211 Cost per enforcement action processed Cost/Enforcement Action Processed $30,000 16 0.0% 5,402.20 0.0% 31.4% (332,266) (332,266) -41.5% -41.5% 6,880 6,880 - 4.0% 4.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2007-08 budget for the Large Source Permit Enforcement Activity meets projected demand of 14 enforcement actions requested at an average cost of $11,785.50 per enforcement action processed in order to achieve the result of 100%. The FY 2006-07 projected budget assumed no increase in demand compared to FY 2005-06. The demand reflects the consistent levels of large source businesses in the County. The FY 2007-08 budget also assumes no change in demand. The FY 2007-08 expenditures will be budgeted to decrease by $6,880 (4.0%) from the FY 2006-07 revised budget. The change is due to decreases in outside services. Small Source Permit Enforcement Activity The purpose of the Small Source Permit Enforcement Activity is to provide air quality compliance enforcement actions to regulated Non-Title V, General, Burn and Asbestos sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of enforcement actions expected to be requested. 160 93 93 188 188 95 102.2% Output Number of enforcement actions processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 160 93 93 188 188 95 102.2% 100.0% 945.26 $ 100.0% 475.68 $ 100.0% 480.49 $ $ 100.0% 538.66 $ 100.0% 1,025.00 $ 0.0% 464.76 0.0% 49.2% $ $ 211,291 211,291 $ $ 244,573 244,573 $ $ 244,573 244,573 $ $ 491,560 491,560 $ $ 134,557 134,557 $ $ (110,016) (110,016) -45.0% -45.0% $ $ 86,186 86,186 - $ $ 95,325 95,325 - $ $ 87,909 87,909 1.50 $ $ 89,428 89,428 - $ $ 90,333 90,333 1.50 $ $ (2,424) (2,424) - -2.8% -2.8% 0.0% 212 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality 195 190 185 180 175 170 165 160 155 150 145 $550 $540 $530 $520 $510 $500 $490 $480 $470 $460 $450 $440 Cost/Enforcement Referral Completed # of Enforcement Referrals Expected Small Source Permit Enforcement Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per enforcement referral completed The FY 2007-08 budget for the Small Source Permit Enforcement Activity meets projected demand of 188 enforcement actions requested at an average cost of $480.49 per enforcement processed in order to achieve the result of 100%. The FY 2006-07 budget assumed a 17.5% increase in demand compared to FY 2005-06. The increase in demand reflects the actual number of enforcement requested in the first half of the fiscal year and continued through the remainder of the fiscal year. The FY 2007-08 budget conservatively assumes no change in demand as the enforcements are generated internally from compliance activities which are not anticipated to grow substantially in FY 2007-08. The FY 2007-08 expenditures will be budgeted to increase by $2,424 (2.8%) from the FY 2006-07 revised budget. The change is due to pay for performance and fixed/variable benefits rate increases. Dust Control Permit Enforcement Activity The purpose of the Dust Control Permit Enforcement Activity is to provide air quality compliance enforcement actions to Dust Control permitted sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. 213 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of Dust Control permitted source referrals for enforcement action. 615 615 615 710 710 95 15.4% Output Number of Dust control permitted source enforcement actions resolved. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 615 615 615 710 710 95 15.4% 100.0% 124.04 $ 100.0% 283.37 $ 100.0% 278.11 $ 100.0% 227.52 $ 100.0% 227.85 $ $ 0.0% 50.26 0.0% 18.1% $ $ 599,709 599,709 $ $ 283,453 283,453 $ $ 283,453 283,453 $ $ 1,497,255 1,497,255 $ $ 796,973 796,973 $ $ 513,520 513,520 181.2% 181.2% $ $ 76,287 76,287 - $ $ 174,275 174,275 - $ $ 171,038 171,038 2.70 $ $ 161,542 161,542 - $ $ 161,777 161,777 2.70 $ $ 9,261 9,261 - 5.4% 5.4% 0.0% Dust Control Permit Enforcement Activity Performance $250 700 $200 680 660 $150 640 $100 620 600 $50 580 560 Cost/Enforcement Resolved # of Enforcement Referrals 720 $FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per enforcement resolved The FY 2007-08 budget for the Dust Control Permit Enforcement Activity meets projected demand of 710 enforcement referrals at an average cost of $227.85 per enforcement resolved in order to achieve the result of 100%. The FY 2006-07 projected budget assumed a 15.4% increase in demand compared to FY 2005-06. The demand reflects an increase in the compliance activity’s inspections and findings of noncompliance, which drive the need for enforcement referrals. The FY 2007-08 budget conservatively assumes no change in demand as the enforcements are generated internally from compliance activities which are not anticipated to grow substantially in FY 2007-08. The FY 2007-08 expenditures will be budgeted to decrease by $9,261 (5.4%) compared to the FY 2006-07 revised budget. The change is due to decreases in supplies and outside services. 214 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Large Source Permit Engineering Review Activity The purpose of the Large Source Permit Engineering Review Activity is to provide oversight of all Title V permit issuance activity for air pollution sources so that Title V sources can maintain their air quality permit in accordance with federal, state, and local air quality laws, regulations, and standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of permit applications received. 19 53 53 31 34 (19) -35.8% Output Number of permits processed and renewed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 19 53 53 31 34 (19) -35.8% 0.0% (11,062.50) 0.0% -63.5% $ 100.0% 22,832.84 $ 100.0% 19,957.13 $ 100.0% 17,416.62 $ 100.0% 25,395.30 $ 100.0% 28,479.12 $ $ $ 716,229 716,229 $ $ 1,396,956 1,396,956 $ $ 1,396,956 1,396,956 $ $ 740,169 740,169 $ $ 1,468,406 1,468,406 $ $ 71,450 71,450 5.1% 5.1% $ $ 433,824 433,824 - $ $ 1,057,728 1,057,728 - $ $ 923,081 923,081 15.00 $ $ 787,254 787,254 - $ $ 968,290 968,290 15.00 $ $ (45,209) (45,209) - -4.9% -4.9% 0.0% Large Source Permit Engineering Review Activity Performance # of Permit Application Received 35 $25,000 30 $20,000 25 $15,000 20 15 $10,000 10 $5,000 5 Cost/Permit Processed $30,000 40 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per permit processed The FY 2007-08 budget for the Large Source Permit Engineering Review Activity meets projected demand of 34 permit applications received at an average cost of $28,479.12 per application processed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 63.2% increase in demand compared to FY 2005-06. The demand assumes all current permits will be renewed, and that new and modification permits will continue to be submitted at the historical average rate. Therefore, the FY 2007-08 budget assumes a 9.7% increase in demand compared to the FY 2006-07 projected demand based on the same methodology. 215 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2007-08 expenditures will be budgeted to increase by $45,209 (4.9%) from the FY 2006-07 revised budget. The change is due to pay for performance, fixed/variable benefits rate increases and decreases in salary savings and outside services. Small Source Permit Engineering Review Activity The purpose of the Small Source Permit Engineering Review Activity is to provide oversight of all NonTitle V and General permit issuance activity for air pollution sources so that Non-Title V and General sources can maintain their air quality permit in accordance with federal, state, and local air quality laws, regulations, and standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of permit applications received. 834 826 826 956 996 170 20.6% Output Number of permits processed and renewed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Fees Totals Expenditures by Fund Air Quality Fees Totals Staffing (FTEs) 834 826 826 956 996 170 20.6% 100.0% 523.94 $ 100.0% 656.09 $ 100.0% 871.08 $ 100.0% 616.17 $ 100.0% 750.52 $ $ $ $ 197,559 197,559 $ $ 484,713 484,713 $ $ 484,713 484,713 $ $ 358,751 358,751 $ $ 485,000 485,000 $ $ $ $ 436,968 436,968 - $ $ 541,930 541,930 - $ $ 719,514 719,514 11.00 $ $ 589,058 589,058 - $ $ 747,515 747,515 11.00 $ $ 0.0% 0.0% 120.57 13.8% 287 287 0.1% 0.1% (28,001) -3.9% (28,001) -3.9% 0.0% Small Source Permit Engineering Review Activity Performance $800 $700 1,000 $600 950 $500 900 $400 $300 850 $200 800 Cost/Permit Applications Processed # of Permit Applications Received 1,050 $100 750 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per permit application processed The FY 2007-08 budget for the Small Source Permit Engineering Review Activity meets projected demand of 996 permit applications received at an average cost of $750.52 per application processed in order to achieve the result of 100%. 216 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2006-07 budget assumed a 14.6% increase in demand compared to FY 2005-06. The demand assumes all current permits will be renewed, and that new and modification permits will continue to be submitted at the same rate as the historical average. Therefore, the FY 2007-08 budget assumes a 4.2% increase in demand compared to the FY 2006-07 projected demand based on the same methodology. The FY 2007-08 expenditures will be budgeted to increase by $28,001 (3.9%) from the FY 2006-07 revised budget. The change is due to pay for performance and fixed/variable benefits rate increases. Air Quality Planning and Analysis Activity The purpose of the Air Quality Planning and Analysis Activity (PLAA) is to provide emission reduction strategies (ERS) to stakeholders and citizens to help Maricopa County meet clean air standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the State of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Performance Analysis: FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. -Adopted) % Demand Number of emission reduction strategy milestones scheduled for completion 11 11 156 103 92 836.4% Output 11 11 156 103 92 836.4% Number of emission reduction strategy milestones completed Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund Air Quality Fees $ Totals $ Staffing (FTEs) 100.0% 79,774.09 $ 877,515 877,515 - 100.0% 83,131.36 $ $ $ 914,445 914,445 14.00 $ $ 100.0% 4,881.57 $ 100.0% 9,594.93 $ 761,525 761,525 - 988,278 988,278 14.00 $ $ $ $ $12,000 180 160 $10,000 140 $8,000 120 100 $6,000 80 60 $4,000 40 $2,000 20 $FY 2006-07 PROJECTED Demand Output 217 FY 2007-08 ADOPTED Cost per milestone completed Cost/Milestones Completed # of Emission Reduction Milestones Scheduled Planning and Analysis Activity Performance 0.0% 73,536.43 0.0% 88.5% (73,833) (73,833) - -8.1% -8.1% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality The FY 2007-08 budget for the Air Quality Planning and Analysis Activity meets projected demand of 103 milestones to be completed at an average cost of $9,594.93 per request fulfilled in order to achieve the result of 100%. The FY 2006-07 projected budget assumed 156 milestones to be completed in the baseline year of this activity. As the milestones (program management milestones) are set by the planning manager, they are arbitrary based on the work to be completed in the fiscal year. The FY 2007-08 budget assumes a 34.0% decrease in milestones. The FY 2007-08 expenditures will be budgeted to increase by $73,833 (8.1%) from the FY 2006-07 revised budget. The change is due to pay for performance and fixed/variable benefits rate increase. Voluntary Vehicle Repair and Retrofit Activity The purpose of the Voluntary Vehicle Repair & Retrofit (VVRR) Activity is to provide financial assistance for vehicle emission repairs that will bring eligible vehicles into compliance with air quality standards and reduce air pollution. Mandates: A.R.S. § 49-471.03 establishing the opportunity for correction of vehicle deficiencies. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Demand Number of eligible customers seeking financial assistance for vehicle repair or retrofit 885 18 18 1,030 1,100 Output Number of eligible customers whose vehicles were repaired or retrofitted Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Grant Totals Expenditures by Fund Air Quality Grant Totals Staffing (FTEs) 885 850 850 1,030 1,100 100.0% 701.21 $ 4722.2% 970.59 $ 4722.2% 970.90 $ $ 100.0% 650.68 $ Variance (Rev. - Adopted) % 1,082 6011.1% 250 100.0% 659.09 $ 29.4% -4622.2% 311.81 -97.9% 32.1% $ $ 1,009,929 1,009,929 $ $ 825,000 825,000 $ $ 825,000 825,000 $ $ 349,412 349,412 $ $ 725,000 725,000 $ $ (100,000) (100,000) -12.1% -12.1% $ $ 620,571 620,571 - $ $ 825,000 825,000 - $ $ 825,266 825,266 2.50 $ $ 670,204 670,204 - $ $ 725,000 725,000 2.50 $ $ 100,266 100,266 - 12.1% 12.1% 0.0% 218 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Voluntary Vehicle Repair and Retrofit Activity Performance $710 $700 1,000 $690 800 $680 $670 600 $660 400 $650 $640 200 Cost/Vehicle Repaired # of Eligible Customers Seeking Financial Assistance 1,200 $630 $620 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per vehicle repaired The FY 2007-08 budget for the Voluntary Vehicle Repair and Retrofit Activity meets projected demand of 1,100 customers eligible for financial assistance for vehicle repairs at an average cost of $659.09 per vehicle repaired in order to achieve the result of 100%. The FY 2006-07 projected budget assumed 16.4% increase in demand compared to FY 2005-06. The increase reflects changes in the State eligibility and funding standards from year to year. The FY 200708 budget assumes a 6.8% increase in eligible customers seeking financial assistance. The FY 2007-08 expenditures will be budgeted to decrease by $100,266 (12.1%) compared to the FY 2006-07 revised budget. The change is due to a reduction in outside services as a result of a reduction in grant funding. Trip Reduction Activity The purpose of the Trip Reduction Program Activity is to assist companies with 50 or more employees to assure they develop and implement trip reduction plans that encourage their employees to help reduce emissions. Mandates: A.R.S. § 49-581 which defines the travel reduction program. 219 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of Trip Reduction Employers in Program 2,759 1,172 1,172 2,800 2,850 1,678 143.2% Output Number of Trip Reduction Plans Reviewed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Air Quality Grant Totals Expenditures by Fund Air Quality Grant Air Quality Fees Totals Staffing (FTEs) 2,759 1,130 1,130 2,800 2,850 1,720 152.2% 96.4% 1,644.25 $ 96.4% 1,647.48 $ $ 100.0% 522.99 $ 100.0% 567.09 $ 100.0% 645.41 $ 3.6% 1,002.07 3.7% 60.8% $ $ 1,149,216 1,149,216 $ $ 1,858,000 1,858,000 $ $ 1,858,000 1,858,000 $ $ 2,038,298 2,038,298 $ $ 1,858,575 1,858,575 $ $ 575 575 0.0% 0.0% $ 1,442,825 102 1,442,927 - $ 1,858,000 1,858,000 - $ 1,861,655 1,861,655 12.50 $ 1,587,851 1,587,851 - $ 1,839,432 1,839,432 12.50 $ 22,223 22,223 - 1.2% $ $ $ $ $ $ 1.2% 0.0% 2,860 $700 2,840 $600 2,820 $500 2,800 $400 2,780 $300 2,760 $200 2,740 $100 2,720 2,700 $- Cost/Trip Reduction Plan Reviewed # of Trip Reduction Employers in the Program Trip Reduction Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per trip reduction plan reviewed The FY 2007-08 budget for the Trip Reduction Activity meets projected demand of 2,850 employers in the trip reduction program at an average cost of $645.41 per trip reduction program plan reviewed in order to achieve the result of 100%. The FY 2006-07 projected budget assumed a 1.5% increase in demand compared to FY 2005-06. The increase reflects the growth in businesses with fifty or more employees in a single location in the County. The FY 2007-08 budget assumes a 1.8% increase in businesses required to participate in the trip reduction program. The FY 2007-08 expenditures will be budgeted to decrease by $22,223 (1.2%) compared to the FY 2006-07 revised budget. The change is due to a reduction of capital expenditures. 220 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 546,899 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ FY 2007-08 BUDGET TARGET: $ BASE ADJUSTMENTS: RDS Allocation 546,365 REVENUE - $ - (534) $ - $ Subtotal $ 534 534 $ $ - $ - $ - EXPENDITURES $ 4,149,013 $ REVENUE 4,149,013 FY 2007-08 ADOPTED BUDGET: Air Quality Grant Fund (503) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Central Service Cost Allocation 4,149,013 $ Subtotal $ FY 2007-08 BUDGET TARGET: $ BASE ADJUSTMENTS: Reduction in Grants $ 4,149,013 27,877 $ 8,023 59,932 32,905 (5,172) 123,565 $ 123,565 123,565 4,272,578 $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 4,272,578 (262,555) $ (262,555) $ 4,010,023 (262,555) (262,555) $ 4,010,023 Air Quality Grant Fund (503) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2005-06 ACTUAL (1,221,550) $ 3,973,093 3,366,220 606,873 FY 2006-07 ADOPTED (1,308,244) $ $ 4,149,013 4,149,013 - $ (614,677) $ $ $ (1,308,244) $ FY 2006-07 FY 2006-07 FY 2007-08 REVISED PROJECTED ADOPTED (1,308,244) $ (614,677) $ (58,011) 4,149,013 4,149,013 - $ $ (1,308,244) $ 4,129,873 3,573,207 556,666 $ $ (58,011) $ 4,010,023 4,010,023 (58,011) The Air Quality Grant Fund balance is negative because of the timing of revenue received from grants. 221 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Air Quality Air Quality Fees Fund (504) Appropriated Budget Reconciliation EXPENDITURES $ 9,665,175 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Media Campaign Air Quality Monitoring Van Admin Market Study Phase I $ REVENUE 11,797,481 Subtotal $ 1,025,000 500,000 21,758 1,546,758 $ - $ 11,211,933 $ 11,797,481 $ 83,634 $ 30,674 203,043 27,522 620,371 (1,896,356) (15,674) (946,786) $ - FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives One Time Expenses Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET: $ $ 10,265,147 $ 11,797,481 $ 500,000 47,506 150,000 23,697 242,382 $ (1,311,131) - Tenant Improvement & Furniture for Air Quality Monitoring Lease DCVL One-Time Pilot Program Risk Management Cost Increase Subtotal $ 437,485 713,555 13,851 2,128,476 $ (1,311,131) 12,393,623 $ 10,486,350 BASE ADJUSTMENTS: Carry over for Air Quality Monitoring Van Document Management RIR Revenue adjustment for fines Electrician Technician Market Study Planner Senior position from Planner Air Quality Back-scanning One-Time Costs FY 2007-08 ADOPTED BUDGET: $ Air Quality Fees Fund (504) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 3,054,982 $ $ $ 10,389,160 7,753,016 2,636,145 $ 5,691,127 FY 2006-07 ADOPTED 5,102,082 $ FY 2006-07 REVISED 5,102,082 $ $ 11,797,481 9,665,175 2,132,306 $ 11,797,481 11,211,933 585,548 $ 7,234,388 $ 5,687,630 222 FY 2006-07 PROJECTED $ 5,691,127 FY 2007-08 ADOPTED 7,531,213 $ $ $ $ 11,344,802 9,504,716 1,840,086 $ 10,486,350 12,393,623 (1,907,273) $ 7,531,213 $ 5,623,940 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control 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 Animal Care & Control department is to promote and protect the health, safety and welfare of people and pets in Maricopa County so that citizens can be free from nuisances, diseases and other dangers caused by animals. Vision Animal Care & Control strives to reduce the dangers and nuisances caused by irresponsible pet ownership and to protect pets from abuse, neglect, and homelessness. Strategic Goals • Increased Licensing Compliance: Increase the licensing compliance rate to 48% by the end of fiscal year 2008, then by 2.5 % each fiscal year through fiscal year 2010. Status: At the end of second quarter FY 2006-07, compliance rate is 30%, and there are 249,980 dogs with a current license. • Reduced Euthanasia Rate: Maintain the euthanasia rate of “healthy adoptable” animals at 0% while eliminating the euthanasia rate of “treatables/manageables” by fiscal year 2010. Status: Animal Care & Control has maintained a 0% euthanasia rate of healthy animals. In December of 2007, Animal Care & Control saved 42% of treatable/manageable animals. 223 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Animal Care & Control Increased Spay/Neuter Efforts: Increase spay and neuter efforts by 2% each fiscal year through fiscal year 2010. Status: Spay/Neuter rate of increase or decrease will be reported beginning in FY 2007-08 as the majority of the spay/neuter programs were implemented less than one year ago. The spay/neuter programs consist of the feral cat spay/neuter program (initiated 1/2007), voucher spay/neuter program (initiated 4/2006) and the mobile spay/neuter program (restarted second quarter FY 2006-07). At the end of third quarter FY 2006-07, totals are 1,450 spay/neuters from all three programs. Resources have been allocated to all three programs to increase the number of surgeries performed in the community for owned animals of low-income residents. • Reduction in Animal Bites: Reduce animal bites by 2% each fiscal year through fiscal year 2010. Status: At the end of second quarter FY 2006-07, there is a 1.5% reduction in bites. Animal Care & Control has provided educational sweeps through neighborhoods with high incidents of strays and bite cases; talked to residents and informed them of the laws regarding dogs at large; and conducted the Uno Por Uno campaign which provided no charge spay/neuter and rabies vaccination clinics to low-income residents. 224 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 FY 2007-08 REVISED PROJECTED ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 79AC - ANIMAL CONTROL PROGRAM $ 3,062,634 ACEF - ANML CTRL ENFORCEMENT ACTIVITY 3,049,359 KPMT - KENNEL PERMIT ACTIVITY 13,275 $ 2,994,586 2,994,586 - $ 2,994,586 2,994,574 12 $ 3,007,291 2,998,759 8,532 $ 2,954,071 2,946,071 8,000 $ 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY $ 494,618 41,072 453,546 $ 1,734,972 795,965 939,007 $ 1,734,923 795,939 938,984 $ $ $ (1,037,423) (729,289) (308,134) -59.8% -91.6% -32.8% 79PL - PET LICENSING PROGRAM DOGL - DOG LICENSING ACTIVITY $ 4,153,394 4,153,394 $ 5,457,826 5,457,826 $ 5,457,898 5,457,898 $ 4,753,744 4,753,744 $ 5,152,439 5,152,439 $ (305,459) (305,459) -5.6% -5.6% 79SH - ANIMAL SHELTERING PROGRAM IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY $ 1,263,005 1,237,931 25,074 $ 150,100 147,000 3,100 $ 150,130 147,030 3,100 $ 977,270 977,270 - $ 1,062,500 1,062,500 - $ 912,370 915,470 (3,100) 607.7% 622.6% -100.0% 79SN - ANIMAL WELFARE SAFETY NET PRG ACVL - ANIMAL CARE VOLUNTEER ACTIVITY LCSN - LOW-COST SPAY/NEUTER ACTIVITY $ $ 301,912 10,000 291,912 $ 301,859 10,001 291,858 $ 392,666 392,666 $ 439,915 439,915 $ 138,056 (10,001) 148,057 45.7% -100.0% 50.7% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ 4,188 $ 9,682,853 $ $ 10,639,396 $ $ 10,639,396 $ $ 9,762,342 $ $ 10,306,425 $ $ (332,971) -3.1% EXPENDITURES 79AC - ANIMAL CONTROL PROGRAM $ 2,587,882 ACEF - ANML CTRL ENFORCEMENT ACTIVITY 2,576,684 ACIA - ANIMAL CRUELTY INVESTIGATION 11,199 $ 2,788,012 2,788,012 - $ 2,787,988 2,787,988 - $ 3,034,719 3,034,719 - $ 2,980,431 2,980,431 - $ (192,443) (192,443) - -6.9% -6.9% 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY $ 1,561,821 473,959 1,087,863 $ 1,802,258 564,703 1,237,555 $ 1,756,558 557,318 1,199,240 $ 1,894,434 751,541 1,142,893 $ 1,572,076 496,100 1,075,976 $ 184,482 61,218 123,264 10.5% 11.0% 10.3% 79PL - PET LICENSING PROGRAM DOGL - DOG LICENSING ACTIVITY $ 865,855 865,855 $ 1,300,675 1,300,675 $ 1,273,017 1,273,017 $ 1,007,501 1,007,501 $ 1,194,716 1,194,716 $ 78,301 78,301 6.2% 6.2% 79SH - ANIMAL SHELTERING PROGRAM FOST - FOSTERING ACTIVITY IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY $ 1,890,195 46,814 1,756,046 87,334 $ 1,706,126 14,689 1,579,033 112,404 $ 1,869,042 62,737 1,702,782 103,523 $ 1,941,270 55,885 1,781,578 103,807 $ 1,894,101 47,820 1,743,274 103,007 $ (25,059) 14,917 (40,492) 516 -1.3% 23.8% -2.4% 0.5% 79SN - ANIMAL WELFARE SAFETY NET PRG ACBE - ANL CARE & BEHVR EDUC ACTIVITY ACVL - ANIMAL CARE VOLUNTEER ACTIVITY LCSN - LOW-COST SPAY/NEUTER ACTIVITY $ 289,272 52,167 665 236,440 $ 342,578 10,000 332,578 $ 265,265 265,265 $ 275,043 275,043 $ 264,127 264,127 $ 1,138 1,138 0.4% 0.4% 99AS - ADMINISTRATIVE SERVICES PROG $ 919,339 $ 868,704 $ 853,781 $ 807,487 $ 861,823 $ (8,042) -0.9% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 62,964 $ 47,913 $ 49,538 $ 56,364 $ 50,835 $ (1,297) -2.6% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 417,623 $ 8,594,952 $ 2,108,748 $ 10,926,857 $ $ (101,362) (64,282) -5.0% -0.6% 705,013 705,013 $ 2,006,309 $ 10,862,575 225 $ 2,007,386 $ 10,862,575 631,371 54,734 576,637 $ 714,737 $ 9,731,554 697,500 66,650 630,850 (40,515) -1.4% (48,503) -1.6% 7,988 66566.7% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Staffing by Program and Activity FY 2007-08 REVISED TO ADOPTED ADOPTED VARIANCE % FY 2006-07 REVISED FY 2007-08 RECOMM. 52.00 52.00 52.00 52.00 52.00 52.00 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY 36.00 10.80 25.20 35.00 10.50 24.50 35.00 10.50 24.50 79PL - PET LICENSING PROGRAM DOGL - DOG LICENSING ACTIVITY 21.00 21.00 21.00 21.00 21.00 21.00 - 0.0% 0.0% 79SH - ANIMAL SHELTERING PROGRAM FOST - FOSTERING ACTIVITY IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY 35.00 1.00 32.30 1.70 35.00 1.00 32.30 1.70 35.00 1.00 32.30 1.70 - 0.0% 0.0% 0.0% 0.0% 2.00 2.00 1.00 1.00 1.00 1.00 12.00 11.00 11.00 (1.00) -8.3% 1.00 159.00 1.00 156.00 1.00 156.00 (3.00) 0.0% -1.9% FULL TIME EQUIVALENT (FTE) 79AC - ANIMAL CONTROL PROGRAM ACEF - ANML CTRL ENFORCEMENT ACTIVITY 79SN - ANIMAL WELFARE SAFETY NET PRG LCSN - LOW-COST SPAY/NEUTER ACTIVITY 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS (1.00) (0.30) (0.70) 0.0% 0.0% -2.8% -2.8% -2.8% (1.00) -50.0% (1.00) -50.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED REVENUE Licenses & Permits $ 4,154,070 Intergovernmental Charges For Service 4,752,978 Fines & Forfeits 6,106 Miscellaneous Revenues 769,699 Total Revenue $ 9,682,853 $ 5,457,826 4,728,325 7,077 446,168 $ 10,639,396 $ 5,457,922 4,728,268 7,077 446,129 $ 10,639,396 $ 4,739,692 4,570,547 5,815 446,289 $ 9,762,342 $ 5,160,439 597 4,667,226 5,000 473,163 $ 10,306,425 $ EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ 6,717,728 714,288 1,126,542 1,959,135 344,882 $ 10,862,575 $ 6,794,162 707,032 1,057,359 1,959,135 344,887 $ 10,862,575 $ 6,609,800 667,231 1,106,187 634,757 713,579 $ 9,731,554 $ 6,677,189 709,484 1,296,811 1,897,390 345,983 $ 10,926,857 $ $ 5,735,714 908,319 1,192,264 552,104 206,551 $ 8,594,952 226 FY 2006-07 FY 2006-07 REVISED PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ $ (297,483) 597 (61,042) (2,077) 27,034 (332,971) -5.5% -1.3% -29.3% 6.1% -3.1% 116,973 (2,452) (239,452) 61,745 (1,096) (64,282) 1.7% -0.3% -22.6% 3.2% -0.3% -0.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Revenue and Expenditures by Fund FY 2006-07 ADOPTED 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION TOTAL FUNDS $ 5,913,893 705,013 3,063,947 $ 9,682,853 $ 7,198,642 446,168 2,994,586 $ 10,639,396 $ 7,198,642 446,168 2,994,586 $ 10,639,396 $ 6,309,335 445,716 3,007,291 $ 9,762,342 $ 6,905,589 446,765 2,954,071 $ 10,306,425 $ 100 GENERAL 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION TOTAL FUNDS $ $ $ $ $ $ 370,128 5,256,695 295,385 2,672,745 $ 8,594,952 375,982 7,045,839 446,168 2,994,586 $ 10,862,575 FY 2006-07 FY 2006-07 REVISED PROJECTED 375,982 7,045,839 446,168 2,994,586 $ 10,862,575 390,828 5,751,753 433,378 3,155,595 $ 9,731,554 FY 2007-08 ADOPTED REVISED TO ADOPTED FY 2005-06 ACTUAL 361,432 6,905,589 446,765 3,213,071 $ 10,926,857 VARIANCE $ $ % (293,053) 597 (40,515) (332,971) -4.1% 0.1% -1.4% -3.1% 14,550 140,250 (597) (218,485) (64,282) 3.9% 2.0% -0.1% -7.3% -0.6% Mandated vs. Non-Mandated Expenditures 12,000 Thousands 10,000 8,000 6,000 4,000 2,000 - FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Animal Control Program 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. Program Results Percent of bite cases responded to FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adopted) % NA NA NA NA 95.0% NA NA Activities that comprise this program include: • Animal Control Enforcement 227 • Kennel Permit Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control General Adjustment: Adjusted intergovernmental revenue, for one-time payment to purchase trucks from fund balance. Animal Control Enforcement Activity The purpose of the Animal Control Enforcement activity is to enforce laws and ordinances regarding animal control issues, to fulfill contractual services 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. Mandates: A.R.S. §11-1007 mandates that the Director of the Maricopa County Animal Care and Control Department enforce the provisions included in A.R.S. Title 11, Article 6, provide citations for violations, and follow criminal procedures for arrest involving specified misdemeanors. Performance Analysis: Results Percent of bite cases responded to. Demand Number of cases generated. Output Number of cases responded to. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control Field Operation Expenditures by Fund General Animal Control Grants Animal Control Field Operation Staffing (FTEs) FY 2005-06 ACTUAL NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% NA 57,000 57,000 50,000 50,000 NA 50,000 50,000 49,000 50,000 NA NA $ 3,049,359 Totals $ 3,049,359 $ ADOPTED NA 306,444 97 2,270,143 Totals $ 2,576,684 NA $ 87.7% 55.76 $ 87.7% 55.76 $ 98.0% 61.93 $ % (7,000) -12.3% - 100.0% 59.61 $ 0.0% 12.3% 14.0% (3.85) -6.9% $ 2,994,586 $ 2,994,586 $ 2,994,574 $ 2,994,574 $ 2,998,759 $ 2,998,759 $ 2,946,071 $ 2,946,071 $ $ (48,503) (48,503) -1.6% -1.6% $ $ $ $ $ 3,528 (195,971) (192,443) - 1.1% 312,298 2,475,714 $ 2,788,012 NA 312,298 2,475,690 $ 2,787,988 52.00 318,388 2,716,331 $ 3,034,719 NA 308,770 2,671,661 $ 2,980,431 52.00 $ -7.9% -6.9% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to proactive educational, program and enforcement activities. Total budgeted expenditures are increased by $192,443 (6.9%) from the FY 2006-07, reflecting a flat volume of output, and a higher rate of expenditure per unit of output. Base Adjustment: Right-sized personal services, to correct allocation of budgeted funds to the General Fund. Kennel Permit Activity 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. Mandates: A.R.S. §11-1009 mandates that Maricopa County Animal Care and Control properly license all kennels within the county. 228 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Performance Analysis: FY 2005-06 ACTUAL NA Results To be determined Demand Number of kennel permit applications. Output Number of kennel permits issued. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control Field Operation Totals $ Staffing (FTEs) ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% % NA 120 120 76 76 (44) -36.7% NA 100 100 60 63 (37) -37.0% -0.4% -0.5% NA NA 83.3% NA 13,275 13,275 NA NA NA NA 83.3% NA 12 12 $ NA $ 78.9% NA $ 82.9% - 8,532 8,532 NA 8,000 8,000 - $ $ 7,988 66566.7% 7,988 66566.7% FY 2007-08 projected demand is lower than the FY 2006-07 revised budget due to a new fee schedule implemented in January 2006, increasing the kennel permit fee from $25 to $326. No expenditure budget impact. Pet Adoption Program The purpose of the Pet Adoption program is to provide healthy and treatable/manageable animals to the people of Maricopa County so that there will be a reduction in euthanasia of sheltered animals and the creation of life-long human/animal bonds. Activities that comprise this program include: • Cat Adoption • Dog Adoption Cat Adoption 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. Mandates: A.R.S. § 11-1013 mandates that the county either operate a self-established pound or enter into an agreement with an outside entity for the establishment of a county pound. A.R.S. §111021 establishes requirements for euthanasia of animals contained in a county pound facility. A.R.S. §11-1021 establishes requirements for the sterilization of animals impounded in a county pound as well as specified fee and discharge requirements for animals regarding sterilization. 229 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Performance Analysis: Results To be determined Demand Number of adoptable cats in shelter population. Output Number of cats adopted to citizens/New Hope groups. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control License/Shelter Animal Control Grants Totals Expenditures by Fund Animal Control License/Shelter Animal Control Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ $ $ FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% NA 7,204 7,204 6,877 7,044 NA 5,264 5,264 4,560 5,264 NA NA $ ADOPTED NA $ 41,072 41,072 $ 463,625 10,334 473,959 NA $ $ $ 73.1% 107.28 $ 795,965 795,965 $ 539,203 25,500 564,703 NA $ $ $ 73.1% 105.87 $ 795,915 24 795,939 $ 535,904 21,414 557,318 10.80 $ $ $ 66.3% 164.81 $ 53,691 1,043 54,734 $ 686,255 65,286 751,541 NA $ $ $ (160) - 74.7% 94.24 $ 66,000 650 66,650 $ 482,909 13,191 496,100 10.50 $ $ $ 1.7% 11.63 % -2.2% 0.0% 2.3% 11.0% (729,915) -91.7% 626 2608.3% (729,289) -91.6% 52,995 8,223 61,218 (0.30) 9.9% 38.4% 11.0% -2.8% FY 2007-08 budgeted expenditures meet 74.7% of projected demand, which is lower than the FY 200607 revised budget due to implementation of a new evaluation method to determine adoptability. Total budgeted expenditures are decreased by $61,218 (11.0%) from the FY 2006-07, reflecting no change in the volume of output, and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized personal services. 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. Mandates: A.R.S. § 11-1013 mandates that the county either operate a self-established pound or enter into an agreement with an outside entity for the establishment of a county pound. A.R.S. §111021 establishes requirements for euthanasia of animals contained in a county pound facility. A.R.S. §11-1021 establishes requirements for the sterilization of animals impounded in a county pound as well as specified fee and discharge requirements for animals regarding sterilization. 230 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Performance Analysis: Results To be determined Demand Number of adoptable dogs in shelter population. Output Number of dogs adopted to citizens/New Hope groups. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control License/Shelter Animal Control Grants Totals Expenditures by Fund Animal Control License/Shelter Animal Control Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% NA 20,200 20,200 16,067 16,459 NA 11,764 11,764 12,250 12,250 58.2% 105.20 $ 58.2% 101.94 $ NA NA $ ADOPTED NA $ 453,546 453,546 $ 1,077,528 10,334 $ 1,087,863 NA $ $ 879,751 59,256 939,007 $ 1,178,055 59,500 $ 1,237,555 NA $ $ 879,716 59,268 938,984 $ 1,149,735 49,505 $ 1,199,240 25.20 $ $ 76.2% 93.30 $ 546,611 30,026 576,637 $ 1,109,554 33,340 $ 1,142,893 NA $ $ (3,741) 74.4% 87.83 $ 625,850 5,000 630,850 $ 1,045,638 30,338 $ 1,075,976 24.50 $ $ $ $ % -18.5% 486 4.1% 16.2% 14.11 27.8% 13.8% (253,866) (54,268) (308,134) -28.9% -91.6% -32.8% 104,097 19,167 123,264 (0.70) 9.1% 38.7% 10.3% -2.8% FY 2007-08 budgeted expenditures meet 74.4% of projected demand, which is lower than the FY 200607 revised budget due to the number of unadoptable and quarantined dogs in the shelter population. Total budgeted expenditures are decreased by $123,264 (10.3%) from the FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Dog Adoption revenue based on lower revenue forecast, and a decrease in personal services from an increase in personnel savings. Pet Licensing Program 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 that citizens can recover lost pets. Program Results Percent of dog licenses issued within two weeks of application/renewal FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adopted.) % NA 100.0% 100.0% NA 94.0% -6.0% -6.0% Activities that comprise this program include: • Dog Licensing Dog Licensing Activity The purpose of the Dog Licensing activity is to provide dog licensing to the people of Maricopa County so that the spread of rabies can be controlled and that citizens can recover lost pets. Mandates: A.R.S. § 11-1008 mandates that Maricopa County Animal Care and Control license all dogs that reside within the state for over 30 consecutive days and also mandates that the department fine individual owners that fail to properly license their dogs. 231 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Performance Analysis: Results Percent of dog licenses issued within two weeks of application/renewal Demand Population of dogs in Maricopa County. Output Number of dog licenses issued Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control License/Shelter Animal Control Grants Totals Expenditures by Fund Animal Control License/Shelter Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 100.0% FY 2006-07 REVISED 100.0% PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 94.0% -6.0% % -0.06 NA 771,788 771,788 812,426 851,841 80,053 10.4% NA 240,000 307,200 274,031 307,200 - 0.0% NA NA $ 31.1% 5.42 $ 39.8% 4.14 $ 33.7% 3.68 $ 36.1% 3.89 $ $ 4,153,394 $ 4,153,394 $ 5,457,826 $ 5,457,826 $ 5,457,880 18 $ 5,457,898 $ 4,731,763 21,981 $ 4,753,744 $ 5,151,239 1,200 $ 5,152,439 $ $ $ 1,300,675 $ 1,300,675 NA $ 1,273,017 $ 1,273,017 21.00 $ 1,007,501 $ 1,007,501 NA $ 1,194,716 $ 1,194,716 21.00 865,855 865,855 NA $ $ $ $ -3.7% 0.25 -9.4% 6.2% (306,641) -5.6% 1,182 6566.7% (305,459) -5.6% 78,301 78,301 - 6.2% 6.2% 0.0% FY 2007-08 budgeted expenditures meet 36.1% of projected demand, which is higher than the FY 2006-07 revised budget due to increase in the dog population as forecasted by the American Veterinary Medical Association according to their formula. Total budgeted expenditures are decreased by $78,301 (6.2%) from the FY 2006-07, reflecting a flat level volume of output, and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Dog Licensing revenue based on lower revenue forecast, and a decrease in personal services from an increase in personnel savings. Animal Sheltering Program The purpose of the Animal Sheltering program is to provide shelter and care to animals that are brought into Animal Care and Control shelter facilities so that they can be held for final disposition. Activities that comprise this program include: • Fostering • Impoundment • Quarantine Fostering Activity 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. Mandates: A.R.S. §11-1013 mandates that the county either operate a self-established pound or enter into an agreement with an outside entity for the establishment of a county pound. A.R.S. §11-1021 establishes requirements for euthanasia of animals contained in a county pound facility. A.R.S. §111021 establishes requirements for the sterilization of animals impounded in a county pound as well as specified fee and discharge requirements for animals regarding sterilization. 232 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Performance Analysis: FY 2005-06 ACTUAL NA Results To be determined Demand Number of adoptable shelter animals needing foster care. Output Number of animals fostered. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund Animal Control License/Shelter $ Animal Control Grants Totals $ Staffing (FTEs) ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% NA 12,248 12,248 12,142 12,138 NA 772 772 667 772 NA NA 46,814 46,814 NA $ $ $ 6.3% 19.03 $ 14,689 14,689 NA $ $ 6.3% 81.27 $ 62,737 62,737 1.00 $ $ 5.5% 83.79 $ 12,801 43,084 55,885 NA $ $ % (110) -0.9% - 6.4% 61.94 $ 47,820 47,820 1.00 $ $ 0.0% 0.1% 0.9% 19.32 23.8% 14,917 23.8% 14,917 23.8% 0.0% FY 2007-08 budgeted expenditures meet 6.4% of projected demand, which is lower than the FY 200607 revised budget due to the number of unadoptable and quarantined dogs in the shelter population. Total budgeted expenditures are decreased by $14,917 (23.8%) from the FY 2006-07, reflecting flat level volume of output, and a lower rate of expenditure per unit of output. Impoundment Activity 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. Mandates: A.R.S. §11-1003 mandates that the county either operate a self-established pound or enter into an agreement with an outside entity for the establishment of a county pound. Performance Analysis: Results To be determined Demand Population of dogs and cats in Maricopa County. Output Number of animals impounded at MCACC facilities. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control License/Shelter Animal Control Grants Totals Expenditures by Fund Animal Control License/Shelter Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% % NA 1,599,122 1,599,122 1,745,815 1,830,514 231,392 14.5% NA 50,000 50,000 54,282 54,000 4,000 8.0% -0.2% 1.77 -5.7% 5.2% NA NA $ 3.1% 31.58 $ $ 1,237,931 $ 1,237,931 $ $ 1,756,046 $ 1,756,046 NA $ 1,579,033 $ 1,579,033 NA $ 62,000 85,000 147,000 $ $ 3.1% 34.06 $ 62,031 84,999 147,030 $ 1,702,782 $ 1,702,782 32.30 $ 3.1% 32.82 $ 2.9% 32.28 $ 977,270 977,270 $ 1,062,500 $ 1,062,500 $ $ 1,781,578 $ 1,781,578 NA $ 1,743,274 $ 1,743,274 32.30 $ $ $ $ 1,000,469 1612.9% (84,999) -100.0% 915,470 622.6% (40,492) (40,492) - -2.4% -2.4% 0.0% FY 2007-08 budgeted expenditures meet 2.9% of projected demand, which is higher than the FY 200607 revised budget due to increases in the dog and cat population as forecasted by American Veterinary Medical Association according to their formula. Total budgeted expenditures are increased by $40,492 233 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control (2.4%) from the FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized personal services. 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. Mandates: A.R.S. § 11-1014 mandates that Animal Care and Control ensure that any unvaccinated animal that bites a human be impounded, monitor that animal for clinical signs of rabies, and also destroy any animal throughout the county that exhibits clinical signs of rabies. Performance Analysis: Results To be determined Demand Total number of animals that need to be quarantined. Output Number of animals quarantined at MCACC facilities Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control License/Shelter Totals Expenditures by Fund Animal Control License/Shelter Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% % NA 3,176 3,176 3,748 3,746 570 17.9% NA 2,192 2,192 2,000 2,192 - 0.0% $ 69.0% 51.28 $ 69.0% 47.23 $ 53.4% 51.90 $ 58.5% 46.99 $ NA NA $ $ 25,074 25,074 $ $ 3,100 3,100 $ $ 3,100 3,100 $ $ - $ $ - $ $ $ $ 87,334 87,334 NA $ $ 112,404 112,404 NA $ $ 103,523 103,523 1.70 $ $ 103,807 103,807 NA $ $ 103,007 103,007 1.70 $ $ -10.5% 0.24 -15.2% 0.5% (3,100) -100.0% (3,100) -100.0% 516 516 - 0.5% 0.5% 0.0% FY 2007-08 budgeted expenditures meet 58.5% of projected demand, which is higher than the FY 2006-07 revised budget due to increased efforts to have more owners quarantine their own animals within their own homes. Total budgeted expenditures are decreased by $516 (0.5%) from the FY 200607, reflecting flat level volume of output, and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized personal services. Animal Welfare Safety Net Program 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. Activities that comprise this program include: • Low-Cost Spay/Neuter 234 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Low-Cost Spay/Neuter Activity 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. Mandates: This is a non-mandated activity. Performance Analysis: Results To be determined Demand Number of dogs and cats owned within low income population. Output Number of animals sterilized. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Animal Control Grants Totals Expenditures by Fund Animal Control License/Shelter Animal Control Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA 526,012 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% NA 526,012 526,012 NA 2,750 2,750 NA 0.5% 96.46 NA $ 558,044 32,032 6.1% 2,750 - 0.0% NA NA $ $ $ 705,013 705,013 $ $ 291,912 291,912 $ $ 291,858 291,858 $ $ 392,666 392,666 $ $ 439,915 439,915 $ $ $ 76 236,364 236,440 NA $ 332,578 332,578 NA $ 265,265 265,265 2.00 $ 275,043 275,043 NA $ 264,127 264,127 1.00 $ $ $ 0.5% 120.94 $ $ $ $ % 0.5% 96.05 $ $ 0.0% 0.41 148,057 148,057 1,138 1,138 (1.00) -5.7% 0.4% 50.7% 50.7% 0.4% 0.4% -50.0% FY 2007-08 budgeted expenditures meet 0.5% of projected demand, which is higher than the FY 200607 revised budget due to increases in the dog and cat population owned within low income population forecasted using American Veterinary Medical Association and U.S. Census Bureau information. Total budgeted expenditures are decreased by $1,138 (0.4%) from the FY 2006-07, reflecting flat level volume of output, and a lower rate of expenditure per unit of output. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 375,982 $ - FY 2006-07 REVISED RESTATED BUDGET: $ 375,982 $ - FY 2007-08 BUDGET TARGET $ 375,982 $ - BASE ADJUSTMENTS: Right-size Indirect Cost Allocation Right-size Animal Control Enforcement Activity $ (11,022) $ (3,528) - Subtotal $ (14,550) $ - 361,432 - FY 2006-07 ADOPTED BUDGET: FY 2007-08 ADOPTED BUDGET: $ 235 REVENUE $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Animal Control License Shelter (572) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES $ 7,045,839 $ REVENUE 7,198,642 $ $ 7,198,642 65,848 $ 16,979 118,705 269,261 (314) 470,479 $ 269,261 48,415 317,676 TARGET ADJUSTMENTS: $ Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Right-size Dog Licensing Activity Right-size Dog Adoption Activity Right-size Quarantine Activity Right-size Cat Adoption Activity Right-size Impound Activity Right-size Debt Service Payments for Admin Revised Interest Rate Estimate for Debt Service $ 7,516,318 $ (122,059) $ (159,929) (9,105) (66,780) (157,222) (40,000) (108,760) (663,855) $ 6,852,463 $ Subtotal $ $ FY 2007-08 TENTATIVE BUDGET: BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment $ Charges Change to Risk Management Charges Dog Licensing Revenue Subtotal $ FY 2007-08 ADOPTED BUDGET: 7,045,839 $ 20,088 $ 7,516,318 (317,856) (345,999) (663,855) 6,852,463 $ - 33,038 53,126 $ 53,126 53,126 6,905,589 $ 6,905,589 Animal Control License/Shelter (572) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 691,757 FY 2006-07 ADOPTED $ 1,212,255 FY 2006-07 REVISED $ 1,212,255 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ 1,448,955 $ 2,006,537 Revenue Expenditures Net Operating $ 5,913,893 5,256,695 $ 657,198 $ 7,198,642 7,045,839 $ 152,803 $ 7,198,642 7,045,839 $ 152,803 $ 6,309,335 5,751,753 $ 557,582 $ 6,905,589 6,905,589 $ - Ending Fund Balance $ 1,348,955 $ 1,365,058 $ 1,365,058 $ 2,006,537 $ 2,006,537 236 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Animal Control Grants (573) Appropriated Budget Reconciliation EXPENDITURES $ 446,168 $ REVENUE 446,168 $ $ 446,168 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Central Service Cost Allocation Subtotal $ 1,956 $ 617 1,446 (15,041) (11,022) $ - FY 2007-08 BUDGET TARGET $ 435,146 $ 446,168 $ Subtotal $ 11,022 11,022 $ $ - $ 446,168 $ 446,168 597 $ - 597 $ 597 597 446,765 $ 446,765 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: BASE ADJUSTMENTS: Right-size Indirect Cost Allocation FY 2007-08 TENTATIVE BUDGET: 446,168 BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment $ Charges Low Cost Spay/Neuter Revenue Subtotal $ FY 2007-08 ADOPTED BUDGET: $ - Animal Control Grants (573) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 120,780 FY 2006-07 ADOPTED $ 222,785 FY 2006-07 REVISED $ 222,785 FY 2006-07 PROJECTED $ 530,406 FY 2007-08 ADOPTED $ 542,744 $ $ $ $ $ $ 705,013 295,385 409,629 $ 530,409 $ 446,168 446,168 - $ 222,785 237 $ 446,168 446,168 - $ 222,785 $ 445,716 433,378 12,338 $ 446,765 446,765 - $ 542,744 $ 542,744 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Animal Care & Control Animal Control Field Operation (574) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Structural Balance Central Service Cost Allocation EXPENDITURES $ 2,994,586 $ REVENUE 2,994,586 $ $ 2,994,586 33,902 $ 8,430 64,521 75,645 (8,075) 174,423 $ 75,645 98,778 174,423 2,994,586 $ Subtotal $ FY 2007-08 BUDGET TARGET $ 3,169,009 $ BASE ADJUSTMENTS: Animal Control Program - Adjust Intergovernmental Revenue $ Right-size Debt Service Payments for Admin Subtotal $ 33,720 33,720 $ 3,169,009 (259,000) 33,720 (225,280) $ FY 2007-08 TENTATIVE BUDGET: $ 3,202,729 $ 2,943,729 BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment $ 10,342 $ - Subtotal $ 10,342 $ 10,342 10,342 $ 3,213,071 $ 2,954,071 Animal Control Enforcement Revenue FY 2007-08 ADOPTED BUDGET: Animal Control Field Operations (574) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 413,307 FY 2006-07 ADOPTED $ 761,663 FY 2006-07 REVISED $ 761,663 FY 2006-07 PROJECTED $ 874,513 Revenue Expenditures Net Operating $ 3,063,947 2,672,745 $ 391,203 $ 2,994,586 2,994,586 $ - $ 2,994,586 2,994,586 $ - $ Ending Fund Balance $ $ $ $ 804,510 238 761,663 761,663 $ FY 2007-08 ADOPTED $ 726,209 3,007,291 $ 3,155,595 (148,304) $ 726,209 $ 2,954,071 3,213,071 (259,000) 467,209 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor Assessor Analysis by Monica Staats, Management & Budget Analyst Summary Organizational Chart Maricopa County Citizens Keith Russell County Assessor Chief Deputy Assessor Chief Appraiser Administration GIS - Mapping Real Property CAMA Personal Property Quality Assurance Support Services Information Services Mission The Mission of the Maricopa County Assessor’s Office is to efficiently and effectively administer all laws and regulations for Maricopa County property owners so that all ad valorum property is fairly and equitably valued. Vision To be a recognized national leader in the property tax assessment and administration field. Strategic Goals • By June 30, 2007, eliminate all current splits and mapping backlogs to ensure a more accurate tax roll. Status: The department is coordinating research on the redesign of deeds processing and the resolution of splits and subdivisions. The Human Resource division of the Assessor’s office is serving as an internal change management consultant and is working with the Splits/Subdivision 239 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor project team to develop a plan for the elimination of the backlog. Eliminating the backlog will ensure a more accurate tax roll, minimize exposure, and potentially result in the capture of more tax revenue as a result of more accurate values. • By December 31, 2008, reduce future document paper dependency by office-wide implementation of Electronic Data Management workflow. Status: The department has begun efforts of this goal by currently working on a plan to reduce paper. Efforts include identifying specific business units for future Electronic Data Management (EDM) implementation. • By March 30, 2009, operate with new office Computer Assisted Mass Appraisal software with improved GIS functionality and improved sketch programs. Status: The department continues to progress researching a new computer assisted mass appraisal system. • By June 30, 2010, complete document scanning of 50% of the existing permanent files (based upon December 2008 paper dependency levels) through implementation of Electronic Data Management workflow. Status: The department has begun efforts of this goal by currently working on a plan to reduce paper. Efforts include identifying specific business units for future Electronic Data Management (EDM) implementation Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 12PA - PROPERTY ASSESSMENT CUST - CUSTOMER SERVICE TOTAL PROGRAMS EXPENDITURES 12PA - PROPERTY ASSESSMENT CUST - CUSTOMER SERVICE EDAT - EXCHANGE OF DATA MOBI - MOBILE HOMES PERS - PERSONAL PROP CHARACTERISTICS REAL - REAL PROP CHARACTERISTICS $ $ $ FY 2006-07 ADOPTED 209,355 209,355 209,355 16,171,942 1,138,845 5,017,929 10,015,168 $ 150,000 150,000 150,000 $ $ 19,935,019 2,135,537 2,563,645 2,229,502 13,006,335 FY 2006-07 REVISED $ $ $ 150,000 150,000 150,000 18,885,834 1,549,790 2,758,899 2,160,419 12,416,726 FY 2006-07 PROJECTED $ $ $ 200,280 200,280 200,280 18,157,601 1,449,416 2,807,950 2,067,054 11,833,181 FY 2007-08 ADOPTED $ $ $ 150,000 150,000 150,000 20,886,367 2,468,442 764,078 1,537,310 16,116,537 REVISED TO ADOPTED VARIANCE % $ $ $ - (2,000,533) (918,652) 2,758,899 (764,078) 623,109 (3,699,811) 0.0% 0.0% 0.0% -10.6% -59.3% 100.0% 28.8% -29.8% 99AS - ADMINISTRATIVE SERVICES PROG $ 1,225,127 $ 1,738,706 $ 1,089,824 $ 1,433,928 $ 1,143,283 $ (53,459) 99GV - GENERAL GOVERNMENT $ - $ 11,301 $ 57,313 $ 48,307 $ 104,401 $ (47,088) -82.2% 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS $ $ 2,317,945 19,715,013 $ $ 1,294,335 22,979,361 $ $ 2,946,390 22,979,361 $ $ 2,828,211 22,468,047 $ $ 3,312,372 25,446,423 $ $ (365,982) -12.4% (2,467,062) -10.7% 240 -4.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 12PA - PROPERTY ASSESSMENT CUST - CUSTOMER SERVICE EDAT - EXCHANGE OF DATA MOBI - MOBILE HOMES PERS - PERSONAL PROP CHARACTERISTICS REAL - REAL PROP CHARACTERISTICS 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT TOTAL PROGRAMS FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 313.50 29.40 48.55 36.75 198.80 317.50 48.50 14.00 23.00 232.00 4.00 19.10 (48.55) 14.00 (13.75) 33.20 31.50 16.50 6.00 4.00 5.00 360.00 32.50 16.50 6.00 4.00 6.00 365.00 1.00 1.00 5.00 1.3% 65.0% -100.0% -37.4% 16.7% 3.2% 0.0% 0.0% 0.0% 20.0% 1.4% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 209,355 209,355 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 200,280 200,280 $ $ 150,000 150,000 $ $ $ 16,355,952 487,031 2,548,916 323,115 19,715,013 $ 20,465,593 510,775 1,762,809 240,184 22,979,361 $ 20,292,840 569,232 1,900,140 217,149 22,979,361 $ 20,024,633 479,118 1,747,148 217,148 22,468,047 $ 22,599,600 484,398 2,085,247 277,178 25,446,423 $ $ $ $ $ $ $ - (2,306,760) 84,834 (185,107) (60,029) (2,467,062) 0.0% 0.0% -11.4% 14.9% -9.7% -27.6% -10.7% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS $ $ 209,355 209,355 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 200,280 200,280 $ $ 150,000 150,000 $ $ EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 19,715,013 19,715,013 $ $ 22,979,361 22,979,361 $ $ 22,979,361 22,979,361 $ $ 22,468,047 22,468,047 $ $ 25,446,423 25,446,423 $ $ - (2,467,062) (2,467,062) 0.0% 0.0% -10.7% -10.7% In FY 2006 – 07, the Maricopa County Assessor’s Office developed a plan to ensure vital and correct data was being gathered and measured in the Budgeting for Results format. As a result, the department’s strategic plan was updated and the department’s activities were revised and re-organized to better report and measure the progress of the department’s goals and services. In doing so, FY 2005-06 data is limited, if available at all. Efforts between the Compensation Division of the Office of Management and Budget and the Assessor’s Office to complete analysis and market studies of employees to identify their proper salary ranges has resulted in a positive effect on recruitment and staff retention. OMB is recommending salary and benefit savings be adjusted accordingly in the budget for FY 2007-08. 241 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor Mandated vs. Non-Mandated Expenditures Thousands 30,000 25,000 20,000 15,000 10,000 5,000 - FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED Programs and Activities Property Assessment & Valuation Program 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. Program Results Percent of Real Property valued fairly and equitably Percent of Business Personal Property valued fairly and equitably Percent of public and other government agencies that rate our quality of customer service as "satisified" or better FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 0.0% 0.0% 0.0% 98.0% 98.0% 98.0% 0.0% 0.0% 0.0% 0.0% 99.0% 99.0% 99.0% 0.0% 98.8% 0.0% 0.0% 98.8% 99.0% 99.0% 0.0% Activities that comprise this program include: • Customer Service • Mobile Homes • • Personal Property Real Property Customer Service Activity The purpose of the Customer Service Activity is to provide quality and timely customer service to the public and government agencies so that they receive the information requested. Mandates: A.R.S. §42-11009 requires public access to valuation and assessment information. 242 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor Performance Analysis: Results Percentage of public and other government agencies that rate our quality customer service as "satisfied" or better. Demand Number of owners demanding service Output Number of Property Owners served Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General FY 2007-08 ADOPTED 99.0% 760,000 760,000 $ 100.0% 3.25 $ $ 150,000 2,618,442 $ 2,468,442 Totals $ 2,468,442 48.50 Staffing (FTEs) The FY 2007-08 budget for the Customer Service Activity meets the projected demand of 760,000 Maricopa County property owners requesting service at a cost per customer served at $3.25. The demand is based on a projected 3.0% population increase in Maricopa County for FY 2007-08. Mobile Home Activity The purpose of the Mobile Home Activity is to provide accurate valuations for customers to ensure mobile home owners are fairly and equitably taxed. Mandates: A.R.S. §42-13303 establishes property value limits of mobile homes; A.R.S. §15-053 requires on or before February 1 of each year, the assessor shall mail a form, notice or demand to each person who owns or has charge or control of taxable personal property in the state. Performance Analysis: Demand Number of Mobile Homes to be assessed Output Number of Mobile Homes assessed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Staffing (FTEs) FY 2007-08 ADOPTED 124,000 124,000 $ 100.0% 6.16 $ 764,078 Totals $ 764,078 14.00 The FY 2007-08 budget for the Mobile Homes Activity meets the projected demand of 124,000 mobile homes to be assessed at a cost per request of $6.16. Although the County experienced significant 243 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor growth in real estate over the past few years, growth of mobile homes grew at a consistent rate of 1.0%. The Mobile Home Activity is a new activity for FY 2007-08 so the prior year information on the cost per mobile home assessed is not available and was previously a service included within the Real Property Activity. Personal Property Activity The purpose of the Business Personal Property Assessment Activity is to provide accurate valuations for businesses so that they are fairly and equitably taxed. Mandates: A.R.S. §42-15053 requires on or before February 1 of each year, the assessor shall mail a form, notice or demand to each person who owns or has charge or control of taxable personal property in the state. Performance Analysis: Results Percent of Business Personal Property accounts valued fairly and equitably. Results Percent of Business Personal Property accounts where taxpayers E-Filed. Demand Number of Value to be processed Output Number of Value processed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Staffing (FTEs) FY 2007-08 ADOPTED 99.0% 13.0% 34,300 34,300 $ 100.0% 44.82 $ 1,537,310 Totals $ 1,537,310 23.00 The FY 2007-08 budget for the Business Personal Property Assessment Activity meets the projected demand of 34,300. Personal Property is defined as all property not classified as real estate, including portable and tangible objects, and is movable without damage to itself or the real estate. In Arizona, businesses must also be valued at $450,000 or greater of personal property to qualify for taxation. The number of businesses that meet the criteria for taxable personal property is growing at a rate of 1.0% Real Property Activity The purpose of the Real Property Inspection and Collection Characteristics Activity is to provide accurate data on each parcel for the tax roll. Mandates: A.R.S. §42-13051 requires that no later than December 15 of each year the County Assessor shall identify by diligent inquiry and examination all real property in the county that is subject to taxation; A.R.S. §142-15052 requires that demand from each person, firm, or from the president, cashier, treasurer or managing agent of each corporation or association that owns, claims, controls or 244 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor possesses property in the County a correct report or affirmation of all property in the County that the person, firm, corporation or association owns, claims, possesses or controls; A.R.S. §42-15057 requires each city, town, county or other governmental entity that requires that a building permit be issued to construct or add to residential or commercial buildings notify the County Assessor in writing; A.R.S. §42-15151 requires the County Assessor to prepare the assessment roll in the form and containing the information prescribed by the department; A.R.S. §42-15101 except as provided by section 42-13254, requires that before March 1 of each year the County Assessor notify each owner of record, or purchaser under a deed of trust or an agreement of sale, of property that is valued by the Assessor as to the property’s full cash value and the limited property value, if applicable, to be used for assessment purposes; A.R.S. §42-16054 establishes that at the petitioner’s written request, the Assessor will meet with the petitioner at a time and place designated at least ten working days in advance by the Assessor; A.R.S.§42-19051 establishes that the owner of property that is valued by the Assessor may appeal to the Assessor’s Office within twenty days after the date of the notice was delivered; A.R.S. §42-16252 establishes if the County Assessor or the department determines that any real or personal property has been assessed improperly as a result of a property tax error, the County Assessor or department will send the taxpayer a notice of error; A.R.S. §42-16254 establishes that the taxpayer can file a notice of claim if they believe that the property was assessed improperly; A.R.S. §42-16255 establishes in any hearing before the County Board, State Board or court either party may present any evidence regarding property tax errors regardless of whether a notice of error or notice of claim was filed; A.R.S. § 42-16258 establishes that after receiving the tax roll, if the County Treasurer determines that any property is omitted from the roll the Treasurer shall immediately list and request the Assessor to determine the valuation of property. Performance Analysis: Results Percent of Real Property valued fairly and equitably. Demand Number of Real Property service requests received. Output Number of Real Property service requests completed. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED 98.0% 1,812,260 1,812,260 100.0% 8.89 16,116,537 16,116,537 232.00 The FY 2007-08 budget for the Real Property Inspection and Collection Characteristics Assessment Activity meets the projected demand of 1,812,260 service requests. The FY 2007-08 expenditure budget of $16,075,051 (an increase of $3,734,582) is due to the consolidation of three activities (Exchange of Data, Valuation Notification, Real Property Inspection and Collection) as a result of an organizational restructure. The primary driver of real property is the number of parcels and the creation of parcels. In FY 2005-06, the County had 12.3% growth in Real Property. Using the population forecast data and understanding that land was purchased and split into residential and commercial parcels at record levels over the past few years, the FY 2007-08 budget projects a lower growth rate of 4% compared to FY 2006-07. 245 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Assessor General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES $ 22,979,361 $ REVENUE 150,000 $ $ 150,000 238,119 $ 87,797 606,446 17,241 55,000 (100,000) 904,603 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Salary Savings Adjustment $ IT Market Study Implementation Increase in Real Property Inspection Activity, Staff Increase Five (5) Area Managers Personnel Services Allocation - CAMA Project Manager Reduction for Overbudgeted Position(s) Risk Management Cost Increase Increase in Real Property Inspection Activity, Tempe Office Rent Increase Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 246 22,979,361 23,883,964 $ 150,000 842,766 188,373 $ - 493,105 (9,304) (12,766) 18,799 - 41,486 1,562,459 $ - 25,446,423 $ 150,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 1 Board of Supervisors, District 1 Analysis by Marc Kuffner, Management & Budget Supervisor Summary Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Not Applicable Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ FY 2006-07 ADOPTED 303,068 303,068 $ $ $ FY 2006-07 REVISED 341,043 341,043 $ 391,021 391,021 $ FY 2006-07 PROJECTED $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 375,593 375,593 $ 391,021 665 391,686 $ $ - 0.0% (665) (665) -0.2% $ Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS FY 2007-08 ADOPTED 3.00 3.00 REVISED TO ADOPTED VARIANCE % 3.00 3.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 275,139 5,125 20,897 1,907 303,068 FY 2006-07 ADOPTED $ $ 312,141 9,744 18,210 948 341,043 247 FY 2006-07 REVISED $ $ 364,707 8,100 17,266 948 391,021 FY 2006-07 PROJECTED $ $ 352,532 8,470 13,643 948 375,593 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 354,460 9,744 25,134 2,348 391,686 $ $ 10,247 (1,644) (7,868) (1,400) (665) 2.8% -20.3% -45.6% -147.7% -0.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 1 Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 303,068 303,068 FY 2006-07 ADOPTED $ $ FY 2006-07 REVISED 341,043 341,043 $ $ 391,021 391,021 FY 2006-07 PROJECTED $ $ 375,593 375,593 FY 2007-08 ADOPTED $ $ 391,686 391,686 REVISED TO ADOPTED VARIANCE % $ $ (665) (665) -0.2% -0.2% The Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 341,043 $ - $ $ Subtotal $ 32,348 17,630 49,978 $ - $ 391,021 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions Subtotal $ 2,956 7,201 10,157 $ $ - 401,178 $ - (9,492) $ (9,492) $ - FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Adjustment FY 2006-07 Pay for Performance (ECP) FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 248 391,686 REVENUE $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 2 Board of Supervisors, District 2 Analysis by Marc Kuffner, Management & Budget Supervisor Summary Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Not Applicable Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 318,221 318,221 $ FY 2006-07 ADOPTED $ FY 2006-07 REVISED 341,043 341,043 $ $ FY 2006-07 PROJECTED 391,021 391,021 $ $ $ 351,671 351,671 FY 2007-08 ADOPTED $ $ REVISED TO ADOPTED VARIANCE % 391,021 665 391,686 $ (665) (665) $ 0.0% -0.2% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 3.00 3.00 3.00 3.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 299,283 6,369 10,622 1,947 318,221 FY 2006-07 ADOPTED $ $ 312,981 7,850 19,467 745 341,043 FY 2006-07 REVISED $ $ 249 362,348 7,850 19,467 1,356 391,021 FY 2006-07 PROJECTED $ $ 325,108 6,964 18,500 1,098 351,671 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 365,406 5,333 19,467 1,480 391,686 $ $ (3,058) 2,517 (124) (665) -0.8% 32.1% 0.0% -9.1% -0.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 2 Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 318,221 318,221 FY 2006-07 ADOPTED $ $ 341,043 341,043 FY 2006-07 REVISED $ $ 391,021 391,021 FY 2006-07 PROJECTED $ $ 351,671 351,671 FY 2007-08 ADOPTED $ $ 391,686 391,686 REVISED TO ADOPTED VARIANCE % $ $ (665) (665) -0.2% -0.2% The Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 341,043 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Adjustment FY 2006-07 Pay for Performance (ECP) - $ Subtotal $ 32,348 17,630 49,978 $ - $ 391,021 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions Subtotal $ 2,956 7,201 10,157 $ $ - 401,178 $ - (9,492) $ (9,492) $ - FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ REVENUE $ BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 250 391,686 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 3 Board of Supervisors, District 3 Analysis by Marc Kuffner, Management & Budget Supervisor Summary Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Not Applicable Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ FY 2006-07 ADOPTED 273,268 273,268 $ $ 341,043 341,043 $ FY 2006-07 REVISED $ 391,021 391,021 $ FY 2006-07 PROJECTED $ $ 370,920 370,920 FY 2007-08 ADOPTED $ $ REVISED TO ADOPTED VARIANCE % 391,021 665 391,686 $ $ (665) (665) 0.0% -0.2% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS FY 2007-08 ADOPTED 3.00 3.00 REVISED TO ADOPTED VARIANCE % 3.00 3.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 261,754 200 10,339 975 273,268 FY 2006-07 ADOPTED $ $ 323,058 6,852 10,158 975 341,043 251 FY 2006-07 REVISED $ $ 372,797 7,102 10,147 975 391,021 FY 2006-07 PROJECTED $ $ 346,952 3,566 19,429 974 370,920 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 372,744 7,102 10,147 1,693 391,686 $ $ 53 (718) (665) 0.0% 0.0% 0.0% -73.6% -0.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 3 Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 273,268 273,268 FY 2006-07 ADOPTED $ $ 341,043 341,043 FY 2006-07 REVISED $ $ 391,021 391,021 FY 2006-07 PROJECTED $ $ 370,920 370,920 FY 2007-08 ADOPTED $ $ 391,686 391,686 REVISED TO ADOPTED VARIANCE % $ $ (665) (665) -0.2% -0.2% The Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Adjustment FY 2006-07 Pay for Performance (ECP) EXPENDITURES $ 341,043 $ REVENUE - $ $ Subtotal $ 32,348 17,630 49,978 $ - FY 2006-07 REVISED RESTATED BUDGET: $ 391,021 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions $ $ Subtotal $ 2,956 7,201 10,157 $ - $ 401,178 $ - (9,492) $ (9,492) $ - FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 252 391,686 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 4 Board of Supervisors, District 4 Analysis by Marc Kuffner, Management & Budget Supervisor Summary Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Not Applicable Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 271,655 271,655 $ FY 2006-07 ADOPTED $ 341,043 341,043 $ FY 2006-07 REVISED $ FY 2006-07 PROJECTED 391,021 391,021 $ $ $ 343,679 343,679 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 391,021 665 391,686 $ (665) (665) $ 0.0% -0.2% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 3.00 3.00 3.00 3.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 266,088 1,034 3,788 745 271,655 FY 2006-07 ADOPTED $ $ 307,257 8,085 24,956 745 341,043 253 FY 2006-07 REVISED $ $ 357,233 8,085 24,956 747 391,021 FY 2006-07 PROJECTED $ $ 323,950 5,869 13,115 744 343,679 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 357,183 8,085 24,956 1,462 391,686 $ $ 50 (715) (665) 0.0% 0.0% 0.0% -95.7% -0.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 4 Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 271,655 271,655 FY 2006-07 ADOPTED $ $ 341,043 341,043 FY 2006-07 REVISED $ $ 391,021 391,021 FY 2006-07 PROJECTED $ $ 343,679 343,679 FY 2007-08 ADOPTED $ $ 391,686 391,686 REVISED TO ADOPTED VARIANCE % $ $ (665) (665) -0.2% -0.2% The Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 341,043 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Adjustment FY 2006-07 Pay for Performance (ECP) $ - Subtotal $ 32,348 17,630 49,978 $ - FY 2006-07 REVISED RESTATED BUDGET: $ 391,021 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions $ $ Subtotal $ 2,956 7,201 10,157 $ - $ 401,178 $ - (9,492) $ (9,492) $ - FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 254 391,686 $ REVENUE $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 5 Board of Supervisors, District 5 Analysis by Marc Kuffner, Management & Budget Supervisor Summary Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Not Applicable Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 289,234 289,234 $ FY 2006-07 ADOPTED $ FY 2006-07 REVISED 341,043 341,043 $ $ $ FY 2006-07 PROJECTED 391,021 391,021 $ FY 2007-08 ADOPTED 362,618 362,618 $ $ 391,021 665 391,686 $ REVISED TO ADOPTED VARIANCE % $ - 0.0% (665) (665) -0.2% $ Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 3.00 3.00 3.00 3.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 263,000 4,914 19,226 2,094 289,234 FY 2006-07 ADOPTED $ $ 313,522 7,514 18,003 2,004 341,043 FY 2006-07 REVISED $ $ 255 362,987 7,704 19,090 1,240 391,021 FY 2006-07 PROJECTED $ $ 338,011 4,324 18,724 1,559 362,618 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 364,912 6,704 17,907 2,163 391,686 $ $ (1,925) 1,000 1,183 (923) (665) -0.5% 13.0% 6.2% -74.4% -0.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Board of Supervisors, District 5 Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 289,234 289,234 FY 2006-07 ADOPTED $ $ 341,043 341,043 FY 2006-07 REVISED $ $ 391,021 391,021 FY 2006-07 PROJECTED $ $ 362,618 362,618 FY 2007-08 ADOPTED $ $ REVISED TO ADOPTED VARIANCE % - $ $ 391,021 391,021 100.0% 100.0% The Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 341,043 $ - $ $ Subtotal $ 32,348 17,630 49,978 $ - FY 2006-07 REVISED RESTATED BUDGET: $ 391,021 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions $ $ Subtotal $ 2,956 7,201 10,157 $ - $ 401,178 $ - (9,492) $ (9,492) $ - FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Adjustment FY 2006-07 Pay for Performance (ECP) FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 256 391,686 REVENUE $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Clerk of the Board of Supervisors Analysis by Marc Kuffner, Management & Budget Supervisor Summary 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 • 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 user-friendly. 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: The Department completed a Request for Proposal for a new Agenda Management System and is currently working with vendors on specifics and evaluations. • By April 30, 2008, improve access for all County employees and Citizens to Board Actions, Minutes and supporting documentation via electronic search functionality. Status: The Department is exploring options for immediate results of Board actions to be posted on the Clerk of the Board website. They are also exploring options of converting paper archived minutes to a searchable medium. • By June 30, 2009, determine methods for maintaining access to electronic records while meeting ASLAPR requirements in order to reduce storage requirements and expenses related to filing, retrieval and paper tracking systems. Status: The Department continues to work with the Information Technology group and Arizona State Library and Public Records to move toward a conversion of documents available for electronic retrieval and microfilm as the medium for permanent storage of records. The 257 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Department is also working to develop a business plan for this process, including equipment and personnel. The FY 2007-08 budget continues to support the attainment of this goal. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL Expenditures 06IS - INFORMATION SERVICES RCRD - RECORDS MANAGEMENT FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 85,061 85,061 $ 54,213 54,213 $ 56,775 56,775 $ 80,792 80,792 $ 64,769 64,769 $ (7,994) (7,994) -14.1% -14.1% 06MM - MEETING MANAGEMENT MTNG - MEETING MANAGEMENT $ 232,518 232,518 $ 217,024 217,024 $ 203,823 203,823 $ 279,012 279,012 $ 203,986 203,986 $ (163) (163) -0.1% -0.1% 06SD - SPECIAL DISTRICTS SDIS - SPECIAL DISTRICTS $ 24,875 24,875 $ 21,262 21,262 $ 37,628 37,628 $ 36,689 36,689 $ 32,749 32,749 $ 4,879 4,879 13.0% 13.0% 06SS - STATUTORY SERVICES LICP - LICENSES & PERMITS BORD - BOARDS AND COMMISSIONS $ 19,019 19,019 $ 60,507 4,088 56,419 $ 25,053 5,567 19,486 $ 45,357 11,774 33,583 $ 26,796 5,955 20,841 $ (1,743) (388) (1,355) -7.0% -7.0% -7.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 181,288 $ 270,404 $ 460,025 $ 278,651 $ 511,775 $ (51,750) -11.2% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 542,762 $ $ 623,410 $ $ 783,304 $ $ 720,502 $ $ 552 840,627 $ $ (51,750) (57,323) -7.3% Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 06IS - INFORMATION SERVICES RCRD - RECORDS MANAGEMENT 1.00 1.00 1.00 1.00 - 0.0% 0.0% 06MM - MEETING MANAGEMENT MTNG - MEETING MANAGEMENT 5.00 5.00 5.00 5.00 - 0.0% 0.0% 06SD - SPECIAL DISTRICTS SDIS - SPECIAL DISTRICTS 0.55 0.55 0.90 0.55 06SS - STATUTORY SERVICES LICP - LICENSES & PERMITS BORD - BOARDS AND COMMISSIONS 0.45 0.10 0.35 0.10 0.10 0.35 4.00 11.00 5.00 12.00 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 0.35 - 63.6% 0.0% (0.35) -77.8% 0.0% 0.0% 1.00 1.00 25.0% 9.1% The increase in staff is attributed to the Agenda Management replacement project. A project manager has been added to the department for a period of eighteen (18) months. In FY 2007-08, the position is budgeted for the entire fiscal year as the 18 month period goes through July 31, 2008. Funding for this position resides in Appropriated Fund Balance. Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 471,162 36,341 32,445 2,814 542,762 FY 2006-07 ADOPTED $ $ 544,311 10,398 66,581 2,120 623,410 258 FY 2006-07 REVISED $ $ 675,157 26,941 77,023 4,183 783,304 FY 2006-07 PROJECTED $ $ 604,555 19,410 91,519 5,018 720,502 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 733,924 10,398 89,157 7,148 840,627 $ $ (58,767) 16,543 (12,134) (2,965) (57,323) -8.7% 61.4% -15.8% -70.9% -7.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 542,762 542,762 FY 2006-07 ADOPTED $ $ FY 2006-07 REVISED 623,410 623,410 $ $ 783,304 783,304 FY 2006-07 PROJECTED $ $ 720,502 720,502 FY 2007-08 ADOPTED $ $ 840,627 840,627 REVISED TO ADOPTED VARIANCE % $ $ (57,323) (57,323) -7.3% -7.3% The Clerk of the Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb the increases in Health/Dental insurance and retirement contributions. In all activities, there are minor shifts in costs between the activities due to minor personnel reallocations to better reflect the actual time spent by staff on each activity. In FY 2006-07, the Arizona State Legislature amended statutes related to the State Board of Equalization (SBOE) regarding the number of appointed County hearing officers and the rate of pay for these officers. The FY 2007-08 budgeted amount for the SBOE is $44,762 which is consistent with current year and historical expenditures. If there is an increase in the amount required for the SBOE, the Office of Management and Budget will recommend the use of contingency funds to support an increase. Mandated vs. Non-Mandated Expenditures Thousands 900 800 700 600 500 400 300 200 100 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Information Services Program The purpose of the Information Services Program is to ensure the accuracy of recorded documents and provide official records to the public, county departments and Districts upon request. This program ensures accurate reports are maintained so that official records are available to the public, county departments, and districts. Program Results Percent of records requests completed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 259 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Activities that comprise this program include: • Records Management Records Management Activity Records Management ensures accurate records are kept regarding Board actions. Mandates: A.R.S. §11-221 provides custody and inspection of records that all accounts of the Board of Supervisors should be kept at the office of the Clerk of the Board, and in his care, and shall be open to public inspection. A.R.S. §39-101 clarifies what a permanent public record is as well as the storage and quality of the document. Performance Analysis: Demand Number of record requests received. Output Number of record requests processed Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 325 ADOPTED 360 FY 2006-07 REVISED 360 PROJ ACT 360 325 360 360 360 288 100.0% 261.73 $ 100.0% 150.59 $ 100.0% 157.71 $ 100.0% 224.42 $ 100.0% 224.89 $ 0.0% 0.0% (67.18) -42.6% 85,061 85,061 - 54,213 54,213 - 56,775 56,775 1.00 80,792 80,792 - 64,769 64,769 1.00 (7,994) -14.1% (7,994) -14.1% 0.0% $ $ $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 288 (72) -20.0% $ $ (72) -20.0% $ $ 400 $270.00 350 $260.00 300 $250.00 250 $240.00 200 $230.00 150 Cost/request # of Requests Records Management Activity Performance $220.00 100 $210.00 50 $200.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Efficiency The FY 2007-08 budget for the Records Management Activity meets projected demand of 288 actions requested at an average cost of $224.89 per request completed in order to achieve the result of 100%. The FY 2007-08 expenditure budget is an increase of $7,994 compared to the FY 2006-07 revised budget due to minor personnel reallocations to better reflect the actual time spent by staff on this activity. 260 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Meeting Management Program The purpose of the Meeting Management Program is to ensure appropriate actions are presented to the Board of Supervisors in order to continue the County business as required by constitutional and statutory requirements. This program ensures that appropriate actions are presented to the Board and Board-related documentation is completed. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT RECOMM (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of requested meetings held. Activities that comprise this program include: • Meeting Management Meeting Management Activity Meeting Management includes the functions of the meeting including posting notices, agendas, minutes, and facilitation of processing statutory items. Mandates: A.R.S. §11-214 provides regular meetings of the board shall be held in the County on a working day or days of each month designated by the board. The board shall notify the public of the location and the day or days designated. Special meetings may be called by a majority of the board, or by the chairman. Performance Analysis: Demand Number of meetings requested. Output Number of meetings held. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 251 ADOPTED 265 FY 2006-07 REVISED 280 PROJ ACT 280 251 265 280 280 288 100.0% 926.37 $ 100.0% 818.96 $ 100.0% 727.94 $ 100.0% 996.47 $ 100.0% 708.28 $ 232,518 232,518 - $ $ 217,024 217,024 - 261 $ $ 203,823 203,823 5.00 $ $ 279,012 279,012 - FY 2007-08 Variance ADOPTED (Rev. - Adopted) 288 8 $ $ 203,986 203,986 5.00 8 $ $ % 2.9% 2.9% 0.0% 19.65 0.0% 2.7% (163) (163) - -0.1% -0.1% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors 300 $1,200.00 290 $1,000.00 280 $800.00 270 $600.00 260 $400.00 250 Cost/Meeting Number of Meetings Meeting Management Activity Performance $200.00 240 230 $0.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per Meeting The FY 2007-08 budget for the Meeting Management Activity meets projected demand of 288 actions requested at an average cost of $708.28 per meeting in order to achieve the result of 100%. The FY 2007-08 expenditure budget is an increase of $163 compared to the FY 2006-07 revised budget due to minor personnel reallocations to better reflect the actual time spent by staff on each activity. Special Districts Program The purpose of the Special Districts Program includes managing the formation, dissolution, annexation and special actions related to Special Districts so that the needs of the Community are met. This program also includes ensuring all statutory requirements of annual reports are met and all records are updated and complete. Program Results Percent of special district projects/actions completed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT RECOMM (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Special Districts Special Districts Activity This activity provides support to Special Districts by providing information and assistance to the Special Districts. Mandates: A.R.S. §48-3602 provides that each county shall organize a county flood control district to include and govern its area of jurisdiction. A.R.S. §48-3901 provides the Board of Supervisors may establish at the county seat a county free library district for the county. A.R.S. §48-4202 through A.R.S. §48-6287 provides details on all other special districts that the Board of Supervisors can organize. 262 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Performance Analysis: Demand Number of requests for creation, annexation, dissolutions, and special actions for special districts. Output Number of special districts projects/actions completed, denied or withdrawn. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 130 ADOPTED 135 FY 2006-07 REVISED 135 PROJ ACT 135 130 135 135 135 139 100.0% 191.35 $ 100.0% 157.50 $ 100.0% 278.73 $ 100.0% 271.77 $ 100.0% 235.60 $ 0.0% 0.0% 43.12 15.5% 24,875 24,875 - 21,262 21,262 - 37,628 37,628 0.55 36,689 36,689 - 32,749 32,749 0.55 4,879 13.0% 4,879 13.0% 0.0% $ $ $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 139 4 $ $ 4 $ $ % 3.0% 3.0% Special Districts Activity Performance $300.00 138 $250.00 136 $200.00 134 $150.00 132 130 $100.00 128 Cost/Special District Number of Special Districts 140 $50.00 126 124 $0.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per Special District The FY 2007-08 budget for the Special Districts Activity meets the projected demand of 139 actions requested at an average cost of $235.60 per request in order to achieve the result of 100%. The FY 2007-08 expenditure budget is decreased in the amount of $4,879 compared to the FY 2006-07 revised budget due to minor personnel reallocations to better reflect the actual time spent by staff on each activity. Statutory Services Program The purpose of the Statutory Services Program is to provide applications processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities as needs arise. 263 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors Program Results Percent of permits processed. Percent of vacancies reported to required departments. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT RECOMM (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Licenses and Permits • Boards and Commissions Licenses and Permits Activity The purpose of the Licenses Activity is to provide applications, application information, and coordinate the review and recommendation process so applicants can operate a licensed activity or function. Mandates: A.R.S. §4-201 provides the governing body of the city, town or county shall then enter an order recommending approval or disapproval within sixty days after filing of the application and shall file a certified copy of the order with the director. Performance Analysis: Demand Number of permits requested Output Number of permits processed. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 155 FY 2006-07 REVISED 155 PROJ ACT 155 155 155 155 160 100.0% 26.37 $ 100.0% 35.92 $ 100.0% 75.96 $ 100.0% 37.22 $ 4,088 4,088 - $ $ 5,567 5,567 0.10 $ $ 11,774 11,774 - FY 2007-08 Variance ADOPTED (Rev. - Adopted) 160 5 $ $ 5,955 5,955 0.10 5 $ $ Licenses and Permits Activity Performance $80.00 $70.00 160 $60.00 158 $50.00 156 $40.00 $30.00 154 $20.00 152 $10.00 150 $0.00 FY 2006-07 PROJECTED Demand Output 264 FY 2007-08 ADOPTED Cost per Permit Processed Cost/Permit processed Number of Permits Requested 162 % 3.2% 3.2% 0.0% 0.0% (1.30) -3.6% (388) -7.0% (388) -7.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors The FY 2007-08 budget for the Licenses and Permits Activity meets the projected demand of 160 requests at an average cost of $37.22 per request in order to achieve the result of 100%. The FY 200708 expenditure budget is an increase of $388 compared to the FY 2006-07 revised budget due to minor personnel reallocations to better reflect the actual time spent by staff on each activity. Boards and Commissions Activity The purpose of the Boards and Commissions Activity is to provide information regarding vacancies on Boards and Commissions and to deliver open meeting law information and oath packets to appointees. Mandates: Administratively mandated by the Board of Supervisors Performance Analysis: Demand Number of Boards and Commissions vacancies Output Number of appointments Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 180 ADOPTED 180 FY 2006-07 REVISED 180 PROJ ACT 180 180 180 180 180 180 100.0% 105.66 $ 100.0% 313.44 $ 100.0% 108.26 $ 100.0% 186.57 $ 100.0% 115.78 $ 19,019 19,019 - 56,419 56,419 - 19,486 19,486 0.35 33,583 33,583 - 20,841 20,841 0.35 $ $ $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 180 - $ $ - $ $ % 0.0% 0.0% 0.0% 0.0% (7.53) -7.0% (1,355) -7.0% (1,355) -7.0% 0.0% 200 180 160 140 120 100 80 60 40 20 $200.00 $180.00 $160.00 $140.00 $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 Cost/Vacancy Number of Vacancies Boards and Commissions Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per Vacancy The FY 2007-08 budget for the Boards and Commission Activity meets the projected demand of 180 vacancies at an average cost of $115.78 per reported vacancy in order to achieve the result of 100%. The FY 2007-08 expenditure budget is an increase of $1,355 compared to the FY 2006-07 revised budget due to minor personnel reallocations to better reflect the actual time spent by staff on each activity. 265 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Board of Supervisors General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 623,410 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Additional Staffing - Exectutive Services Document Imaging Project FY 2006-07 Pay For Performance (ECP) Admin Market Phase 1 FY 2006-07 Pay For Performance (ECP) $ Subtotal $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Budget Submission Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 46,521 75,920 6,927 8,516 32,340 170,224 $ REVENUE - $ - 793,634 $ (10,330) 783,304 $ - 7,059 2,742 13,008 4,257 40,501 67,567 $ $ - 850,871 $ - (10,244) $ (10,244) $ - 840,627 - $ The Clerk of the Board of Supervisors has worked on a financial plan that will allow them to reallocate current resources in order to absorb most of the increases in Health/Dental insurance and retirement contributions. 266 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Scott Rothe, Principal Management & Budget Analyst Summary 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 progressive and efficient court-related records management and financial services for the justice system, legal community and public so that they have fair and timely access to accurate court records and services. Vision The vision of the Clerk of the Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals • By October 2007, the Clerk of the Superior Court will have Electronic Court Record images available to end users of adult court records within one day (24 hours) of accepting the document for electronic processing. Status: The budget supports the attainment of this goal by funding a number of Electronic Court Record (ECR - eFiling enhancement) projects. These include File A-CASE ($70,000) and eFiling Appeals ($45,000), both from the Fill the Gap Fund, eFiling Multi-Vendor Integration ($70,000 from the Electronic Document Management System Fund), eFiling Family Court ($50,000 from the Child Support Enhancement Fund), and workflow enhancement projects ($35,000 from the Judicial Enhancement Fund). ECR also has many small / multi-year project 267 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court enhancements that are funded as part of ongoing operations from the General Fund and the Electronic Document Management System Fund. • By April 2008, the Clerk of the Superior Court will expand the Electronic Court Record through accepting and maintaining court documents filed in Juvenile Court cases in an electronic format. Status: The budget supports the attainment of this goal by funding the Juvenile eFiling Project ($90,000 from the Judicial Enhancement Fund). This project is also supported by ongoing operations from the General Fund. • By August 2008, the Clerk of the Superior Court will implement and maintain financial processes that support a unified approach to eBusiness and provide for the timely and accurate collection, disbursement, and reporting of court ordered payments. Status: The Judicial Enhancement Fund supports the attainment of this goal by funding several projects and initiatives: Cash Receipting Replacement ($261,000), Department of Corrections electronic payments ($15,000), ICIS / Restitution, Fines and Reimbursements Financials ($80,000), and IFIS Development ($52,000). The Victim Location Fund is supporting the USPS Automatic Address project ($50,000). This goal is also supported by ongoing operations, supported by the General Fund. • By December 2008, the Clerk of the Superior Court will demonstrate improved levels of employee satisfaction through development and implementation of initiatives that address employee recruitment, training, development, and retention. Status: The budget supports the attainment of this multi-year goal by funding specific program efforts to improve recruitment, retention, training, and mentoring. This goal extends throughout the department in the form of management efforts in the areas identified. 268 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 16CR - COURT RECORDS COUR - MEMORIALIZE COURT PROCEEDINGS EDOC - ELECTRONIC DOCUMENT FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 6,911,374 3,053,485 3,857,889 $ 7,936,336 3,937,411 3,998,925 $ 8,033,859 4,034,234 3,999,625 $ 7,716,120 3,477,195 4,238,925 $ 8,174,776 4,124,533 4,050,243 $ 140,917 90,299 50,618 1.8% 2.2% 1.3% 16FS - FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT $ 8,372,524 8,184,653 187,871 $ 7,206,877 7,206,877 - $ 7,206,877 7,206,877 - $ 8,192,704 8,192,497 206 $ 9,086,000 8,993,000 93,000 $ 1,879,123 1,786,123 93,000 26.1% 24.8% 16PR - PUBLIC RECORDS PURE - PUBLIC REGISTRATIONS $ 1,158,802 1,158,802 $ 749,172 749,172 $ 749,172 749,172 $ 932,037 932,037 $ 1,240,000 1,240,000 $ 490,828 490,828 65.5% 65.5% 99AS - ADMINISTRATIVE SERVICES PROG $ 102,484 $ - $ - $ - $ - $ - 99IT - INFORMATION TECHNOLOGY PROGRAM $ 591,664 $ 181,000 $ 181,000 $ 370,112 $ 180,500 $ 99GV - GENERAL GOVERNMENT 376,667 $ $ 17,513,515 $ $ 16,073,385 $ $ 16,170,908 $ $ 17,210,973 $ $ 18,681,276 $ $ 2,510,368 $ 25,263,401 12,774,774 12,488,627 - $ 30,139,508 14,235,968 15,903,540 - $ 29,870,986 14,559,548 15,311,438 - $ 28,981,601 13,925,833 15,055,768 - $ 25,085,204 567,006 3,398,185 429,991 255,883 14,483,031 4,711,472 927,209 205,824 106,603 $ 4,785,782 (567,006) (3,398,185) (429,991) (255,883) 76,517 10,599,966 (927,209) (205,824) (106,603) 16FS - FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COSO - COURT SUPPORT ORDERS $ 1,924,153 693,705 1,004,364 226,084 $ 2,027,126 30,443 1,903,670 93,013 $ 2,182,817 522,100 1,325,484 335,233 $ 1,951,606 333,539 1,410,115 207,951 $ 2,631,459 439,562 1,616,458 575,439 $ 16PR - PUBLIC RECORDS CDOC - COURT DOCUMENT COPY CDPS - COURT DOCUMENT PRESERVATION CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS $ 872,236 507,658 364,578 $ 745,306 272,848 472,458 $ 597,494 207,236 390,258 $ 677,694 234,831 442,863 $ 5,364,672 1,497,056 1,415,992 1,543,756 907,868 $ (4,767,178) -797.9% (1,497,056) (1,208,756) -583.3% (1,543,756) (517,610) -132.6% 99AS - ADMINISTRATIVE SERVICES PROG $ 3,721,532 $ 3,560,938 $ 3,890,605 $ 4,027,754 $ 4,981,807 $ (1,091,202) -28.0% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 5,191,906 $ 5,119,157 $ 5,100,348 $ 5,070,236 $ 5,345,339 $ 99GV - GENERAL GOVERNMENT $ $ 36,973,228 TOTAL PROGRAMS EXPENDITURES 16CR - COURT RECORDS APLS - APPEALS CASE - CASE INITIATION DIST - DISTRIBUTION DRPT - DISPOSITION REPORT COUR - MEMORIALIZE COURT PROCEEDINGS EDOC - ELECTRONIC DOCUMENT EXCC - EXHIBIT CARE & CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT SOFR - SUPPORT ORDER FINANCIAL REPORT TOTAL PROGRAMS 269 $ 59,449 $ 41,651,484 $ 59,449 $ 41,701,699 $ 30,817 $ 40,739,707 $ 92,659 $ 43,501,140 (500) -0.3% 15.5% 16.0% 0.5% 69.2% (448,642) -20.6% 82,538 15.8% (290,974) -22.0% (240,206) -71.7% (244,991) -4.8% $ (33,210) -55.9% $ (1,799,441) -4.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 16CR - COURT RECORDS APLS - APPEALS CASE - CASE INITIATION DIST - DISTRIBUTION DRPT - DISPOSITION REPORT COUR - MEMORIALIZE COURT PROCEEDINGS EDOC - ELECTRONIC DOCUMENT EXCC - EXHIBIT CARE & CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT SOFR - SUPPORT ORDER FINANCIAL REPORT FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 624.00 280.50 343.50 - 500.00 14.00 79.50 10.00 6.00 257.50 103.00 19.00 5.00 6.00 16FS - FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COSO - COURT SUPPORT ORDERS 40.00 10.00 26.00 4.00 56.00 7.00 30.00 19.00 16PR - PUBLIC RECORDS CDOC - COURT DOCUMENT COPY CDPS - COURT DOCUMENT PRESERVATION CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS 11.00 2.00 9.00 115.00 33.00 25.00 37.00 20.00 104.00 33.00 23.00 37.00 11.00 99AS - ADMINISTRATIVE SERVICES PROG 56.00 65.00 9.00 16.1% 41.00 772.00 40.00 776.00 (1.00) 4.00 -2.4% 0.5% 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS (124.00) 14.00 79.50 10.00 6.00 (23.00) (240.50) 19.00 5.00 6.00 -19.9% -8.2% -70.0% 16.00 40.0% (3.00) -30.0% 4.00 15.4% 15.00 375.0% 945.5% 1150.0% 122.2% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVENUE Licenses & Permits Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue 650,470 2,740,819 9,455,438 4,272,135 394,653 $ 17,513,515 400,000 2,647,935 9,765,033 3,217,228 43,189 $ 16,073,385 400,000 2,591,742 9,898,549 3,217,228 63,389 $ 16,170,908 361,456 2,417,644 10,087,707 4,174,874 169,292 $ 17,210,973 340,000 2,489,033 10,636,143 4,990,000 226,100 $ 18,681,276 EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 32,663,816 1,155,648 2,144,546 1,009,218 $ 36,973,228 $ 37,110,865 1,094,245 2,765,815 680,559 $ 41,651,484 $ 37,458,739 925,702 2,405,942 911,316 $ 41,701,699 $ 36,320,862 972,393 2,693,022 753,430 $ 40,739,707 $ 39,309,161 929,023 2,524,645 738,311 $ 43,501,140 $ $ 270 $ $ $ REVISED TO ADOPTED VARIANCE % $ $ $ $ (60,000) (102,709) 737,594 1,772,772 162,711 2,510,368 -15.0% -4.0% 7.5% 55.1% 256.7% 15.5% (1,850,422) (3,321) (118,703) 173,005 (1,799,441) -4.9% -0.4% -4.9% 19.0% -4.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED REVENUE 100 GENERAL $ 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 270 CHILD SUPPORT ENHANCEMENT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS TOTAL FUNDS $ 9,339,716 1,072,504 905,281 1,602,864 1,730,803 74,983 5,610 2,781,755 17,513,515 $ EXPENDITURES 100 GENERAL $ 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 270 CHILD SUPPORT ENHANCEMENT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS TOTAL FUNDS $ 29,118,747 1,086,011 1,003,439 1,560,334 1,439,255 17,708 7,441 2,740,294 36,973,228 $ $ $ FY 2006-07 REVISED FY 2006-07 PROJECTED 7,766,749 1,098,925 868,192 1,592,568 1,783,651 60,000 3,300 2,900,000 16,073,385 $ 7,766,749 1,098,925 868,192 1,625,833 1,847,909 60,000 3,300 2,900,000 $ 16,170,908 $ 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 $ 32,107,147 1,218,377 1,546,784 1,625,833 1,892,222 145,000 39,901 3,126,435 $ 41,701,699 $ $ $ REVISED TO ADOPTED FY 2007-08 ADOPTED 9,015,309 1,098,925 775,192 1,480,118 1,847,909 77,088 16,432 2,900,000 17,210,973 $ 31,953,641 1,218,377 1,453,784 1,480,118 1,442,222 65,000 130 3,126,435 40,739,707 $ $ $ VARIANCE 10,215,000 1,150,243 814,000 1,676,124 1,847,909 60,000 18,000 2,900,000 18,681,276 $ 34,177,630 1,150,243 1,039,333 1,676,124 1,962,909 75,000 89,901 3,330,000 43,501,140 $ $ $ % 2,448,251 51,318 (54,192) 50,291 14,700 2,510,368 31.5% 4.7% -6.2% 3.1% 0.0% 0.0% 445.5% 0.0% 15.5% (2,070,483) 68,134 507,451 (50,291) (70,687) 70,000 (50,000) (203,565) (1,799,441) -6.4% 5.6% 32.8% -3.1% -3.7% 48.3% -125.3% -6.5% -4.3% General Adjustments Worker’s Compensation / Unemployment Insurance As a technical adjustment, add $18,442 to the Internal Service Fund Charges Activity to fully fund Worker’s Compensation and Unemployment Insurance in FY 2007-08. General Fund Personnel Savings Rate Increase the budgeted General Fund (100) personnel savings rate from 6.6% to 6.9%, resulting in an expenditure reduction of $151,925 (allocated to 25 activities). Information Technology Market Study Add $247,102 in FY 2007-08 to fund salary adjustments. Programs and Activities Court Records Program The purpose of the Court Records 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. 271 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Program Results Percent of records transmitted to Appellate Courts Percent of customers satisfied with Case Initiation process Percent of new cases initiated Percent of received court-created documents distributed Percent of Dispostion Reports / Abstracts prepared Percent of minute entries completed within established timeline Percent of required minute entries completed Percent of requested documents accessible through the Electronic Court Repository Percent of documents added to the Electronic Court Repository Percent of received exhibits processed for intake Percent of Juvenile subsequent documents docketed Percent of requested financial reports prepared FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adpt) % NA NA NA NA 100.0% NA NA NA NA 95.0% NA NA NA NA NA NA NA NA 100.0% 100.0% NA NA NA NA 100.0% 85.0% 80.0% 93.0% 85.0% 85.0% NA NA NA NA 100.0% 100.0% 93.0% 93.0% 100.0% 100.0% 100.0% 100.0% NA NA NA NA -8.0% -8.6% 85.0% -8.0% -8.6% 100.0% 100.0% 0.0% 0.0% NA NA 100.0% NA NA NA 100.0% NA NA NA 100.0% Prior to FY 2007-08, the Court Records Program included just two activities (Memorialize Court Proceedings Activity and Case and Document Filing Activity). The latter activity has been eliminated. The Program now includes the following nine activities: • • • • • • • • • Appeals Case Initiation Distribution Disposition Report Memorialize Ct. Proceedings Electronic Document Exhibit Care & Custody Juvenile Subsequent Document Support Order Financial Report Appeals Activity The purpose of the Appeals Activity is to provide access to the appellate process and transmittal of the record on appeal for the parties in Superior Court cases so that they can pursue their legal right to have a decision reviewed by an Appellate Court. Mandates: The Clerk’s Office transmits the court record of an appealed case to the Appellate Court in accordance with Arizona Rules for Criminal Procedure 31 (Adult Criminal) & 32 (Post-Conviction Relief), Juvenile Rules of Procedure 88, Civil Rules of Procedure 76 and Rules of Appellate Procedure 11. 272 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results TBD Demand Number of records to be transmitted to an Appellate Court Output Number of records transmitted to an Appellate Court Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Clerk Of Court Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA TBD NA NA NA NA 2,012 NA NA NA NA 2,012 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ 486,602 80,404 $ 567,006 14.00 100.0% 281.81 The FY 2007-08 expenditure budget for the Appeals Activity meets projected demand of 2,012 records to be transmitted to an Appellate Court at an average cost of $281.81 per record. As this is a new activity, no historical data is available for prior fiscal years. Case Initiation Activity The purpose of the Case Initiation Activity is to provide means of access to the justice system for the legal community, private citizens and government agencies so that they can initiate litigation in Superior Court. Mandates: The process for initiating complaints and petitions, and submission of subsequent documents are set out in Arizona Rules of Civil Procedure (Ch. 3, 4), Rules of Family Law Procedure (Ch. 2), and Rules of Criminal Procedure (Ch. 2). Case initiation regarding juveniles are set out in A.R.S. 8-105 and 109 (adoption certification and petition), 108 (child custody), 301 (transfer of juvenile delinquency case), 533 (terminating parent-child relationship), and 841 (dependency); and 14-5207 (appointment of guardianship). Filing fees collected for the initiation of cases are established by A.R.S. 12-284. The Clerk’s Office also completes various mandated processes to support ongoing litigation, including providing proof of the service of process (Rule of Civil Procedure, Rule 45), transcript preparation for appeals (A.R.S. 22, Ch. 2, Article 4), issuance of preliminary injunction pursuant to the dissolution of marriage (A.R.S. 25-315), issue change of venue orders and copies of associated transcripts (A.R.S. 12-407), issuance of warrants or summons (A.R. Crim. P. 3), and providing conditions of release bonds (A.R. Crim. P. 7). 273 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results Percent of customers satisfied with case initiation process Demand Number of new cases to be initiated Output Number of new cases initiated Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Clerk Of Court Fill The Gap Clerk Of The Court Edms Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 95.0% NA NA NA NA 140,676 NA NA NA NA 140,676 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ 2,949,957 244,721 203,507 $ 3,398,185 79.50 100.0% 24.16 The FY 2007-08 budget for the Case Initiation Activity meets projected demand of 140,676 new cases to be initiated at an average cost of $24.16 per case initiated. The Clerk of the Superior Court is also anticipating a 95% customer satisfaction rating in FY 2007-08. As this is a new activity, no historical data is available for prior fiscal years. Distribution Activity The purpose of the Distribution Activity is to provide electronic or paper copies of court documents to parties in a case, court personnel, the legal community and government agencies so that they can be informed about their legal proceedings and fulfill any procedural or court ordered obligations they are required to perform. Performance Analysis: Results TBD Demand Number of court-created documents received for distribution Output Number of court created documents distributed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA TBD NA NA NA NA 819,860 NA NA NA NA 819,860 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA $ 429,991 $ 429,991 10.00 274 100.0% 0.52 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court The FY 2007-08 budget for the Distribution Activity meets projected demand of 819,960 court-created documents distributed at an average cost of $0.52 per document. As this is a new activity, no historical data is available for prior fiscal years. Disposition Report Activity The purpose of the Disposition Report Activity is to provide proof of case disposition to government agencies and courts, the legal community and the public so that they can use the information as required. Performance Analysis: Results TBD Demand Number of Disposition Reports / Abstracts to be prepared Output Number of Disposition Reports / Abstracts prepared Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Clerk Of The Court Edms Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA TBD NA NA NA NA 74,112 NA NA NA NA 74,112 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ 217,154 38,729 $ 255,883 6.00 100.0% 3.45 The FY 2007-08 expenditure budget for the Disposition Report Activity meets projected demand of 74,112 disposition reports/abstracts to be prepared at an average cost of $3.45 per report. As this is a new activity, no historical data is available for prior fiscal years. Memorialization of Court Proceedings Activity The purpose of the Memorialization of Court Proceedings Activity is 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. 275 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results Percentage of minute entries completed within established timeframe. Demand Number of minute entries required. Output Number of minute entries completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Judicial Enhancement Clerk Of The Court Grants Clerk Of Court Fill The Gap Child Support Enhancement Expenditures by Fund General Court Document Retrieval Judicial Enhancement Clerk Of The Court Grants Clerk Of Court Fill The Gap Child Support Enhancement Staffing (FTEs) FY 2005-06 ACTUAL 85.0% ADOPTED 80.0% FY 2006-07 REVISED 93.0% PROJ ACT 85.0% FY 2007-08 ADOPTED 85.0% Variance (Rev. - Adpt.) -8.0% % -8.6% 529,187 588,190 588,190 521,727 610,381 22,191 3.8% 529,187 598,233 598,233 521,727 610,381 12,148 2.0% $ 100.0% 24.14 $ $ $ 101.7% 23.80 $ 101.7% 24.34 $ $ 100.0% 26.69 $ $ 100.0% 23.73 $ 21,502 1,226,196 1,730,803 74,983 Totals $ 3,053,485 501,192 1,592,568 1,783,651 60,000 $ 3,937,411 500,492 1,625,833 1,847,909 60,000 $ 4,034,234 72,080 1,480,118 1,847,909 77,088 $ 3,477,195 $ 540,500 1,676,124 1,847,909 60,000 $ 4,124,533 $ 10,326,464 1,560,161 888,149 Totals $ 12,774,774 NA $ 11,417,785 24,359 91,300 1,592,568 1,067,956 42,000 $ 14,235,968 NA $ 11,818,046 10,000 1,625,833 1,010,669 95,000 $ 14,559,548 280.50 $ 11,503,270 30,432 1,480,118 912,013 $ 13,925,833 NA $ 11,755,079 1,675,605 1,047,347 5,000 $ 14,483,031 257.50 $ $ $ $ -1.7% 0.61 40,008 50,291 90,299 -1.7% 2.5% 8.0% 3.1% 0.0% 0.0% 2.2% 62,967 0.5% 10,000 100.0% (49,772) -3.1% (36,678) -3.6% 90,000 94.7% 76,517 0.5% (23.00) -8.2% The Memorialization of Court Proceedings Activity is the sole Court Records Program activity that is not new for FY 2007-08. The FY 2007-08 budget for the activity meets projected demand of 610,381 minute entries completed at an average cost of $23.35 per entry. The projected percent of minute entries completed within an established timeframe declined to 85% in FY 2006-07, the same result estimated for FY 2007-08. The FY 2006-07 budget assumed an 11% increase in demand, with results of 100% of entries completed; the number of entries expected to be completed has actually increased by 7.4% (to 568,270 entries required). The FY 2007-08 budget assumes a 7.4% increase in demand above the projected demand for FY 2006-07. Add 1.0 FTE Clerk – New Civil Division: Allocate $48,738 from the General Fund for the addition of 1.0 FTE Courtroom Clerk (New Civil Division). Other adjustments in the Memorialize Court Proceedings Activity include reallocations of Personal Services Allocations-In, and rightsizing of Overtime and Other Pay. Electronic Document Activity The purpose of the Electronic Document Activity is to provide electronic access to court records to citizens of Maricopa County so that they can review the content of pleadings, motion, notices and all other documents filed in a court case. 276 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results Percent of requested documents accessible through the ECR Demand Number of electronic documents to be added to the Electronic Court Record (ECR) Repository Output Number of electronic documents added to the ECR Repository Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Court Document Retrieval Clerk Of The Court Edms Expenditures by Fund General Court Document Retrieval Judicial Enhancement Clerk Of Court Fill The Gap Clerk Of The Court Edms Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ ADOPTED 93.0% FY 2006-07 REVISED 93.0% PROJ ACT 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 85.0% -8.0% % -8.6% 2,480,323 2,643,503 2,643,503 2,529,929 2,999,268 355,765 13.5% 2,480,323 2,643,503 2,643,503 2,529,929 2,999,268 355,765 13.5% 100.0% 5.04 $ 100.0% 6.02 $ 100.0% 5.79 $ 100.0% 5.95 $ 100.0% 1.57 $ $ 1,072,504 2,785,385 Totals $ 3,857,889 $ 1,098,925 2,900,000 $ 3,998,925 $ 1,098,925 2,900,000 $ 3,999,625 $ 1,098,925 2,900,000 $ 4,238,925 $ 1,150,243 2,900,000 $ 4,050,243 $ 9,712,364 979,421 563,369 1,233,474 Totals $ 12,488,627 NA $ 11,980,901 1,194,018 155,693 623,807 1,949,121 $ 15,903,540 NA $ 11,291,353 1,218,377 141,369 744,401 1,915,938 $ 15,311,438 343.50 $ 11,001,761 1,218,377 291,896 530,009 2,013,725 $ 15,055,768 NA $ 2,382,188 86,853 4,497 318,738 1,919,196 $ 4,711,472 103.00 $ $ $ 0.0% 4.22 51,318 50,618 8,909,165 1,131,524 136,872 425,663 (3,258) $ 10,599,966 (240.50) 0.0% 72.9% 4.7% 0.0% 1.3% 78.9% 92.9% 96.8% 57.2% -0.2% 69.2% -70.0% The FY 2007-08 budget for the Electronic Document Activity meets projected demand of 2,999,268 documents to be added to the Electronic Court Record (ECR) Repository at an average cost of $1.57 per document which reflects that 100% of electronic documents were added to the repository. The budget also provides for 93% of requested documents accessible through the ECR, the same as budgeted for FY 2006-07. The Electronic Document Activity is new for FY 2007-08, one of several Activities that were created from the eliminated Case and Document Filing Activity. Although the Clerk of the Superior Court has elected to maintain the historical data associated with the former Case and Document Filing Activity within the new Electronic Document Activity, little performance analysis can be gleaned from the remaining data until the new Activities have garnered their own activity-related data. Exhibit Care and Custody Activity The purpose of the Exhibit Care and Custody Activity is to provide proper storage of exhibits, maintaining the chain of custody for marked exhibits in a court case for the public, legal community, Court, County and other governmental agencies so that they can access the exhibits while they pursue the legal process. 277 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results TBD Demand Number of exhibits received for intake Output Number of exhibits processed for intake Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA 85.0% NA NA NA NA 176,965 NA NA NA NA 176,965 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA $ 927,209 $ 927,209 19.00 100.0% 5.24 The FY 2007-08 expenditure budget for the Exhibit Care and Custody Activity meets projected demand of 176,965 received exhibits processed for intake at an average cost of $5.24 per record. As this is a new activity, no historical data is available for prior fiscal years. Juvenile Subsequent Document Activity The purpose of the Juvenile Subsequent Document Activity is to provide a chronological record of pleadings, actions, and decisions rendered and filed in a Juvenile court case for the legal community, Court, parties to the Juvenile case, Juvenile Probation or other governmental agencies so that they can access the judicial system and court record. Performance Analysis: Results TBD Demand Number of Juvenile subsequent documents to be docketed Output Number of Juvenile subsequent documents Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA TBD NA NA NA NA 239,468 NA NA NA NA 239,468 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA $ 205,824 $ 205,824 5.00 100.0% 0.86 The FY 2007-08 expenditure budget for the Juvenile Subsequent Document Activity meets projected demand of 239,468 Juvenile subsequent documents to be docketed at an average cost of $0.86 per document. As this is a new activity, no historical data is available for prior fiscal years. 278 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Support Order Financial Report Activity The purpose of the Support Order Financial Report Activity is to provide case related financial information and guidance with calculating financial data to parties in Family Court cases so that they can present information to the court in post-decree court actions and to government agencies requiring financial information as part of their service qualification process. Performance Analysis: Results TBD Demand Number of requests for financial reports received Output Number of financial reports prepared Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA TBD NA NA NA NA 5,372 NA NA NA NA 5,372 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA $ 106,603 $ 106,603 6.00 100.0% 19.84 The FY 2007-08 expenditure budget for the Support Order Financial Report Activity meets projected demand of 5,372 received reports prepared at an average cost of $19.84 per report. As this is a new activity, no historical data is available for prior fiscal years. Fiduciary Services Program The purpose of the Clerk of the Court Fiduciary Services Program is to allocate and disburse courtordered 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. Program Results Percent of payment requests resulting in in a payment Percent of payments posted Percent of checks issued within established time frame Percent of checks issued Percent of support orders processed within established time frame Percent of received support orders processed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % 85.0% 85.0% 85.0% 85.0% 85.0% 0.0% 0.0% 100.0% 85.0% 100.0% 85.0% 100.0% 85.0% 100.0% 85.0% 100.0% 95.0% 0.0% 10.0% 0.0% 11.8% 100.0% 85.0% 100.0% 85.0% 100.0% 85.0% 100.0% 85.0% 100.0% 99.0% 0.0% 14.0% 0.0% 16.5% 100.9% 98.6% 98.6% 100.2% 97.5% -1.1% -1.1% 279 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Activities that comprise this program include: • Court Ordered Receivables • Court Ordered Disbursement • Court Support Orders Court Ordered Receivables Activity 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 orders by executing payments timely and completely. Performance Analysis: Results Percentage of payment requests resulting in a payment Demand Number of payments needed to be posted Output Number of payments posted Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Judicial Enhancement Victim Location Expenditures by Fund General Judicial Enhancement Clerk Of Court Fill The Gap Victim Location FY 2005-06 ACTUAL 85.0% $ Totals $ Staffing (FTEs) FY 2006-07 REVISED PROJ ACT 85.0% 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 85.0% 0.0% % 0.0% 44,232 75,984 75,984 75,984 42,601 (33,383) -43.9% 44,232 75,984 75,984 75,984 42,601 (33,383) -43.9% 100.0% 15.68 $ 100.0% 0.40 $ 100.0% 6.87 $ 100.0% 4.39 $ 100.0% 10.32 $ 0.0% (3.45) 0.0% -50.2% $ 8,180,914 3,739 Totals $ 8,184,653 $ ADOPTED 85.0% $ 7,017,577 186,000 3,300 $ 7,206,877 698,458 $ (12,194) 7,441 693,705 $ NA 30,443 30,443 NA $ 7,017,577 186,000 3,300 $ 7,206,877 $ 8,083,065 93,000 16,432 $ 8,192,497 $ 8,975,000 18,000 $ 8,993,000 $ 1,957,423 27.9% (186,000) -100.0% 14,700 445.5% $ 1,786,123 24.8% $ $ $ $ $ 428,717 93,383 522,100 10.00 $ 333,539 333,539 NA $ 346,179 93,383 439,562 7.00 $ 82,538 82,538 (3.00) 19.3% 0.0% 15.8% -30.0% The FY 2007-08 budget for the Court Ordered Receivables Activity meets projected demand of 42,601 payments to be posted at an average cost of $10.32 per posted payment. The percentage of payment requests resulting in a payment is expected to continue at a rate of 85%. Court Ordered Disbursement Activity 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. 280 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Performance Analysis: Results Percentage of checks issued within established time frame. Demand Number of checks to be issued Output Number of checks issued Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Judicial Enhancement Victim Location FY 2005-06 ACTUAL 85.0% $ $ Totals $ Expenditures by Fund General Judicial Enhancement Victim Location Staffing (FTEs) ADOPTED 85.0% FY 2006-07 REVISED PROJ ACT 85.0% 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 95.0% 10.0% % 11.8% 101,564 95,400 95,400 85,528 107,732 12,332 12.9% 101,564 95,400 95,400 85,528 107,732 12,332 12.9% 100.0% 19.95 $ 100.0% 13.89 $ 100.0% 16.49 $ 100.0% 9.89 $ 186,000 1,871 187,871 $ 1,004,364 Totals $ 1,004,364 NA $ - $ $ 1,767,874 95,895 39,901 $ 1,903,670 NA $ - $ $ 1,187,799 97,784 39,901 $ 1,325,484 26.00 $ 206 206 $ $ 1,378,029 31,956 130 $ 1,410,115 NA 100.0% 15.00 $ $ 93,000 93,000 $ $ 1,428,773 97,784 89,901 $ 1,616,458 30.00 $ $ $ $ 0.0% (1.11) 0.0% -8.0% 93,000 93,000 (240,974) -20.3% 0.0% (50,000) -125.3% (290,974) -22.0% 4.00 15.4% The FY 2007-08 budget for the Court Ordered Disbursement Activity meets projected demand of 107,732 checks to be issued at an average cost of $15.00 per check issued. The percentage of checks issued within an established timeframe is expected to increase to 95% in FY 2007-08. Court Support Orders Activity The purpose of the Court Support Orders Activity is to execute Court-directed financial orders for the Court and the parties so that they can implement or obtain equities in the dissolution of marriages. Performance Analysis: FY 2005-06 ACTUAL 85.0% Results Percentage of support orders processed within established time frame. Demand Number of support orders received Output Number of support orders processed Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 85.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 85.0% 85.0% 99.0% 14.0% % 16.5% 27,910 30,132 30,132 25,408 26,888 (3,244) -10.8% 28,167 29,712 29,712 25,462 26,219 (3,493) -11.8% -1.1% (10.66) -1.1% -94.5% 100.9% 8.03 $ 226,084 226,084 NA $ $ 98.6% 3.13 $ 93,013 93,013 NA $ $ 98.6% 11.28 $ 335,233 335,233 4.00 $ $ 100.2% 8.17 $ 207,951 207,951 NA $ $ 97.5% 21.95 $ 575,439 575,439 19.00 $ (240,206) -71.7% $ (240,206) -71.7% 15.00 375.0% The FY 2007-08 budget for the Court Support Orders Activity meets projected demand of 26,888 received support orders to be processed at an average cost of $21.95 per processed order. The 281 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court percentage of support orders processed within an established time frame is expected to increase to 99% in FY 2007-08. Public Records Program The purpose of the Public Records Program is to register public applications and record legal documentation for the citizens of Maricopa County so that they can access public records. Program Results Percent of pages reproduced Percent of images archived Percent of requested files delivered Percent of applications processed within established time frame Percent of requested applications processed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA NA NA 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% NA NA NA NA 100.0% 90.0% 90.0% 90.0% 90.0% 100.0% 10.0% 11.1% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% The activities that comprise this program include: • Court Document Copy • Court Document Preservation • • Distribution Disposition Report Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of court documents upon request via the hard-copy record and/or electronic record to the public, court legal community and agencies so that they can use the information as required. Performance Analysis: Results TBD Demand Number of pages to be reproduced Output Number of pages reproduced Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Court Document Retrieval Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % TBD NA NA NA NA 914,698 NA NA NA NA 914,698 NA NA NA NA NA NA NA NA $ NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ 1,495,230 1,826 $ 1,497,056 33.00 282 100.0% 1.64 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court The FY 2007-08 budget for the Court Document Copy Activity meets projected demand of 914,698 pages to be copied at an average cost of $1.64 per copied page. As this is a new activity, no historical data is available for prior fiscal years. Court Document Preservation Activity The purpose of the Court Document Preservation Activity is to archive and make court records available to the public, court, legal community and agencies so that they can access and use the information within the records as required. Performance Analysis: FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA Results TBD Demand 1,088,501 1,126,696 1,126,696 Number of images to be archived 1,088,501 1,126,696 1,126,696 Output Number of images archived Percent of Demand met 100.0% 100.0% 100.0% Efficiency $ 0.47 $ 0.24 $ 0.18 $ Expenditures per unit of Output Expenditures by Fund General $ 404,850 $ 272,848 $ 207,236 $ Court Document Retrieval 102,808 Totals $ 507,658 $ 272,848 $ 207,236 $ Staffing (FTEs) NA NA 2.00 FY 2007-08 ADOPTED TBD Variance (Rev. - Adpt.) % 974,650 4,056,000 2,929,304 260.0% 974,650 4,056,000 2,929,304 260.0% 100.0% 0.24 $ 234,831 234,831 NA $ $ 100.0% 0.35 $ 853,195 562,797 1,415,992 25.00 0.0% (0.17) 0.0% -89.8% $ (645,959) -311.7% (562,797) $ (1,208,756) -583.3% 23.00 1150.0% The FY 2007-08 budget for the Court Document Preservation Activity meets projected demand of 4,056,000 documents to be archived at an average cost of $0.35 per image. Court File Delivery Activity The purpose of the Court File Delivery Activity is to provide access to the court files upon request via the hard-copy record to the public, court, legal community and agencies so that they can retrieve information within the court file and use the information as required. Performance Analysis: Results TBD Demand Number of files requested Output Number of files delivered Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Court Document Retrieval Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA NA NA FY 2007-08 ADOPTED TBD NA NA NA NA 494,316 NA NA NA NA 494,316 NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA 283 $ $ $ 100.0% 3.12 1,168,522 375,234 1,543,756 37.00 Variance (Rev. - Adpt.) % Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court The FY 2007-08 budget for the Court File Delivery Activity meets projected demand of 494,316 requested files to be delivered at an average cost of $3.12 per delivered file. As this is a new activity, no historical data is available for prior fiscal years. Public Registration Activity The purpose of the Public Registration 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. Performance Analysis: Results Percentage of applications processed within established timeframe. Demand Number of applications requested Output Number of applications processed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Expenditures by Fund General Court Document Retrieval FY 2005-06 ACTUAL 90.0% $ Totals $ Staffing (FTEs) FY 2006-07 REVISED PROJ ACT 90.0% 90.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 100.0% 10.0% % 11.1% 32,913 24,480 24,480 38,486 46,985 22,505 91.9% 32,913 24,480 24,480 38,486 46,985 22,505 91.9% 100.0% 11.08 $ 100.0% 19.30 $ 100.0% 15.94 $ 100.0% 11.51 $ 100.0% 19.32 $ $ 1,158,802 Totals $ 1,158,802 $ ADOPTED 90.0% 364,578 364,578 NA $ $ 749,172 749,172 $ $ 749,172 749,172 $ $ 932,037 932,037 $ 1,240,000 $ 1,240,000 $ $ $ 472,458 472,458 NA $ 390,258 390,258 9.00 $ 442,863 442,863 NA $ $ $ $ $ $ 786,664 121,204 907,868 20.00 $ 0.0% (3.38) 490,828 490,828 0.0% -21.2% 65.5% 65.5% (396,406) -101.6% (121,204) (517,610) -132.6% 11.00 122.2% The FY 2007-08 budget for the Public Registration Activity meets projected demand of 46,985 requested applications at an average cost of $19.32 per application processed. The percentage of applications processed within an established timeframe is also expected to increase to 100% in FY 2007-08. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Executive Management Activity: Add $17,520 from the General Fund to fully fund the elected official salary increase ($10,439) and retirement adjustment ($7,081). Information Technology Market Study: Add $78,383 from the General Fund associated with the I.T. Market Study in the Executive Management Activity. Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. 284 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Add 0.5 FTE PC LAN Technician – Juvenile Night Court: Add $10,439 from the General Fund to increase an existing 0.5 FTE PC LAN Technician to full-time status associated with an increase in the number of extended-hour Juvenile Court sessions. Information Technology Market Study: Add $168,719 from the General Fund associated with the I.T. Market Study, including $101,996 in the Business Application Development and Support Activity, $18,534 in the Help Desk Support Activity, $19,534 in the Data Center Activity, and $28,655 in the Desktop Support Activity. General Government Program Worker’s Compensation / Unemployment Insurance: Add $33,210 to the Internal Service Fund Charges (ISFC) Activity to fully fund Worker’s Compensation and Unemployment Insurance in FY 2007-08. A technical correction totaling $18,442 includes a net increase from the General Fund of $324, and reallocations to the ISFC Activity totaling $18,118 from the following activities: Executive Management, Business Application Development Services, Memorialize Court Proceedings, Court Document Copy, Court Document Presentation, Court File Delivery, and Public Registrations. Prior to the adoption of the base budget, an additional $14,768 was allocated to the General Fund. Results Initiatives The following Results Initiative was requested by the Clerk of the Superior Court for FY 2007-08, and is included in the Adopted Budget. • Capital Case Adjudication -- $229,640 ($213,840 Annualized) General Fund: The FY 200708 Adopted Budget for the Trial Courts (800) includes the addition of four Capital Case Judges (three retired and one permanent). To support the new judges, the FY 2007-08 Adopted Budget for the Clerk of the Superior Court includes $229,640 ($213,840 Annualized) in the Memorialize Court Proceedings Activity to add 1.0 FTE Courtroom Clerk (and associated supplies and equipment) for each of the four new judges. Expected Result: This will allow the department to meet additional demand for minute entries as the result of additional Capital cases. 285 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES REVENUE $ 32,090,197 $ 7,766,749 MID-YEAR ADJUSTMENTS: Executive Compensation Increase (12 months) $ 16,950 $ - $ 32,107,147 $ 7,766,749 442,052 $ 126,974 934,123 55,382 2,541 1,561,072 $ - FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2007 Initiatives Annualization of FY 2006-07 LRP (12 month) $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Revenue Request Above Target (Court-Ordered Receivables $ Activity $1,957,423 & Public Registrations Activity $490,828) Shift of 12.0 FTE to Ct. Doc Retrieval Fund (Less Salary Savings) Add 1.0 FTE Clerk - New Civil Division - (Memorialize Ct Proc. Act.) Add 0.5 FTE Tech - Juv Ct Extended Hours (Desktop Supp. Activity) Elected Official Salary Increase (Executive Management Activity) Elected Official Retirement Adjustment (Exec Management Activity) Increase in Non-Personnel Operating Expenditures (Mult. Activities) Right-Size Revised PAS Structure Allocations Reallocate Other Pay (Multiple Activity Impact) Budget I.T. Market Study (full year) in Other Pay (Mult. Act. Impact) Re-Allocation of Pay for Performance Amount (Mult. Activity Impact) Corrected PS Allocation-In (Bus. Applications Dev't Activity) Increase Personnel Savings from 6.6% to 6.9% Subtotal $ FY 2007-08 TENTATIVE BUDGET: BASE ADJUSTMENTS: Workers' Compensation / Unemployment Insurance FY 2007-08 ADOPTED BASE: RESULTS INITIATIVES: Capital Case Adjudication FY 2007-08 ADOPTED BUDGET: 286 33,668,219 $ 7,766,749 - $ 2,448,251 48,738 24,289 10,439 7,081 155,839 (77,040) 247,102 324 155 (151,925) 265,002 $ 2,448,251 $ 33,933,221 $ 10,215,000 $ Subtotal $ 14,768 14,768 $ $ - $ 33,947,989 $ 10,215,000 $ Subtotal $ 229,641 229,641 $ $ - $ 34,177,630 $ 10,215,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Court Document Retrieval (205) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,218,377 $ 1,098,925 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance One Time Expenses 1,218,377 $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 1,098,925 15,594 $ 3,880 31,844 (119,452) (68,134) $ 51,318 51,318 1,150,243 $ 1,150,243 Court Document Retrieval (205) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 185,166 Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2006-07 ADOPTED $ 119,452 1,072,504 $ 1,086,011 (13,507) $ 171,659 FY 2006-07 REVISED $ 119,452 1,098,925 $ 1,218,377 (119,452) $ $ - FY 2006-07 PROJECTED $ 171,659 1,098,925 $ 1,218,377 (119,452) $ $ - $ FY 2007-08 ADOPTED $ 52,207 1,098,925 $ 1,218,377 (119,452) $ 52,207 $ 1,150,243 1,150,243 52,207 Judicial Enhancement (208) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,546,784 $ 868,192 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance One Time Expenses $ $ Subtotal $ 1,546,784 $ 868,192 2,712 $ 1,357 11,140 (696,345) (681,136) $ - FY 2007-08 BUDGET TARGET $ 865,648 $ 868,192 BASE ADJUSTMENTS: Non-Recurring Expenditures from Fund Balance Net Reduction in Multiple Activity Revenue $ $ Subtotal $ 173,685 173,685 $ (54,192) (54,192) $ 1,039,333 $ 814,000 FY 2007-08 ADOPTED BUDGET: 287 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Judicial Enhancement (208) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 1,640,279 FY 2006-07 ADOPTED $ 1,503,418 Clerk of the Superior Court (160) Revenue $ 905,281 $ Expenditures 1,003,439 Net Operating $ (98,158) $ Trial Courts (800) Revenue Expenditures Net Operating Ending Fund Balance $ $ $ 868,192 $ 1,546,784 (678,592) $ 436,508 $ 545,899 (109,391) $ 1,628,257 FY 2006-07 REVISED $ 1,503,418 $ 500,000 500,000 - $ 824,826 FY 2006-07 PROJECTED $ 1,628,261 868,192 $ 1,546,784 (678,592) $ $ $ 500,000 500,000 - $ 824,826 FY 2007-08 ADOPTED $ 970,650 775,192 $ 1,453,784 (678,592) $ 814,000 1,039,333 (225,333) $ $ 446,387 425,406 20,981 $ 433,277 433,277 - $ 970,650 $ 745,317 Clerk of the Superior Court Grants (216) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,592,568 $ 1,592,568 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Grant Reconciliation Grant Reconciliation $ FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 33,265 33,265 $ 33,265 33,265 $ 1,625,833 $ 1,625,833 3,390 $ 923 7,578 11,891 $ 11,891 11,891 $ Subtotal $ FY 2007-08 BUDGET TARGET $ $ 1,637,724 $ 1,637,724 BASE ADJUSTMENTS: Additional Grant Revenue in Memorialize Ct. Proceedings Activity $ Subtotal $ 38,400 38,400 $ $ 38,400 38,400 1,676,124 $ 1,676,124 FY 2007-08 ADOPTED BUDGET: $ 288 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants (216) Fund Balance Summary Beginning Fund Balance FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 ACTUAL ADOPTED REVISED PROJECTED $ (135,620) $ (144,277) $ (144,277) $ (93,087) $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ 1,602,864 1,560,334 42,530 $ $ 1,592,568 1,592,568 - (93,090) $ $ $ (144,277) $ 1,625,833 1,625,833 - $ 1,480,118 1,480,118 - $ (144,277) $ $ $ (93,087) $ FY 2007-08 ADOPTED (93,087) 1,676,124 1,676,124 (93,087) Clerk of the Superior Court Fill the Gap (218) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,892,222 $ 1,783,651 MID-YEAR ADJUSTMENTS: Annualization of Prior Year Initiatives $ - $ 64,258 $ 1,892,222 $ 1,847,909 24,408 $ 6,205 43,036 (108,571) (34,922) $ 9,391 9,391 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance One Time Expenses $ Subtotal $ FY 2007-08 BUDGET TARGET $ 1,857,300 BASE ADJUSTMENTS: Request below Target in Memorialize Court Proceedings Activity $ Non-Recurring Expenditures from Fund Balance Subtotal $ FY 2007-08 ADOPTED BUDGET: $ (9,391) $ 115,000 105,609 $ $ 1,962,909 1,857,300 (9,391) (9,391) $ 1,847,909 $ FY 2007-08 ADOPTED 805,797 Clerk of the Superior Court Fill the Gap (218) Fund Balance Summary FY 2005-06 ACTUAL $ 108,566 FY 2006-07 ADOPTED $ 108,571 Revenue Expenditures Net Operating $ $ $ 1,730,803 1,439,255 291,548 Ending Fund Balance $ 400,114 $ Beginning Fund Balance $ FY 2006-07 REVISED $ 108,571 1,783,651 $ 1,892,222 (108,571) $ - 289 $ FY 2006-07 PROJECTED $ 400,110 1,847,909 $ 1,892,222 (44,313) $ 64,258 $ 1,847,909 1,442,222 405,687 $ $ 1,847,909 1,962,909 (115,000) 805,797 $ 690,797 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Child Support Enhancement (270) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 145,000 $ 60,000 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 145,000 $ 60,000 TARGET ADJUSTMENTS: One Time Expenses $ (85,000) $ - FY 2007-08 BUDGET TARGET $ 60,000 $ 60,000 BASE ADJUSTMENTS: Non-Recurring Expenditures from Fund Balance (Family Court Workflow) $ 15,000 $ - Subtotal $ 15,000 $ - $ 75,000 $ 60,000 $ FY 2007-08 ADOPTED 254,290 FY 2007-08 ADOPTED BUDGET: Child Support Enhancement (270) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 184,927 FY 2006-07 ADOPTED $ 164,078 $ $ $ 74,983 17,708 57,275 $ $ 242,202 $ FY 2006-07 REVISED $ 164,078 60,000 $ 145,000 (85,000) $ 79,078 $ FY 2006-07 PROJECTED $ 242,202 60,000 $ 145,000 (85,000) $ 79,078 $ 77,088 65,000 12,088 $ $ 60,000 75,000 (15,000) 254,290 $ 239,290 Victim Location (273) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 39,901 $ 3,300 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One Time Expenses FY 2007-08 BUDGET TARGET $ 3,300 $ (36,601) $ - $ 3,300 $ 3,300 50,000 $ 14,700 - BASE ADJUSTMENTS: Anticipated Revenue Increase in Court-Ordered Receivables Activity $ Non-Recurring Expenditures from Fund Balance for the Court-Ordered Disbursement Activity Request Above Target for the Court-Ordered Disbursement Activity Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 290 39,901 36,601 86,601 $ 14,700 89,901 $ 18,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Clerk of the Superior Court Victim Location (273) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 75,051 $ FY 2006-07 ADOPTED $ 47,633 Revenue Expenditures Net Operating $ 5,610 $ 7,441 (1,831) $ Ending Fund Balance $ 73,220 FY 2006-07 REVISED $ 47,633 3,300 $ 39,901 (36,601) $ $ 11,032 $ FY 2006-07 PROJECTED $ 73,219 3,300 $ 39,901 (36,601) $ 11,032 $ $ FY 2007-08 ADOPTED 89,521 16,432 130 16,302 $ $ 18,000 89,901 (71,901) 89,521 $ 17,620 Electronic Document Management System (274) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,126,435 $ 2,900,000 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance One Time Expenses 3,126,435 $ Subtotal $ FY 2007-08 BUDGET TARGET $ 2,900,000 33,222 $ 8,006 62,542 (226,435) (122,665) $ 103,770 103,770 3,003,770 BASE ADJUSTMENTS: Request Below Target in Multiple Activities $ Non-Recurring Expenditures from Fund Balance (Microfilming & eFiling Application Enhance.) - Mult. Activities Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ (103,770) $ 430,000 $ 3,003,770 (103,770) - 326,230 $ (103,770) 3,330,000 $ 2,900,000 $ FY 2007-08 ADOPTED 736,032 Electronic Document Management System (274) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 921,005 FY 2006-07 ADOPTED $ 721,005 $ $ $ 2,781,755 2,740,294 41,461 $ $ 962,466 $ FY 2006-07 REVISED $ 721,005 2,900,000 $ 3,126,435 (226,435) $ 494,570 291 $ FY 2006-07 PROJECTED $ 962,467 2,900,000 $ 3,126,435 (226,435) $ 494,570 $ 2,900,000 $ 3,126,435 (226,435) $ 736,032 $ 2,900,000 3,330,000 (430,000) 306,032 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development Community Development Analysis by Vic Wickersham, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Community Services Community Development Renee Ayers-Benavidez, 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 recipients 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 • By June 30, 2010, 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. Status: The department is reducing their staff in order to meet the FY 2007-08 Federal funding levels for their administrative services. 292 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - CDBG ADMIN & PROJECTS FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 2,762,734 2,762,734 $ 4,430,912 4,430,912 $ 4,430,912 4,430,912 $ 2,766,801 2,766,801 $ 4,410,486 4,410,486 $ 17HM - HOME HMAD - HOME ADMIN & PROJECTS $ 7,189,670 7,189,670 $ 9,113,413 9,113,413 $ 9,113,413 9,113,413 $ 6,197,023 6,197,023 $ 9,113,413 9,113,413 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 4,794,696 14,747,100 $ $ 13,544,325 $ $ 13,544,325 $ $ 8,963,824 $ $ 13,523,899 $ $ (20,426) -0.2% EXPENDITURES 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - CDBG ADMIN & PROJECTS $ 2,310,724 2,310,724 $ 4,402,541 4,402,541 $ 4,402,541 4,402,541 $ 2,557,808 2,557,808 $ 4,360,879 4,360,879 $ 41,662 41,662 0.9% 0.9% $ 7,333,777 7,333,777 $ 9,113,413 9,113,413 $ 9,113,413 9,113,413 $ 5,844,921 5,844,921 $ 9,113,413 9,113,413 $ - 0.0% 0.0% 17HM - HOME HMAD - HOME ADMIN & PROJECTS 99AS - ADMINISTRATIVE SERVICES PROG $ 68,488 $ - $ - $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 26,316 9,739,305 $ $ 28,371 13,544,325 $ $ 28,371 13,544,325 $ $ (27,626) $ 745 8,375,848 $ $ (20,426) (20,426) - 22,000 $ (22,000) 27,607 13,523,899 $ $ 764 20,426 -0.5% -0.5% 0.0% 0.0% 2.7% 0.2% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - CDBG ADMIN & PROJECTS TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 8.00 8.00 8.00 7.00 7.00 7.00 (1.00) (1.00) (1.00) -12.5% -12.5% -12.5% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 14,744,151 2,949 14,747,100 $ 511,245 15,887 9,172,426 26,316 13,431 9,739,305 $ $ $ 13,544,325 13,544,325 $ 543,609 17,924 12,957,412 25,380 13,544,325 $ $ $ 13,544,325 13,544,325 $ 548,484 17,924 12,952,537 25,380 13,544,325 $ $ $ 8,964,259 (436) 8,963,824 $ 312,335 17,924 8,015,408 25,380 4,800 8,375,848 $ $ $ 13,523,899 13,523,899 $ 556,405 23,050 12,919,951 24,493 13,523,899 $ $ $ (20,426) (20,426) -0.2% (7,921) (5,126) 32,586 887 20,426 -1.4% -28.6% 0.3% 3.5% -0.2% 0.2% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 217 CDBG, HOUSING TRUST TOTAL FUNDS $ $ 14,747,100 14,747,100 $ $ 13,544,325 13,544,325 $ $ 13,544,325 13,544,325 $ $ 8,963,824 8,963,824 $ $ 13,523,899 13,523,899 $ $ (20,426) (20,426) -0.2% -0.2% EXPENDITURES 217 CDBG, HOUSING TRUST TOTAL FUNDS $ $ 9,739,305 9,739,305 $ $ 13,544,325 13,544,325 $ $ 13,544,325 13,544,325 $ $ 8,375,848 8,375,848 $ $ 13,523,899 13,523,899 $ $ 20,426 20,426 0.2% 0.2% 293 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development Mandated vs. Non-Mandated Expenditures Thousands 14,000 12,000 10,000 8,000 6,000 4,000 2,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Community Development Block Grant Program The purpose of the Community Development Block Grant (CDBG) Program is to provide funding for eligible community improvements to CDBG recipients so that low and moderate income residents are empowered to develop viable communities. Program Results Percentage of CDBG Entitlement Spent Percentage of HOME Allocation Spent FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopt.) % 58.0% 100.0% 100.0% 99.0% 182.0% 82.0% 82.0% 116.0% 100.0% 100.0% 100.0% 159.0% 59.0% 59.0% The FY 2007-08 results are based on the funding remaining at the same level of FY 2006-07 and prior year contract expenditures occurring in FY 2007-08. Community Development Block Grant Activity The purpose of the Community Development Block Grant Activity is to provide funding and grant administration to CDBG recipients so that community development activities are completed for low and moderate income residents. Mandates: None. 294 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development Performance Analysis: Demand Annual CDBG Entitlement Output Total dollars spent for CDBG Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Cdbg, Housing Trust Totals Expenditures by Fund Cdbg, Housing Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 3,213,555 FY 2006-07 ADOPTED 2,204,564 FY 2006-07 REVISED 2,204,564 FY 2006-07 PROJ ACT 2,204,564 FY 2007-08 ADOPTED 2,204,564 Variance (Rev. - Adopt.) - % 0.0% 1,867,441 2,204,564 2,204,564 2,175,376 4,021,313 1,816,749 82.4% 58.1% 1.24 $ $ 100.0% 2.00 $ 100.0% 2.00 $ 98.7% 1.18 $ 182.4% 1.08 $ 82.4% 0.91 82.4% 45.7% $ $ 2,762,734 2,762,734 $ $ 4,430,912 4,430,912 $ $ 4,430,912 4,430,912 $ $ 2,766,801 2,766,801 $ $ 4,410,486 4,410,486 $ $ (20,426) (20,426) -0.5% -0.5% $ $ 2,310,724 2,310,724 - $ $ 4,402,541 4,402,541 - $ $ 4,402,541 4,402,541 8.00 $ $ 2,557,808 2,557,808 - $ $ 4,360,879 4,360,879 7.00 $ $ 41,662 41,662 (1.00) 0.9% 0.9% -12.5% $1.25 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 $1.20 $1.15 $1.10 $1.05 Cost/$$ Distributed $$ Spent for CDBG Community Development Block Grant Activity Performance $1.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per Unit of Output The FY 2007-08 budget for the Community Development Block Grant shows a decline in the cost per unit from $1.24 in FY 2005-06 to $1.08. The reduction is a result of the U.S. Housing and Urban Development (HUD) funding reduction in the amount of $20,426. The output is larger due to the Federal allocation funding and payables from prior year contracts. Recipients of the Community Development Block Grant funds have several years to complete projects. In FY 2007-08, the CDBG entitlement is equal to $2,204,564 and projected carryover from previous years is $2,197,977. Base Adjustment: A revenue reduction adjustment of $20,426 is necessary in order to bring the revenues into balance with expenditures. Home Administration and Projects Activity The purpose of the Home Administration and Projects (HMAD) Activity is to provide funding for affordable housing units to HMAD recipients and Community Housing Development Organizations so that housing stock for low and moderate income residents is preserved and expanded. Mandates: None. 295 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development Performance Analysis: Demand Annual HOME Allocation Output Total dollars spent for HOME Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Cdbg, Housing Trust Totals Expenditures by Fund Cdbg, Housing Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 5,983,067 FY 2006-07 ADOPTED 5,545,482 FY 2006-07 REVISED 5,545,482 FY 2006-07 PROJ ACT 5,545,482 FY 2007-08 ADOPTED 5,545,482 Variance (Rev. - Adopt.) - % 0.0% 6,956,179 5,545,482 5,545,482 5,541,708 8,800,000 3,254,518 58.7% 116.3% 1.05 $ $ 100.0% 1.64 $ 100.0% 1.64 $ 99.9% 1.05 $ 158.7% 1.04 $ 58.7% 0.61 58.7% 37.0% $ $ 7,189,670 7,189,670 $ $ 9,113,413 9,113,413 $ $ 9,113,413 9,113,413 $ $ 6,197,023 6,197,023 $ $ 9,113,413 9,113,413 $ $ - 0.0% 0.0% $ $ 7,333,777 7,333,777 - $ $ 9,113,413 9,113,413 - $ $ 9,113,413 9,113,413 - $ $ 5,844,921 5,844,921 - $ $ 9,113,413 9,113,413 - $ $ - 0.0% 0.0% - $1.060 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 $1.055 $1.050 $1.045 $1.040 $1.035 Cost/$$ Distributed $$ Spent for HMAD Home Administration and Projects Activity Performance $1.030 $1.025 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per Unit of Output The FY 2007-08 budget for the Home Administration and Projects Activity shows a decline in the cost per unit from $1.05 in FY 2005-06 to $1.04 due to the increase in units completed. With no increase/ (decrease) in administrative recovery, the department will continue to work to be more efficient. For FY 2007-08, the base level funding for the HMAD allocation is equal to $5,545,482. This amount is equal to the current year’s allocation. Due to projected carryover from previous years in the amount of $3,254,518, output is expected to be $8,800,000. 296 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Community Development CDBG Housing Trust Fund (217) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES $ 13,544,325 $ REVENUE 13,544,325 $ $ 13,544,325 5,835 $ 2,184 11,140 (1,568) 17,591 $ 17,591 17,591 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET $ Budget Submission Under Target $ BASE ADJUSTMENTS: Increases Revenue to Match Grant Appropriation FY 2007-08 ADOPTED BUDGET: 297 13,544,325 13,561,916 $ (38,017) $ $ Subtotal $ - $ $ $ 13,523,899 $ 13,561,916 (17,591) (20,426) (20,426) 13,523,899 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Constables Constables Analysis by Bradley Kendrex, Management & Budget Analyst Summary 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 Constable Phil Freestone Constable Jimmie Munoz Constable Jon Levenson Constable Kevin Jones Constable Doug Middleton Constable Daniel Ryan Constable Billy Joe Spurlock Constable Lennie McCloskey Constable Glenn Gill Constable Annette Clark Constable Ron Myers County Manager David Smith 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 2007, all Writs of Restitution shall be served within five business days of issuance from the Court. Status: The department has met this goal. Currently, 100% of Writs of Restitution are served within five business days of issuance from the Court. 298 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Constables By calendar year end 2007, 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 served per Constable, no data has been reported to the Constable Administrator (who recommends that this goal be eliminated) in future years. • By the end of FY 2007, all citizen concerns and complaints will be resolved within three 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 in future years. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS ACTIVITY TOTAL PROGRAMS $ $ FY 2006-07 ADOPTED 1,729,505 1,729,505 1,729,505 $ $ FY 2006-07 REVISED 1,985,000 1,985,000 1,985,000 $ $ 1,985,000 1,985,000 1,985,000 FY 2006-07 PROJECTED $ $ 1,842,456 1,842,456 1,842,456 REV. TO ADPT. VARIANCE % FY 2007-08 ADOPTED $ $ 1,843,000 1,843,000 1,843,000 $ $ (142,000) (142,000) (142,000) -7.2% -7.2% -7.2% EXPENDITURES 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS ACTIVITY $ 1,919,569 1,919,569 $ 2,079,145 2,079,145 $ 2,066,441 2,066,441 $ 2,034,747 2,034,747 $ 2,350,619 2,350,619 $ (284,178) (284,178) -13.8% -13.8% 99AS - ADMINISTRATIVE SERVICES PROG $ 54,125 $ 47,000 $ 45,512 $ 53,859 $ 47,194 $ (1,682) -3.7% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,973,694 $ $ 2,126,145 $ $ 14,192 2,126,145 $ $ 14,192 2,102,798 $ $ 27,001 2,424,814 $ $ (12,809) (298,669) -90.3% -14.0% Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REV. TO ADPT. VARIANCE % FULL TIME EQUIVALENT (FTE) 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS ACTIVITY 30.25 30.25 30.25 30.25 - 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 0.75 31.00 0.75 31.00 - 0.0% 0.0% 299 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Constables Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Charges For Service Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ $ 1,729,505 1,729,505 $ $ 1,985,000 1,985,000 $ $ 1,985,000 1,985,000 $ $ 1,842,456 1,842,456 $ 1,877,871 55,168 35,339 5,316 1,973,694 $ 2,026,574 55,424 38,090 6,057 2,126,145 $ 2,027,314 55,419 38,096 5,316 2,126,145 $ 2,004,411 55,741 37,330 5,316 2,102,798 $ $ $ $ REV. TO ADPT. VARIANCE % FY 2007-08 ADOPTED 1,843,000 1,843,000 $ $ 2,324,111 51,503 43,884 5,316 2,424,814 $ $ $ $ (142,000) (142,000) -7.2% -7.2% (296,797) 3,916 (5,788) (298,669) -14.6% 7.1% -15.2% 0.0% -14.0% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REV. TO ADPT. VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS $ $ 1,729,505 1,729,505 $ $ 1,985,000 1,985,000 $ $ 1,985,000 1,985,000 $ $ 1,842,456 1,842,456 $ $ 1,843,000 1,843,000 $ $ (142,000) (142,000) EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 1,973,694 1,973,694 $ $ 2,126,145 2,126,145 $ $ 2,126,145 2,126,145 $ $ 2,102,798 2,102,798 $ $ 2,424,814 2,424,814 $ $ (298,669) -14.0% (298,669) -14.0% -7.2% -7.2% Programs and Activities Service of Process Program 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. Program Results Percent of Writs served within five working days. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adpt.) % 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Service of Process Activity Service of Process Activity 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. Mandates: A.R.S. §22-131 establishes the Constables’ duty to execute, serve and return all processes and notices directed or delivered to them by the justice of the peace of their Maricopa County precinct. 300 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Constables Performance Analysis: Results Percent of Writs served within five working days. Demand Number of Writs of Restitution required. Output Number of Writs of Restitution. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL NOT REPORTED ADOPTED 100.0% FY 2006-07 REVISED PROJ ACT 100.0% 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 100.0% 0.0% % 0.0% NOT REPORTED 27,400 27,400 25,440 25,440 (1,960) -7.2% NOT REPORTED NOT REPORTED $ NOT REPORTED 27,400 27,400 25,440 25,440 (1,960) -7.2% 100.0% 75.88 $ 100.0% 75.42 $ 100.0% 79.98 $ 100.0% 92.40 $ 0.0% (16.98) 0.0% -22.5% $ 1,729,505 $ 1,729,505 $ 1,985,000 $ 1,985,000 $ 1,985,000 $ 1,985,000 $ 1,842,456 $ 1,842,456 $ 1,843,000 $ 1,843,000 $ $ (142,000) (142,000) -7.2% -7.2% $ 1,919,569 $ 1,919,569 - $ 2,079,145 $ 2,079,145 - $ 2,066,441 $ 2,066,441 31.00 $ 2,034,747 $ 2,034,747 - $ 2,350,619 $ 2,350,619 31.00 $ $ (284,178) (284,178) - -13.8% -13.8% 0.0% The FY 2007-08 budget assumes no growth in demand based on FY 2006-07 projections. Right-size Service of Process Activity: The FY 2006-07 budget overestimated revenue growth with the revised budget; therefore, revenue for the Service of Process Activity is projected to be 7.2% lower than budgeted. To better reflect this trend, the revenue budget for FY 2007-08 for this activity has been reduced by $142,000. Right-size Elected Official Retirement: The Elected Official Retirement Plan (EORP) saw a rate increase of 9.1% for FY 2007-08. An additional $17,525 has been added to the expenditure budget to fund the increased cost of EORP contributions related to the Constables’ 2007 salary increase. Workers Compensation/Unemployment Insurance: Workers Compensation and Unemployment Insurance rates have been updated for FY 2007-08. An additional $2,590 has been added to the expenditure budget to fund the increased expense. Increase Fixed Benefits: Due to the timing of open enrollment, all departmental fixed benefit rates utilized in the FY 2007-08 recommended budget were based on a percentage increase over their FY 2006-07 rate. Now that open enrollment data is available, the rates have been recalculated based on the new premiums and employee selections. The new rate for Department 250 is $1,121 more per budgeted FTE than the recommended budget rate. The additional cost from this has been addressed through an adjustment to the adopted budget. The new rate will be reflected in the FY 2007-08 Budget Maintenance system when released. 301 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Constables General Fund (100) Appropriated Budget Reconciliation: EXPENDITURES $ 2,126,145 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Elected Official Pay Increase FY 2007-08 BUDGET TARGET REVENUE 1,985,000 $ 2,126,145 $ 1,985,000 $ $ Subtotal $ 21,845 104,900 11,801 105,258 243,804 $ - $ 2,369,949 $ 1,985,000 - $ (142,000) 17,525 17,525 $ (142,000) BASE ADJUSTMENTS: Rightsize Service of Process Activity $ Elected Official Retirement Plan Increase (beyond target adjustment) Subtotal $ FY 2007-08 TENTATIVE BUDGET: $ 2,387,474 $ 1,843,000 BASE ADJUSTMENTS: Workers Compensation / Unemployment Insurance Increase Fixed Benefits $ $ Subtotal $ 2,590 34,751 37,341 $ - $ 2,424,815 $ 1,843,000 FY 2007-08 ADOPTED BUDGET: 302 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Correctional Health Analysis by Dexter C. Thomas, Management & Budget Analyst Summary 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: Nursing vacancies are at 43% this fiscal year, a 10% increase from the FY 2005-06, due to the addition of a significant number of new positions. CHS is hiring staff to improve recruitment efforts. • 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%. 303 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Status: The budget includes funding to address county-wide compensation issues that are expected to improve employee retention. This is a new goal, and results will be monitored starting FY 2006-07. • 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: The department has made progress toward this goal, and anticipates reporting significant results, including a 4% reduction in Actual versus Budgeted expenditures 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: CHS obtained a conditional accreditation from the National Commission on Correctional Health Care (NCCHC) in February of 2006, and has instituted measures that should secure full accreditation by the end of 2007. • 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: CHS is working with consultants to procure and implement an electronic health record system by the end of FY 2006-07. 304 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Revenue and Expenditures by Program and Activity REVENUE 26AR - ADULT/REMAND JUV INMATE TRTMT ACIF - ACUTE INFIRMARY ACTIVITY UTMT - UTILIZATION MANAGEMENT ACT FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 FY 2007-08 REVISED PROJECTED ADOPTED REVISED TO ADOPTED VARIANCE % $ 52,066 33,398 18,668 $ 699,460 699,460 $ 310,444 310,444 $ 740,743 740,743 $ 503,484 503,484 $ (430,299) (430,299) 38,884 (2,400) 41,284 -58.1% -58.1% 26HC - HEALTH CARE MANAGEMENT HLTD - HEALTH RECORDS INFE - INFECTION CONTROL $ 6,544 6,544 - $ 8,900 8,900 - $ 8,900 8,900 - $ 40,711 6,141 34,570 $ 47,784 6,500 41,284 $ 436.9% -27.0% 26IA - INMATE ASSESSMENT RSHC - RECEIVING SCREENING HLTH CARE $ 40,855 40,855 $ - $ - $ - $ - $ - 80RE - RESTORATION TO COMPENTENCY CURE - RULE 11 CUSTODY RESTORATION $ 8,001 8,001 $ - $ - $ - $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG $ 19 $ - $ 1 $ 20 $ 1 $ - 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 118,349 225,835 $ $ 708,360 $ $ 749,644 $ $ 544,214 $ $ 358,229 $ $ (391,415) -52.2% 0.0% 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 $ 27,797,973 600,438 2,611,905 7,991,144 167,856 7,941,215 8,095,813 389,601 $ 28,246,197 691,720 2,700,488 6,594,277 229,841 7,119,395 9,937,670 972,806 $ 34,162,440 1,366,734 3,310,049 6,594,277 121,017 8,399,878 13,276,265 1,094,220 $ 32,602,599 1,014,777 2,830,292 7,443,570 145,994 8,866,219 11,588,755 712,992 $ 33,700,257 1,354,831 3,276,270 7,086,446 8,274,941 13,024,069 683,700 $ 462,183 11,903 33,779 (492,169) 121,017 124,937 252,196 410,520 1.4% 0.9% 1.0% -7.5% 100.0% 1.5% 1.9% 37.5% 26HC - HEALTH CARE MANAGEMENT CLET - CLINICAL EDUCATION & TRAINING HLTD - HEALTH RECORDS HRMG - HEALTH RISK MANAGEMENT INFE - INFECTION CONTROL $ 1,956,625 530,415 691,308 335,264 399,639 $ 2,717,545 802,900 1,042,454 307,955 564,236 $ 2,215,078 348,477 1,095,948 344,932 425,721 $ 2,353,731 557,425 905,929 427,761 462,616 $ 2,153,731 334,148 1,036,995 358,073 424,515 $ 61,347 14,329 58,953 (13,141) 1,206 2.8% 4.1% 5.4% -3.8% 0.3% 26IA - INMATE ASSESSMENT HLTT - 14-DAY HEALTH ASSESSMENT HSRQ - HEALTH SERVICES REQUESTS RSHC - RECEIVING SCREENING HLTH CARE $ 5,238,185 3,827,557 660,056 750,572 $ 5,386,837 3,757,216 816,359 813,262 $ 6,613,602 4,301,264 1,062,430 1,249,908 $ 6,243,028 3,878,426 1,067,700 1,296,903 $ 6,636,155 4,247,581 1,058,383 1,330,191 $ (22,553) 53,683 4,047 (80,283) -0.3% 1.2% 0.4% -6.4% 80RE - RESTORATION TO COMPENTENCY ASHP - RULE 11 - ASH PAYMENT CURE - RULE 11 CUSTODY RESTORATION EVAL - ADULT RULE 11 EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION $ 2,348,101 411,691 1,661,706 274,704 - $ 3,714,176 500,000 2,282,352 931,824 - $ 3,714,176 577,638 2,056,695 804,843 275,000 $ 3,304,919 100,000 1,710,769 1,262,397 231,752 $ 3,558,755 100,000 1,833,291 1,350,464 275,000 $ 155,421 477,638 223,404 (545,621) - 4.2% 82.7% 10.9% -67.8% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 4,753,649 $ 2,973,915 $ 1,750,784 $ 1,969,896 $ 2,377,904 $ (627,120) -35.8% 99IT - INFORMATION TECHNOLOGY PROGRAM $ $ $ $ 452,812 $ 1,227,833 $ (762,578) -163.9% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 42,632,651 $ 2,041,631 $ 48,968,614 $ 3,064,803 $ 52,719,438 $ (1,072,802) $ (1,806,102) -53.9% -3.5% 538,118 305 527,005 $ 1,992,001 $ 45,557,676 465,255 $ 1,992,001 $ 50,913,336 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Staffing by Program and Activity REVISED TO ADOPTED VARIANCE % FY 2006-07 REVISED FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 26AR - ADULT/REMAND JUV INMATE TRTMT ACIF - ACUTE INFIRMARY ACTIVITY ADUL - ADULT INPATIENT PSYCH UNITS MEDD - MED DISPENSION & DISTRIBUTION SCTM - SICK CALL TREATMENT-MEDICAL UTMT - UTILIZATION MANAGEMENT ACT 296.43 18.75 41.80 72.16 159.00 4.73 294.20 18.75 41.80 71.66 157.27 4.73 (2.23) (0.50) (1.73) - -0.8% 0.0% 0.0% -0.7% -1.1% 0.0% 26HC - HEALTH CARE MANAGEMENT CLET - CLINICAL EDUCATION & TRAINING HLTD - HEALTH RECORDS HRMG - HEALTH RISK MANAGEMENT INFE - INFECTION CONTROL 42.51 4.51 25.51 7.87 4.62 43.18 5.18 25.51 7.87 4.62 0.67 0.67 - 1.6% 14.9% 0.0% 0.0% 0.0% 26IA - INMATE ASSESSMENT HLTT - 14-DAY HEALTH ASSESSMENT HSRQ - HEALTH SERVICES REQUESTS RSHC - RECEIVING SCREENING HLTH CARE 87.19 51.01 13.63 22.55 87.42 51.50 13.37 22.55 0.23 0.49 (0.26) - 0.3% 1.0% -1.9% 0.0% 80RE - RESTORATION TO COMPENTENCY 26.00 26.00 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 21.27 473.40 20.60 471.40 (0.67) (2.00) 0.0% -3.1% -0.4% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental $ Charges For Service Miscellaneous Revenues Total Revenue $ EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures 211,270 14,546 19 225,835 $ 19,751,565 4,994,209 17,717,176 169,702 $ 42,632,651 FY 2006-07 ADOPTED $ $ 699,460 8,900 708,360 $ 23,621,698 4,688,299 16,377,235 870,444 $ 45,557,676 FY 2006-07 FY 2006-07 REVISED PROJECTED $ $ 740,743 8,899 2 749,644 $ 26,390,153 4,688,285 18,947,843 887,055 $ 50,913,336 306 $ FY 2007-08 ADOPTED 538,053 6,141 20 544,214 $ $ 25,352,071 4,684,456 18,379,070 553,017 $ 48,968,614 $ $ $ $ REVISED TO ADOPTED VARIANCE % 351,728 6,500 1 358,229 $ 29,122,483 4,664,575 17,821,422 1,110,958 52,719,438 $ $ $ (389,015) (2,399) (1) (391,415) -52.5% -27.0% -50.0% -52.2% (2,732,330) 23,710 1,126,421 (223,903) (1,806,102) -10.4% 0.5% 5.9% -25.2% -3.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL $ 255 DETENTION OPERATIONS $ 292 CORRECTIONAL HEALTH GRANT TOTAL FUNDS $ 8,001 39,943 177,891 225,835 EXPENDITURES 100 GENERAL $ 2,348,101 255 DETENTION OPERATIONS 40,106,527 178,024 292 CORRECTIONAL HEALTH GRANT TOTAL FUNDS $ 42,632,651 FY 2006-07 ADOPTED $ $ $ 8,900 699,460 708,360 $ 3,719,176 41,139,040 699,460 $ 45,557,676 FY 2006-07 FY 2006-07 REVISED PROJECTED $ $ $ 8,900 740,744 749,644 $ 3,719,176 46,453,416 740,744 $ 50,913,336 $ $ 6,141 538,073 544,214 $ $ $ 3,312,419 45,238,662 417,534 $ 48,968,614 $ $ REVISED TO ADOPTED FY 2007-08 ADOPTED $ $ VARIANCE 6,500 351,729 358,229 $ $ 3,570,368 48,797,341 351,729 52,719,438 $ $ $ % (2,400) (389,015) (391,415) -27.0% (1) -52.2% 148,808 (2,343,925) 389,015 (1,806,102) 4.0% (0) 1 -3.5% Mandated vs. Non-Mandated Expenditures 60,000 Thousands 50,000 40,000 30,000 20,000 10,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Adult/Remanded Juvenile Inmate Treatment Program The purpose of the Adult/Remanded Juvenile Treatment program is 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. Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S.Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the county to provide ‘medically necessary’ health care for serious medical needs. Two Arizona class actions also mandate provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC) and Arnold v. Sarn (Maricopa County 307 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. Program Results Percent of inmates on prescriptions per Average Daily Population (ADP) Percent of medical sick call treatments provided Average number of hospital days per 1000 Average Daily Population (ADP) Percent of psychiatric encounters provided Percent of acute infirmary inmates bed days provided FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 35.0% 35.8% 35.8% 36.6% 37.2% 1.5% 4.1% 32.9% 36.6% 36.6% 32.0% 32.5% -4.1% -11.1% 0.9% 1.0% 1.0% 1.0% 1.0% 0.0% 0.0% 32.9% 36.6% 36.6% 32.0% 32.5% -4.1% -11.1% 98.2% 99.2% 99.2% 99.6% 99.8% 0.6% 0.6% Activities that comprise this program include: • Acute Infirmary • Adult Inpatient Psych Units • External Health Care Cost • Utilization Management • • • Long Term Care Infirmary Sick Call Treatment and Appointment Medication Dispensing and Distribution 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. Performance Analysis: Results To be determined Demand Number of inmates requiring acute infirmary care. Output Number of inmates provided acute infirmary care. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Detention Operations Totals Expenditures by Fund Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA 12,896 12,896 12,476 12,612 (284) -2.2% NA 12,546 12,546 12,476 12,612 66 0.5% 97.3% 108.94 $ 100.0% 81.34 $ 100.0% 107.42 $ 2.7% 1.51 2.8% 1.4% NA NA $ 97.3% 55.13 $ $ $ 33,398 33,398 $ $ - $ $ 600,438 600,438 NA $ $ 691,720 691,720 NA 308 $ $ - $ 1,366,734 $ 1,366,734 18.75 $ $ - $ 1,014,777 $ 1,014,777 NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) NA $ $ - $ $ - $ 1,354,831 $ 1,354,831 18.75 $ $ 11,903 11,903 - % 0.9% 0.9% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduces the demand for the External Health Care activity. Total budgeted expenditures are decreased by $11,903 (0.9%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Adult Inpatient Psych Unit Activity 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. Performance Analysis: FY 2005-06 ACTUAL Results NA To be determined Demand NA Number of inmates admitted to the inpatient psych unit. Output NA Number of inpatient psych days. Percent of Demand met NA NA Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ 2,611,905 Totals $ 2,611,905 Staffing (FTEs) NA FY 2006-07 ADOPTED NA $ REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA 94,900 94,900 36,781 35,714 39,261 39,261 36,781 35,714 100.0% 76.95 $ 100.0% 91.74 $ 41.4% 68.78 $ $ 2,700,488 $ 2,700,488 NA 41.4% 84.31 $ $ 3,310,049 $ 3,310,049 41.80 $ 2,830,292 $ 2,830,292 NA $ 3,276,270 $ 3,276,270 41.80 % (59,186) -62.4% (3,547) $ $ -9.0% 58.6% 141.7% (7.43) -8.8% 33,779 33,779 - 1.0% 1.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to expected decrease in inmates requiring psychiatric services due to the reduction in the Average Daily Population to 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduces the demand for the External Health Care activity. Total budgeted expenditures are decreased by $33,779 (1.0%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. External Health Care Cost Activity 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. 309 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 ACTUAL Results NA To be determined Demand NA Number of inmates ordered for outside medical treatment Output NA Number of inmates receiving outside medical treatment Percent of Demand met NA NA Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ 7,991,144 Totals $ 7,991,144 NA Staffing (FTEs) FY 2006-07 ADOPTED NA $ REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % 3,729,570 3,729,570 3,229,520 3,264,925 (464,645) -12.5% 3,729,570 3,729,570 3,229,520 3,264,925 (464,645) -12.5% 100.0% 1.77 $ $ 6,594,277 $ 6,594,277 NA 100.0% 1.77 $ $ 6,594,277 $ 6,594,277 NA 100.0% 2.30 $ $ 7,443,570 $ 7,443,570 NA 100.0% 2.17 $ $ 7,086,446 $ 7,086,446 NA $ $ 0.0% 0.0% (0.40) -22.8% (492,169) (492,169) NA -7.5% -7.5% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised based on a reduced jail Average Daily Population (ADP) of 8,495. The department will meet 100% of demand; however this demand measure will be revised to provide a more useful measure of the number of inmates provided outside medical services in FY 2007-08. Total budgeted expenditures are increased by $492,169 (7.5%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Services based on historical data which indicates higher cost for outside medical services provided and received by inmates. Long Term Care Infirmary Activity The purpose of the Long Term Care 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. Performance Analysis: FY 2005-06 Results To be determined Demand Number of inmates requiring long term infirmary care. Output Number of inmates provided long term infirmary care. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA FY 2007-08 PROJ ACT NA NA 574 574 NA NA NA 574 574 NA NA NA NA NA NA 167,856 167,856 NA $ $ $ 100.0% 400.42 $ 229,841 229,841 NA $ $ 100.0% 210.83 121,017 121,017 NA $ $ 145,994 145,994 NA Variance ADOPTED (Rev. - Adopted) NA % NA $ - $ 121,017 100.0% NA The activity is being eliminated by the department; therefore no budget is recommended in FY 2007-08. 310 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Medication Dispensing & Distribution Activity 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. Performance Analysis: FY 2005-06 ACTUAL NA Results Percent of inmates on psychotropic prescriptions. Demand NA Number of Inmate Census per Average Daily Population (ADP). Output NA Number of Inmates on prescriptions. Percent of Demand met NA Efficiency NA Expenditures per unit of Output Expenditures by Fund Detention Operations $ 7,941,215 Totals $ 7,941,215 Staffing (FTEs) NA FY 2006-07 ADOPTED 36.2% FY 2007-08 REVISED PROJ ACT 35.6% 100.0% Variance ADOPTED (Rev. - Adopted) 100.0% 64.4% NA NA 211,065 210,834 NA NA 211,065 210,834 $ 1,924.16 $ 2,609.47 $ $ 7,119,395 $ 7,119,395 NA $ 8,399,878 $ 8,399,878 72.16 $ 8,866,219 $ 8,866,219 NA 100.0% 42.01 $ 100.0% 39.25 $ $ 8,274,941 $ 8,274,941 71.66 $ $ % 1.8 2,570.22 98.5% 124,937 124,937 (0.50) 1.5% 1.5% -0.7% FY 2007-08 budgeted expenditures meet projected demand and funded staffing levels increased in FY 2006-07, which reduces the demand for the External Health Care activity. Total budgeted expenditures are decreased by $124,937 (1.5%) from FY 2006-07. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Sick Call Treatment and Appointment Activity 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. 311 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 ACTUAL Results NA Percent of psychiatric encounters provided. Demand NA Number of sick call encounters requested. Output NA Number of sick call encounters provided. Percent of Demand met NA NA Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ 8,095,813 Totals $ 8,095,813 Staffing (FTEs) NA FY 2006-07 ADOPTED NA $ REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED NA (Rev. - Adopted) % 552,500 552,500 476,112 490,837 (61,663) -11.2% 237,207 237,207 274,069 490,837 253,630 106.9% 42.9% 41.89 $ $ 9,937,670 $ 9,937,670 NA 42.9% 55.97 $ $ 13,276,265 $ 13,276,265 159.00 57.6% 42.28 $ $ 11,588,755 $ 11,588,755 NA 100.0% 26.53 $ $ 13,024,069 $ 13,024,069 157.27 $ $ 57.1% 132.9% 29.43 52.6% 252,196 252,196 (1.73) 1.9% 1.9% -1.1% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduces the demand for the External Health Care activity. Total budgeted expenditures are decreased by $252,196 (1.9%) from FY 2006-07, reflecting decreased volume of output, and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Utilization Management Activity 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. 312 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 Results To be determined Demand Number of outside service requests (inmate and provider initiated). Output Number of outside services secured. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Correctional Health Grant Totals Expenditures by Fund Detention Operations Correctional Health Grant Totals Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 3,889 3,889 3,018 3,108 (781) -20.1% NA 3,889 3,889 3,018 3,108 (781) -20.1% NA NA 100.0% 250.14 $ $ $ $ 18,668 18,668 $ $ 699,460 699,460 $ $ $ 252,432 252,432 NA $ 273,346 273,346 NA $ $ FY 2006-07 $ 100.0% 281.36 $ 100.0% 236.25 $ 100.0% 219.98 $ 740,743 740,743 $ $ 503,484 503,484 $ $ 310,444 310,444 $ $ 353,477 740,743 $ 1,094,220 4.73 $ 326,884 326,884 NA $ 373,255 310,445 683,700 4.73 $ $ $ $ 0.0% 61.38 0.0% 21.8% (430,299) -58.1% (430,299) -58.1% (19,778) 430,298 410,520 - -5.6% 58.1% 37.5% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduces the demand for the External Health Care activity. Total budgeted expenditures are decreased by $410,520 (37.5%) from FY 2006-07, the majority of this reduction $389,016, is in the grant award for telemedicine, with the remaining being reflected in a decreased volume of output and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Health Care Management Program The purpose of the Health Care Management program is to provide Correctional Health Services 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. Program Results Percent of staff who completed required training Percent of health records provided Percent of risk management inmate grievances resolved without adverse outcomes Percent of inmates/employees with a communicable disease and/or significant infection per Average Daily Population (ADP) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 98.0% 100.0% 0.0% 0.0% 62.6% 99.8% 70.0% 99.9% 70.0% 99.9% 63.9% 99.4% 63.4% 99.8% -6.6% -0.1% -9.4% -0.1% 2.6% 2.7% 2.7% 1.5% 1.6% -1.1% -41.0% 313 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Activities that comprise this program include: • Clinical Education and Training • Health Records • • Health Risk Management Infection Control Clinical Education and Training Activity 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 National Center for Correctional Health Care (NCCHC). Performance Analysis: FY 2005-06 Results To be determined Demand Number of employees requiring training. Output Number of employees trained. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 420 420 473 474 54 12.9% NA 420 420 473 474 54 12.9% NA NA 100.0% $ 1,911.67 $ 530,415 530,415 NA $ $ 802,900 802,900 NA $ $ 100.0% 100.0% 829.71 $ 1,178.49 $ 348,477 348,477 4.51 $ $ 557,425 557,425 NA $ $ 100.0% 704.95 $ 334,148 334,148 5.18 $ $ 0.0% 124.75 0.0% 15.0% 14,329 14,329 0.67 4.1% 4.1% 14.9% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to implementation of staffing increases. Despite funded staffing levels increasing during FY 2006-07 in order to meet 100% of demand, the department has the capacity to educate and train more staff without increasing cost in FY 2007-08. Total budgeted expenditures are decreased by $14,329 (4.1%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based on higher salary and benefit costs, offset by a reduction in expenditures for training materials due to economy of scale. Health Records Activity 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. 314 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 Results To be determined Demand Number of health records requested. Output Number of health records pulled for requests. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Detention Operations Totals Expenditures by Fund Detention Operations Totals Staffing (FTEs) FY 2006-07 FY 2007-08 ACTUAL NA ADOPTED NA REVISED NA NA NA NA 460,699 474,948 NA NA NA 322,489 474,948 NA NA $ $ 6,544 6,544 $ $ 691,308 691,308 NA PROJ ACT NA ADOPTED (Rev. - Adopted) NA $ NA 21.62 $ NA 22.73 $ 70.0% 2.81 $ $ $ 8,900 8,900 $ $ 8,900 8,900 $ $ 6,141 6,141 $ 1,095,948 $ 1,095,948 25.51 $ $ 905,929 905,929 NA $ 1,042,454 $ 1,042,454 NA Variance $ $ 100.0% 2.18 $ 20.55 % 90.4% 6,500 6,500 $ $ (2,400) -27.0% (2,400) -27.0% $ 1,036,995 $ 1,036,995 25.51 $ $ 58,953 58,953 - 5.4% 5.4% 0.0% FY 2007-08 budgeted expenditures meet projected demand. Funded staffing levels increased during FY 2006-07 in order to meet 100% of demand, which coincides with the combined demand and output for Sick Call Treatment and 14-Day Physical activities. Total budgeted expenditures are decreased by $58,953 (5.4%) from FY 2006-07. Total budgeted revenues are decreased by $2,400 (27.0%) from FY 2006-07 based on prior and current year revenue history. Base Adjustment: Right-sized Personal Services, Supplies and Services based on higher salary and benefit costs, offset by reduction in supply expenditures. Health Risk Management Activity 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. Performance Analysis: FY 2005-06 Results To be determined Demand Total Number of grievances initiated (Initial, Institutional and External). Output Number of Total External Grievances not sustained or partially sustained. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA FY 2006-07 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 6,932 6,932 4,512 4,562 (2,370) -34.2% NA 6,932 6,932 186 4,562 (2,370) -34.2% NA NA 335,264 335,264 NA $ $ $ 100.0% 44.43 $ 307,955 307,955 NA 315 $ $ 100.0% 4.1% 49.76 $ 2,299.79 $ 344,932 344,932 7.87 $ $ 427,761 427,761 NA $ $ 100.0% 78.49 $ 358,073 358,073 7.87 $ $ 0.0% 0.0% (28.73) -57.7% (13,141) (13,141) - -3.8% -3.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels increased during FY 2006-07 in order to meet 100% of demand, which increased the overall effectiveness and efficiency of the direct patient care activities; therefore reducing grievances. Total budgeted expenditures are increased by $13,141 (3.8%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services as a result of higher salary and benefit costs in FY 2007-08. Infection Control Activity The purpose of the Infection Control activity is to provide surveillance, prevention and control of communicable diseases and significant infections for Correctional Health Services staff and inmates so that measures can be implemented to minimize the incidence of infectious conditions and communicable diseases. Performance Analysis: FY 2005-06 Results To be determined Demand Number of inmates/CHS employees identified with a communicable disease and/or significant infection. Output Number of inmates/CHS employees treated for a communicable disease/significant infection. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Correctional Health Grant Totals $ Expenditures by Fund Detention Operations $ Correctional Health Grant Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 1,056 1,056 973 991 (65) -6.2% NA 1,037 1,037 359 991 (46) -4.4% 100.0% 428.37 $ 1.8% (17.84) 1.8% -4.3% 41,284 NA NA $ NA 98.2% 544.10 $ NA 98.2% 36.9% 410.53 $ 1,288.62 $ NA - $ - $ - 399,639 NA 399,639 NA $ 564,236 NA 564,236 NA $ 425,720 1 425,721 4.62 $ $ $ $ 34,570 34,570 $ $ 41,284 41,284 $ 431,189 NA 431,189 NA $ 383,231 41,284 424,515 4.62 $ $ $ $ $ 42,489 10.0% (41,283) -4128300.0% 1,206 0.3% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduced the demand for the External Health Care activity. Total budgeted expenditures are decreased by $1,206 (0.3%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. 316 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Inmate Assessment Program 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. Program Results Percent of receiving screening assessments accomplished within timeframes to be determined FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • 14-Day Health Assessment • Health Services Requests • Receiving Screening Health Care 14-Day Health Assessment Activity 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. Performance Analysis: FY 2005-06 ACTUAL Results NA To be determined Demand NA The number of Inmates booked with length of stay greater than or equal to 4 days Output NA Number of 14 day inmate assessments completed. Percent of Demand met NA Efficiency NA Expenditures per unit of Output Expenditures by Fund Detention Operations $ 3,827,557 Totals $ 3,827,557 Staffing (FTEs) NA FY 2006-07 ADOPTED NA $ REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA 52,051 52,051 57,105 57,737 21,606 21,606 20,301 57,737 36,131 167.2% 41.5% 173.90 $ 41.5% 199.08 $ 35.6% 191.05 $ 100.0% 73.57 $ 58.5% 140.9% 125.51 63.0% $ 3,757,216 $ 3,757,216 NA $ 4,301,264 $ 4,301,264 51.01 $ 3,878,426 $ 3,878,426 NA $ 4,247,581 $ 4,247,581 51.50 5,686 % $ $ 53,683 53,683 0.49 10.9% 1.2% 1.2% 1.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased jail bookings of 128,290. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduced the demand for nurse registry. Total budgeted expenditures are decreased by $53,683 (1.2%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. 317 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Health Services Requests Activity 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. Performance Analysis: FY 2005-06 Results To be determined Demand Number of health service requests. Output Number of health service requests triaged. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA NA 53,532 NA NA NA 660,056 660,056 NA REVISED NA NA $ 22.74 $ $ 816,359 816,359 NA $ FY 2007-08 PROJ ACT NA NA 126,002 124,830 NA 107,102 124,830 29.59 $ 1,062,430 $ 1,062,430 13.63 $ 85.0% 9.97 $ $ 1,067,700 $ 1,067,700 NA Variance ADOPTED (Rev. - Adopted) NA 100.0% 8.48 $ $ 1,058,383 $ 1,058,383 13.37 $ $ % 21.11 71.3% 4,047 4,047 (0.26) 0.4% 0.4% -1.9% FY 2007-08 budgeted expenditures meet projected demand. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which reduced the demand for the External Health Care activity. Total budgeted expenditures are decreased by $4,047 (0.4%) from FY 2006-07. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Receiving Screening Health Care Activity 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. 318 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 Results To be determined Demand Number of inmates presented at Receiving Screening. Output Number of Receiving Screening assessments completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Correctional Health Grant Totals Expenditures by Fund Detention Operations Correctional Health Grant Totals Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 98,582 98,582 98,982 115,461 16,879 17.1% NA 98,582 98,582 98,982 115,461 16,879 17.1% 100.0% 8.25 $ 100.0% 12.68 $ 100.0% 13.10 $ NA NA $ $ $ 40,855 40,855 $ $ - $ 709,717 709,717 NA $ 813,262 813,262 NA $ REVISED NA FY 2007-08 $ $ $ - $ 1,249,908 $ 1,249,908 22.55 $ $ - $ 1,296,903 $ 1,296,903 NA $ $ 100.0% 11.52 $ - $ $ $ 1,330,191 $ 1,330,191 22.55 $ $ 0.0% 1.16 0.0% 9.1% (80,283) (80,283) - -6.4% -6.4% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased jail bookings of 128,290. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduced the demand for the External Health Care activity. Total budgeted expenditures are increased by $80,283 (6.4%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized of Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Restoration to Competency Program The purpose of the Rule 11 Custody Restoration program is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Program Results Percent of competency determinations performed within 78 days FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 74.1% 78.9% 78.9% 79.0% 79.0% 0.1% 0.1% Activities that comprise this program include: • Rule 11 – Arizona State Hospital Payment • Rule 11 – Custody Restoration 319 • • Adult Rule 11 Evaluations Juvenile Competency Evaluation Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Rule 11- Arizona State Hospital Payment Activity The purpose of the Arizona State Hospital Payment 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. Performance Analysis: FY 2005-06 Results To be determined Demand Number of inmates ordered to ASH Output Number of inmates sent to ASH Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ACTUAL NA FY 2006-07 ADOPTED NA REVISED NA FY 2007-08 PROJ ACT NA Variance ADOPTED (Rev. - Adopted) NA % NA 590 590 167 167 (423) -71.7% NA 590 590 167 167 (423) -71.7% 100.0% 847.46 $ 100.0% 979.05 $ 100.0% 598.80 $ 100.0% 598.80 $ NA NA 411,691 411,691 NA $ $ $ 500,000 500,000 NA $ $ 577,638 577,638 NA $ $ 100,000 100,000 NA $ $ 100,000 100,000 NA $ $ 0.0% 380.25 477,638 477,638 0.0% 38.8% 82.7% 82.7% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to reduced jail Average Daily Population (ADP) of 8,495. Funded staffing levels were increased during FY 2006-07 in order to meet 100% of demand, which in turn reduced the demand for the External Health Care activity. Total budgeted expenditures are decreased by $477,638 (82.7%) from FY 2006-07, reflecting decreased volume of output and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized based on lower utilization as a of result lower payments to the Arizona State Hospital. Rule 11 – Custody Restoration Activity The purpose of the Rule 11 Custody Restoration activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. 320 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 Results To be determined Demand Number of inmates under orders of restoration delivered to CHS. Output Number of inmates restored or found not restorable. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) ACTUAL NA ADOPTED NA REVISED NA FY 2007-08 PROJ ACT NA 592 592 580 580 NA 400 400 400 400 8,001 8,001 $ 1,661,706 $ 1,661,706 NA 67.6% 67.6% 69.0% $ 5,705.88 $ 5,141.74 $ 4,276.92 $ $ $ - $ 2,282,352 $ 2,282,352 NA $ $ - $ 2,056,695 $ 2,056,695 21.00 $ $ - $ 1,710,769 $ 1,710,769 NA Variance ADOPTED (Rev. - Adopted) NA NA NA NA $ $ FY 2006-07 $ $ (12) - 69.0% 4,583.23 $ 1.4% 558.51 - $ $ - $ 1,833,291 $ 1,833,291 21.00 $ $ 223,404 223,404 - % -2.0% 0.0% 2.1% 10.9% 10.9% 10.9% 0.0% FY 2007-08 budgeted expenditures for the Rule 11 - Custody Restoration activity do not meet projected yearly demand for the number of inmates under orders of restoration based on jail Average Daily Population (ADP) of 8,945. 70% of demand is being met which accounts for the percentage of inmate closed cases found to be restorable or not restorable historically within a budget year. The remaining 30% typically carryover into a new fiscal year due to the amount of time it takes, an average of 78 days, to resolve the competency issues of an inmate. The department is achieving the desired result of providing health care to inmates in order to restore them to competency to reduce the demand within the Arizona State Hospital Payment activity. Total budgeted expenditures are decreased by $223,404 (10.9%) from FY 2006-07, reflecting no change in volume of output and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit costs, offset by reduction in nurse registry expenditures due to a lower projected personnel vacancy rate. Adult Rule 11 Evaluations Activity The purpose of the Rule 11 Evaluations activity is to provide testing for criminal defendants so they can be evaluated for mental competency. 321 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Performance Analysis: FY 2005-06 Results To be determined Demand Number of evaluations ordered Output Number of evaluations completed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2006-07 ACTUAL NA ADOPTED NA REVISED NA FY 2007-08 Variance PROJ ACT NA ADOPTED NA (Rev. - Adopted) % NA 1,446 1,446 500 515 (931) -64.4% NA 1,446 1,446 500 515 (931) -64.4% 0.0% (2,065.66) 0.0% -371.1% (545,621) (545,621) - -67.8% -67.8% 0.0% NA NA 100.0% 644.41 $ $ 274,704 274,704 NA $ $ 931,824 931,824 NA 100.0% 100.0% 100.0% 556.60 $ 2,524.79 $ 2,622.26 $ $ $ 804,843 804,843 5.00 $ 1,262,397 $ 1,262,397 NA $ 1,350,464 $ 1,350,464 5.00 $ $ FY 2007-08 budgeted expenditures meets projected yearly demand, which is lower than the FY 200607 revised budget due to reduced jail Average Daily Population (ADP) of 8,945. A 100% of demand is being met. Total budgeted expenditures are increased by $545,621 (67.8%) from FY 2006-07, reflecting a decreased volume of output offset by a higher rate of expenditure per unit of output. The results of this activity have improved the timeliness in which these cases return to court for assessment of an inmates mental health; thus reducing the average length of stay for an inmate. Base Adjustment: Right-sized Personal Services, Supplies, and Services based on higher salary and benefit, and legal services cost increases expenditures. Juvenile Competency Evaluation Activity The purpose of the Juvenile Competency Evaluation activity is to provide testing for juvenile criminal defendants so they can be evaluated for mental competency. Performance Analysis: FY 2005-06 Results Percent of rule 11 juvenile evaluation performed within program time frame Demand Number of Rule 11 juvenile competency evaluations ordered Output Number of rule 11 juvenile competency evaluation completed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2006-07 FY 2007-08 ACTUAL NA ADOPTED NA REVISED NA NA NA NA 400 420 NA NA NA 400 420 NA NA NA NA NA NA NA $ $ NA $ $ 275,000 275,000 NA PROJ ACT NA $ $ $ ADOPTED (Rev. - Adopted) NA 100.0% 579.38 $ 231,752 231,752 NA Variance $ $ % 100.0% 654.76 275,000 275,000 NA $ $ - 0.0% 0.0% FY 2007-08 budget expenditures meet projected yearly demand for prior history of juveniles under court order for evaluation which is higher than the FY 2006-07. 100% of demand is being met, which achieves the desired result of providing adequate and timely assessment to juvenile inmates ordered for evaluation. Total budgeted expenditures remain flat from FY 2006-07. The marginal cost due to 322 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health adding 5% in output to the juvenile evaluation caseload in FY 2007-08 will be absorbed by the department and will not impact the performance of juvenile evaluations being completed in a timely manner. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,719,176 $ - FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance FY 2007-08 BUDGET TARGET $ 3,719,176 $ - $ $ Subtotal $ 17,632 7,849 51,392 76,873 $ - $ 3,796,049 $ - (200,000) $ (42,216) 14,922 1,613 $ (225,681) $ - BASE ADJUSTMENTS: Right-size Rule 11 Arizona State Hospital Payment Activity $ Right-size Adult Rule 11 Evaluations Activity Right-size Rule 11 Custody Restoration Activity Change to Workers Compensation and Unemployment Charges Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 323 3,570,368 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Detention Fund (255) Appropriated Budget Reconciliation EXPENDITURES $ 41,139,040 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Staffing Plan FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Mid-Year Adjustments FY 2007-08 BUDGET TARGET $ Subtotal $ 5,314,376 5,314,376 $ $ - $ 46,453,416 $ 8,900 $ $ Subtotal $ 289,170 102,382 613,630 574,972 1,580,154 $ - $ 48,033,570 $ 8,900 BASE ADJUSTMENTS: Right-size the Health Records Activity $ Right-size the Adult/Remanded Juvenile Inmate Treatment Program Right-size the Health Care Management Program Right-size the Inmate Assessment Program Information Technology Program increase - Health Records System Administrative Services Program increase - Loan Repayment Program Changes to Workers Compensation and Unemployment Charges Changes to Risk Management Charges Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 324 REVENUE 8,900 - $ (943,508) (2,400) - (169,381) (344,333) 780,705 - 676,517 - 26,447 737,324 763,771 $ (2,400) 48,797,341 $ 6,500 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Correctional Health Correctional Health Grant Fund (292) Appropriated Budget Reconciliation EXPENDITURES $ 699,460 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Arizona Dept. of Health Services Award REVENUE 699,460 $ Subtotal $ 41,284 41,284 $ $ 41,284 41,284 FY 2006-07 REVISED RESTATED BUDGET: $ 740,744 $ 740,744 FY 2007-08 BUDGET TARGET $ 740,744 $ 740,744 BASE ADJUSTMENTS: Reduction in Telemedicine Grant for Utilization Management (UTMT) Activity $ Subtotal $ FY 2007-08 ADOPTED BUDGET: (389,015) $ (389,015) $ $ 351,729 (389,015) (389,015) $ 351,729 Correctional Health Grant Fund (292) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ - Revenue Expenditures Net Operating $ Ending Fund Balance FY 2006-07 ADOPTED $ 6,001 FY 2006-07 REVISED $ 6,001 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ (133) $ 120,405 $ $ 699,460 699,460 - $ $ 177,891 $ 178,024 (133) $ $ 740,744 740,744 - $ (133) $ 6,001 $ 6,001 325 $ 538,073 417,534 120,538 $ $ 351,729 351,729 - (133) $ 120,405 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney Analysis by Bradley Kendrex, Management & Budget Analyst Summary 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: Market compensation studies focusing on the Attorney, Administrative, Detective, and Information Technology market range titles have been implemented and funded. Additional market studies are in progress for the Legal Secretary and Paralegal classifications. 326 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets County Attorney In order to incorporate the following information in to 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 actively participates in the Arizona Tactical Analysts Network, a group of Valley law enforcement analysts who identify and analyze crime trends and share information with other agencies. This increases the information available to the County Attorney’s Office’s as it continues to evaluate regional crime trends, contributing to better forecasting and planning. • 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: This is a continuing effort. The method for calculating this statistic was improved in FY 2005-06. No significant progress on this goal has occurred. • 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 has completed the following projects, with results ranging from reduced data entry, increased data integrity, greater availability of information to management and other stakeholders: ƒ ƒ ƒ ƒ ƒ • Developed a statistical report to measure bureau and attorney productivity and advocacy outcomes. Created a County Attorney Information System (CAIS) data warehouse. Incorporated the legacy Capital Review system into the County Attorney Information System (CAIS). Created an Asset Forfeiture application that integrates the activities of the court, the County Attorney’s Office, and law enforcement agencies. Developed a process to electronically route Superior Court minute entries to Victim Services Division advocates and support staff. 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. This is ongoing. Status: The County Attorney’s Office completed an interface that receives a feed of electronic court documents (minute entries) from the Superior Court, building a "virtual case file" for the County Attorney’s Office without duplicating information currently located in other information technology systems. This project streamlines data sharing as to provide less opportunity for error in data entry and less redundant data entry. 327 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets County Attorney By 2010, reduce 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 County Attorney’s Office created the "Violent Crime, Hard Time" commercial and conducted related focus groups. The Office is near completion of an extensive Juvenile Girls research project; studying crime trends among juvenile girls in Maricopa County, Arizona, and the United States. A detailed analysis and specific recommendations is expected to be presented in the third quarter of FY 2006-07. • By 2010, reduce the property crime rate in Maricopa County by establishing a crime prevention strategy that targets auto theft repeat offenders and identify theft repeat offenders. Status: The County Attorney’s Office created special bureaus for the handling of target crimes, including Auto Theft, Drug Enforcement, and Identity Theft, that will focus experienced prosecutors who have specialties in these areas. Each of these bureaus has been staffed and is operational, but the County Attorney’s Office has reported no actual results in achieving this goal. • 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 County Attorney's Office's Investigations Division worked with other law enforcement agencies to investigate, locate, and arrest felons with outstanding warrants. Of the warrants that were investigated, over 50% were resolved by arrest of the defendant, location of the defendant in custody or in another state, or deportation. 328 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE ACTIVITY FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REV. TO ADPT. VARIANCE % FY 2007-08 ADOPTED $ 4,738,429 4,738,429 $ 5,790,776 5,790,776 $ 5,790,776 5,790,776 $ 5,856,147 5,856,147 $ 4,883,875 4,883,875 $ (906,901) -15.7% (906,901) -15.7% 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION ACTIVITY $ 2,401,905 2,401,905 $ 2,313,001 2,313,001 $ 2,313,001 2,313,001 $ 1,971,591 1,971,591 $ 2,313,001 2,313,001 $ - 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACTV DIVN - DRUG DIVERSION ACTIVITY IVAC - COUNTY ATTORNEY INITIATED INV METH - METH/MAJOR DRUGS PROSECUTION TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY $ 8,672,038 658,997 748,800 30,229 6,489,380 744,632 $ 9,656,835 720,031 1,000,000 7,830,438 106,366 $ 7,326,353 230,450 720,031 6,269,506 106,366 $ 10,624,083 115,225 550,733 910,756 716,020 7,764,820 566,529 $ 7,689,587 230,450 582,486 600,000 6,170,285 106,366 $ 363,234 5.0% - 0.0% 582,486 (120,031) -16.7% (99,221) -1.6% - 0.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 1,454,810 $ - $ 2,600,000 $ 11,791 $ 3,008,810 $ - 99GV - GENERAL GOVERNMENT $ $ 284,995 17,552,179 $ $ 17,760,612 $ $ 18,030,130 $ $ 18,463,612 $ $ 17,895,273 $ $ (134,857) -0.7% (134,857) -0.7% $ 6,866,281 6,866,281 $ 7,611,616 7,611,616 $ 7,538,420 7,538,420 $ 6,933,003 6,933,003 $ 7,229,717 7,229,717 $ 19CS - COMMUNITY SERVICES ADAC - ADOPTION ACTIVITY SVPA - SEXUALLY VIOLENT PREDATOR VCAC - VICTIM COMPENSATION ACTIVITY $ 2,549,941 $ (3,979) (11,731) 2,565,651 2,359,734 2,359,734 $ 2,330,348 2,330,348 $ 2,431,651 2,431,651 $ 3,034,774 3,034,774 $ 19PP - PROSECUTION APLA - APPELLATE ACTIVITY AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACTV DIVN - DRUG DIVERSION ACTIVITY IDNT - IDENTITY THEFT PROSECUTION IVAC - COUNTY ATTORNEY INITIATED INV METH - METH/MAJOR DRUGS PROSECUTION TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY $ 54,203,468 $ (40,296) 8,730,202 611,073 901,335 4,114,490 36,219,797 3,666,866 60,758,133 872,337 8,708,854 720,031 1,000,000 1,017,675 4,281,444 837,423 39,073,833 4,246,536 $ 59,112,805 1,738,809 7,732,892 720,951 1,323,306 4,630,989 2,967,548 35,574,922 4,423,388 $ 56,245,459 554,136 7,619,179 564,751 254,691 1,192,000 3,860,664 1,830,535 36,363,817 4,005,686 $ 63,331,165 1,804,413 8,086,066 600,000 1,461,472 4,280,610 3,324,530 38,811,562 4,962,512 $ 19TD - EMPLOYEE TRNG AND DEVELOPMENT EMPT - EMPLOYEE TRAINING $ 116,570 116,570 $ 558,057 558,057 $ - $ - $ - $ 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT $ 4,865,108 105,172 398,527 268,567 4,003,638 89,205 $ 4,387,294 95,107 400,245 373,315 3,375,192 143,435 $ 7,573,627 98,699 1,399,705 329,350 5,602,957 142,916 $ 4,532,255 108,914 862,258 310,469 3,159,815 90,798 $ 7,184,839 $ 102,621 1,430,262 340,425 5,154,949 156,582 99IT - INFORMATION TECHNOLOGY PROGRAM $ 3,125,551 $ 3,816,754 $ 3,422,691 $ 3,557,019 $ 3,553,082 $ (130,391) -3.8% 99GV - GENERAL GOVERNMENT $ $ 71,726,920 $ $ 79,491,588 $ $ 79,977,891 $ $ 73,699,387 $ $ 55,634 84,389,211 $ $ (55,634) (4,411,320) -5.5% TOTAL PROGRAMS EXPENDITURES 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE ACTIVITY TOTAL PROGRAMS 329 308,703 308,703 0.0% 0.0% 4.1% 4.1% (704,426) -30.2% (704,426) -30.2% (4,218,360) (65,604) (353,174) 120,951 (138,166) 350,379 (356,982) (3,236,640) (539,124) -7.1% -3.8% -4.6% 16.8% -10.4% 7.6% -12.0% -9.1% -12.2% 388,788 (3,922) (30,557) (11,075) 448,008 (13,666) 5.1% -4.0% -2.2% -3.4% 8.0% -9.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE ACTIVITY REVISED TO ADOPTED VARIANCE % 95.30 95.30 89.30 89.30 7.00 7.00 7.00 7.00 839.60 24.00 114.00 15.60 18.00 67.00 37.00 477.50 86.50 840.60 24.00 113.00 15.60 18.00 67.00 37.00 476.50 89.50 63.00 62.00 (1.00) -1.6% 34.00 1,038.90 34.00 1,032.90 0.0% (6.00) -0.6% 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION ACTIVITY 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACT IDNT - IDENTITY THEFT PROSECUTION IVAC - COUNTY ATTORNEY INITIATED INV METH - METH/MAJOR DRUGS PROSECUTION TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS FY 2007-08 ADOPTED (6.00) -6.3% (6.00) -6.3% - 0.0% 0.0% 1.00 (1.00) (1.00) 3.00 0.1% 0.0% -0.9% 0.0% 0.0% 0.0% 0.0% -0.2% 3.5% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ $ $ FY 2006-07 ADOPTED 9,165,159 5,088,790 3,092,275 205,954 17,552,179 $ 60,044,889 2,144,884 8,895,942 641,206 71,726,920 $ $ $ FY 2006-07 REVISED 8,188,799 6,037,482 3,390,031 144,300 17,760,612 $ 67,479,261 1,631,951 9,784,929 595,447 79,491,588 $ $ $ 330 FY 2006-07 PROJECTED 8,461,575 5,995,624 3,422,731 150,200 18,030,130 $ 67,890,938 1,701,218 9,790,288 595,447 79,977,891 $ $ $ FY 2007-08 ADOPTED 8,469,268 6,425,047 3,284,226 285,071 18,463,612 $ 62,465,418 1,484,196 8,955,197 794,576 73,699,387 $ $ $ REVISED TO ADOPTED VARIANCE % 8,810,457 5,223,106 3,709,010 152,700 17,895,273 $ 71,352,625 1,511,055 10,930,707 594,824 84,389,211 $ $ $ (348,882) 772,518 (286,279) (2,500) 134,857 -4.1% 12.9% -8.4% -1.7% 0.7% (3,461,687) 190,163 (1,140,419) 623 (4,411,320) -5.1% 11.2% -11.6% 0.1% -5.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Revenue and Expenditures by Fund FY 2005-06 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 TOTAL FUNDS $ 4,799,417 1,600,451 6,486,980 741,572 1,350,572 666,225 1,749,954 133,402 23,606 17,552,179 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 TOTAL FUNDS $ 60,072,131 1,288,588 6,355,880 901,334 1,266,624 614,572 1,227,791 71,726,920 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 67,573,452 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 79,491,588 FY 2006-07 REVISED $ $ $ $ 5,842,476 1,600,000 5,972,299 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 18,030,130 67,690,237 1,600,000 5,972,299 1,000,000 1,266,624 720,031 1,488,700 100,000 140,000 79,977,891 FY 2006-07 PROJECTED $ $ $ $ 5,999,008 1,750,253 5,737,341 910,756 1,461,807 550,733 1,913,513 108,689 31,512 18,463,612 62,807,895 1,353,030 5,531,754 567,759 1,296,905 564,751 1,400,347 41,665 135,281 73,699,387 REVISED TO ADOPTED FY 2007-08 ADOPTED $ $ $ $ 4,935,575 2,000,000 6,160,825 1,008,810 1,483,493 600,000 1,566,570 100,000 40,000 17,895,273 70,629,513 2,000,000 6,160,825 1,008,810 1,483,493 600,000 1,566,570 500,000 440,000 84,389,211 VARIANCE $ $ $ $ % (906,901) 400,000 188,526 8,810 216,869 (120,031) 77,870 (134,857) -15.5% 25.0% 3.2% 0.9% 17.1% -16.7% 5.2% 0.0% 0.0% -0.7% (2,939,276) (400,000) (188,526) (8,810) (216,869) 120,031 (77,870) (400,000) (300,000) (4,411,320) -4.3% -25.0% -3.2% -0.9% -17.1% 16.7% -5.2% -400.0% -214.3% -5.5% General Adjustments Market Increases (Investigators, IT) Market compensation adjustments were implemented for IT-related and Investigator market range titles. Budgeted expenditures in the General Fund have been increased by $877,329 in order to fully fund these increases. Attorney Loan Repayment Assistance The Attorney Loan Repayment Assistance program was launched to aid in retention of mid-level attorneys in the County Attorney’s Office. In order to fund this initiative, the General Fund expenditure budget has been increased by $808,100. Personnel Savings Based on FY 2006-07 projected expenditures, Personnel Savings is being increased from 6.0% to 7.5%, a reduction of $1,190,634 to the General Fund expenditure budget. Workers’ Compensation / Unemployment Insurance Workers Compensation and Unemployment Insurance rates have been updated for FY 2007-08. An additional $16,470 has been added to the expenditure budget to fund the increased expense. Programs and Activities Civil Legal Services Program The purpose of the Civil Legal Services Program is to provide legal advice and representation to County officers, administrators and managers so that they can manage the affairs of the County with the benefits of timely and responsive legal advice and representation. 331 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Program Results Percent of clients satisfied with legal advice provided per customer satisfaction survey FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Number of requests for legal advice Activities that comprise this program include: • Legal Advice and Civil Representation Activity Legal Advice and Civil Representation Activity The purpose of the Legal Advice and Civil Representation 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 and to provide a defense for claims filed against toe County, or to initiate claims, protests, lawsuits and appeals for Maricopa County so that a timely and just result is achieved. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office will provide written opinions to County officers regarding the duties of their offices. Further, the County Attorney’s Office will act as legal advisor to the Board of Supervisors and represent the County in legal affairs. Performance Analysis: Results Percent of clients satisfied with legal advice provided per customer satisfaction survey. Demand Number of requests for legal advice. Output Number of responses to requests for legal advice. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Variance (Rev. - Adpt.) $ $ 4,738,429 4,738,429 $ $ 5,790,776 5,790,776 $ $ 5,790,776 5,790,776 $ $ 5,856,147 5,856,147 $ $ 4,883,875 4,883,875 $ $ $ $ 6,866,281 6,866,281 NA $ $ 7,611,616 7,611,616 NA $ $ 7,538,420 7,538,420 95.30 $ $ 6,933,003 6,933,003 NA $ $ 7,229,717 7,229,717 89.30 $ $ % (906,901) -15.7% (906,901) -15.7% 308,703 308,703 (6.00) 4.1% 4.1% -6.3% The County Attorney’s Office has not reported performance data on the Legal Advice and Civil Representation Activity. Reduction in Civil Division Retainers: The County Attorney Civil Division retainers were revised for the Risk Management Department and the Flood Control District between Tentative and Final Adoption of the budget. The change in retainers results in a revenue reduction of $906,901 and an expenditure reduction of $799,528 with the Adopted budget. 332 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Community Services Program The purpose of the Community Services Program is to provide a variety of special services and assistance to people in Maricopa County so that the office fulfills its statutory mandates. Program Results No performance measures have been identified for this program. Activities that comprise this program include: • Victim Compensation Activity FY 2007-08 budgeted expenditures decreased by $137,204 (23.9%) from FY 2006-07 due to a budget error in FY 2006-07 revised budget. The purpose of the Victim Compensation Activity is to provide financial reimbursement to victims of violent crimes so that they can recover eligible crime related financial loss. Mandates: A.R.S. §11-538 establishes that the County Attorney’s Office shall, if a victim compensation fund has been established, use such funds to assist “eligible victims of crime” with medical, counseling, funeral expenses and lost wages according to the eligibility rules established by the Arizona Criminal Justice Commission. Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results To be developed Demand Number of victim compensation claims received. Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 798 798 862 921 123 15.4% Output Number of victim compensation claims completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Grants Victim Comp And Assistance Victim Comp Restitution Int Totals Expenditures by Fund General County Attorney Grants Victim Comp And Assistance Victim Comp Restitution Int Totals Staffing (FTEs) Not Reported 610 610 862 921 311 51.0% 23.6% 525.16 $ 30.8% 0.14 Not Reported Not Reported $ $ $ $ $ 2,279,564 122,342 2,401,905 $ 191,460 2,374,191 2,565,651 NA $ $ $ 76.4% 3,868.42 $ 2,173,001 100,000 40,000 2,313,001 $ 2,219,734 100,000 40,000 2,359,734 NA $ $ $ 76.4% 3,820.24 $ 2,173,001 100,000 40,000 2,313,001 $ 175,103 1,915,245 100,000 140,000 2,330,348 7.00 $ $ $ 100.0% 2,820.94 $ 1,831,390 108,689 31,512 1,971,591 $ 151,959 2,102,746 41,665 135,281 2,431,651 NA $ $ $ Variance (Rev. - Adpt.) 100.0% 3,295.09 $ 2,173,001 100,000 40,000 2,313,001 $ 174,254 1,920,520 500,000 440,000 3,034,774 7.00 $ $ $ 849 (5,275) (400,000) (300,000) (704,426) - % 0.0% 0.0% 0.0% 0.0% 0.5% -0.3% -400.0% -214.3% -30.2% 0.0% The Victim Compensation Activity anticipates an increase in both demand and output for FY 2007-08. The FY 2006-07 projections reflect an 8.4% increase from FY 2005-06 and this activity is forecasted to experience an additional 7.4% anticipated growth in FY 2007-08. One-time Expenditures from the Victim Compensation and Assistance Fund: In order to accommodate one-time expenditures from the Victim Compensation and Assistance Fund (268) fund balance, budgeted expenditures have been increased by $400,000. 333 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney One-time Expenditures from the Victim Compensation Restitution Interest Fund: In order to accommodate one-time expenditures from the Victim Compensation Restitution Interest Fund (269) fund balance, budgeted expenditures have been increased by $400,000. Prosecution Program The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts on behalf of the people of Maricopa County so that they can be assured justice has been served and offenders are held accountable for their criminal or delinquent acts. Mandates A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the county on behalf of the state. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % Percent of post-conviction relief and appellate petitions completed Rate of conviction (auto theft) Percent of vehicle thefts completed within 90 days from date of arraignment Percent of adult criminal cases filed within deadlines Percent of juvenile cases filed within deadlines Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Percent of bad check cases diverted Not Reported Not Reported Not Reported Not Reported Not Reported Total restitution dollars paid, prefiling and post-filing Not Reported Not Reported Not Reported Not Reported Not Reported Percent of successful drug diversions Rate of conviction (identity theft) Percent of identity theft prosecutions completed within 90 days of arraignment Rate of conviction (meth/major drug) Percent of meth and major drug offenses completed within 90 days of arraignment Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Percent of juvenile cases completed within expected timeframe Not Reported Not Reported Not Reported Not Reported Not Reported Percent of adult criminal cases completed within 180 days Not Reported Not Reported Not Reported Not Reported Not Reported Percent of victims satisfied per satisfaction survey 334 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Activities that comprise this program include: • Charging Activity • Check Enforcement Diversion Program Activity • County Attorney Initiated Investigations Activity • Drug Diversion Activity • Identity Theft Prosecution Activity • • • • Meth and Major Drug Prosecution Activity Trial Activity Vehicle Theft Prosecution Activity Victim Assistance Activity Charging Activity 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. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results Percent of adult criminal cases filed within deadlines. Results Percent of juvenile cases filed within deadlines. Demand Number of adult criminal cases submitted. Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 52,121 52,121 57,780 61,767 9,646 18.5% Output Number of adult criminal cases filed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Fill The Gap Totals Expenditures by Fund General County Attorney Grants County Attorney Fill The Gap Crim Justice Enhancement Totals Staffing (FTEs) Not Reported 40,160 40,160 42,179 45,089 4,929 12.3% 77.1% 216.85 $ 77.1% 192.55 $ 73.0% 180.64 $ 73.0% 179.34 $ -4.1% -5.3% 13.22 $ 0.07 Not Reported Not Reported $ $ $ - $ $ - $ $ - $ $ - $ $ 582,486 582,486 $ 7,993,675 167,457 351,857 217,213 8,730,202 NA $ 8,456,338 104,592 147,924 8,708,854 NA $ 7,162,616 60,768 360,287 149,221 7,732,892 114.00 $ 7,053,940 54,623 363,430 147,187 7,619,179 NA $ 7,502,594 62,438 364,124 156,910 8,086,066 114.00 $ $ $ $ $ Variance (Rev. - Adpt.) $ % 582,486 582,486 $ (339,978) (1,670) (3,837) (7,689) $ (353,174) - -4.7% -2.7% -1.1% -5.2% -4.6% 0.0% The Charging Activity is projected to experience continued demand growth in FY 2007-08 due to forecasted demand growth, population growth in the County, and historical case filing growth over the last five years. Check Enforcement Diversion Program Activity The purpose of the Check Enforcement Diversion Program 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 se successful recovery of lost monies and that offenders are held accountable. 335 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Mandates: Recovery of damages from bad check writers is not a mandated duty of the County Attorney’s Office. A.R.S. §13-1807 establishes the circumstances under which bad check issuance is considered a crime. Prosecution of criminal fraudulent check writers – a mandated duty – is not included in this Activity. Performance Analysis: Results Percent of bad check cases diverted. Results Total restitution dollars paid, prefiling and post-filing. Demand FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 18,868 18,868 17,000 17,000 Not Reported 5,227 5,227 5,300 5,300 Variance (Rev. - Adpt.) (1,868) % -9.9% Number of checks received into the Check Enforcement Program. Output Number of checks resolved through collection of restitution Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Check Enforcement Program Totals Expenditures by Fund General County Attorney Fill The Gap Check Enforcement Program Totals Staffing (FTEs) Not Reported Not Reported $ 27.7% 137.75 $ 27.7% 137.93 $ 31.2% 106.56 $ 73 31.2% 113.21 $ 3.5% 12.5% 24.72 $ 0.18 $ $ 658,997 658,997 $ $ 720,031 720,031 $ $ 720,031 720,031 $ $ 550,733 550,733 $ $ 600,000 600,000 (120,031) $ (120,031) $ 905 610,168 611,073 NA $ 720,031 720,031 NA $ 920 720,031 720,951 15.60 $ 564,751 564,751 NA $ 600,000 600,000 15.60 $ $ $ $ $ $ $ 1.4% 920 120,031 120,951 - -16.7% -16.7% 100.0% 16.7% 16.8% 0.0% The Check Enforcement Diversion Program Activity shows a forecasted demand decrease in FY 200708 due to fewer participating vendors. The County Attorney’s Office continues to seek additional vendors to participate in the program, potentially increasing future demand and revenues. Right-size Check Enforcement Program Activity: Due to lower demand projections in the Check Enforcement Program Activity, revenue and expenditures in the Check Enforcement Program Fund (266) are reduced by $190,383. County Attorney Initiated Investigations Activity The purpose of the County Attorney Initiated Investigations Activity is to provide original investigative and surveillance findings to the County Attorney and Chief Deputy so they can determine if further legal action is needed and to provide investigative services accompanied by accurate and complete reporting to Deputy County Attorneys so that they can successfully prosecute cases. Mandates: This Activity supports overall Prosecution Program mandates. 336 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results To be developed Demand Number of County Attorney prefiling initiated investigative inquiries requested. Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 20,707 22,136 Output Number of County Attorney prefiling initiated investigative inquiries completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Grants Totals Expenditures by Fund General County Attorney Rico County Attorney Grants County Attorney Fill The Gap Crim Justice Enhancement Totals Staffing (FTEs) Not Reported Not Reported Not Reported 20,707 22,136 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 100.0% 186.44 $ 100.0% 193.38 $ Variance (Rev. - Adpt.) $ $ 30,229 30,229 $ $ - $ $ - $ $ - $ $ - $ 3,729,980 56,738 198,577 26,715 102,481 4,114,490 NA $ 4,034,048 104,123 33,521 109,752 4,281,444 NA $ 4,457,474 95,653 34,726 43,136 4,630,989 67.00 $ 3,646,174 122,500 35,422 56,569 3,860,664 NA $ 4,159,073 85,395 36,142 4,280,610 67.00 $ $ $ $ $ $ $ $ % 298,401 6.7% 10,258 10.7% (1,416) -4.1% 43,136 100.0% 350,379 7.6% 0.0% The County Attorney’s Office, during FY 2006-07, combined the reporting of the Investigations Related Case Support Activity and the Prosecution Related Investigations Activity into the County Attorney Initiated Investigations Activity. Performance data was not included. Based on FY 2006-07 projections, this Activity is expected to experience 6.9% due to growth in population and case filings over the past five years. Drug Diversion Activity 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. Mandates: This is not a mandated activity of the County Attorney’s Office, however A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. 337 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results Percent of successful drug diversions. Demand Number of offenders eligible for drug diversion. Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 4,582 Not Reported Not Reported Not Reported Output Number of offenders accepting drug diversion. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Diversion Check Enforcement Program Totals Expenditures by Fund General Diversion Totals Staffing (FTEs) Not Reported 3,525 Not Reported Not Reported Not Reported 76.9% 283.69 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ $ $ $ $ 741,572 7,228.1 748,800 $ 1 901,334 901,335 NA $ $ $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 NA $ $ $ - $ - $ $ $ 910,756 910,756 $ 254,691 254,691 NA $ $ $ Variance (Rev. - Adpt.) - $ - $ - $ - $ - % - Inconsistent allocation from year to year of Drug Diversion budget between the Drug Diversion Activity and the Trial Activity makes it difficult to track and analyze performance data. FY 2007-08 recommended revenue and expenditures are allocated to the Trial Activity. Identity Theft Prosecution Activity The purpose of the Identity Theft Prosecution Activity is to provide prosecution of persons who commit ID Theft to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: FY 2005-06 ACTUAL Results Not Reported Rate of conviction Results Not Reported Percent of identity theft prosecutions completed within 90 days of arraignment Results Not Reported Percent of identity theft prosecutions completed within 180 days of arraignment Demand Not Reported Number of identity thefts submitted by law enforcement Output Not Reported Number of identity thefts prosecuted Percent of Demand met Not Reported Efficiency Not Reported Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) NA ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported % Not Reported 1,682 1,649 1,763 81 4.8% Not Reported 861 824 881 20 2.3% Not Reported Not Reported $ $ Variance (Rev. - Adpt.) 1,017,675 1,017,675 NA 338 $ $ $ 51.2% 1,536.94 $ 1,323,306 1,323,306 18.00 $ $ 50.0% 1,446.60 $ 1,192,000 1,192,000 NA $ $ 50.0% 1,658.88 $ 1,461,472 1,461,472 18.00 -1.2% -2.4% (121.94) $ (0.08) $ (138,166) $ (138,166) - -10.4% -10.4% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Data is unavailable for FY 2005-06 as this is a new Activity. The County Attorney’s Office did not report Result data for FY 2006-07. The Identity Theft Prosecution Activity is projected to experience both demand and output growth in FY 2007-08 consistent with County population growth trends. Meth and Major Drug Prosecution Activity The purpose of the Meth and Major Drug Prosecution Activity is to provide prosecution of persons who commit meth and drug crimes to crime victims and the public so they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results Rate of conviction Results Percent of meth and major drug offenses completed within 90 days of arraignment Results Percent of meth and major drug offenses completed within 180 days of arraignment Demand Number of meth and major drug offenses submitted by law enforcement NA Not Reported Not Reported Not Reported Not Reported NA Not Reported Not Reported Not Reported Not Reported NA Not Reported Not Reported Not Reported Not Reported NA Not Reported 40,439 39,620 42,354 1,915 4.7% Output Number of meth and major drug offenses prosecuted Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Grants Totals Expenditures by Fund General County Attorney Grants Totals Staffing (FTEs) NA Not Reported 30,420 29,318 31,341 921 3.0% NA NA Not Reported Not Reported $ 75.2% 97.55 $ 74.0% 62.44 $ Variance (Rev. - Adpt.) 74.0% 106.08 $ NA NA $ $ - $ $ - $ $ 716,020 716,020 $ $ - NA NA NA NA $ 837,423 837,423 NA $ 1,667,129 1,300,419 2,967,548 37.00 $ 1,011,160 819,376 1,830,535 NA $ 1,934,649 1,389,881 3,324,530 37.00 $ $ $ $ $ % -1.2% -1.6% (8.52) $ (0.09) - $ (267,520) (89,462) $ (356,982) - -16.0% -6.9% -12.0% 0.0% Data is unavailable for FY 2005-06 as this is a new Activity. The County Attorney’s Office did not report Result data for FY 2006-07. The Meth and Major Drug Prosecution Activity is projected to experience both demand and output growth in FY 2007-08 consistent with County population growth trends. Trial Activity The purpose of the Trial Activity is to provide criminal and juvenile prosecution of offenders to the people of Maricopa County so that they can live in a safer community. Mandates: This Activity supports overall Prosecution Program mandates. 339 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Performance Analysis: Results Percent of juvenile cases completed within expected timeframe. Results Percent of adult criminal cases completed within 180 days. Demand Number of adult criminal cases filed. Output Number of adult criminal cases completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General County Attorney Rico County Attorney Grants County Attorney Fill The Gap Crim Justice Enhancement Totals Expenditures by Fund General County Attorney Rico County Attorney Grants County Attorney Fill The Gap Check Enforcement Program Crim Justice Enhancement Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ $ $ % Not Reported 35,251 35,251 41,732 44,611 9,360 26.6% Not Reported 30,586 30,586 30,881 33,012 2,426 7.9% 74.0% 1,177.55 74.0% 1,175.68 Not Reported Not Reported $ Variance (Rev. - Adpt.) 60,365 922,045 3,182,226 574,790 1,749,954 6,489,380 31,753,164 150,579 2,736,632 851,581 4,403 723,438 36,219,797 NA $ $ $ $ $ 86.8% 1,277.51 $ 51,700 1,600,000 3,423,414 1,266,624 1,488,700 7,830,438 32,808,079 1,600,000 2,440,533 1,187,209 1,038,012 39,073,833 NA $ $ $ $ 86.8% 1,163.11 $ 51,700 3,462,482 1,266,624 1,488,700 6,269,506 32,467,315 201,060 1,056,195 822,944 1,027,408 35,574,922 477.50 $ $ $ $ 142,854 1,750,253 2,496,393 1,461,807 1,913,513 7,764,820 31,894,883 1,353,030 1,251,282 842,932 1,021,689 36,363,817 NA $ $ $ $ 51,700 3,651,008 901,007 1,566,570 6,170,285 33,474,340 2,000,000 1,149,571 1,034,472 1,153,179 38,811,562 478.50 -12.8% -14.7% (12.57) $ (0.01) $ $ $ $ 188,526 (365,617) 77,870 (99,221) 0.0% 5.4% -28.9% 5.2% -1.6% (1,007,025) -3.1% (1,798,940) -894.7% (93,376) -8.8% (211,528) -25.7% (125,771) -12.2% (3,236,640) -9.1% 1.00 0.2% Child Sexual Assault Interviews and Lab Processing: To provide for increased caseload, the General Fund expenditure budget has been increased by $111,300 for Child Sexual Assault interviews and lab processing. Increased Revenue, Fill-the-Gap Fund: Due to an increase in forecasted revenue in the Fill-theGap Fund, the revenue budget has been increased by $134,383. Transfer 3.0 FTE from General Fund to Fill-the-Gap Fund: In FY 2006-07, 10.5 FTE were transferred from the Fill-the-Gap Fund to the General Fund due to lower projected Fill-the-Gap revenue. Due to higher forecasted revenue in the Fill-the-Gap Fund, OMB recommends transfer of 3.0 FTE from the General Fund back to the Fill-the-Gap Fund, a transfer of $134,383 in expenditure authority. Increased Revenue and Expenditures, RICO Fund: Due to higher projected revenue in the County Attorney RICO Fund, the revenue and expenditure budgets have been increased by $400,000. Attorney Special Assignment Pay: In order to attract and retain qualified capital attorneys, the County Attorney’s Office expenditure budget has been increased by $573,731 to accommodate special assignment pay rates. 340 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Vehicle Theft Prosecution Activity The purpose of the Vehicle Theft Prosecution Activity is to provide prosecution of persons who commit theft of motor vehicles to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Results Rate of conviction. Results Percent of vehicle thefts completed within 90 days from date of arraignment. Demand Number of vehicle thefts submitted by law enforcement. NA Not Reported Not Reported Not Reported Not Reported NA Not Reported Not Reported Not Reported Not Reported NA Not Reported 8,485 8,314 8,888 403 4.7% Output Number of vehicle thefts prosecuted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Grants Totals Expenditures by Fund General County Attorney Grants Diversion Totals Staffing (FTEs) NA Not Reported 4,983 4,822 5,155 172 3.5% NA NA Not Reported Not Reported $ 58.7% 348.95 $ 58.0% 114.92 $ 58.0% 350.03 $ NA NA $ $ - $ $ 230,450 230,450 $ $ 115,225 115,225 $ $ 230,450 230,450 NA NA NA NA NA $ 872,337 872,337 NA $ 1,356,858 381,951 1,738,809 24.00 $ 454,520 99,616 554,136 NA $ 1,487,544 316,869 1,804,413 24.00 $ $ $ $ Variance (Rev. - Adpt.) $ $ % -0.7% -1.2% (1.08) $ (0.00) - $ (130,686) 65,082 $ (65,604) - 0.0% 0.0% -9.6% 17.0% -3.8% 0.0% Data is unavailable for FY 2005-06 as this is a new Activity. The County Attorney’s Office did not report Result data for FY 2006-07. The Vehicle Theft Prosecution Activity is projected to experience both demand and output growth in FY 2007-08 consistent with County population growth trends. Victim Assistance Activity The purpose of the Victim Assistance Activity is to provide victims’ rights and victim assistance services to victims of crimes committed in Maricopa County so that they can experience a reduction in trauma, strive to “feel whole” again, and be informed of criminal or juvenile justice proceedings. Mandates: A.R.S. Title 13, Chapter 40 (§§13-4401 through 13-4439) outline the rights of crime victims. This Activity facilitates victims’ receipt of their prescribed rights as well as addressing specific duties required of prosecutors, including victim notifications. 341 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Performance Analysis: Results Percent of victims satisfied per satisfaction survey. Demand Number of victims entitled to services. Output Number of victims receiving services. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund County Attorney Grants Victim Comp And Assistance Victim Comp Restitution Int Totals Expenditures by Fund General County Attorney Rico County Attorney Grants County Attorney Fill The Gap Crim Justice Enhancement Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED PROJ ACT FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 57,240 Not Reported Not Reported Not Reported $ $ $ $ 709,966 11,060 23,606 744,632 $ $ Not Reported 74.19 $ 106,366 106,366 2,846,540 $ 64 775,990 (924) 45,196 3,666,866 $ NA 3,486,400 686,889 73,247 4,246,536 NA 57,240 $ $ $ $ $ Not Reported 77.28 106,366 106,366 3,479,510 865,452 78,426 4,423,388 86.50 $ $ $ $ $ Variance (Rev. - Adpt.) 43,273 46,259 43,273 46,259 100.0% 92.57 $ 100.0% 107.28 $ 566,529 566,529 2,996,534 931,207 77,946 4,005,686 NA $ $ $ $ 106,366 106,366 3,945,818 936,356 80,338 4,962,512 89.50 (10,981) $ $ % -19.2% (30.00) $ (0.39) - $ (466,308) (70,904) (1,912) $ (539,124) 3.00 0.0% 0.0% -13.4% -8.2% -2.4% -12.2% 3.5% The County Attorney’s Office reports that the demand measure was recently revised to track service requests consistent with the output measure. Results data was not reported for the Victim Assistance Activity. Right-size Victim Assistance Activity: To provide for increased caseload, the General Fund (100) Recommended expenditure budget has been increased by $201,934 ($187,498 annualized) to fund the addition of 3.0 FTE Victim Advocate positions and related operational expenditures. 342 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES $ 67,528,212 $ MID-YEAR ADJUSTMENTS: Executive Compensation Increase $ 116,785 $ - $ 67,644,997 45,240 67,690,237 $ $ 5,842,476 5,842,476 605,109 $ 247,078 1,701,077 134,953 (217,071) 3,811 2,474,957 $ - FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives Annualization of FY 2006-07 LRP $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ REVENUE 5,842,476 70,165,194 $ 5,842,476 877,329 $ - BASE ADJUSTMENTS: $ Market Increases (12 months) (Investigators, IT positions) Attorney Loan Repayment Assistance Program (pending Board Approval) Personnel Savings Adjustment Child Sexual Assault Interviews/Labs Right-size Victim Advocate Assistance Activity Transfer 3.0 FTE to the Fill the Gap Fund Trial Activity Subtotal $ 808,100 - (1,190,634) 111,300 201,934 (134,383) 673,646 $ - BASE ADJUSTMENTS: Attorney Special Assignment Pay $ Workers Compensation/Unemployment Insurance Decrease Legal Advice and Civil Representation Activity Subtotal $ 573,731 $ 16,470 (799,528) (209,327) $ FY 2007-08 ADOPTED BUDGET: $ 343 70,629,513 $ (906,901) (906,901) 4,935,575 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney RICO Fund (213) Appropriated Budget Reconciliation: EXPENDITURES $ 1,600,000 $ FY 2006-07 ADOPTED BUDGET: REVENUE 1,600,000 FY 2006-07 REVISED RESTATED BUDGET: $ 1,600,000 $ 1,600,000 FY 2007-08 BUDGET TARGET $ 1,600,000 $ 1,600,000 BASE ADJUSTMENTS: Increased Revenue/Expenditures $ 400,000 $ 400,000 FY 2007-08 ADOPTED BUDGET: $ 2,000,000 $ 2,000,000 County Attorney (213) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 1,231,092 FY 2006-07 ADOPTED $ - FY 2006-07 REVISED $ - FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ 1,542,954 $ 1,940,178 Revenue Expenditures Net Operating $ 1,600,451 1,288,588 $ 311,862 $ 1,600,000 1,600,000 $ - $ 1,600,000 1,600,000 $ - $ Ending Fund Balance $ 1,542,954 $ $ 344 - - $ $ 1,750,253 1,353,030 397,224 $ 2,000,000 2,000,000 - $ 1,940,178 $ 1,940,178 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney Grants Fund (219) Appropriated Budget Reconciliation: EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 5,702,781 $ MID-YEAR ADJUSTMENTS: Grant Reconcilliation REVENUE 5,702,781 $ Subtotal $ 269,518 269,518 $ $ 269,518 269,518 $ 5,972,299 $ 5,972,299 $ $ Subtotal $ 43,040 16,992 127,757 737 188,526 $ 188,526 188,526 FY 2007-08 BUDGET TARGET $ 6,160,825 $ 6,160,825 FY 2007-08 ADOPTED BUDGET: $ 6,160,825 $ 6,160,825 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Diversion Fund (220) Appropriated Budget Reconciliation: EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 1,000,000 $ FY 2006-07 REVISED RESTATED BUDGET: REVENUE 1,000,000 $ 1,000,000 $ 1,000,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Subtotal $ 2,017 630 5,168 995 8,810 $ $ 8,810 8,810 FY 2007-08 BUDGET TARGET $ 1,008,810 $ 1,008,810 FY 2007-08 ADOPTED BUDGET: $ 1,008,810 $ 1,008,810 345 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney (220) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 698,826 FY 2006-07 ADOPTED $ 916,363 FY 2006-07 REVISED $ 916,363 FY 2006-07 PROJECTED $ 1,220,987 FY 2007-08 ADOPTED $ 1,734,153 Revenue Expenditures Net Operating $ 1,749,954 1,227,791 $ 522,163 $ 1,488,700 1,488,700 $ - $ 1,488,700 1,488,700 $ - $ $ $ 1,913,513 1,400,347 513,166 $ 1,566,570 1,566,570 - Ending Fund Balance $ 1,220,989 $ $ $ 1,734,153 $ 1,734,153 916,363 916,363 County Attorney Fill-the-Gap Fund (221) Appropriated Budget Reconciliation: EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 1,266,624 $ FY 2006-07 REVISED RESTATED BUDGET: REVENUE 1,266,624 $ 1,266,624 $ 1,266,624 $ $ Subtotal $ 16,812 5,230 42,005 18,439 82,486 $ 82,486 82,486 $ 1,349,110 $ 1,349,110 BASE ADJUSTMENTS: Request above target $ Transfer 3.0 FTE from General Fund Trial Activity Subtotal $ 134,383 134,383 $ $ 134,383 134,383 1,483,493 $ 1,483,493 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance FY 2007-08 BUDGET TARGET FY 2007-08 ADOPTED BUDGET: $ NOTE: Transfer from General Fund (100) to support portion of the 10.5 FTEs transferred into F100 in FY07 from F219 due to falling revenues 346 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney (221) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 775,084 FY 2006-07 ADOPTED $ 841,680 FY 2006-07 REVISED $ 841,680 FY 2006-07 PROJECTED $ 859,033 FY 2007-08 ADOPTED $ 1,023,935 Revenue Expenditures Net Operating $ 1,350,572 1,266,624 $ 83,948 $ 1,266,624 1,266,624 $ - $ 1,266,624 1,266,624 $ - $ $ Ending Fund Balance $ $ $ 859,032 841,680 841,680 $ 1,461,807 1,296,905 164,902 $ 1,483,493 1,483,493 - $ 1,023,935 $ 1,023,935 Check Enforcement Fund (266) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 720,031 $ FY 2006-07 REVISED RESTATED BUDGET: REVENUE 720,031 $ 720,031 $ 720,031 $ $ Subtotal $ 10,491 2,253 14,819 42,789 70,352 $ 70,352 70,352 $ 790,383 $ 790,383 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Base ISF Charges Structural Balance FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Rightsize Check Enforcement Program Activity $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ (190,383) $ (190,383) $ 600,000 (190,383) (190,383) $ 600,000 County Attorney (266) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 698,826 FY 2006-07 ADOPTED $ 916,363 FY 2006-07 REVISED $ 916,363 FY 2006-07 PROJECTED $ 1,220,987 FY 2007-08 ADOPTED $ 1,734,153 Revenue Expenditures Net Operating $ 1,749,954 1,227,791 $ 522,163 $ 1,488,700 1,488,700 $ - $ 1,488,700 1,488,700 $ - $ $ $ 1,913,513 1,400,347 513,166 $ 1,566,570 1,566,570 - Ending Fund Balance $ 1,220,989 $ $ $ 1,734,153 $ 1,734,153 347 916,363 916,363 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Appropriated Budget Reconciliation EXPENDITURES REVENUE FY 2006-07 ADOPTED BUDGET: $ 1,488,700 $ 1,488,700 FY 2006-07 REVISED RESTATED BUDGET: $ 1,488,700 $ 1,488,700 $ $ Subtotal $ 16,812 5,498 44,058 11,502 77,870 $ 77,870 77,870 $ 1,566,570 $ 1,566,570 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance FY 2007-08 ADOPTED BUDGET: County Attorney (267) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 698,826 FY 2006-07 ADOPTED $ 916,363 FY 2006-07 REVISED $ 916,363 FY 2006-07 PROJECTED $ 1,220,987 FY 2007-08 ADOPTED $ 1,734,153 Revenue Expenditures Net Operating $ 1,749,954 1,227,791 $ 522,163 $ 1,488,700 1,488,700 $ - $ 1,488,700 1,488,700 $ - $ $ $ 1,913,513 1,400,347 513,166 $ 1,566,570 1,566,570 - Ending Fund Balance $ 1,220,989 $ $ $ 1,734,153 $ 1,734,153 916,363 916,363 Victim Compensation and Assistance Fund (268) Appropriated Budget Reconciliation EXPENDITURES REVENUE FY 2006-07 ADOPTED BUDGET: $ 100,000 $ 100,000 FY 2006-07 REVISED RESTATED BUDGET: $ 100,000 $ 100,000 FY 2007-08 BUDGET TARGET $ 100,000 $ 100,000 BASE ADJUSTMENTS: One Time Expenditures from Fund Balance $ 400,000 $ - FY 2007-08 ADOPTED BUDGET: $ 500,000 $ 100,000 348 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Attorney County Attorney (268) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 490,287 FY 2006-07 ADOPTED $ 343,483 FY 2006-07 REVISED $ 343,483 Revenue Expenditures Net Operating $ $ $ 23,606 23,606 $ $ $ 40,000 40,000 - Ending Fund Balance $ 513,893 $ 343,483 $ $ FY 2006-07 PROJECTED $ 513,893 40,000 $ 140,000 (100,000) $ 243,483 $ FY 2007-08 ADOPTED $ 410,124 31,512 $ 135,281 (103,769) $ 410,124 $ 40,000 440,000 (400,000) 10,124 Victim Compensation Restitution Interest Fund (269) Appropriated Budget Reconciliation EXPENDITURES REVENUE FY 2006-07 ADOPTED BUDGET: $ 40,000 $ 40,000 MID-YEAR ADJUSTMENTS: One time expenses $ 100,000 $ - FY 2006-07 REVISED RESTATED BUDGET: $ 140,000 $ 40,000 TARGET ADJUSTMENTS: One Time Expenses $ (100,000) $ - FY 2007-08 BUDGET TARGET $ 40,000 $ 40,000 BASE ADJUSTMENTS: One Time Expenditures from Fund Balance $ 400,000 $ - FY 2007-08 ADOPTED BUDGET: $ 440,000 $ 40,000 County Attorney (269) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 490,287 FY 2006-07 ADOPTED $ 343,483 FY 2006-07 REVISED $ 343,483 Revenue Expenditures Net Operating $ $ $ 23,606 23,606 $ $ $ 40,000 40,000 - Ending Fund Balance $ 513,893 $ 343,483 $ 349 $ FY 2006-07 PROJECTED $ 513,893 40,000 $ 140,000 (100,000) $ 243,483 $ FY 2007-08 ADOPTED $ 410,124 31,512 $ 135,281 (103,769) $ 410,124 $ 40,000 440,000 (400,000) 10,124 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Manager County Manager Analysis by Vic Wickersham, Management & Budget Analyst Summary Organizational Chart Board of Supervisors County Manager David R. Smith Administration Government Relations Office of Communications 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 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: In January 2007 the Board of Supervisors approved the purchase of a new business intelligence system that will provide the infrastructure necessary to collect, analyze, and report on performance and financial data so that the County can assess its progress toward meeting strategic goals and be accountable to the citizens of Maricopa County. In the fall 2006 the Board of Supervisors approved a contract with Weidner, Inc. to provide consulting services on the County’s strategic plans. Weidner will assess the current status of plans in terms of alignment with strategic priorities, departmental strategic goals, and results. 350 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets County Manager By July 31, 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 progress toward its goal of creating a workforce that is representative of the population. The Maricopa County Diversity Office reports that the County has increased the diversity of its employee base. Nearly all minority categories have increased their percent of total employees. For example the share of the workforce for Hispanic has gone from 20.1% in 2005 to 21.4% in 2006. During the same period Black employees in the workforce have increased from 5.9% to 7.6%. Also, during the first half of FY 2007, the Diversity Office sponsored a variety of diversity celebrations. • 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 30, 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: In FY 2005-06, 45% of citizens responding to the General Citizen Survey rated the communication effectiveness of County government as good or excellent, an increase from the FY 2004-05 rating of 44%. The rating of poor is at 21% which is down from 22% compared to FY 2004-05. • By June 30, 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 County has hired a new Chief Juvenile Probation Officer and a new Assistant County Manager for Criminal Justice in August and September 2006, respectively. They are working with consultants to update the 1997 Criminal Justice Master Plan, which is due in June 2007. 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. Also, the County is contributing $2.5 million to cosponsor the Arizona Meth Project, an anti-methamphetamine media campaign modeled on the Montana Meth Education Program. • By July 31, 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 has been hired to update the 1997 Criminal Justice Master Plan and investigate the critical factors affecting average length of stay (ALOS) with a goal of identifying strategies for reducing ALOS to avoid costly new jail construction. • By July 31, 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 and is operating at full capacity. Phase II of the campus is opened April 23, 2007. In FY 2006, the Board of Supervisors signed a Memorandum of Understanding with Neighborhood 351 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Manager Housing Services of the Southwest to administer HUD’s new American Dream Downpayment Initiative. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES 20CA - COUNTY ADMINISTRATIVE OFFICE CAOA - COUNTY MANAGER MIIN - MANAGEMENT INFORMATION SERVICE FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 760,391 705,776 54,615 $ 578,190 534,289 43,901 $ 483,102 476,382 6,720 $ 13,455 13,455 - $ - $ 483,102 476,382 6,720 100.0% 100.0% 100.0% 20GR - GOVERNMENT RELATIONS GRNT - GRANTS LGSL - LEGISLATIVE SERVICE RSCH - RESEARCH AND SUPPORT $ 289,188 4,367 284,496 325 $ 350,626 80,215 190,627 79,784 $ 175,960 3,485 171,601 874 $ - $ - $ 175,960 3,485 171,601 874 100.0% 100.0% 100.0% 100.0% 71CM - COMMUNICATIONS CMTY - COMMUNITY RELATIONS $ 347,561 181,046 $ 800,810 218,746 $ 368,680 62,208 $ 3,499 388 $ - $ 368,680 62,208 100.0% 100.0% 20JS - JUSTICE SYSTEM COORDINATION JUST - JUSTICE SYSTEM COORDINATION $ 128,126 128,126 $ 200,134 200,134 $ 221,959 221,959 $ - $ - $ 221,959 221,959 100.0% 100.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 400,094 $ 175,350 $ 914,328 $ 2,224,821 $ 2,328,494 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,925,360 $ $ 2,105,110 $ $ 2,164,029 $ $ 2,241,775 $ $ 14,174 2,342,668 $ $ (1,414,166) -154.7% (14,174) (178,639) -8.3% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 20CA - COUNTY ADMINISTRATIVE OFFICE CAOA - COUNTY MANAGER MIIN - MANAGEMENT INFORMATION SERVICE REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 4.49 4.24 0.25 - (4.49) -100.0% (4.24) -100.0% (0.25) -100.0% 20GR - GOVERNMENT RELATIONS GRNT - GRANTS LGSL - LEGISLATIVE SERVICE 4.00 0.25 3.75 - (4.00) -100.0% (0.25) -100.0% (3.75) -100.0% 71CM - COMMUNICATIONS CMTY - COMMUNITY RELATIONS INCO - INTERNAL COMMUNICATIONS MEDA - MEDIA RELATIONS 1.75 0.25 1.25 0.25 - (1.75) (0.25) (1.25) (0.25) -100.0% -100.0% -100.0% -100.0% 9.75 19.99 19.99 19.99 10.24 - 105.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 1,600,022 11,481 285,502 28,354 1,925,360 FY 2006-07 ADOPTED $ $ 1,639,514 10,195 427,681 27,720 2,105,110 352 FY 2006-07 REVISED $ $ 1,652,956 10,195 473,158 27,720 2,164,029 FY 2006-07 PROJECTED $ $ 1,762,345 8,976 444,566 25,887 2,241,775 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 1,842,515 11,165 461,268 27,720 2,342,668 $ $ (189,559) (970) 11,890 (178,639) -11.5% -9.5% 2.5% 0.0% -8.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Manager Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 1,925,360 1,925,360 FY 2006-07 ADOPTED $ $ FY 2006-07 REVISED 2,105,110 2,105,110 $ $ 2,164,029 2,164,029 FY 2006-07 PROJECTED $ $ 2,241,775 2,241,775 FY 2007-08 ADOPTED $ $ 2,342,668 2,342,668 REVISED TO ADOPTED VARIANCE % $ $ (178,639) (178,639) -8.3% -8.3% In FY 2006-07, the County Managers activities were condensed into Executive Management. This was done in conjunction with other central service departments that provide a supporting role to all departments in Maricopa County. The County Managers Office has worked on a financial plan that will allow them to reallocate current resources in order to absorb the increases in Health/Dental insurance, retirement contributions and FY 2007-08 pay for performance increases. Mandated vs. Non-Mandated Expenditures Thousands 2,500 2,000 1,500 1,000 500 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED 353 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets County Manager General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 2,667,353 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Package Market Study - Admin Phase I $ $ $ 2,726,272 $ (562,243) 2,164,029 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives Subtotal $ 17,420 $ 8,713 41,100 7,873 16,948 92,054 $ - FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ $ BASE ADJUSTMENTS: Submission Under Target $ Restore allocated funding for transfer of Meth position Risk Management increases Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 354 2,256,083 $ - - Subtotal $ 43,176 15,743 58,919 REVENUE $ - (62,401) $ 139,917 9,069 86,585 $ - 2,342,668 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Elections Analysis by Monica Staats, Management & Budget Analyst Summary Organizational Chart County Recorder Elections Karen Osborne, Director Operations Elections Cycle 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 • By September 30, 2008, increase the percentage of early votes to 55% as compared to 49.1% compared to the November 2006 General Election. Status: During the November 2006 General Election, the department saw 49.1% participation with early ballots. The department continues to make progress on this goal by mailing informational flyers informing voters of the identification requirements at the polls and encouraging voters to request early ballots. The FY 2007-08 budget supports this goal. • By November 4, 2008, reduce the number of candidates fined to less than 10% of total filings. Status: The department is continuing efforts of this goal by providing ongoing training to candidates, justice of the peace candidates, constables, city and town candidates, and other elected officials. The Campaign Finance Activity provides support to candidates, committees, and political activity committees who are involved in the electoral process. Training includes, among other topics, the statutory requirements of campaign contributions and expense requirements (ARS 16-901 through 16-961). 355 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Elections By November 30, 2008, reduce the ratio of provisional ballots to total ballots cast by 10% compared to the November 2006 General Election (4.95%). Status: Of the 899,484 ballots cast during the November 2006 General Election, the Department recorded 44,573 provisional ballots (4.95%). The department continues to make progress on this goal by mailing informational flyers informing voters of the identification requirements at the polls, and encouraging voters to request early ballots. The FY 2007-08 budget supports this goal. • By November 30, 2008, increase voter satisfaction with ease of voting by 20% compared to the November 2006 General Election. Status: Results for the November 2006 General Election survey on voter satisfaction with ease of voting showed that out of a total 8,536 voters polled, 7,830 (92%) were satisfied with the ease of voting. The FY 2007-08 budget continues to support the attainment of this goal. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 21EL - ELECTIONS CAND - CANDIDATE FILING/CAMPAIGN FIN ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES TECH - TECH STAFF/BALLOT TABULATION VOTE - EARLY VOTING WHSE - WAREHOUSE FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 2,289,629 14,051 2,261,578 4,680 9,318 2 $ 2,577,500 15,000 1,609,500 5,000 945,000 3,000 - $ 2,574,500 15,004 1,609,499 3,495 945,000 1,501 1 $ 9,738,701 26,365 9,312,497 4,227 393,750 1,862 - $ 2,616,289 15,601 2,595,086 4,601 1,001 - $ 21VR - VOTER REGISTRATION $ 19,664 $ 2,000 $ 4,998 $ 187,640 $ 1,404 $ (3,594) -71.9% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ $ 128,208 2,437,501 $ $ 2,579,500 $ $ 2 2,579,500 $ $ 9,926,341 $ $ 2 2,617,695 $ $ 38,195 $ 5,279,033 110,800 685,184 251,468 39,427 439,029 217,917 1,693,212 1,467,584 374,412 $ 15,925,371 131,070 4,884,162 296,623 98,833 640,560 413,851 4,939,045 3,947,726 573,501 $ 15,993,318 104,593 4,867,407 321,214 225,604 617,659 409,341 4,930,810 3,940,589 576,101 $ 24,520,380 114,739 11,843,620 306,815 130,346 803,058 434,699 5,613,912 4,230,805 1,042,385 $ 8,833,669 120,661 2,815,663 334,477 180,135 813,790 309,462 2,147,807 1,266,442 845,232 $ 7,159,649 (16,068) 2,051,744 (13,263) 45,469 (196,131) 99,879 2,783,003 2,674,147 (269,131) 44.8% -15.4% 42.2% -4.1% 20.2% -31.8% 24.4% 56.4% 67.9% -46.7% 21VR - VOTER REGISTRATION SCAN - VOTER REGISTRATION SCANNING VREG - VOTER REGISTRATION $ 1,487,435 190,366 1,297,069 $ 2,048,624 194,007 1,854,617 $ 2,049,496 163,672 1,885,824 $ 2,615,505 258,544 2,356,961 $ 2,101,586 162,104 1,939,482 $ (52,090) 1,568 (53,658) -2.5% 1.0% -2.8% 99AS - ADMINISTRATIVE SERVICES PROG $ 1,108,879 $ 1,019,389 $ 1,037,927 $ 1,183,137 $ 1,205,448 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 7,875,346 $ $ 47,130 19,040,514 $ $ 47,130 19,127,871 $ $ 47,127 28,366,149 $ $ 46,343 12,187,046 $ $ 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 356 41,789 597 985,587 1,106 (945,000) (500) (1) 1.6% 4.0% 61.2% 31.6% -100.0% -33.3% -100.0% 0.0% 1.5% (167,521) -16.1% 787 6,940,825 1.7% 36.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 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 26.00 1.50 4.00 2.00 4.00 4.50 4.00 3.00 3.00 26.00 1.50 4.00 2.00 4.00 4.50 3.00 4.00 3.00 21VR - VOTER REGISTRATION SCAN - VOTER REGISTRATION SCANNING VREG - VOTER REGISTRATION 18.00 3.00 15.00 18.00 3.00 15.00 - 0.0% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 14.00 58.00 14.00 58.00 - 0.0% 0.0% (1.00) 1.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -25.0% 33.3% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 2,383,978 2,148 12,910 38,466 2,437,501 $ $ 3,343,066 252,847 4,279,433 7,875,346 $ 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 $ FY 2006-07 REVISED $ $ $ $ 2,550,004 2,498 15,000 11,998 2,579,500 5,169,594 132,176 12,401,291 1,424,810 19,127,871 FY 2006-07 PROJECTED $ 9,688,097 6,669 26,020 205,555 9,926,341 $ $ 5,441,339 7,824,898 14,053,672 1,046,240 28,366,149 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ $ $ 2,595,085 1,602 15,600 5,408 2,617,695 4,071,445 444,945 6,312,946 1,357,710 12,187,046 $ $ $ $ 45,081 (896) 600 (6,590) 38,195 1.8% -35.9% 4.0% -54.9% 1.5% 1,098,149 (312,769) 6,088,345 67,100 6,940,825 21.2% -236.6% 49.1% 4.7% 36.3% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL 248 ELECTIONS GRANT TOTAL FUNDS EXPENDITURES 100 GENERAL 248 ELECTIONS GRANT TOTAL FUNDS $ $ $ $ 2,309,293 128,208 2,437,501 7,815,367 59,979 7,875,346 FY 2006-07 ADOPTED $ $ $ $ 2,579,500 2,579,500 19,040,514 19,040,514 FY 2006-07 REVISED $ $ $ $ 2,579,500 2,579,500 19,127,871 19,127,871 FY 2006-07 PROJECTED $ $ $ $ 2,709,237 7,217,104 9,926,341 21,110,341 7,255,809 28,366,149 FY 2007-08 ADOPTED $ $ $ $ 2,617,695 2,617,695 12,157,522 29,524 12,187,046 REVISED TO ADOPTED VARIANCE % $ $ $ $ 38,195 38,195 6,970,349 (29,524) 6,940,825 1.5% 1.5% 36.4% 36.3% The FY 2007-08 budget includes funding to support the third of a four-year election cycle and is inclusive of the Presidential Preference Election, as well as jurisdictional elections, which are less costly than the General Election. Most activities are reduced due to this change in funding levels which are variable as they are determined by the election type. 357 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Mandated vs. Non-Mandated Expenditures Thousands 30,000 25,000 20,000 15,000 10,000 5,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Elections Program The purpose of the Elections Program is to provide access to the electoral process for citizens, jurisdictions, candidates, the legislature and special interest groups so that they have equal access and may readily participate in elections. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) Percentage of deliveries of supplies 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% and equipment delivered to the correct precinct Percentage of board worker 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% positions filled one week out from election Fines levied as a percentage of 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% active political committees The percentage of special ballots 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% processed in time to meet the statutory deadline Activities that comprise this program include: • Candidate Filing/Campaign Finance • Election Processing • Geographical Services • Poll Staffing • • • • % 0.0% 0.0% 0.0% 0.0% Polling Site Services Tech Staff/Ballot Tabulation Early Voting Warehouse Candidate Filing/Campaign Finance Activity The purpose of the Candidate Filing/Campaign Finance Activity is to provide the necessary knowledge to special interest groups and prospective candidates so that they may comply with Federal and State Regulations. 358 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of candidates running for office, precinct committeemen processed and filings. Output Number of candidates trained, precinct committeemen processed and filings processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 902 ADOPTED 2,650 FY 2006-07 REVISED 2,650 PROJ ACT 2,650 902 2,650 2,650 2,650 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 3,000 350 3,000 $ 100.0% 122.84 $ 100.0% 49.46 $ 100.0% 39.47 $ 100.0% 43.30 $ 100.0% 40.22 $ $ $ 14,051 14,051 $ $ 15,000 15,000 $ $ 15,004 15,004 $ $ 26,365 26,365 $ $ 15,601 15,601 $ $ $ $ 110,800 110,800 - $ $ 131,070 131,070 - $ $ 104,593 104,593 1.50 $ $ 114,739 114,739 - $ $ 120,661 120,661 1.50 $ $ % 13.2% 350 13.2% 0.0% (0.75) 0.0% -1.9% 597 597 4.0% 4.0% (16,068) (16,068) - -15.4% -15.4% 0.0% 3,500 $140 3,000 $120 2,500 $100 2,000 $80 1,500 $60 1,000 $40 500 $20 $0 Cost/Candidates Trained and Filings Proccessed # of Candidtates/Precinct Committeemen Canditate Filing/Campaign Finance Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per canditate trained The FY 2007-08 budget for the Candidate Filing/Campaign Finance Activity meets the projected demand of 3000 candidate’s filings at an annual cost of $40.22 per processing in order to achieve the result of 100% of demand met as mandated by State Statute. The FY 2006-07 budget assumes a 194% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 902. The increase in demand is due to the type of elections held. FY 200506 represents the first of a four-year election cycle and is historically known as the slowest and the least costly. The FY 2007-08 budget represents the third of a four-year cycle and is inclusive of the Presidential Preference Election, as well as jurisdictional elections. These factors support the projected increase in demand of 13.2%. 359 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Early Voting Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of early ballot requests. Output Number of early ballot requests. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals General Totals Staffing (FTEs) FY 2005-06 ACTUAL 314,012 ADOPTED 1,250,000 FY 2006-07 REVISED 1,250,000 PROJ ACT 675,000 314,012 1,250,000 1,250,000 675,000 100.0% 4.67 $ $ $ $ $ $ 9,318 9,318 1,467,584 1,467,584 - $ $ $ $ 100.0% 3.16 $ 3,000 3,000 3,947,726 3,947,726 - $ $ $ $ 100.0% 3.15 $ 1,501 1,501 3,940,589 3,940,589 3.00 $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 1,000,000 (250,000) 1,000,000 100.0% 6.27 $ 1,862 1,862 4,230,805 4,230,805 - $ $ $ $ 100.0% 1.27 $ 1,001 1,001 1,266,442 1,266,442 4.00 $ $ $ $ % -20.0% (250,000) -20.0% 0.0% 1.89 0.0% 59.8% (500) (500) 2,674,147 2,674,147 1.00 -33.3% -33.3% 67.9% 67.9% 33.3% 1,200,000 $7 1,000,000 $6 $5 800,000 $4 600,000 $3 400,000 $2 200,000 Cost/Early Ballot # of Early Ballots Early Voting Activity Performance $1 $0 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per early ballot The FY 2007-08 budget for the Early Voting Activity meets projected demand of early ballot requests at an annual cost of $1.27 per early ballot cast in order to achieve the result of 100% of demand met as mandated by State Statute. The FY 2006-07 budget assumes a 298% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 314,012, with the result of 100%. The significant increase in demand is due to the type of elections held. In the General Election held November 7, 2006, Maricopa County had 478,957 early voting requests. Total return of early ballots for that election was 92%. FY 2007-08 increase in demand of 20% is reasonable due to the Presidential Preference Election, which historically has higher voter turnout, as well as the Arizona State ID requirement at polling sites. The department believes these two factors, which contribute to longer wait times at polling sites, along with coordinating efforts with the Secretary of State’s Office, to inform and educated voters about the electoral process and to encourage early voting via commercial ads, will increase the demand of early ballots. 360 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Total FY 2007-08 expenditures will be budgeted to decrease by $2,674,147 (67.9%) from the FY 200607 revised budget. This is due to the removal of one time Electoral Expense funding which included early voting processing through Runbeck machines. Base Adjustment: With FY 2007-08 County revenues expected to be lower than previous years; the Elections’ Department’s salary and benefits savings were increased in all activities and more evenly distributed amongst the activities to reflect historical vacancy rates. In the event the Elections’ budget cannot absorb the personnel savings increases, OMB will support a year-end adjustment from contingency. Elections Processing Activity The purpose of the Elections Processing Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand The number of ballots requiring special handling. Output The total number of ballots requiring special handling. Percent of Demand met Efficiency Expenditures per unit of Output General Elections Grant Totals Expenditures by Fund General Elections Grant Totals Staffing (FTEs) FY 2005-06 ACTUAL 202,956 ADOPTED 1,350,000 FY 2006-07 REVISED 1,350,000 PROJ ACT 750,000 202,956 1,350,000 1,350,000 750,000 100.0% 3.38 $ $ $ $ 2,261,578 2,261,578 $ $ $ 685,184 685,184 - $ $ $ $ $ 100.0% 3.62 $ 1,609,500 1,609,500 4,884,162 4,884,162 - $ $ $ $ $ 100.0% 3.61 $ 1,609,499 1,609,499 4,867,407 4,867,407 - $ $ $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 1,250,000 (100,000) 1,250,000 100.0% 15.79 $ 2,095,393 7,217,104 9,312,497 4,618,342 7,225,278 11,843,620 - $ $ $ $ 100.0% 2.25 $ 2,595,086 2,786,139 5,381,225 2,786,139 29,524 2,815,663 - # of Ballots Requiring Special Handling 1,400,000 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 1,200,000 1,000,000 800,000 600,000 400,000 200,000 FY 2005-06 ACTUAL Demand Output 361 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Cost per ballot requiring special handling Cost/Per Ballot Election Processing Activity Performance $ $ $ $ % -7.4% (100,000) -7.4% 0.0% 1.35 0.0% 37.5% 985,587 2,786,139 3,771,726 2,081,268 (29,524) 2,051,744 - 61.2% 234.3% 42.8% 42.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections The FY 2007-08 budget for the Election Processing Activity meets the forecasted demand of 1,250,000 ballots requiring special handling at an annual cost of $2.25 per ballot to achieve the desired result of 100%. The FY 2006-07 budget assumes an increase in demand of 565%, with results of 100% of demand met. The demand of provisional ballots which require special handling is based on the type of election year, which will vary from year to year, and expanded operations mandated by voter approved Proposition 200. Proposition 200 mandates increased documentation when registering to vote and when voting at the polling locations. FY 2007-08 expenditures are to be reduced in the amount of $2,051,744 (42.2%) compared to the FY 2006-07 revised budget. This is due to the removal of one-time election expenses. Geographical Services Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of jurisdictional boundary changes. Output Number of jurisdictional boundary changes processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) $ FY 2005-06 ACTUAL 2,140 ADOPTED 2,750 FY 2006-07 REVISED 2,750 PROJ ACT 2,000 2,140 2,750 2,750 2,000 100.0% 117.51 $ 100.0% 107.86 $ 100.0% 116.81 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 2,250 (500) 2,250 100.0% 153.41 $ 100.0% 148.66 $ % -18.2% (500) -18.2% 0.0% (31.85) 0.0% -27.3% $ $ 4,680 4,680 $ $ 5,000 5,000 $ $ 3,495 3,495 $ $ 4,227 4,227 $ $ 4,601 4,601 $ $ 1,106 1,106 31.6% 31.6% $ $ 251,468 251,468 - $ $ 296,623 296,623 - $ $ 321,214 321,214 4.00 $ $ 306,815 306,815 - $ $ 334,477 334,477 4.00 $ $ (13,263) (13,263) - -4.1% -4.1% 0.0% 362 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections 2,300 $180 2,250 $160 2,200 $140 2,150 $120 2,100 $100 2,050 $80 2,000 $60 1,950 $40 1,900 $20 1,850 Cost/Boundary Change # of Jurisdictional Boundary Changes Geographical Service Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per boundary change Poll Staffing Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of board workers required by law. Output Number of board workers hired. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 3,759 ADOPTED 21,500 FY 2006-07 REVISED 12,000 PROJ ACT 12,000 3,759 21,500 12,000 12,000 16,000 100.0% 29.79 $ 100.0% 51.47 $ 100.0% 66.92 $ 100.0% 50.86 $ 100.0% 116.79 $ 439,029 439,029 - $ $ 640,560 640,560 - 363 $ $ 617,659 617,659 4.00 $ $ 803,058 803,058 - FY 2007-08 Variance ADOPTED (Rev. - Adopted) 16,000 4,000 $ $ 813,790 813,790 4.00 4,000 $ $ % 33.3% 33.3% 0.0% 0.61 0.0% 1.2% (196,131) (196,131) - -31.8% -31.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections 18,000 $140 16,000 $120 14,000 $100 12,000 10,000 $80 8,000 $60 6,000 $40 4,000 $20 2,000 Cost/Board Worker Hired # of Board Workers Poll Staffing Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per board worker hired The FY 2007-08 budget for the Poll Staffing Activity meets the forecasted demand of 16,000 board worker at an annual cost of $50.86 per board worker hired to achieve the desired result of 100% of demand met. The FY 2006-07 budget assumes an increase in demand of 219%, with results of 100% of demand met. The demand of board workers is driven by the number of precincts. The number of precincts is projected to increase by 2,250 (12.50%) in FY 2007-08. The secondary driver is the type of election cycle which is the Presidential Preference Election in FY 2007-08, The FY 2007-08 expenditures are budgeted to be increased by $196,131 (31.8%) compared to the FY 2006-07 revised budget. The increase is related to the Department of Justice mandate for bi-lingual training and representation at polling sites. Base Adjustment: With FY 2007-08 County revenue expected to be lower than previous years, the Elections Department’s salary and benefits savings were increased in all activities and more evenly distributed amongst them to reflect historical vacancy rates. In the event that the department’s budget cannot absorb the personnel savings increases, OMB will support a yearend adjustment from contingency. Polling Site Services Activity The purpose of the Polling Site Services Activity is to provide facilities for voters so that can cast their votes quickly and conveniently. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. 364 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Performance Analysis: Demand Number of polls required by law. Output Number of polls used. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 626 ADOPTED 3,600 FY 2006-07 REVISED 3,600 PROJ ACT 1,250 626 3,600 3,600 1,250 100.0% 348.11 $ 217,917 217,917 - $ $ 100.0% 114.96 $ 413,851 413,851 - $ $ 100.0% 113.71 $ 409,341 409,341 4.50 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 1,250 (2,350) 1,250 100.0% 347.76 $ 404,168 404,168 - $ $ (2,350) 100.0% 247.57 $ 309,462 309,462 4.50 $ $ % -65.3% -65.3% 0.0% 0.0% (133.86) -117.7% 99,879 99,879 - 24.4% 24.4% 0.0% 1,400 $400 1,200 $350 $300 1,000 $250 800 $200 600 $150 400 $100 200 Cost/Polling Site # of Polling Sites Polling Site Service Activity Performance $50 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per polling site The FY 2007-08 budget for the Polling Site Services Activity meets the forecasted demand of 1,250 of polling sites needed at an annual cost of $247.57 per polling site to achieve the desired result of 100% of demand met. The FY 2006-07 budget assumed an increase in demand of 475%, with results of 100% of demand met. The demand of polling sites is driven by the number of precincts and the type of election cycle. With the Presidential Preference Election, the ARS 16-248.C limits the County to using no more than one-half of the number of precincts for the Primary or General Election. FY 2007-08 expenditures are budgeted to be reduced by $99,879 (24.4%) compared to the FY 2006-07 revised budget. The decrease is related to removal of one-time funding. Per A.R.S. §16-250, the State of Arizona will reimburse the County for the Presidential Preference Election in the amount of $1.25 for each active registered voter. Technical Staff/Ballot Tabulation Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. 365 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Performance Analysis: Demand Number of ballot versions required. Output Number of ballot versions prepared. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 684 ADOPTED 10,500 FY 2006-07 REVISED 10,500 PROJ ACT 10,000 684 10,500 10,500 10,000 100.0% 470.39 $ 100.0% 469.60 $ 100.0% 561.39 $ $ 100.0% 2,475.46 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 6,500 (4,000) 6,500 100.0% 330.43 $ $ $ - $ $ 945,000 945,000 $ $ 945,000 945,000 $ $ 393,750 393,750 $ $ - $ $ $ $ 1,693,212 1,693,212 - $ $ 4,939,045 4,939,045 - $ $ 4,930,810 4,930,810 4.00 $ $ 5,613,912 5,613,912 - $ $ 2,147,807 2,147,807 3.00 $ $ % -38.1% (4,000) -38.1% 0.0% 139.17 0.0% 29.6% (945,000) -100.0% (945,000) -100.0% 2,783,003 2,783,003 (1.00) 56.4% 56.4% -25.0% 12,000 $3,000 10,000 $2,500 8,000 $2,000 6,000 $1,500 4,000 $1,000 2,000 $500 Cost/Ballot Version # of Ballot Versions Technical Staff/Ballot Tabulation Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per ballot version The FY 2007-08 budget for the Technical Staff/Ballot Tabulation Activity meets the forecasted demand of 6,500 in the number of ballot versions required at an annual cost of $330.43 per polling site to achieve the desired result of 100% of demand met. The FY 2006-07 budget assumed an increase in demand of 1435%, with results of 100% of demand met. The FY 2007-08 budget assumes a decrease in demand. The County receives requests from schools and jurisdictions requesting various items on the ballot. These requests may or may not change a number of times before the County arrives with a final ballot version. On the average, the County has five ballot versions per polling site. Total FY 2007-08 expenditures are budgeted to be reduced by $2,783,003 (56.4%) compared to the FY 2006-07 revised budget. The decrease is related to removal of one-time funding. Warehouse Activity 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. 366 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of precincts to be supplied. Output Number of precincts supplied. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 1,652 ADOPTED 3,600 FY 2006-07 REVISED 3,600 PROJ ACT 1,200 1,652 3,600 3,600 1,200 100.0% 226.64 $ 374,412 374,412 - $ $ 100.0% 159.31 $ 573,501 573,501 - $ $ 100.0% 160.03 $ 576,101 576,101 3.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 2,625 (975) 2,625 100.0% 868.65 $ 1,042,385 1,042,385 - $ $ (975) 100.0% 321.99 $ 845,232 845,232 3.00 $ $ % -27.1% -27.1% 0.0% 0.0% (161.97) -101.2% (269,131) (269,131) - -46.7% -46.7% 0.0% 3,000 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 # of Precincts 2,500 2,000 1,500 1,000 500 Cost/Precinct Supplied Warehouse Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per precinct supplied The FY 2007-08 budget for the Warehouse Activity meets the forecasted demand of 2,625 the number of precincts to supply at an annual cost of $321.99 per precinct supplied to achieve the desired result of 100%. The FY 2006-07 budget assumes an increase in demand of 118%, with results of 100% of demand met. The FY 2007-08 budget assumes a decrease in demand by 27.1%. The demand of precincts to be supplied is driven by geographical boundary changes. Boundaries are based on a number of various criteria: city boundaries, Board of Supervisors lines, Justice of the Peace lines, and jurisdictional lines. Poll sites are created to meet the changing demographics. In many instances, due to limited resources, the Elections Department establishes co-locations. Co-locations place two polling sites into one location. Equipment for both polling sites are therefore delivered to one location and as a result, counted as one location supplied. Total FY 2007-08 expenditures are budgeted to increase by $269,131 (46.7%) compared to the FY 2006-07 revised budget. The increase related to rate is $156,027 (27.1%) and is offset by a favorable volume variance of $425,158 (73.8%). 367 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Voter Registration Program 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. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percentage of all valid registrations processed in time to meet election deadlines The percentage of valid registrations scanned and indexed in time to meet election deadlines 100.0% 100.0% Activities that comprise this program include: • Voter Registration 100.0% • 100.0% 100.0% 0.0% 0.0% Voter Registration Scanning Voter Registration Activity The purpose of the Voter Registration Activity is to provide registration services to eligible citizens who maintain residency in the County so they may readily express their preferences through the electoral process. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. Performance Analysis: Demand Number of registrations to be processed. Output Number of registrations processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 499,115 ADOPTED 500,000 FY 2006-07 REVISED 500,000 PROJ ACT 325,000 499,115 500,000 500,000 325,000 100.0% 3.71 $ 525,000 $ 100.0% 2.60 $ $ $ 19,664 19,664 $ $ 2,000 2,000 $ $ 4,998 4,998 $ $ 187,640 187,640 $ $ 1,404 1,404 $ $ 1,297,069 1,297,069 - $ $ 1,854,617 1,854,617 - $ $ 1,885,824 1,885,824 15.00 $ $ 2,356,961 2,356,961 - $ $ 1,939,482 1,939,482 15.00 368 100.0% 3.77 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 525,000 25,000 100.0% 7.25 $ 25,000 100.0% 3.69 $ % 5.0% 5.0% 0.0% 0.08 0.0% 2.1% $ $ (3,594) (3,594) -71.9% -71.9% $ $ (53,658) (53,658) - -2.8% -2.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Voter Registration Activity Performance $7 # of Registrations 500,000 $6 400,000 $5 $4 300,000 $3 200,000 $2 100,000 $1 Cost/Registration Processed $8 600,000 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per registration processed The FY 2007-08 budget for the Voter Registration Activity meets the forecasted demand of 525,000 in registration documents at an annual cost of $3.69 per registration processed to achieve the desired result of 100% demand met. The FY 2006-07 budget assumed an insignificant increase in demand of .18%, with results of 100% of demand met. The FY 2007-08 budget assumes a continued increase in demand by 5%. FY 2007-08 will include the Presidential Preference Election. The County anticipates an increase in the number of potential voters registering to vote for the Presidential Election to be held in November 2008. The FY 2007-08 budget increases by $53,658 (2.8%) compared to the FY 2006-07 revised budget. This increase related to rate is $40,633 (2.2%) is offset by a favorable volume variance of $94,291 (5.5%). Voter Registration Scanning Activity 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers, duties, as well as functions of the Elections Office. 369 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Performance Analysis: FY 2005-06 ACTUAL Demand Number of registrations processed. Output Number of registrations scanned. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) - ADOPTED 250,000 FY 2006-07 REVISED 250,000 PROJ ACT 250,000 - 250,000 250,000 250,000 - $ 190,366 190,366 - $ $ 100.0% 0.78 $ 194,007 194,007 - $ $ 100.0% 0.65 $ 163,672 163,672 3.00 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 250,000 250,000 100.0% 1.03 $ $ $ 258,544 258,544 - $ $ - 100.0% 0.65 $ 162,104 162,104 3.00 $ $ 0.0% 0.01 1,568 1,568 - % 0.0% 0.0% 0.0% 1.0% 1.0% 1.0% 0.0% The department acknowledges that data has not been collected on this result measure. The department has notified OMB that they will be revising their strategic plan in FY 2007-08. Revisions to their strategic plan may include consolidation, removal and additions to their current programs and activities. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 19,040,514 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Phase I Admin Market Study $ REVENUE 2,579,500 $ Subtotal $ 87,357 87,357 $ $ - FY 2006-07 REVISED RESTATED BUDGET: $ 19,127,871 $ 2,579,500 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions $ 41,240 $ 12,061 (9,641,951) $ - Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Budget Submitted Under Target Increase Salary/Benefit Savings Increase to Support One-Time Cost for Presidential Preference and Jurisdicational Elections Risk Management Cost Increase FY 2007-08 ADOPTED BUDGET: 370 $ 9,485,920 $ (10,091) $ (132,844) 2,579,500 (1,356,888) - Subtotal $ 2,805,933 8,604 2,671,602 1,395,083 $ 38,195 $ 12,157,522 $ 2,617,695 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Elections Elections Grant Fund (248) Appropriated Budget Reconciliation EXPENDITURES $ - $ FY 2006-07 ADOPTED BUDGET: REVENUE - FY 2006-07 REVISED RESTATED BUDGET: $ - $ - FY 2007-08 BUDGET TARGET $ - $ - $ Subtotal $ 29,524 29,524 $ $ - $ 29,524 $ - BASE ADJUSTMENTS: HAVA Grant Funding Carryover FY 2007-08 ADOPTED BUDGET: 371 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Emergency Management Analysis by Angie Flick, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Emergency Management Warren Leek, Director Training and Exercises Emergency Planning Public Information Emergency Operations 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 • By March 31, 2007, 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 system is part of the recently acquired WebEOC information management system. Implementation was completed in March 2007. • By June 30, 2009, establish Citizen Corps councils in all three tribal communities and in at least 20 of the 24 cities and towns in Maricopa County. 372 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Status: Although the Citizen Corp grant funding for FY 2007-08 has been reduced, the adopted FY 2007-08 budget continues to support the attainment of this goal. • By March 31, 2007, update the Maricopa County Emergency Operations Plan to comply with the National Incident Management System (NIMS) and ensure better coordination between federal, state, and local governments during a major emergency. Status: The Initial draft has been completed and is presently being reviewed. The final plan is expected to be complete by the goal deadline. • By December 31, 2010, enhance the County’s ability to respond to an emergency of catastrophic proportions by securing a new emergency management facility containing an emergency operations center (EOC) capable of accommodating the personnel, infrastructure, and technology required to deal with the event. Status: The Facilities Review Committee has reviewed and approved the master plan, and the project will be considered for funding by the Board of Supervisors. • By December 31, 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 continues to explore options related to the Intergovernmental agreements with Cities and Towns. • By year-end 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: Efforts to achieve this goal are covered within goals presented above. They include the new Emergency Operations Center, updated emergency operation plans and training in the NIMS and the incident command system (ICS). • Annually, realize a gain of at least 3% in the number of County residents who have a family preparedness plan to ensure their safety in order to respond to an emergency event. This will be measured by the number of “agree” or “strongly agree” answers in the Maricopa County Customer Satisfaction Survey. Status: The FY 2007-08 budget supports the attainment of this goal. During FY 2005-06, Maricopa County’s Research and Reporting Department measured the customer satisfaction of Maricopa County citizens in regards to having a family preparedness plan. This was the first year of this question with the initial survey results of 56% whom answered “agree” or “strongly agree”. • Annually, realize a gain of at least 3% in the number of County residents who feel that the County has taken adequate steps to ensure public safety during an emergency event. This will be measured by the number of “agree” or “strongly agree” answers in the Maricopa County Customer Satisfaction Survey. 373 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Status: The FY 2007-08 budget supports the attainment of this goal. During FY 2005-06, Maricopa County’s Research and Reporting Department measured the customer satisfaction of Maricopa County citizens in regards to having a family preparedness plan. This was the first year of this question with the initial survey results of 51% whom answered “agree” or “strongly agree”. • By December 31, 2008, increase the County’s disaster preparedness by ensuring that each city/town having a population of 100,000 or more has participated in at least one disaster exercise during the current calendar year. Further ensure that that all other cities/towns have participated in at least one disaster exercise within the past two calendar years. Status: The FY 2007-08 budget supports the attainment of this goal. The department is continuing to work with the cities/towns in their disaster preparedness and disaster exercise participation. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 15PR - PREPAREDNESS EXER - TRAINING AND EXERCISE PLAN - PLANNING PUBL - PUBLIC INFORMATION $ FY 2006-07 ADOPTED 909,687 871,037 38,650 $ FY 2006-07 REVISED 1,189,023 4,473 965,804 218,746 $ FY 2006-07 PROJECTED 1,252,250 1,003,240 249,010 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 1,244,928 1,070,985 173,942 $ 1,083,884 892,579 191,305 $ (168,366) (110,661) (57,705) -13.4% -11.0% -23.2% 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ - $ 14,064 14,064 $ - $ - $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG $ 212 $ - $ - $ - $ - $ - 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 283,127 1,193,026 $ $ 1,203,087 $ $ 1,252,250 $ $ 1,244,928 $ $ 1,083,884 $ $ (168,366) -13.4% $ 1,190,639 64,660 1,052,876 73,103 $ 1,462,544 29,515 1,249,321 183,708 $ 1,494,326 159,786 1,097,443 237,097 $ 1,362,055 90,602 1,107,724 163,729 $ 1,265,911 54,480 1,047,216 164,215 $ 228,415 105,306 50,227 72,882 15.3% 65.9% 4.6% 30.7% 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ 69,786 69,786 $ 19,264 19,264 $ 38,490 38,490 $ 104,096 104,096 $ 14,285 14,285 $ 24,205 24,205 62.9% 62.9% 99AS - ADMINISTRATIVE SERVICES PROG $ 146,837 $ 4,026 $ 6,374 $ 10,192 $ 6,016 $ 358 5.6% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 87,000 1,494,262 $ $ 74,833 1,560,667 $ $ 74,833 1,614,023 $ $ 75,669 1,552,013 $ $ 66,308 1,352,520 $ $ 8,525 261,503 11.4% 16.2% EXPENDITURES 15PR - PREPAREDNESS EXER - TRAINING AND EXERCISE PLAN - PLANNING PUBL - PUBLIC INFORMATION Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION TOTAL PROGRAMS 14.50 13.50 1.00 14.50 374 FY 2007-08 ADOPTED 14.50 13.50 1.00 14.50 REVISED TO ADOPTED VARIANCE % - 0.0% 0.0% 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 1,175,074 17,951 1,193,026 $ 934,832 25,917 215,978 87,000 230,535 1,494,262 $ $ $ 1,201,627 1,460 1,203,087 $ 1,026,314 34,958 403,792 74,747 20,856 1,560,667 $ $ $ 1,249,590 1,200 1,460 1,252,250 $ 1,014,659 28,745 475,016 74,747 20,856 1,614,023 $ $ $ 1,238,321 1,200 5,406 1,244,928 $ 974,894 30,575 450,959 74,747 20,838 1,552,013 $ $ $ 807,294 268,600 7,990 1,083,884 $ 1,059,830 43,578 163,329 64,906 20,877 1,352,520 $ (442,296) -35.4% 267,400 22283.3% 6,530 447.3% (168,366) -13.4% $ (45,171) (14,833) 311,687 9,841 (21) 261,503 $ -4.5% -51.6% 65.6% 13.2% -0.1% 16.2% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT TOTAL FUNDS EXPENDITURES 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT TOTAL FUNDS $ $ $ $ 212 306,863 885,951 1,193,026 234,376 293,491 966,395 1,494,262 $ $ $ $ 309,161 893,926 1,203,087 235,773 309,161 1,015,733 1,560,667 $ $ $ $ 309,161 943,089 1,252,250 239,966 309,161 1,064,896 1,614,023 $ $ $ $ 313,346 931,582 1,244,928 228,576 312,704 1,010,732 1,552,013 $ $ $ $ 333,615 750,269 1,083,884 $ $ 24,454 (192,820) (168,366) 7.9% -20.4% -13.4% 268,636 $ 333,615 750,269 1,352,520 $ (28,670) (24,454) 314,627 261,503 -11.9% -7.9% 29.5% 16.2% Mandated vs. Non-Mandated Expenditures Thousands 1,600 1,400 1,200 1,000 800 600 400 200 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED MANDATED NON-MANDATED Programs and Activities Mitigation and Preparedness Program The purpose of the Mitigation and 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. 375 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % Percent of items evaluated in Palo Verde 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Nuclear Generating Station exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards. Percent of County and City/Town 32.2% 68.0% 68.0% 36.0% 100.0% 32.0% 47.1% emergcy operations plans that meet Stat of Arizona guidelines for NIMS compliance. Percent of tribal communities, cities, and 59.2% 56.0% 56.0% 48.0% 63.0% 7.0% 12.5% towns in Maricopa County that have a Citizen Corps council. Activities that comprise this program include: • Planning • Public Information • Training and Exercise Planning Activity 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. Mandates: Activity not mandated. Performance Analysis: FY 2005-06 ACTUAL Demand Number of County and city/town emergency operations plans not meeting State of Arizona guidelines for NIMS compliance Output Number of County and city/town emergency operations plans that were updated to meet State of Arizona guidelines for NIMS compliance Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Palo Verde Emergency Management Totals Expenditures by Fund General Palo Verde Emergency Management Totals Staffing (FTEs) FY 2006-07 REVISED 17 24 24 8 8 Variance (Rev. - Adopted) (16) 7 24 24 16 8 (16) -66.7% 0.0% 0.0% ADOPTED 41.2% 100.0% FY 2007-08 ADOPTED PROJ ACT 100.0% 200.0% 100.0% % -66.7% $ 150,410.92 $ 52,055.04 $ 45,726.79 $ 69,232.76 $ 130,902.00 $ (85,175.21) $ 306,863 564,174 871,037 $ 290,624 675,180 965,804 $ 309,161 694,079 1,003,240 $ 313,346 757,639 1,070,985 $ 333,615 558,964 892,579 $ (24,454) 135,115 110,661 -7.9% 19.5% 11.0% (57,426) (35,671) 143,324 50,227 - -27.9% -16.7% 21.1% 4.6% 0.0% $ $ $ 89,199 193,250 770,427 1,052,876 - $ $ $ 205,798 269,899 773,624 1,249,321 - 376 $ $ $ 205,740 213,104 678,599 1,097,443 13.50 $ $ $ 194,454 220,777 692,493 1,107,724 - $ $ $ 263,166 248,775 535,275 1,047,216 13.50 $ $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management $160,000 16 $140,000 14 $120,000 12 $100,000 10 $80,000 8 $60,000 6 4 $40,000 2 $20,000 Cost per NIMS compliant plan # of County/City/Town emergency plans NOT NIMS compliant Planning Activity Performance 18 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per compliant plan The FY 2007-08 budget for the Planning Activity meets projected demand of all County, Cities and Towns having National Incident Management Systems (NIMS) compliant emergency operations plans. The FY 2006-07 budget assumed that all plans would not be in NIMS compliance. The FY 2006-07 projected demand assumes that 16 County, City and Town plans will be in NIMS compliance. The 2007-08 budget assumes that the remaining plans will be in compliance by June 30, 2008. The FY 2007-08 expenditure budget will decrease by $50,227 (4.6%) compared to the FY 2006-07 revised budget due to decreases in outside service requests. Public Information Activity 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. Mandates: Activity not mandated. 377 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Performance Analysis: FY 2005-06 ACTUAL Demand Number of Citizen Corps programs in Maricopa County not formed under a parent council or Arizona Region Citizen Corps Council Output Number of Citizen Corps programs in Maricopa County that were formed under a parent Citizen Corps Council or under the Arizona Central Region Citizen Corps Council Percent of Demand met 15 13 24 24 13 13 Variance (Rev. - Adopted) (11) 11 24 24 11 11 (13) -54.2% -15.4% -15.4% 84.6% 100.0% FY 2007-08 ADOPTED PROJ ACT 100.0% 84.6% 84.6% % -45.8% $ 6,641.20 $ 7,654.50 $ 9,879.04 $ 14,884.47 $ 14,928.64 $ (5,606.31) $ $ 38,650 38,650 $ $ 218,746 218,746 $ $ 249,010 249,010 $ $ 173,942 173,942 $ $ 191,305 191,305 $ $ (57,705) (57,705) -23.2% -23.2% $ 50 73,053 73,053 - $ 183,708 183,708 - $ 237,097 237,097 1.00 $ 163,729 163,729 - $ 164,215 164,215 1.00 $ 72,882 72,882 - 30.7% 30.7% 0.0% $ $ $ $ $ Public Information Activity Performance $16,000 $14,000 14 $12,000 $10,000 13 $8,000 12 $6,000 $4,000 11 $2,000 10 $- $ Cost per County/City/Town with Citizen Corps Council # of County/Cities/Towns that do not have a Citizen Corps Council Efficiency Expenditures per unit of Output Revenues by Fund Emergency Management Totals Expenditures by Fund General Emergency Management Totals Staffing (FTEs) FY 2006-07 REVISED ADOPTED FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost County/City/Town with a Citizen Corps Council The FY 2007-08 budget for the Public Information Activity meets projected demand of 13 County/Cities/Towns not having a Citizen Corps Council. These 13 entities have historically not participated and it is assumed they will continue to refuse participation in the Citizen Corps Program in FY 2007-08. The FY 2007-08 expenditure budget will decrease by $72,882 (30.7%) compared to the FY 2006-07 revised budget due to grant related activities that will be discontinued. Training and Exercise Activity 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. 378 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Mandates: Activity mandated by Federal Regulation 0654 (both Federal Emergency Management Agency and Nuclear Regulation Commission). Funding appropriated according to A.R.S. §26.306 under the State Director of Emergency Management. Performance Analysis: FY 2005-06 ACTUAL Demand Number of Palo Verde Nuclear Generation Station exercises required to be conducted during the upcoming year Output Number of Palo Verde Nuclear Generation Station exercises conducted Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Palo Verde Totals Expenditures by Fund General Palo Verde Emergency Management Totals Staffing (FTEs) FY 2006-07 REVISED 2 2 2 2 2 Variance (Rev. - Adopted) - 2 2 2 2 2 - ADOPTED 100.0% 100.0% FY 2007-08 ADOPTED PROJ ACT 100.0% 100.0% 100.0% 0.0% (52,653.00) -65.9% 32,329.93 $ 14,757.50 $ 79,893.00 $ 45,300.79 $ 27,240.00 $ $ $ - $ $ 4,473 4,473 $ $ - $ $ - $ $ - $ $ - $ 25 64,635 64,660 - $ 21,663 7,552 300 29,515 - $ 1,276 67,411 91,099 159,786 - $ 3,563 73,281 13,757 90,602 - $ 896 53,584 54,480 - $ 380 13,827 91,099 105,306 - $ $ $ $ $ 0.0% 0.0% $ $ % 0.0% 29.8% 20.5% 100.0% 65.9% # of Palo Verde exercises required 3 $50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $- 2 1 Cost per Palo Verde exercise conducted Training and Exercise Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per Palo Verde exercise conducted The FY 2007-08 budget for the Training and Exercise Activity meets projected demand of two training exercises for Palo Verde Nuclear Power Station at an average cost of $27,240. The FY 2007-08 expenditure budget is decreasing by $105,306 (65.9%) compared to the FY 2006-07 revised budget due to a reduction in grant funding causing the department to reallocate resources. Response and Recovery Program 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. 379 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 90.7% 100.0% 100.0% 97.5% 100.0% 0.0% 0.0% Percent of emergency notifications made within 15 minutes of receipt. Percent of required emergency 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% notifications completed. Activities that comprise this program include: • Emergency Operations Management Emergency Operations Management Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of emergency notifications required Output Number of emergency notifications made Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Palo Verde Totals Expenditures by Fund General Palo Verde Emergency Management Totals Staffing (FTEs) FY 2005-06 ACTUAL 533 ADOPTED 200 FY 2006-07 REVISED 200 PROJ ACT 360 FY 2007-08 ADOPTED 360 Variance (Rev. - Adopted) 160 % 80.0% 533 200 200 360 360 160 80.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% $ 130.93 $ 96.32 $ 192.45 $ 289.16 $ 39.68 $ 151.28 $ $ - $ $ 14,064 14,064 $ $ - $ $ - $ $ - $ $ - $ 69,786 69,786 - $ 4,200 14,064 1,000 19,264 - $ 26,490 11,000 1,000 38,490 - $ 19,445 1,000 83,651 104,096 - $ 4,350 9,935 14,285 - $ 22,140 1,065 1,000 24,205 - $ $ $ $ $ $ 600 $350 500 $300 $250 400 $200 300 $150 200 $100 100 $50 $FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output 380 Cost per emergency notification made Cost per emergency notification made # of emergency notifications Required Emergency Operations Management Activity Performance 78.6% 83.6% 9.7% 100.0% 62.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management The FY 2007-08 budget for the Emergency Operations Management Activity meets projected demand of 360 emergency notifications required at an average cost of $39.68 per notification made to achieve the result of 100%. The FY 2006-07 projected demand is based heavily on the emergency notifications required due to heat and monsoon activity that were experienced in the first quarter of the fiscal year. This demand assumes that May and June of 2007 will be similar to 2006 in heat and storms. The FY 2007-08 demand forecast assumes no extraordinary weather occurrences which would prompt additional emergency notifications. The FY 2007-08 expenditure budget will decrease by $24,205 (62.9%) compared to the FY 2006-07 revised budget due to the reduction in one-time purchases for the WebEOC and 5 year software maintenance costs. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 235,773 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Phase I Market Study FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments 4,193 4,193 239,966 $ $ $ - $ 1,320 422 3,460 2,096 7,298 247,264 $ $ $ - 5,726 $ - $ $ - BASE ADJUSTMENTS: Regional Development Services Costs $ Increase cost of Planning Activity matched with revenue in Fund 215 from Maricopa County Cities and Towns Increased Risk Management costs Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 381 - $ Subtotal $ $ Subtotal $ $ FY 2007-08 BUDGET TARGET REVENUE 15,610 36 21,372 268,636 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Palo Verde (207) Appropriated Budget Reconciliation EXPENDITURES $ 309,161 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 309,161 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Adjustment for approved grant amount FY 2007-08 ADOPTED BUDGET: $ Subtotal $ $ REVENUE 309,161 $ 309,161 1,979 $ 634 5,205 (475) 7,343 $ 316,504 $ 7,343 7,343 316,504 17,111 17,111 333,615 17,111 17,111 333,615 $ $ $ Emergency Management (207) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 220,921 $ $ $ 306,863 293,491 13,372 $ 234,293 FY 2006-07 ADOPTED 214,304 $ FY 2006-07 REVISED 214,304 $ $ 309,161 309,161 - $ 309,161 309,161 - $ 214,304 $ 214,304 382 FY 2006-07 PROJECTED $ 234,293 FY 2007-08 ADOPTED 234,935 $ $ $ $ 313,346 312,704 642 $ 333,615 333,615 - $ 234,935 $ 234,935 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Emergency Management Emergency Management (215) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation EXPENDITURES $ 1,015,733 $ REVENUE 893,926 $ 1,015,733 $ 893,926 $ 6,268 $ 2,562 17,402 (1,568) 24,664 $ 1,040,397 $ 146,471 146,471 1,040,397 Subtotal $ $ FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Reduction in grant funding Increase cost of services & IGA revenue Revenue change for EMPG grant HMEP Grant Carry-over Immunization of Volunteers Carry-over $ Subtotal $ $ FY 2007-08 ADOPTED BUDGET: (321,805) $ 21,336 (3,584) 1,200 12,725 (290,128) $ 750,269 $ (321,805) 21,336 (3,584) 1,200 12,725 (290,128) 750,269 Emergency Management (215) Fund Balance Summary FY 2005-06 ACTUAL (58,984) $ FY 2006-07 ADOPTED (316,163) $ 893,926 $ 1,015,733 (121,807) $ 943,089 $ 1,064,896 (121,807) $ 931,582 $ 1,010,732 (79,150) $ 750,269 750,269 - (437,970) $ (437,970) $ (218,577) $ (218,577) Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 885,951 $ 966,395 (80,444) $ Ending Fund Balance $ (139,427) $ FY 2006-07 FY 2006-07 REVISED PROJECTED (316,163) $ (139,427) $ FY 2007-08 ADOPTED (218,577) Emergency Management fund balance is negative because of the timing of revenue received from grants. It is deferred revenue as Emergency Management is reimbursed for expenditures by the grantors. 383 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Employee Health Initiatives Analysis by Cynthia Goelz, Management & Budget Supervisor Summary 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 competitive benefit programs and promote healthy lifestyle and wellness for employees so that Maricopa County can have a healthy and productive workforce. Vision The vision of Employee Health Initiatives Department is for employees to enjoy a healthy lifestyle so that they can live “Well” into the future. Strategic Goals • By June 30, 2009, improve efficiency in benefits administration to better meet the business needs of Maricopa County and to create an environment conducive to responding quickly to changes in laws, regulations and rules. Status: This is a new goal for FY 2007-08. Beginning in FY 2007-08, the majority of benefits will be self-insured, which will provide the flexibility necessary to respond to regulatory changes quickly. The adopted budget provides the resources necessary to effectively manage the benefits programs. • Over the next three plan years, beginning with plan year July 1, 2007, ensure the premium rates for the medical insurance components of the benefit plans for the active employees are equal to or below the national medical trend of 11% while maintaining plan designs that are equal to or better than the government market place. The national average annual cost per employee for all medical benefits for 2007 is $8,300 per employee per year or $692 per employee per month. 384 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Status: The average cost per employee for medical benefits in the adopted budget is $6,509; the average increase to the total medical and pharmacy premium is 7%. In addition, the adopted budget includes a variety of initiatives aimed at keeping healthcare costs down such as free generic prescriptions and diabetic management programs. Starting with FY 2007-08, the majority of benefits will be self-insured, which will support continued achievement of this goal. • By June 30, 2009, increase enrollment in disease management programs as measured by the medical disease management program vendor’s participation level. The second quarter 2007 participation and prevalence data will be used to establish the baseline for participation in the disease management programs. Status: This goal is new in FY 2007-08. The adopted budget expands funding for the Wellness activity. Included in this activity are disease management initiatives, such as a diabetic management program, an anti-obesity program, and a quit tobacco program; preventive programs, such as on-site mammography, cholesterol and glucose screening, adult immunizations, health risk appraisals and various wellness incentive awards. The adopted budget also includes funding in the Pharmacy Activity for free diabetic medication which should assist in compliance with treatment and care management. • By June 30, 2009, increase appropriate consumerism of medical services by increasing enrollment in the Consumer Choice Pharmacy Plan, Flexible Spending Program and in Choice Fund H.S.A. These benefit plans are designed to increase employee awareness of medical and pharmacy costs and provide an incentive to assist the County in benefit cost control. Enrollment at July 1, 2007 will provide the baseline. Status: This is a new goal beginning in FY 2007-08. Enrollment in the Consumer Choice Pharmacy plan will be enhanced as a result of providing preventative generic medication at no cost to enrollees. This initiative is anticipated to reduce future medical costs and improve the health status of employees and their families as they will be encouraged to be compliant with their preventive medication regimen. Enrollment in Health Savings Accounts will be enhances as a result of : • An Employer contribution to the Health Savings Account based on coverage level ranging from $500 to $1,000. • A reduction in the primary care, specialty care, urgent care, emergency room, inpatient hospital, therapy visits, chiropractic and behavioral health services post-deductible coinsurance level from 20% to 10%. • Provision of certain preventive medications at no cost to employees. Health Savings Accounts, combined with a high deductible insurance plan (HDHP), are intended to provide financial protection against high medical expenses for individuals, while retaining incentives for individuals who are prudent purchasers of health care services. 385 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 35EP - EMPLOYEE PROGRAMS ERGO - ERGONOMICS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS $ FY 2006-07 ADOPTED 3,221,045 2,878,277 342,769 $ 5,339 769 4,570 $ FY 2006-07 REVISED 3,303,563 2,868,786 434,777 $ 73,890 62,640 11,250 $ FY 2006-07 PROJECTED 3,423,680 3,003,463 420,217 $ 70,022 59,362 10,660 $ FY 2007-08 ADOPTED 3,452,359 3,015,096 437,263 $ 73,010 61,895 11,115 $ REVISED TO ADOPTED VARIANCE % 4,536,191 303,178 3,737,408 495,605 $ 8,596,742 5,102,515 3,099,043 395,184 $ 1,112,511 303,178 733,945 75,388 32.5% 8,526,720 5,102,515 3,039,681 384,524 12177.2% 24.4% 17.9% 35VB - VOLUNTARY BENEFITS PROGRAMS FIBP - LIFE INSURANCE FSAA - FLEXIBLE SPENDING ACCOUNT OTHR - OTHER BENEFITS $ 35HB - HEALTH BENEFITS SFBH - MENTAL HEALTH SFMD - MEDICAL SFRX - PHARMACY SIDE - DENTAL VISN - VISION $ 31,106,184 134,031 9,453,070 17,355,332 4,141,116 22,635 $ 21,361,800 190,596 3,498,958 15,434,936 2,226,060 11,250 $ 21,245,551 190,006 3,545,932 15,334,610 2,164,343 10,660 $ 21,267,293 194,412 3,602,248 15,283,323 2,164,288 23,022 $ 119,188,145 2,526,352 87,769,613 18,219,476 9,216,878 1,455,826 $ 97,942,594 2,336,346 84,223,681 2,884,866 7,052,535 1,445,166 461.0% 1229.6% 2375.2% 18.8% 325.9% 13556.9% 99AS - ADMINISTRATIVE SERVICES PROG $ 674,190 $ 375,000 $ 375,000 $ 702,517 $ 1,421,393 $ 1,046,393 279.0% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 35,006,757 $ $ 25,114,253 $ $ 25,114,253 $ $ 25,495,179 $ $ 1,877 133,744,348 $ $ 1,877 108,630,095 432.5% $ 2,613,373 140,576 2,209,341 263,456 $ 3,648,629 2,902,193 746,436 $ 3,833,609 213,816 3,011,748 608,045 $ 3,854,490 191,924 3,028,618 633,948 $ 4,536,191 303,178 3,737,408 495,605 $ 35VB - VOLUNTARY BENEFITS PROGRAMS FIBP - LIFE INSURANCE FSAA - FLEXIBLE SPENDING ACCOUNT OTHR - OTHER BENEFITS $ 85,898 70,985 14,913 $ 73,890 62,640 11,250 $ 81,068 56,827 24,241 $ 83,915 70,657 13,258 $ 8,596,742 5,102,515 3,099,043 395,184 $ (8,515,674) -10504.4% (5,102,515) (3,042,216) -5353.5% (370,943) -1530.2% 35HB - HEALTH BENEFITS SFBH - MENTAL HEALTH SFMD - MEDICAL SFRX - PHARMACY SIDE - DENTAL VISN - VISION $ 26,567,590 191,074 8,363,065 13,949,406 4,058,488 5,557 $ 22,114,651 193,111 3,987,068 15,697,162 2,226,060 11,250 $ 21,853,921 193,415 3,786,544 15,599,701 2,258,986 15,275 $ 21,801,158 183,783 3,893,673 15,493,825 2,226,476 3,400 $ 118,888,145 2,526,352 87,469,613 18,219,476 9,216,878 1,455,826 $ (97,034,224) -444.0% (2,332,937) -1206.2% (83,683,069) -2210.0% (2,619,775) -16.8% (6,957,892) -308.0% (1,440,551) -9430.8% 99AS - ADMINISTRATIVE SERVICES PROG $ 792,705 $ 874,001 $ 958,794 $ 910,408 $ 1,421,393 $ (462,599) -48.2% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 30,059,566 $ $ 677 26,711,848 $ $ 677 26,728,069 $ $ 280 26,650,251 $ $ 1,877 133,444,348 $ $ (1,200) (106,716,279) -177.3% -399.3% EXPENDITURES 35EP - EMPLOYEE PROGRAMS ERGO - ERGONOMICS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS 386 (702,582) (89,362) (725,660) 112,440 5120.6% 3607.2% -18.3% -41.8% -24.1% 18.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 35EP - EMPLOYEE PROGRAMS STDD - ABSENCE MANAGEMENT ERGO - ERGONOMICS WBEG - EMPLOYEE WELLNESS 7.18 1.53 3.00 2.65 35VB - VOLUNTARY BENEFITS PROGRAMS FSAA - FLEXIBLE SPENDING ACCOUNT OTHR - OTHER BENEFITS 0.25 0.10 0.15 35HB - HEALTH BENEFITS SFBH - MENTAL HEALTH SFMD - MEDICAL SFRX - PHARMACY SIDE - DENTAL VISN - VISION 7.10 0.10 3.75 2.70 0.45 0.10 99AS - ADMINISTRATIVE SERVICES PROG 9.47 24.00 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 5.40 1.40 3.00 1.00 (1.78) (0.13) (1.65) (0.25) (0.08) (0.62) - (0.25) (0.10) (0.15) (1.00) (1.00) (1.00) - (7.10) (0.10) (3.75) (2.70) (0.45) (0.10) (1.00) (1.00) (1.00) (1.00) (1.00) (1.00) 8.85 (0.62) (0.07) 15.75 30.00 15.75 6.00 0.25 Note: Payroll and benefit expenditures associated with staff in the General Government Program will be allocated out to direct service activities. Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue $ Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 5,210,241 29,081,936 714,580 35,006,757 $ 1,486,481 34,510 28,527,281 11,295 30,059,566 $ $ 2,533,106 22,206,147 375,000 25,114,253 $ 1,719,430 28,615 24,949,710 14,093 26,711,848 $ $ 2,593,590 22,145,663 375,000 25,114,253 $ 1,735,649 31,618 24,946,709 14,093 26,728,069 $ $ 389,656 24,391,099 714,423 25,495,179 $ 1,776,926 27,632 24,832,846 12,847 26,650,251 $ $ 3,203,387 130,211,381 329,580 133,744,348 $ 2,235,843 38,851 131,150,467 19,187 133,444,348 $ $ 609,797 108,065,718 (45,420) 108,630,095 23.5% 488.0% -12.1% 432.5% (500,194) (7,233) (106,203,758) (5,094) (106,716,279) -28.8% -22.9% -425.7% -36.1% -399.3% EXPENDITURES $ $ 387 $ $ $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL 602 CMG LOW OPTION 601 CMG HIGH OPTION 603 IPA 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70% STD 611 60% STD 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE(EAP) 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST TOTAL FUNDS EXPENDITURES 100 GENERAL 602 CMG LOW OPTION 601 CMG HIGH OPTION 603 IPA 604 OAP HIGH OPTION 605 OAP LOW OPTION 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE 609 CONSUMER CHOICE 610 70% STD 611 60% STD 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE(EAP) 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST TOTAL FUNDS $ $ $ $ 904,257 8,201,596 25,900,904 35,006,757 $ 2,030,468 7,998,988 20,030,110 30,059,566 $ $ $ 485,364 2,929,163 21,699,726 25,114,253 $ 2,457,959 2,854,163 21,399,726 26,711,848 $ 388 $ $ 485,364 2,929,163 21,699,726 25,114,253 $ 2,474,180 2,854,163 21,399,726 26,728,069 $ $ $ 506,726 2,977,840 22,010,612 25,495,179 $ 2,474,180 2,852,617 21,323,454 26,650,251 $ $ $ 1,045,601 36,152,089 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,795,631 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,744,348 $ 1,045,601 35,852,089 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,795,631 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,444,348 $ $ $ (485,364) 1,045,601 36,152,089 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,795,631 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 (2,929,163) (21,699,726) 108,630,095 2,474,180 (1,045,601) (35,852,089) (19,367,538) (27,583,057) (1,124,588) (68,604) (5,722,570) (15,647,088) (2,358,585) (1,884,823) (547,974) (596,675) (465,815) (2,289,637) (392,832) (469,017) (1,001,088) (2,795,631) (2,160,460) (926,820) (1,346,502) (92,524) (719,709) (986,813) (3,452,646) (210,264) (2,671,409) (641,505) (395,184) (627,300) 2,854,163 21,399,726 (106,716,279) -100.0% -100.0% -100.0% 432.5% 100.0% 100.0% 100.0% -399.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Mandated vs. Non-Mandated Expenditures Thousands 140,000 120,000 100,000 80,000 60,000 40,000 20,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. There are four changes to the business operation of the Employee Health Initiatives department that significantly influence EHI’s structure and budget in FY 2007-08. Beginning in FY 2007-08, the majority of benefits offered by the County will be self-insured. This change in delivery is the cause for the extraordinary increase in revenues and expenditures for this department. Further, unlike in years past, the premium revenue and payments of fully insured products will be recorded in the department’s income statement rather than only through the balance sheet. This change also contributes to the increase in the revenue and expenditure budget. In addition, the department has restructured its business. The programs, activities, services and measures have all been re-defined to support lines of business. As part of this restructure, the department will be utilizing a cost pool where it will be budgeting and charging personnel and overhead costs. These costs will subsequently be allocated out. In prior years, many of these expenditures were classified as administrative costs. This significant change to the activity structure makes a year-over-year comparison difficult. Finally, due to the timing of open enrollment associated with the change to moving to a fiscal year rather than calendar year benefits schedule, open enrollment data is not yet available. The budget assumes demand and output for the total employee population based on current selection patterns. Once open enrollment data is available, it will be analyzed and the changes will be recommended as necessary. Program and Activities Health Benefits Program The purpose of the Health Benefits Program is to provide Board approved, cost-effective and competitive benefit plans and related services so that qualified employees can be attracted and retained to achieve the County business goals. 389 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Program Results Percent of active employees who received the benefit coverage who are satisfied with medical benefits Percent of voluntary departures who reported benefits as the primary reason for departure Percent increase in enrollment in disease management programs Percent increase in enrollment in Choice Fund H.S.A. Plan Percent of active employees who received the benefit coverage who are satisfied with pharmacy benefits Percent increase in enrollment in the Consumer Choice Benefit Plan FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 92.0% 92.0% 92.0% 92.0% 93.0% 1.0% 1.1% 1.0% 1.0% 1.0% 1.0% 1.0% No Data No Data No Data No Data 10.0% No Data No Data No Data No Data 20.0% 87.0% 87.0% 87.0% 87.0% 60.0% 11.0% 11.0% 11.0% Activities that comprise this program include: • Medical • Pharmacy • Vision • • 0.0% 0.0% 90.0% 3.0% 3.4% 9.0% -2.0% -18.2% Dental Mental Health Medical Activity The purpose of the Medical Activity is to provide cost-effective, satisfactory medical benefit plans to benefit eligible Maricopa County active employees, retirees, non-payroll groups (NPGs) and Cobra beneficiaries, so they can meet their needs. Mandates: Administrative Mandate 390 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Results Percent of voluntary departures who reported benefits as the primary reason for departure. Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Medical Benefit coverage. Output Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Medical Benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Cmg High Option Cmg Low Option Ipa Oap High Option Oap Low Option Choice Fund H.S.A. Contract Administration Medical Incentive/Penalties Benefit Administration Cigna For Seniors Hs Self-Insured Trust Fund Benefits Trust Totals Expenditures by Fund General Cmg High Option Cmg Low Option Ipa Oap High Option Oap Low Option Choice Fund H.S.A. Contract Administration Medical Incentive/Penalties Benefit Administration Cigna For Seniors Hs Self-Insured Trust Fund Benefits Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 92.0% ADOPTED 92.0% FY 2006-07 REVISED 92.0% PROJ ACT 92.0% 1.0% 1.0% 1.0% 1.0% $ $ $ $ $ n/a FY 2007-08 Variance ADOPTED (Rev. - Adopted) 93.0% 1.0% 1.0% 0.0% % 1.1% 0.0% 11,336 11,467 11,623 11,623 13,438 1,815 15.6% 11,336 11,467 11,623 11,623 13,438 1,815 15.6% 100.0% $ 737.74 $ 1 347.70 100.0% 325.78 $ 100.0% 335.00 $ 791,701 8,131,878 529,491 9,453,070 $ 358,592 7,998,988 5,484 8,363,065 $ $ $ n/a $ 106,130 2,833,978 558,850 3,498,958 $ 594,240 2,833,978 558,850 3,987,068 $ $ $ 123,188 2,854,019 568,725 3,545,932 $ 393,716 2,833,978 558,850 3,786,544 3.75 $ $ $ n/a 133,136 2,879,206 589,907 3,602,248 $ 502,101 2,832,432 559,140 3,893,673 $ $ $ 100.0% 6,509.12 $ 36,152,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 102,701 1,001,088 697,047 627,300 87,769,613 $ 35,852,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 102,701 1,001,088 697,047 627,300 87,469,613 - $ $ $ 0.0% 0.0% (6,183.34) -1898.0% (123,188) -100.0% 36,152,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 102,701 1,001,088 697,047 627,300 (2,854,019) -100.0% (568,725) -100.0% 84,223,681 2375.2% 393,716 100.0% (35,852,089) (1,045,601) (19,367,538) (27,583,057) (1,124,588) (68,604) (102,701) (1,001,088) (697,047) (627,300) 2,833,978 100.0% 558,850 100.0% (83,683,069) -2210.0% (3.75) -100.0% The adopted budget supports a demand of all benefit eligible employees and non-payroll group members to receive medical coverage at a cost of $6,509 per employee/member per year. The FY 2006-07 demand and output reflect only those currently enrolled in a medical benefit plan. The Medical Activity is funded by employer as well as employee/member contributions. The expenditure budget is increasing as a result of self-insuring all medical benefits, which requires that the Employee Health Initiatives budget include all costs of medical benefits, and due to demand and output based on the total number of benefit eligible employees. 391 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Base Adjustments: The following technical base adjustments were made to the Medical Activity: Revenues: • Cobra revenue was reallocated in the CMG High Option Fund (601) for an impact of -$1,822. • Cobra revenue was reallocated and corrected for 12 months ($21,864) and contract revenue was reallocated (-$19,721) in the Contract Administration Fund (616) for a total impact of $2,143. • Administration revenue was reallocated in the Benefits Administration Fund (618) for a total impact of -$82,458. Expenditures: • Expenditures in the CMG High Option Fund (601) were adjusted for structural balance by -$1,822. Dental Activity The purpose of the Dental Activity is to provide cost-effective satisfactory dental benefit plans to benefit eligible Maricopa County active employees, retirees, NPGs and Cobra beneficiaries so they can meet their needs. Mandates: Administrative Mandate Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Dental Benefit coverage. Output Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Dental Benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Fi Dental Ppo Contract Administration Benefit Administration Fi Prepaid Dental Si Dental Benefits Trust Totals Expenditures by Fund General Fi Dental Ppo Contract Administration Benefit Administration Fi Prepaid Dental Si Dental Benefits Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 84.0% $ $ $ $ $ n/a FY 2006-07 REVISED 84.0% ADOPTED 84.0% FY 2007-08 ADOPTED 84.0% PROJ ACT 84.0% Variance (Rev. - Rec.) 0.0% % 0.0% 11,371 11,300 11,820 11,820 13,481 1,661 14.1% 11,371 11,300 11,820 11,820 13,481 1,661 14.1% 100.0% $ 356.92 $ 1 197.00 100.0% 191.12 $ 100.0% 188.37 $ 100.0% 683.69 $ 16,059 4,125,057 4,141,116 44,309 4,014,179 4,058,488 $ $ $ $ n/a 2,226,060 2,226,060 2,226,060 2,226,060 392 $ $ $ $ $ 2,164,343 2,164,343 32,926 2,226,060 2,258,986 0.45 $ $ $ $ n/a 2,164,288 2,164,288 33,249 2,193,227 2,226,476 $ $ $ $ 5,722,570 18,885 84,305 719,709 2,671,409 9,216,878 5,722,570 18,885 84,305 719,709 2,671,409 9,216,878 - $ $ $ $ 0.0% 0.0% (492.58) -257.7% 5,722,570 18,885 84,305 719,709 2,671,409 (2,164,343) -100.0% 7,052,535 325.9% 32,926 (5,722,570) (18,885) (84,305) (719,709) (2,671,409) 2,226,060 (6,957,892) (0.45) 100.0% 100.0% -308.0% -100.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives The adopted budget supports a demand of all benefit eligible employees and non-payroll group members to receive dental coverage at a cost of $684 per employee/member per year. The FY 200607 demand and output reflect only those currently enrolled in a dental benefit plan. The Dental Activity is funded by employer as well as employee/member contributions. The expenditure budget is increasing as a result of self-insuring dental benefits, which requires that the Employee Health Initiatives budget include all costs of dental benefits. In addition, there has been a change in the accounting for benefits where fully insured products will be budgeted and be included in the income statement, as opposed to only running through the balance sheet. Also, the budget allows for a demand and output for all benefit eligible employees. Base Adjustments: The following technical base adjustments were made to the Dental Activity: Revenues: • Cobra revenue was reallocated and corrected to reflect 12 months ($1,944) and contract revenue was reallocated by activity (-$1,944) for a net impact of zero to the Contract Administration Fund 616. • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$10,318. • Cobra revenue was reallocated to correct fund from the SI Dental Fund 629 for a net impact of -$162. Expenditures: • Expenditures in the SI Dental Fund 629 were adjusted for structural balance by $162. Pharmacy Activity The purpose of the Pharmacy Activity is to provide cost-effective satisfactory pharmacy benefit plans to benefit eligible Maricopa County active employees, retirees, NPGs and Cobra beneficiaries so they can meet their needs. Mandates: Administrative Mandate. 393 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Results Percent increase in enrollment in the Consumer Choice Benefit Plan. Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Pharmacy Benefit coverage. Output Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Pharmacy Benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Coinsurance Consumer Choice Contract Administration Benefit Administration Benefits Trust Totals Expenditures by Fund General Coinsurance Consumer Choice Contract Administration Benefit Administration Benefits Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 87.0% ADOPTED 87.0% FY 2006-07 REVISED 87.0% PROJ ACT 87.0% 60.0% 11.0% 11.0% 11.0% $ $ $ $ $ n/a FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% 3.0% 9.0% % 3.4% -2.0% -18.2% 11,112 11,102 11,590 11,590 13,213 1,623 14.0% 11,112 11,102 11,590 11,590 13,213 1,623 14.0% 0.0% (32.94) 0.0% -2.4% (91,488) 15,647,088 2,358,585 39,111 174,692 (15,243,122) 2,884,866 -100.0% 274,011 (15,647,088) (2,358,585) (39,111) (174,692) 15,325,690 (2,619,775) (2.70) 100.0% 100.0% $ 1,255.35 $ 79,500 17,275,832 17,355,332 $ 114,066 13,835,340 13,949,406 $ $ $ n/a 1 1,413.90 $ 103,498 15,331,438 15,434,936 $ 365,724 15,331,438 15,697,162 $ $ $ 100.0% 1,345.96 $ 91,488 15,243,122 15,334,610 $ 274,011 15,325,690 15,599,701 2.70 $ 100.0% 1,336.83 $ $ $ n/a 95,053 15,188,270 15,283,323 $ 268,496 15,225,329 15,493,825 $ $ $ 100.0% 1,378.91 $ 15,647,088 2,358,585 39,111 174,692 18,219,476 $ 15,647,088 2,358,585 39,111 174,692 18,219,476 - $ $ $ -100.0% 18.8% 100.0% -16.8% -100.0% 1,400 1,380 1,360 1,340 1,320 1,300 1,280 1,260 1,240 1,220 1,200 1,180 13,500 13,000 12,500 12,000 11,500 11,000 10,500 10,000 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost per Employee/Member Number of Employees/Members Receiving Pharmacy Benefits Pharmacy Activity Performance FY 2007-08 ADOPTED Efficiency The adopted budget supports a demand of all benefit eligible employees and non-payroll group members to receive pharmacy coverage at a cost of $1,379 per employee/member per year. The FY 2006-07 demand and output reflect only those currently enrolled in a pharmacy benefit plan. The Pharmacy Activity is funded by employer as well as employee/member contributions. The FY 2007-08 394 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives anticipated increase in the per employee cost is a modest 2.4% over FY 2006-07 and is due to the increase in the variable costs to offer this benefit. In addition, the expenditure budget is increasing due to the increase in the output and demand based on the total number of benefit eligible employees. Base Adjustments: The following technical base adjustments were made to the Pharmacy Activity: Revenues: • Cobra revenue was reallocated and corrected to reflect 12 months ($4,632) and contract revenue was reallocated by activity (-$4,632) for a net impact of zero to the Contract Administration Fund 616. • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$25,231. • Cobra revenue was reallocated to correct fund from the Coinsurance Pharmacy Fund 608 for a net impact of -$386. Expenditures: • Expenditures in the Coinsurance Pharmacy Fund 608 were adjusted for structural balance by -$386. Vision Activity The purpose of the Vision Activity is to provide a cost-effective satisfactory vision benefit plans to benefit eligible Maricopa County active employees, retirees, NPGs and Cobra beneficiaries so they can meet their needs. The vision benefit is available to benefit eligible employees whether or not they enroll in medical benefits. Mandates: Administrative Mandate 395 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Vision Benefit coverage. Output Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Vision Benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Contract Administration Benefit Administration Vision Stand Alone Vision Benefits Trust Totals Expenditures by Fund General Contract Administration Benefit Administration Vision Stand Alone Vision Totals Staffing (FTEs) FY 2005-06 ACTUAL 76.0% $ $ $ $ $ n/a FY 2006-07 REVISED 76.0% ADOPTED 76.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 76.0% 0.0% PROJ ACT 76.0% % 0.0% 11,447 11,400 11,974 11,974 13,643 1,669 13.9% 11,447 11,400 11,974 11,974 13,643 1,669 13.9% 100.0% 1.28 $ 100.0% 0.28 $ 100.0% 106.71 $ 10,660 10,660 $ 11,115 11,907 23,022 $ 15,275 15,275 0.45 $ 3,400 3,400 $ 100.0% $ 0.49 $ 4,536 18,099 22,635 $ 5,557 5,557 $ $ $ n/a 1 0.99 $ 11,250 11,250 $ 11,250 11,250 $ $ $ $ $ n/a $ $ 3,076 13,724 1,346,502 92,524 1,455,826 $ 3,076 13,724 1,346,502 92,524 1,455,826 - $ $ $ 0.0% 0.0% (105.43) -8264.8% (10,660) -100.0% 3,076 13,724 1,346,502 92,524 1,445,166 13556.9% 15,275 100.0% (3,076) (13,724) (1,346,502) (92,524) (1,440,551) -9430.8% (0.45) -100.0% The adopted budget supports a demand of all benefit eligible employees and non-payroll group members to receive vision coverage at a cost of $107 per employee/member per year. The FY 200607 demand and output reflect only those currently enrolled in a vision benefit plan. The Vision Activity is funded by employer as well as employee/member contributions. The expenditure budget is increasing as a result a change in the accounting for benefits where fully insured products will be budgeted and be included in the income statement, as opposed to only running through the balance sheet and due to the increase in demand/output to account for all benefit eligible employees. Base Adjustments: The following technical base adjustments were made to the Vision Activity: Revenues: • Cobra revenue was reallocated and corrected to reflect 12 months ($396) and contract revenue was reallocated by activity (-$396) for a net impact of zero to the Contract Administration Fund 616. • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$1,689. • Cobra revenue was reallocated to correct fund from the Vision Fund 623 for a net impact of -$33. Expenditures: • Expenditures in the Vision Fund 623 were adjusted for structural balance by $33. 396 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Mental Health Activity The purpose of the Mental Health activity is to provide a cost-effective, satisfactory benefit plan to benefit eligible Maricopa County active employees, retirees, NPGs and Cobra beneficiaries so they can access external confidential counseling when faced with personal challenges to help them live and work well. Mandates: Administrative Mandate Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Mental Health Benefit coverage. Output Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Mental Health Benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Behavioral Health Contract Administration Benefit Administration Employee Assistance (Eap) Benefits Trust Totals Expenditures by Fund General Behavioral Health Contract Administration Benefit Administration Employee Assistance (Eap) Totals Staffing (FTEs) FY 2005-06 ACTUAL 79.0% $ $ $ $ $ n/a FY 2006-07 REVISED 79.0% ADOPTED 79.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 79.0% 0.0% PROJ ACT 79.0% % 0.0% 11,096 11,055 11,411 11,411 15,645 4,234 37.1% 11,096 11,055 11,411 11,411 15,645 4,234 37.1% 100.0% 16.95 $ 100.0% 16.11 $ 100.0% 161.48 $ 100.0% $ 17.22 $ 6,860 127,171 134,031 191,074 191,074 $ $ $ $ n/a 1 17.47 190,596 190,596 193,111 193,111 $ $ $ $ $ 190,006 190,006 193,415 193,415 0.10 $ $ $ $ n/a 194,412 194,412 183,783 183,783 $ $ $ $ 2,289,637 4,883 21,568 210,264 2,526,352 2,289,637 4,883 21,568 210,264 2,526,352 - $ $ $ $ 0.0% (144.53) 0.0% -852.7% (190,006) 2,289,637 4,883 21,568 210,264 2,336,346 -100.0% 193,415 (2,289,637) (4,883) (21,568) (210,264) (2,332,937) (0.10) 1229.6% 100.0% -1206.2% -100.0% The adopted budget supports a demand of all benefit eligible employees to receive Mental Health coverage at a cost of $161 per employee per year. The FY 2006-07 demand and output reflect only those currently enrolled in a mental health benefit plan. The Mental Health Activity is funded by employer as well as employee/member contributions. The expenditure budget is increasing as a result of self-insuring Mental Health benefits, which requires that the Employee Health Initiatives budget include all costs of Mental Health benefits. In addition, there has been a change in the accounting for benefits where fully insured products will be budgeted and be included in the income statement, as opposed to only running through the balance sheet. Also, the demand an output in the adopted budget is reflective of the total benefit eligible population as open enrollment data is not yet available. Base Adjustments: The following technical base adjustments were made to the Mental Health Activity: Revenues: • Cobra revenue was reallocated and corrected to reflect 12 months ($612) and contract revenue was reallocated by activity (-$612) for a net impact of zero to the Contract Administration Fund 616. 397 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$2,900. • Cobra revenue was reallocated to correct fund from the Behavioral Health Fund 614 for a net impact of -$51. Expenditures: • Expenditures in the Behavioral Health Fund 614 were adjusted for structural balance by -$51. Employee Programs The purpose of the Employee Programs is to provide Board-approved, cost-effective education and consulting services so that qualified employees can be attracted and retained to achieve the County business goals. Program Results Percent of active employees who received the services who are satisfied with ergonomic services Percent of active employees who received the services who are satisfied with absence management services Percent of active employees who received the services who are satisfied with wellness services FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 64.0% 65.0% 65.0% 65.0% 75.0% 10.0% 15.4% 85.0% 85.0% 85.0% 85.0% 85.0% 0.0% 0.0% 79.0% 80.0% 80.0% 80.0% 80.0% 0.0% 0.0% Activities that comprise this program include: • Ergonomics • Absence Management • Employee Wellness Ergonomics Activity The purpose of the Ergonomic Activity is to provide direction, education, consulting and Ergonomic services that reduce risk, improve effectiveness and efficiency of the workplace, promote a safe working environment and assist in medical cost containment so that Maricopa County active employees can do their jobs safely and well. Mandates: Administrative Mandate 398 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Performance Analysis: Results Percent of active employees who received the services who are satisfied with the services. Demand Number of services requested . Output Number of service requests completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Contract Administration Benefit Administration Totals Expenditures by Fund General Contract Administration Benefit Administration Totals Staffing (FTEs) FY 2005-06 ACTUAL 64.0% $ $ $ $ $ n/a FY 2006-07 REVISED 65.0% ADOPTED 65.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.0% 10.0% PROJ ACT 65.0% % 15.4% 2,696 2,400 2,400 2,400 2,400 - 0.0% 1,989 2,050 2,050 1,700 2,400 350 17.1% 73.8% 70.68 $ 85.4% - $ - $ - $ 140,576 140,576 $ - $ $ $ n/a 85.4% 104.30 $ - $ 213,816 213,816 3.00 $ $ $ 70.8% 112.90 $ - $ $ n/a 191,924 191,924 $ $ $ 100.0% 126.32 $ 45,253 257,925 303,178 45,253 257,925 303,178 3.00 $ $ $ 14.6% (22.02) 17.1% -21.1% 45,253 257,925 303,178 213,816 100.0% (45,253) (257,925) (89,362) -41.8% 0.0% 3,000 140 2,500 120 100 2,000 80 1,500 60 1,000 40 500 20 0 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost per Ergonomic Service Provided Number of Ergonomic Services Provided Ergonomic Activity Performance FY 2007-08 ADOPTED Cost per ton of waste collected The adopted budget supports a demand of 2,400 ergonomic service requests at a cost of $126 per service. A position was added to this area in FY 2005-06; however, the department has had difficulty recruiting and retaining staff for the position, and therefore it is not anticipated that they will meet their demand in FY 2006-07. The adopted budget assumes the position will be filled and allow the full demand to be met. The Ergonomics Activity is funded by employer contributions only. The expenditure budget is increasing as a result of a change in the allocation of overhead costs, which in years past were charged as administrative expenditures. Base Adjustments: The following technical base adjustments were made to the Ergonomics Activity: Revenues: • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of $39,184. 399 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Absence Management Activity The purpose of the Absence Management Activity is to provide direction, education, consulting and health services for Maricopa County active employees and Managers/Supervisors of the County so Managers and Employees can manage absences and return to work issues effectively. Mandates: Administrative Mandate Performance Analysis: Results Percent of active employees who received the services that are satisfied with the services. Demand Number of services requested by employees or department management. Output Number of service requests completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund 70% Std 60% Std 50% Std 40% Std Contract Administration Benefit Administration Benefits Trust Totals Expenditures by Fund General 70% Std 60% Std 50% Std 40% Std Contract Administration Benefit Administration Benefits Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 85.0% $ $ $ $ $ n/a FY 2006-07 REVISED 85.0% ADOPTED 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 85.0% 0.0% PROJ ACT 85.0% % 0.0% 8,105 8,146 8,146 8,146 9,402 1,256 15.4% 8,105 8,146 8,146 8,146 9,402 1,256 15.4% 0.0% (27.79) 0.0% -7.5% 100.0% $ 272.59 $ 2,878,277 2,878,277 $ 90,560 2,118,781 2,209,341 $ $ $ n/a 1 356.27 $ 2,868,786 2,868,786 $ 33,407 2,868,786 2,902,193 $ $ $ 100.0% 369.72 $ 3,003,463 3,003,463 $ 137,214 2,874,534 3,011,748 1.53 $ $ $ n/a 100.0% 371.79 $ 3,015,096 3,015,096 120,880 2,907,738 3,028,618 $ $ $ 100.0% 397.51 $ 1,884,823 547,974 596,675 465,815 83,359 158,762 3,737,408 1,884,823 547,974 596,675 465,815 83,359 158,762 3,737,408 1.40 $ $ $ 1,884,823 547,974 596,675 465,815 83,359 158,762 (3,003,463) -100.0% 733,945 24.4% 137,214 100.0% (1,884,823) (547,974) (596,675) (465,815) (83,359) (158,762) 2,874,534 100.0% (725,660) -24.1% (0.13) -8.5% The adopted budget allows for a demand of 9,402 absence management service requests at a cost of $398 per service. As a result of the department’s restructure, this activity combines several previous activities, the largest of which is Short Term Disability. In addition, this activity includes FMLA/ADA Consultations, Short-Term Disability Consulting, Long Term Disability Consulting, Policy Development, Case Management, Transitional Duty Consulting / Placement, Accommodations / work modifications, Work fitness evaluation, Cobra Notification, and Absence Management Education & Communication The Short Term Disability portion of this activity is funded by employees only. The remaining services are funded by employer contributions. The expenditure budget is increasing as a result of a change in the allocation of overhead costs, which in years past were charged as administrative expenditures. Base Adjustments: The following technical base adjustments were made to the Absence Management Activity: Revenues: • Reallocated contract revenue by activity for a net impact of $-1 to the Contract Administration Fund 616. 400 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Employee Health Initiatives Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$260,607. Employee Wellness Activity The purpose of the Employee Wellness Activity is to provide direction, education, consulting and health services for Maricopa County active employees, retirees, non-payroll groups and COBRA beneficiaries, so they can have the tools and information to improve their health and to be more productive in the workforce. Mandates: Administrative Mandate Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Demand Number of active employees and COBRA Beneficiaries who elected the benefit coverage. Output Number of active employees and COBRA Beneficiaries who received the benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Wellness Contract Administration Benefit Administration Hs Self-Insured Trust Fund Benefits Trust Totals Expenditures by Fund General Wellness Contract Administration Benefit Administration Hs Self-Insured Trust Fund Benefits Trust Totals Staffing (FTEs) FY 2005-06 ACTUAL 79.0% $ $ $ $ $ n/a FY 2006-07 REVISED 80.0% ADOPTED 80.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 0.0% PROJ ACT 80.0% % 0.0% 11,121 11,467 11,193 11,193 13,200 2,007 17.9% 11,121 11,467 11,193 11,193 13,200 2,007 17.9% 100.0% 54.32 $ 100.0% 56.64 $ 100.0% 37.55 $ 0.0% 16.78 0.0% 30.9% 100.0% $ 23.69 $ 997 0 341,771 342,769 207,130 56,326 263,456 $ $ $ $ n/a 1 65.09 20,185 414,592 434,777 311,659 20,185 414,592 746,436 $ $ $ $ $ 144 420,073 420,217 173,268 20,185 414,592 608,045 2.65 $ $ $ $ n/a 144 437,119 437,263 175,744 20,185 438,019 633,948 $ $ $ $ 392,832 19,651 83,122 495,605 392,832 19,651 83,122 495,605 1.00 $ $ $ $ 392,832 19,651 83,122 (144) -100.0% (420,073) -100.0% 75,388 17.9% 173,268 100.0% (392,832) (19,651) (83,122) 20,185 100.0% 414,592 100.0% 112,440 18.5% (1.65) -62.3% The adopted budget supports a demand of all benefit eligible employees and non-payroll group members to receive wellness services at a cost of $38 per employee/member per year. The FY 200607 demand and output reflect only those currently receiving wellness services through their enrollment in a medical benefit plan. The Wellness Activity is funded by employer contributions. Due to the restructuring of activities, the prior year cost of wellness includes some cost associated with the ergonomic and absence management activities. 401 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Base Adjustments: The following technical base adjustments were made to the Wellness Activity: Revenues: • Cobra revenue was reallocated and corrected to reflect 12 months ($132) and contract revenue was reallocated by activity (-$132) for a net impact of zero to the Contract Administration Fund 616. • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$41,656. • Cobra revenue was reallocated to correct fund from the Wellness Fund 615 for a net impact of -$11. Expenditures: • Expenditures in the Wellness Fund 615 were adjusted for structural balance by $11. Voluntary Benefits Program The purpose of the Voluntary Benefits Program is to provide Board-approved, cost-effective, satisfactory optional benefits and services so that qualified employees can be attracted and retained to achieve the County business goals. Program Results Percent increase in enrollment in Flexible Spending from July 1, 2007 baseline Percent of active employees who received the benefit coverage who are satisfied with the flexible Percent of active employees who received the benefit coverage who are satisfied with the life insurance FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) No data No data No Data No Data 10.0% % 95.0% 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% 86.0% 86.0% 86.0% 86.0% 95.0% 9.0% 10.5% Activities that comprise this program include: • Flexible Spending Account • Life Insurance • Other Benefits Flexible Spending Account Activity The purpose of the Flexible Spending Account Activity is to provide a cost effective elective reimbursement benefit for Maricopa County active 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 Section 213. Mandates: Administrative Mandate 402 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Performance Analysis: Results Percent of active employees who received the benefit coverage who are satisfied with the benefit. Demand Number of active employees and Cobra Beneficiaries who elected the benefit coverage. Output Number of active employees and Cobra Beneficiaries who received the benefit coverage. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Contract Administration Benefit Administration Flex Spending Health Flex Spending Dep Care Totals Expenditures by Fund General Contract Administration Benefit Administration Flex Spending Health Flex Spending Dep Care Totals Staffing (FTEs) FY 2005-06 ACTUAL 95.0% $ $ $ $ $ n/a FY 2006-07 REVISED 95.0% ADOPTED 95.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% 0.0% PROJ ACT 95.0% % 0.0% 1,574 1,575 1,641 1,641 2,055 414 25.2% 1,574 1,575 1,641 1,641 2,055 414 25.2% 100.0% $ 45.10 $ 1 39.77 769 62,640 62,640 70,985 70,985 $ $ $ $ n/a 62,640 62,640 $ $ $ $ $ 100.0% 34.63 $ 100.0% 43.06 $ 59,362 59,362 $ 61,895 61,895 $ 56,827 56,827 0.10 $ 70,657 70,657 $ $ $ n/a $ $ 100.0% 1,508.05 $ 1,988 9,775 2,160,460 926,820 3,099,043 $ 1,988 9,775 2,160,460 926,820 3,099,043 - $ $ $ 0.0% 0.0% (1,473.42) -4254.8% (59,362) 1,988 9,775 2,160,460 926,820 3,039,681 -100.0% 5120.6% 56,827 100.0% (1,988) (9,775) (2,160,460) (926,820) (3,042,216) -5353.5% (0.10) -100.0% The adopted budget supports a demand of 2,055 individuals utilizing flexible spending at a cost of $1,508.05 per person per year. The adopted budget assumes an increase in demand for this service of 25% which accounts for approximately $14,500 of the increase in the cost of this activity. The anticipated increase in enrollment is associated with the department’s marketing efforts of this product and also the relationship that flexible spending accounts have to other benefits which are anticipated to increase such as the Consumer Choice Pharmacy plan. In addition, there has been a change in the accounting for benefits where the flexible spending contributions and payments will be budgeted and be included in the income statement, as opposed to only running through the balance sheet. This explains the seemingly large increase in per unit and total cost. Flexible Spending is funded primarily by employee contributions. The administration portion of the activity is funded by employer contributions. Base Adjustments: The following technical base adjustments were made to the Flexible Spending Activity: Revenues: • Contract revenue was reallocated to the correct fund for a net impact of $67,442 to the Contract Administration Fund 616. • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of $3,170. • Contract revenue was reallocated to the correct fund for a net impact of $57,281 to the Flexible Spending Health Fund 621. • Contract revenue was reallocated to the correct fund for a net impact of $10,162 to the Flexible Spending Dependent Care Fund 622. • Revenue was increased in the Flexible Spending Health Fund 621 by $2,063,675 and the Flexible Spending Dependent Care Fund 622 by $909,650 to reflect the employee payroll deductions based on current enrollee information. 403 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Expenditures: • Expenditures were increased in the Flexible Spending Health Fund 621 by $2,063,675 and the Flexible Spending Dependent Care Fund 622 by $909,650 for payments from flexible spending accounts based on current enrollee information. Life Insurance Activity The purpose of the Life Insurance Benefits activity is to provide cost-effective, satisfactory benefits & services to Maricopa County active employees, so they can meet their needs. Mandates: Administrative Mandate Performance Analysis: FY 2005-06 ACTUAL 86.0% Results Percent of active employees who received coverage in these benefits who are satisfied with the benefits. Demand Number of active employees who enrolled in these plans. The number of active employees who received coverage in these plans. Output Number of active employees who received coverage in these plans. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Contract Administration Benefit Administration Fi Life & Ad&D Supplemental Life Dependent Life Totals Expenditures by Fund Contract Administration Benefit Administration Fi Life & Ad&D Supplemental Life Dependent Life Totals Staffing (FTEs) $ $ $ $ $ n/a FY 2006-07 REVISED 86.0% ADOPTED 86.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% 9.0% PROJ ACT 86.0% % 10.5% 25,358 26,045 26,302 26,302 27,707 1,405 5.3% 25,358 26,045 26,302 26,302 27,707 1,405 5.3% 100.0% - $ 100.0% - $ 100.0% 184.16 $ 100.0% $ - $ - $ $ $ $ n/a 1 - - $ $ - $ $ - $ - $ $ $ $ n/a - $ $ 3,907 17,644 986,813 3,452,646 641,505 5,102,515 3,907 17,644 986,813 3,452,646 641,505 5,102,515 - $ $ 0.0% (184.16) 0.0% 3,907 17,644 986,813 3,452,646 641,505 5,102,515 (3,907) (17,644) (986,813) (3,452,646) (641,505) (5,102,515) - 0.0% The adopted budget allows for a demand of providing 27,707 policies at a cost of $184 per policy per year. This activity includes the following types of coverage and services: • Basic Life & AD&D Insurance • Dependent Life • Supplemental Life & AD&D • Life Insurance Education & Communication Basic Life and AD&D are funded by the County. The balances of the insurance coverage in these services are funded solely by employees. The expenditures in this activity are increasing due to a change in the accounting for benefits where the life insurance premiums and expenditures will be budgeted and be included in the income statement, as opposed to only running through the balance sheet. Since no premium expenses were recorded in this activity in past years, expenditures were minimal, limited to staff time responding to inquiries. 404 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Base Adjustments: The following technical base adjustments were made to the Life Insurance Activity: Revenues: • Administration revenue was reallocated in the Benefits Administration Fund 618 for a total impact of -$1,931. Other Benefits Activity The purpose of the Other Benefits activity is to provide cost-effective, satisfactory optional benefits at group rates to Maricopa County active employees, so they can meet their needs. Mandates: Administrative Mandate Performance Analysis: FY 2005-06 ACTUAL 34.0% Results Percent of active employees who received coverage in the benefits who are satisfied with the benefits Demand Number of active employees who enrolled in these plans. Output Number of active employees who received coverage in these plans. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Voluntary Benefits Totals Expenditures by Fund General Voluntary Benefits Totals Staffing (FTEs) FY 2006-07 REVISED 45.0% ADOPTED 45.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 50.0% 5.0% PROJ ACT 45.0% Not Reported Not Reported - - 1,339 1,339 Not Reported Not Reported - - 1,339 1,339 $ - $ - $ - $ - $ $ 4,570 4,570 $ 11,250 11,250 $ 10,660 10,660 $ 11,115 11,115 $ $ $ $ n/a 14,913 14,913 $ $ $ n/a 11,250 11,250 $ $ $ 24,241 24,241 0.15 $ $ $ n/a 13,258 13,258 $ $ $ 100.0% 295.13 $ 395,184 395,184 395,184 395,184 - $ $ $ $ % 11.1% (295.13) (10,660) 395,184 384,524 24,241 (395,184) (370,943) (0.15) -100.0% 3607.2% 100.0% -1530.2% -100.0% The adopted budget supports a demand of providing other benefits coverage for 1,339 persons at a cost of $295 per person per year. This benefit includes the following types of coverage and services: • Home Owners Insurance • Long-Term Care Insurance • Rental Insurance • Other Benefits Education & Communication • Auto Insurance • Prepaid Legal Services These benefits are fully funded by employee contributions. The expenditures in this activity are increasing due to a change in the accounting for benefits where the life insurance premiums and expenditures will be budgeted and be included in the income statement, as opposed to only running through the balance sheet. Since no premium expenses were recorded in this activity in past years, expenditures were minimal, limited to staff time responding to inquiries. Base Adjustments: The following technical base adjustments were made to the Life Insurance Activity: Revenues: • Revenue was right-sized for anticipated enrollment and premium in the Voluntary Benefits Fund 631 for a total impact of $117,624. 405 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Expenditures: • Expenditures were right-sized for anticipated premium payments based on enrollment in the Voluntary Benefits Fund 631 for a total impact of $117,624. Administrative Service Program Base Adjustments: The following technical base adjustments were made to activities in the Administrative Services and General Government Programs: Revenues: • Reallocated contract revenue by activity for a net impact of $27,437 to Administrative Services Program activities in the Contract Administration Fund 616. • In the Benefits Administration Fund 618, administration revenue was reallocated by activity by $384,468 and overall revenues were adjusted for structural balance by -$66,455 for a total net impact of $318,013. Expenditures: • Expenditures in the Benefits Administration Fund 618 were adjusted for structural balance by $27,237. • Increased Worker’s Compensation and Unemployment Compensation in the Internal Service Activity by $460. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 485,364 $ FY 2006-07 ADOPTED BUDGET: REVENUE 2,474,180 MID-YEAR ADJUSTMENTS: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Recategorization of Rev/Exp between funds FY 2007-08 BUDGET TARGET FY 2007-08 ADOPTED BUDGET: $ Subtotal $ $ 485,364 $ (485,364) $ (485,364) $ - $ $ - 2,474,180 (2,474,180) (2,474,180) - $ - EXPENDITURES $ 2,854,163 $ REVENUE 2,929,163 Health Select Self-Insured Trust Fund (652) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 2,854,163 $ 2,929,163 FY 2007-08 BUDGET TARGET $ 2,854,163 $ 2,929,163 BASE ADJUSTMENTS: Department budget submission $ Subtotal $ $ FY 2007-08 ADOPTED BUDGET: 406 (2,854,163) $ (2,854,163) $ - $ (2,929,163) (2,929,163) - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Employee Health Initiatives Benefits Trust Fund (685) Appropriated Budget Reconciliation EXPENDITURES $ 21,399,726 $ FY 2006-07 ADOPTED BUDGET: REVENUE 21,699,726 MID-YEAR ADJUSTMENTS: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Annualization of FY 2006-07 LRP (12 month) Recategorization of Rev/Exp between funds $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Department budget submission $ Revenue adjustment due to Cobra Revenue in wrong fund and to correct for 12 months - budget only had 1 month Adjustment for Structural Balance Rightsizing based on current employee contributions/participation in benefit Increase to Unemployment and Worker's Compensation Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 407 21,399,726 $ 21,699,726 16,272 $ 6,950 50,323 2,139 312,038 254 2,474,180 2,862,156 $ 485,364 485,364 24,261,882 $ 22,185,090 106,066,545 $ - 108,507,649 27,115 24,972 3,090,949 (66,455) 3,090,949 460 109,182,926 $ 460 111,559,718 133,444,808 $ 133,744,808 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Angie Flick, Management & Budget Analyst Summary Organizational Chart County Manager Deputy County Manager Chief Information Officer Chris Kozakis Enterprise Applications Enterprise Service Desk Chief Technology Officer Stephen Wetzel Enterprise Infrastructure Enterprise IT Management & Oversight Mission The mission of the OET is to provide an IT service and support framework for elected and appointed departments so that the County can successfully mobilize sound, strategic IT investments. Vision Adaptive Innovation by Design. Strategic Goals • By July 31, 2008, OET will provide the infrastructure to County employees so they will be able to perform their day-to-day jobs, within a secured IT environment, on demand from anywhere at any time in order to provide needed services to the public. Status: The Chief Technology Officer has been hired and is beginning to address the County’s infrastructure needs. The FY 2007-08 budget continues to support the attainment of this goal. • By June 30, 2007, establish an IT Risk Management Model to successfully manage IT operations and minimize business-continuity risk. The following risk management activities will be completed: (1) Introduction of a Software Development Life Cycle (SDLC) Methodology: (2) Change Management Process, procedures, and Change Management Board; (3) Security Access Control policy, procedures and auditing. Status: The department is in the process of addressing and analyzing the County’s infrastructure needs. 408 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Enterprise Technology By September 30, 2007, establish a Disaster Recovery Plan with skeleton hot site operational for critical enterprise systems. Status: The Disaster Recovery Plan is under review by the Chief Technology Officer. • By June 30, 2007, implement a new Telecommunications billing system that will import all billing data from third party contract carriers (i.e.; cellular, paging and wireless IP), and distribute results to all end user departments for their review. Status: The department is working with a consultant to review the Telecommunications billing activity. The FY 2007-08 budget continues to support the attainment of this goal. • By September 30, 2007, present recommendations from the Telecommunications/Network Security Consultant Study outlining Countywide Telecom/Security requirements for the next 5 to 10 year period. Status: The department has posted a Request for Proposal to help attain this goal. The FY 2007-08 budget continues to support the attainment of this goal. • By June 30, 2009, implement Phase I of the telecom assessment recommendation. Status: The department is currently still assessing the Telecommunication issues. The FY 200708 budget supports the continued assessment. • By June 30, 2009, implement a new voice mail replacement system. Status: The department has posted a Request for Proposal to help attain this goal in conjunction with the Telecommunication assessment. The FY 2007-08 budget continues to support the attainment of this goal. 409 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 17,061,179 5,274,744 2,490,093 2,213,376 144,026 6,938,940 $ 16,557,997 4,336,692 1,714,100 2,302,878 157,077 8,047,250 $ 16,557,997 4,336,692 1,714,100 2,302,878 157,077 8,047,250 $ 17,058,194 4,722,044 2,289,140 2,404,416 156,343 7,486,251 $ 16,557,997 4,367,267 2,400,135 3,258,262 156,192 6,376,141 $ $ $ 104,319 17,165,498 $ $ 16,557,997 $ $ 16,557,997 $ $ 93,929 17,152,123 $ $ 16,557,997 $ $ - $ 1,471,489 9,959 465,164 996,366 $ 3,139,330 360,689 1,168,791 1,609,850 $ - $ 1,778,395 209,118 624,436 944,842 $ - $ - 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK NWPT - NETWORK PROTECTION PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS $ 15,288,106 3,085,204 376,296 2,148,852 1,975,459 88,238 7,614,058 $ 13,379,828 2,451,747 266,756 1,859,847 2,019,642 29,343 6,752,493 $ 14,144,000 3,215,927 252,425 1,721,101 2,576,430 16,000 6,362,117 $ 15,296,513 2,809,119 371,428 2,082,277 2,084,988 15,664 7,933,037 $ 15,996,269 4,720,013 574,118 1,562,557 2,213,499 16,000 6,910,082 $ (1,852,269) (1,504,086) (321,693) 158,544 362,931 (547,965) -13.1% -46.8% -127.4% 9.2% 14.1% 0.0% -8.6% 41MG - INFO TECHNOLOGY MANAGEMENT EPMG - ENTERPRISE MANAGEMENT TFPP - TECHNOLOGY FINANCE $ 296,660 296,189 471 $ 1,012,677 1,012,677 - $ 845,103 845,103 - $ 747,203 747,203 - $ 1,021,667 1,021,667 - $ (176,564) (176,564) - -20.9% -20.9% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 2,770,429 $ 3,088,447 $ 6,481,618 $ 3,580,383 $ 7,220,638 $ (739,020) -11.4% 99AS - ADMINISTRATIVE SERVICES PROG $ 743,989 $ 863,024 $ 1,665,612 $ 1,059,187 $ 1,145,432 $ 520,180 31.2% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 292,955 20,863,628 $ $ 340,037 21,823,343 $ $ 364,340 23,500,673 $ $ 337,007 22,798,689 $ $ 337,356 25,721,362 $ $ 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 41AP - INFO TECHNOLOGY APPLICATION BMFR - BUDGET/MANAGING FOR RESULTS FCAP - FINANCIAL APPLICATIONS HRAP - HUMAN RESOURCE APPLICATIONS 30,575 686,035 955,384 (885) (1,671,109) 26,984 (2,220,689) 0.0% 0.7% 40.0% 41.5% -0.6% -20.8% 0.0% 7.4% -9.4% Staffing by Program and Activity FY 2006-07 REVISED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK NWPT - NETWORK PROTECTION RDNW - RADIO NETWORK VCST - VOICE SYSTEMS 42.50 15.50 17.00 10.00 48.50 14.50 6.00 18.00 10.00 6.00 (1.00) 6.00 1.00 - 14.1% -6.5% 41MG - INFO TECHNOLOGY MANAGEMENT EPMG - ENTERPRISE MANAGEMENT 7.00 7.00 7.00 7.00 - 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG 7.50 7.50 - 0.0% 56.00 113.00 54.00 117.00 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 410 (2.00) 4.00 5.9% 0.0% -3.6% 3.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Other Financing Sources Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ FY 2006-07 ADOPTED 586,975 $ 16,469,014 111,609 (2,100) 17,165,498 $ 876,679 15,670,318 11,000 16,557,997 6,240,673 1,771,465 11,281,705 291,205 1,278,579 20,863,628 8,559,570 1,181,848 10,609,147 286,708 1,186,070 21,823,343 $ $ FY 2006-07 REVISED $ $ $ $ 876,679 15,670,318 11,000 16,557,997 8,877,820 1,172,559 11,421,989 286,708 1,741,597 23,500,673 FY 2006-07 PROJECTED $ $ $ $ 641,225 16,409,123 101,775 17,152,123 7,569,655 1,676,048 11,132,044 286,708 2,134,234 22,798,689 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ $ $ 16,546,997 11,000 16,557,997 9,876,073 351,927 12,427,459 328,024 2,737,879 25,721,362 $ $ $ (876,679) 876,679 - -100.0% 5.6% 0.0% (998,253) 820,632 (1,005,470) (41,316) (996,282) (2,220,689) -11.2% 70.0% -8.8% -14.4% -57.2% -9.4% 0.0% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 681 TELECOMMUNICATIONS TOTAL FUNDS EXPENDITURES 100 GENERAL 681 TELECOMMUNICATIONS TOTAL FUNDS $ $ 17,165,498 17,165,498 $ $ 16,557,997 16,557,997 $ $ 16,557,997 16,557,997 $ $ 17,152,123 17,152,123 $ $ 16,557,997 16,557,997 $ $ $ 5,331,743 15,531,884 20,863,628 $ 7,746,422 14,076,921 21,823,343 $ 7,795,752 15,704,921 23,500,673 $ 6,877,097 15,921,592 22,798,689 $ 10,052,098 15,669,264 25,721,362 $ $ $ $ $ $ $ - (2,256,346) 35,657 (2,220,689) 0.0% 0.0% -28.9% 0.2% -9.4% Mandated vs. Non-Mandated Expenditures Thousands 30,000 25,000 20,000 15,000 10,000 5,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED Programs and Activities Telecommunications Program The purpose of the Telecommunications Program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so that they can conveniently and dependably conduct business regardless of location. 411 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Program Results Percent of time Downtown Network is connected to host Percent of time work orders completed to customer satisfaction and within committed timeframes Percent of time remote access system (RAS) is fully operations during a quarter (24/7) FY 2005-06 ACTUAL Not measured in FY05/06 Not measured in FY05/06 Not measured in FY05/06 FY 2006-07 FY 2007-08 Variance ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 94.5% 100.0% 100.0% 5.5% 5.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Data Network Activity • Personal Communications Devices • Network Protection Activity • • • Radio Network Activity Remote Access Activity Voice Systems Data Network Activity The purpose of the Data Network Activity is to provide a stable, adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. Mandates: Not a mandated activity. Performance Analysis: FY 2005-06 ACTUAL Demand Number of work and repair orders anticipated Output Number of work and repair orders completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Telecommunications Totals Expenditures by Fund General Telecommunications Totals Staffing (FTEs) $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) 131,861 1,422 1,422 1,471 49 3.4% 1,354 131,861 1,422 1,422 1,471 49 3.4% 100.0% 2,261.55 $ 100.0% 1,975.47 $ 100.0% 3,208.71 $ 100.0% 2,278.59 $ 100.0% 18.59 $ $ $ 5,274,744 5,274,744 $ $ 4,336,692 4,336,692 $ $ 4,336,692 4,336,692 $ $ 4,722,044 4,722,044 $ $ 4,367,267 4,367,267 $ $ $ 3,085,204 3,085,204 - $ 2,451,747 2,451,747 - $ 3,215,927 3,215,927 15.50 $ 2,809,119 2,809,119 - $ 881,207 3,838,806 4,720,013 14.50 $ $ % 1,354 $ 412 $ $ $ $ 0.0% (947.16) 30,575 30,575 (881,207) (622,879) (1,504,086) (1.00) 0.0% -41.9% 0.7% 0.7% -19.4% -46.8% -6.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology 1,800 $3,500 1,700 $3,200 1,600 $2,900 1,500 $2,600 1,400 $2,300 1,300 $2,000 1,200 $1,700 1,100 1,000 $1,400 FY 2005-06 ACTUAL Demand Cost/work or repair order completed # of work or repair orders Data Network Activity Performance FY 2006-07 PROJECTED FY 2007-08 ADOPTED Output Cost per work or repair order completed The FY 2007-08 budget for the Data Network Activity meets projected demand of 1,471 work and repair orders anticipated at an average cost of $3,208.71 per order completed in order to achieve the result of 100%. The FY 2006-07 budget assumed a 5.0% increase in demand compared to FY 2005-06. The increase in demand reflects the increase in County employees and facilities. The FY 2007-08 adopted budget conservatively assumes a 3.5% increase in demand as the County workforce should grow relational to the County’s population growth. The FY 2007-08 adopted expenditure budget is increasing by $1,504,086 compared to the FY 2006-07 revised budget. This change is due to a decrease in supplies and services expenditures with an increase in capital expenditures for the Proclarity/Bizsharp IT Infrastructure equipment. Network Protection Activity 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. Mandates: Not a mandated activity. 413 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Performance Analysis: FY 2006-07 REVISED ADOPTED Demand Number of network connected devices needing protection. Output Number of network devices protected. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Telecommunications Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 14,426 14,426 14,426 14,426 - 0.0% 14,426 14,426 14,426 14,426 - 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 18.49 $ 17.50 $ 25.75 $ 39.80 $ (22.30) -127.4% 266,756 266,756 - $ 252,425 252,425 - $ 371,428 371,428 - $ 543,765 30,353 574,118 6.00 $ (543,765) 222,072 (321,693) 6.00 88.0% -127.4% $ $ $ $ 16,000 $45 14,000 $40 12,000 $35 $30 10,000 $25 8,000 $20 6,000 $15 4,000 $10 2,000 $5 Cost/Device Protected # of devices needing protection Network Protection Activity Performance $FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per device protected The FY 2007-08 budget for the Network Protection Activity meets projected demand of 14,426 devices requiring protection at an average cost of $39.80 per device protected in order to achieve the result of 100%. The FY 2007-08 expenditure budget is increasing by $321,693 compared to the FY 2006-07 revised budget. This change is due to an increase in staff (6 FTEs) for the County’s infrastructure upgrade and continuing maintenance. Radio Network Activity 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. Mandates: Not a mandated activity. 414 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of work orders anticipated 2,655 7,529 2,788 2,788 2,885 97 3.5% Output Number of work orders completed 2,655 7,529 2,788 2,788 2,885 97 3.5% Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Telecommunications Totals Expenditures by Fund Telecommunications Totals Staffing (FTEs) $ 100.0% 744.05 $ 100.0% 268.25 $ 100.0% 924.11 $ 100.0% 747.84 $ 100.0% 767.24 $ 0.0% 156.87 0.0% 17.0% $ $ 2,213,376 2,213,376 $ $ 2,302,878 2,302,878 $ $ 2,302,878 2,302,878 $ $ 2,404,416 2,404,416 $ $ 3,258,262 3,258,262 $ $ 955,384 955,384 41.5% 41.5% $ $ 1,975,459 1,975,459 - $ $ 2,019,642 2,019,642 - $ $ 2,576,430 2,576,430 17.00 $ $ 2,084,988 2,084,988 - $ $ 2,213,499 2,213,499 18.00 $ $ 362,931 362,931 1.00 14.1% 14.1% 5.9% 3,000 2,900 2,800 2,700 2,600 2,500 2,400 2,300 2,200 2,100 2,000 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost/Work order completed # of work orders anticipated Radio Network Activity Performance FY 2007-08 ADOPTED Cost per work order completed The FY 2007-08 adopted budget for the Radio Network Activity meets projected demand of 2,885 work orders anticipated at an average cost of $767.24 per work order completed in order to achieve the result of 100%. The FY 2006-07 budget assumed a 5.0% increase in demand compared to FY 2005-06. The increase in demand reflects the increase in County employees and services requiring radio technology. The FY 2007-08 budget conservatively assumes a 3.5% increase in demand as the County workforce should grow relational to the County’s population growth. The FY 2007-08 expenditures are budgeted to decrease by $362,931 compared to the FY 2006-07 revised budget. This change is due to one-time funding for the infrastructure at the new Downtown Justice Center. Remote Access Activity 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. Mandates: Not a mandated activity. 415 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of remote access user accounts expected to be supported 1,530 986 1,534 1,534 1,537 3 0.2% Output Number of remote access user accounts supported 1,530 986 1,534 1,534 1,537 3 0.2% Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Telecommunications Totals Expenditures by Fund Telecommunications Totals Staffing (FTEs) $ 100.0% 57.67 $ 100.0% 29.76 $ 100.0% 10.43 $ 100.0% 10.21 $ 100.0% 10.41 $ $ $ 144,026 144,026 $ $ 157,077 157,077 $ $ 157,077 157,077 $ $ 156,343 156,343 $ $ 156,192 156,192 $ $ $ $ 88,238 88,238 - $ $ 29,343 29,343 - $ $ 16,000 16,000 - $ $ 15,664 15,664 - $ $ 16,000 16,000 - $ $ 0.0% 0.02 0.0% 0.2% (885) (885) -0.6% -0.6% - 0.0% 0.0% 0.0% Remote Access Activity Performance $70 $60 $50 1,525 $40 $30 1,500 $20 $10 1,475 Cost/Remote User Account # of Remote User Accounts Anticipated 1,550 $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per remote user account The FY 2007-08 budget for the Remote Access Activity meets projected demand of 1,537 anticipated user accounts at an average cost of $10.41 per user account supported in order to achieve the result of 100%. The FY 2006-07 budget assumed a 0.2% increase in demand compared to FY 2005-06. The increase in demand for work orders correlates with the number of County employees. It is assumed that growth of Maricopa County employees will be in line with the overall employment changes in the County and that only five percent of new County employees will require remote access. The FY 2007-08 expenditure budget will remain the same compared to the FY 2006-07 revised budget. The decrease compared to FY 2005-06 actuals is due to the reallocation of one (1) FTE moving to the Data Network Activity during FY 2006-07. This activity will be re-evaluated during the Strategic Plan update process. 416 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Voice Systems Activity The purpose of the Voice Systems Activity is to provide stable voice-related services, call center applications, analysts and repair to all County agencies so that County employees and the public can communicate across a reliable, user-friendly platform. Mandates: Not a mandated activity. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of work orders anticipated 6,562 14,429 6,890 6,890 7,131 241 3.5% Output Number of work orders completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Telecommunications Totals Expenditures by Fund Telecommunications Totals Staffing (FTEs) 6,562 14,429 6,890 6,890 7,131 241 3.5% $ 100.0% 1,160.33 $ 100.0% 467.98 $ 100.0% 923.38 $ 100.0% 1,151.38 $ 100.0% 969.02 $ 0.0% (45.64) 0.0% -4.9% $ $ 6,938,940 6,938,940 $ $ 8,047,250 8,047,250 $ $ 8,047,250 8,047,250 $ $ 7,486,251 7,486,251 $ $ 6,376,141 6,376,141 $ $ (1,671,109) (1,671,109) -20.8% -20.8% $ $ 7,614,058 7,614,058 - $ $ 6,752,493 6,752,493 - $ $ 6,362,117 6,362,117 10.00 $ $ 7,933,037 7,933,037 - $ $ 6,910,082 6,910,082 10.00 $ $ (547,965) (547,965) - -8.6% -8.6% 0.0% $1,400 7,200 7,100 7,000 6,900 6,800 6,700 6,600 6,500 6,400 6,300 6,200 $1,200 $1,000 $800 $600 $400 $200 Cost/Work order completed # of work orders anticipated Voice Systems Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per work order completed The FY 2007-08 budget for the Voice Systems Activity meets projected demand of 7,131 work orders anticipated an average cost of $969.02 per work order completed in order to achieve the result of 100%. The FY 2006-07 budget assumed a 5.0% increase in demand compared to FY 2005-06. The increase in demand reflects the increase in County employees and facilities. The FY 2007-08 adopted budget conservatively assumes a 3.5% increase in demand as the County workforce should grow relational to the County’s population growth. The FY 2007-08 expenditures are budgeted to increase by $547,965 compared to the FY 2006-07 revised budget. $228,000 is for the annual payment of debt service on a replacement voice mail 417 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology system. The remaining $319,965 is the net increase in Supplies and Services mainly due to utility charges. Programs and Activities Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Information Technology Activities that comprise this program include: • Business Application Development • GIS Application Development • Data Center • Help Desk Support • Data Entry • Reporting/Technical Assistance • Desktop Support • Value Added Network Services • Enterprise IT Collaboration Performance Analysis: FY 2005-06 ACTUAL Expenditures by Fund General Telecommunications $ Totals $ Staffing (FTEs) 2,768,686 1,743 2,770,429 - FY 2006-07 REVISED ADOPTED $ $ 3,088,447 3,088,447 - $ $ 6,481,618 6,481,618 56.00 FY 2007-08 ADOPTED PROJ ACT $ $ 3,580,383 3,580,383 - $ $ 7,220,638 7,220,638 54.00 Variance (Rev. - Adopted) $ $ (739,020) (739,020) (2.00) % -11.4% -11.4% -3.6% The IT program increase in the General Fund (100) in the amount of $739,020 is due to the IT Market Study as well as pay for performance, and fixed/variable benefits rate increases. 418 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 7,504,804 $ FY 2006-07 ADOPTED BUDGET: REVENUE - MID-YEAR ADJUSTMENTS: People Soft Stabilization IT Market Study $ $ - $ - 7,671,235 252,218 7,923,453 $ - $ Subtotal $ 45,749 21,084 152,482 764,937 984,252 $ - $ 8,907,705 $ - $ (10,840) $ - $ 740,696 $ (46,645) (32,344) (52,399) (7,050) 8,310 538,279 900 5,486 1,144,393 $ - Subtotal $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2007 Initiatives FY 2007-08 BUDGET TARGET: Departmental Submission Under Target BASE ADJUSTMENTS: Proclarity/Bizsharp IT Equipment Debt Service Training Reduction in Multiple Activities Salary & Benefits Savings Increase Pay for Performance to Match Target Temporary & Overtime Adjustment Increase Allocation In for CTO and IT Consultant Staffing for Infrastructure Upgrade Risk Management Increases IT Market Study Increase $ $ $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 419 39,000 127,431 166,431 10,052,098 $ $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Enterprise Technology Telecommunications Fund (681) Appropriated Budget Reconciliation EXPENDITURES $ 14,076,921 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 14,076,921 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET: $ Departmental Submission Under Target BASE ADJUSTMENTS: Proclarity/Bizsharp IT Infrastructure Debt Service Training Reduction in Multiple Activities IT Market Study FMLA Payout for Retiring Employee Correction for IT Services Provided by McDOT for Radio Activity Increase in Salary & Benefits Savings Other Technical Adjustments Debt Service for Voice Mail Replacement System Card Readers for Telecom Closets Increase in Risk Management Costs Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 16,557,997 32,376 $ 11,690 74,000 (7,365) 110,701 $ - 14,187,622 $ REVENUE 16,557,997 $ 16,557,997 (525) $ - 204,820 (88,030) 184,788 10,000 - 24,781 (32,334) 18,988 228,000 930,516 638 1,481,642 $ 15,669,264 - $ 16,557,997 Telecommunications Fund (681) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 3,879,276 $ 17,165,498 15,531,884 1,633,614 $ 5,512,890 $ $ FY 2006-07 ADOPTED 4,934,494 $ 16,557,997 14,076,921 2,481,076 $ 7,415,570 420 $ $ FY 2006-07 REVISED 4,934,494 $ 16,557,997 15,704,921 853,076 $ 5,787,570 FY 2006-07 PROJECTED $ 5,512,890 $ $ $ FY 2007-08 ADOPTED 6,743,421 $ 17,152,123 15,921,592 1,230,531 $ 16,557,997 15,669,264 888,733 $ 6,743,421 $ 7,632,154 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Environmental Services Analysis by Angie Flick, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Environmental Services John Power, Director Water & Waste Water Management Environmental Health Business & Community Services Vector Control Enforcement Mission The mission of the Environmental Services Department (ESD) 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 • By May 31, 2008, improve access to department services through increased automation enhancements including on-line credit card payments for the benefit and participation of our business community. Status: The department is currently negotiating with a provider to accept credit card payments via the internet. Automation of customer complaints and field resolutions for the vector control program is under design. The FY 2007-08 budget supports the attainment of this goal. 421 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Environmental Services By June 30, 2008, complete a needs assessment of Environmental Services business processes, technology platforms and processes, organizational structure and customer service interface. Status: The department is currently working with Regional Development Services to determine the impact of central automation on workflow in the department. • By June 30, 2010, identify and implement an electronic document management program to reduce existing stored paper plans, utilize existing space more effectively and create an efficient workflow process. Status: The department is working with Arizona State Library, Archives and Public Records Department to determine acceptable options. The FY 2007-08 budget continues to support the Environmental Services Department in researching and building a business case sufficient to make a thoughtful decision. 422 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT ACT EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD SERVICE INSPECTIONS FSLC - FOOD SERVICE LICENSING ACT FWBI - FOOD&WATER BORNE ILLNESS INV SPPR - SWIMMING POOL PLAN REVIEW FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 7,573,696 61,680 560,825 5,577,639 1,195,109 178,442 $ 7,541,014 309,867 519,906 5,503,466 828,311 150,464 229,000 $ 8,506,550 234,401 808,199 5,296,742 1,545,587 150,464 471,157 $ 7,854,551 235,001 791,016 5,359,537 1,006,419 125,382 337,195 $ 12,267,923 61,000 995,400 9,170,861 1,545,587 495,075 $ 3,761,373 44.2% (173,401) -74.0% 187,201 23.2% 3,874,119 73.1% 0.0% (150,464) -100.0% 23,918 5.1% 88EP - ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE $ - $ 34,608 34,608 $ - $ 17,304 17,304 $ - $ - 88VC - VECTOR CONTROL LARV - MOSQUITO LARVICIDING $ - $ 1,000 1,000 $ 1,000 1,000 $ 498 498 $ - $ 88WW - WATER AND WASTE MANAGEMENT $ PUBW - PUBLIC WATER COMPLIANCE & PRMT SOLW - SOLID WASTE COMPLIANCE & PRMT WASW - WASTE WATER COMPLIANCE & PRMT 4,819,390 1,503,102 329,439 2,948,692 $ 4,745,779 2,380,371 299,000 2,066,408 $ 6,195,990 2,798,203 421,248 2,976,539 $ 5,206,947 2,267,106 415,084 2,524,757 $ 7,109,756 1,866,498 440,000 4,803,258 $ 913,766 (931,705) 18,752 1,826,719 14.7% -33.3% 4.5% 61.4% $ $ 476,775 13,021,034 $ $ 12,322,401 $ $ 14,703,540 $ $ 13,079,299 $ $ 75,000 19,452,679 $ $ 75,000 4,749,139 32.3% $ - $ - $ 262,276 262,276 $ - $ 711,424 711,424 $ 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT ACT EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD SERVICE INSPECTIONS FSLC - FOOD SERVICE LICENSING ACT FWBI - FOOD&WATER BORNE ILLNESS INV SPCI - SWIM POOL CONSTRUCT INSP SPPR - SWIMMING POOL PLAN REVIEW $ 6,748,133 277,075 475,783 5,281,379 351,615 100,676 261,605 $ 7,711,018 313,315 441,002 6,156,342 363,678 178,096 258,585 $ 11,315,548 491,734 563,410 8,797,576 779,934 156,567 526,327 $ 7,984,557 300,195 501,810 6,260,581 436,221 156,384 329,367 $ 12,735,700 722,411 634,507 9,865,874 956,723 174,240 195,033 186,912 $ 88EP - ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE $ 105,168 105,168 $ 31,222 31,222 $ 53,220 53,220 $ 15,606 15,606 $ 49,750 49,750 $ 88VC - VECTOR CONTROL ADLT - MOSQUITO ADULTICIDING LARV - MOSQUITO LARVICIDING VCCM - VECTOR CONTROL COMPLAINT MGMT VSST - VECTOR CTRL SITE SURVEIL VTST - VECTOR SURVEILLANCE TESTING $ 1,054,740 114,016 201,482 295,730 443,512 - $ 1,218,100 73,834 406,420 341,061 396,785 - $ 1,545,580 95,966 466,602 571,692 371,073 40,247 $ 1,080,155 77,337 298,076 345,860 358,882 - $ 3,672,361 405,505 1,551,915 808,348 633,663 272,930 $ 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT SOLW - SOLID WASTE COMPLIANCE & PRMT SSFA - SUBDIV SANITARY FACILITIES SWIA - STORM WATER INSPECTION SWPA - STORM WATER PLAN REVIEW WASW - WASTE WATER COMPLIANCE & PRMT WFIA - PUBLIC WATER FACILITY INSP WWFI - WASTEWATER FACILITY INSP $ 3,109,290 901,709 328,878 156,606 1,722,097 - $ 3,137,415 993,615 201,412 121,630 1,820,758 - $ 4,433,487 1,278,577 369,949 97,201 21,973 2,665,787 - $ 3,178,746 915,132 274,310 101,891 1,887,413 - $ 5,379,876 1,286,570 323,657 30,711 87,083 84,052 3,309,091 112,481 146,231 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 2,450,423 $ 2,261,551 $ 1,972,594 $ 2,158,900 $ 1,961,665 $ 10,929 99IT - INFORMATION TECHNOLOGY PROGRAM $ - $ - $ 724,321 $ 245,308 $ 873,984 $ (149,663) -20.7% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 322,066 13,789,820 $ $ 378,412 14,737,718 $ $ 472,587 20,779,613 $ $ 472,587 15,135,860 $ $ 667,448 26,052,208 $ $ (194,861) (5,272,595) -41.2% -25.4% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING 423 (1,000) -100.0% (1,000) -100.0% (449,148) -171.3% (449,148) -171.3% (1,420,152) (230,677) (71,097) (1,068,298) (176,789) (17,673) (195,033) 339,415 3,470 3,470 (2,126,781) (309,539) (1,085,313) (236,656) (262,590) (232,683) -12.6% -46.9% -12.6% -12.1% -22.7% -11.3% 64.5% 6.5% 6.5% -137.6% -322.6% -232.6% -41.4% -70.8% -578.1% (946,389) -21.3% (7,993) -0.6% 46,292 12.5% (30,711) 10,118 10.4% (62,079) -282.5% (643,304) -24.1% (112,481) (146,231) 0.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED - 10.00 10.00 155.95 9.20 7.00 116.96 14.47 2.32 6.00 162.95 10.20 8.00 122.96 14.47 2.32 2.50 2.50 0.80 0.80 0.80 0.80 88VC - VECTOR CONTROL ADLT - MOSQUITO ADULTICIDING LARV - MOSQUITO LARVICIDING VCCM - VECTOR CONTROL COMPLAINT MGMT VSST - VECTOR CTRL SITE SURVEIL VTST - VECTOR SURVEILLANCE TESTING 35.55 0.90 11.15 18.50 3.00 2.00 37.00 2.50 9.95 13.30 9.25 2.00 1.45 1.60 (1.20) (5.20) 6.25 - 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT SOLW - SOLID WASTE COMPLIANCE & PRMT SSFA - SUBDIV SANITARY FACILITIES SWIA - STORM WATER INSPECTION SWPA - STORM WATER PLAN REVIEW WASW - WASTE WATER COMPLIANCE & PRMT WFIA - PUBLIC WATER FACILITY INSP WWFI - WASTEWATER FACILITY INSP 75.00 19.20 5.40 1.00 49.40 - 74.00 17.03 4.40 0.33 1.00 (1.00) -1.3% (2.17) -11.3% (1.00) -18.5% 0.33 0.0% (1.16) -2.3% 1.50 1.50 99AS - ADMINISTRATIVE SERVICES PROG 25.00 15.00 7.00 299.30 7.00 306.75 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT ACT EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD SERVICE INSPECTIONS FSLC - FOOD SERVICE LICENSING ACT FWBI - FOOD&WATER BORNE ILLNESS INV SPCI - SWIM POOL CONSTRUCT INSP SPPR - SWIMMING POOL PLAN REVIEW 88EP - ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 48.24 1.50 1.50 10.00 10.00 7.00 4.5% 1.00 10.9% 1.00 14.3% 6.00 5.1% 0.0% 0.0% 2.50 (3.50) -58.3% - 0.0% 0.0% 4.1% 177.8% -10.8% -28.1% 208.3% 0.0% (10.00) -40.0% 7.45 0.0% 2.5% The FTE variances are the result of changes being made to the Environmental Services’ Vector Control Program, in which they deploy their personnel. Historically, they have had employees working on a specific activity. They will now have employees working on several activities within a geographic region. There will be an increase in the surveillance work performed and reported to the complaint area which will reduce the resources required to take in complaints. The department has also restructured their business flow so that all permitting can be taken in through a single activity rather than spread through general administrative services. Redistribution of resources through out the department will allow for improved results during FY 2007-08. Of the 7.45 increase in FTEs, 6 FTEs have been added due to the Smoke-Free Arizona contract with the State of Arizona to accommodate the additional workload. 424 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2007-08 ADOPTED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % REVENUE Licenses & Permits Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Other Financing Sources Total Revenue $ $ EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ 10,228,169 612,756 739,267 75,434 1,335,751 29,657 13,021,034 10,755,368 513,394 1,898,363 322,066 300,628 13,789,820 $ $ $ $ 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 $ $ $ $ 11,405,207 1,000 1,279,356 33,000 1,984,977 14,703,540 16,806,458 829,684 2,087,655 378,412 677,404 20,779,613 $ $ $ $ 10,529,617 498 1,128,211 76,819 1,344,154 13,079,299 12,504,649 439,216 1,636,421 378,412 177,162 15,135,860 $ $ $ 14,945,739 1,334,878 1,490,475 61,000 1,620,587 19,452,679 20,352,813 2,264,009 2,485,572 380,790 569,024 26,052,208 3,540,532 31.0% 1,333,878 133387.8% 211,119 16.5% 28,000 84.8% (364,390) -18.4% 4,749,139 32.3% $ $ (3,546,355) (1,434,325) (397,917) (2,378) 108,380 (5,272,595) $ -21.1% -172.9% -19.1% -0.6% 16.0% -25.4% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE % REVENUE 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH TOTAL FUNDS EXPENDITURES 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH TOTAL FUNDS $ $ $ $ 113,591 602,042 12,305,400 13,021,034 $ $ $ 1,000 12,321,401 12,322,401 1,541,847 $ (100,217) 12,348,190 13,789,820 $ 2,419,397 12,318,321 14,737,718 $ $ $ 1,000 14,702,540 14,703,540 $ 5,761,295 15,018,318 20,779,613 $ $ $ 49,092 13,030,207 13,079,299 $ 3,055,635 12,080,224 15,135,860 $ $ $ Mandated vs. Non-Mandated Expenditures 30,000 Thousands 25,000 20,000 15,000 10,000 5,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED 425 1,000 1,334,878 18,116,801 19,452,679 $ 7,063,645 1,334,878 17,653,685 26,052,208 $ $ $ 1,334,878 3,414,261 4,749,139 (1,302,350) (1,334,878) (2,635,367) (5,272,595) 0.0% 23.2% 32.3% -22.6% -17.5% -25.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Programs and Activities Business Services Program The purpose of the Business Services Program is to issue environmental permits in accordance with the Environmental Health Code to regulated businesses within Maricopa County so that they can conduct business while maintaining a safe food and water supply. Program Results Percent of required applications processed. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 98.9% 100.0% 100.0% 99.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Health Code Permitting Health Code Permitting Activity The Purpose of the Environmental Health Code Permitting Activity is to process environmental permit applications in accordance with the Environmental Health Code for regulated businesses within Maricopa County so that they can conduct business. Mandates: A.R.S. § 36-601 outlines public nuisances dangerous to public health and A.R.S. § 36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: Demand Number of environmental permit applications submitted. Output Number of environmental permit applications processed. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Environmtl Svcs Env Health Totals $ Staffing (FTEs) FY 2007-08 ADOPTED 40,703 Variance (Rev. - Adopted) 40,703 40,703 40,703 % 100.0% 17.48 $ 78,920 632,504 711,424 10.00 $ $ (17.48) (78,920) (370,228) -141.2% (449,148) -171.3% 10.00 The FY 2007-08 budget for the Health Code Permitting Activity meets projected demand of 40,703 permit application submitted at a per permit cost of $17.48 to achieve the result of 100%. The FY 2006-07 projected demand is the baseline demand projection as the permit application process, an administrative process, has been separated out from other permit reviewing activities. The FY 2007-08 demand is forecasted with conservative growth in line with County population growth projections. The FY 2007-08 budget is $711,424. The department is reorganizing to reallocate 10 FTEs from their Administrative Services Program to this activity. 426 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Programs and Activities Enforcement Program The purpose of the Enforcement Program is to provide legal remedies for the regulated community and citizens of Maricopa County so that they can recognize their obligation to operate in compliance with the Maricopa County Environmental Health Code. Program Results Percent of finalized enforcement actions completed within 7 days. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 67.0% 75.0% 75.0% 57.0% 80.0% 5.0% 6.7% Activities that comprise this program include: • Enforcement • Non-Permit Related Compliance Enforcement Activity The purpose of the Enforcement Program Activity is to provide legal remedies for the regulated community and citizens of Maricopa County so that they can recognize their obligation to operate in compliance of the Maricopa County Environmental Health Code. Mandates: A.R.S. § 36-601 outlines public nuisances dangerous to public health and A.R.S. § 36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: FY 2005-06 ACTUAL Demand Number of enforcement actions expected to be requested. Output Number of enforcement actions processed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Environmtl Svcs Env Health Totals Expenditures by Fund General Environmtl Svcs Env Health Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 4,786 2,200 4,250 5,500 6,325 2,075 48.8% 2,443 2,200 2,250 3,211 6,325 4,075 181.1% 47.1% 104.33 88.9% 47.7% 1,000 (174,401) (173,401) -74.4% -74.0% 51.0% 113.42 $ 61,680 61,680 $ 0 277,075 277,075 - $ $ $ 100.0% 142.42 $ 309,867 309,867 $ 4,895 308,420 313,315 - $ 427 $ $ 52.9% 218.55 $ 234,401 234,401 $ 74,907 416,827 491,734 9.20 $ $ $ 58.4% 93.49 $ 48,594 186,407 235,001 $ 13,937 286,258 300,195 - $ $ $ 100.0% 114.22 $ 1,000 60,000 61,000 $ 231,208 491,203 722,411 10.20 $ $ $ (156,301) -208.7% (74,376) -17.8% (230,677) -46.9% 1.00 10.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services 7,000 $120 6,000 $100 5,000 $80 4,000 $60 3,000 $40 2,000 $20 1,000 $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost/Enforcement Action Completed # of Enforcement Actions Requested Environmental Health Enforcement Activity Performance FY 2007-08 ADOPTED Cost per enforcement action completed The FY 2007-08 budget for the Enforcement Activity meets projected demand of 6,325 enforcement actions requested at an average cost of $114.22 per enforcement completed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 14.9% increase in demand as compared to FY 2005-06 actual demand of 4,786. The increase in demand reflects a conservative forecast of enforcements related to food and non-permit related compliance as well as the increasing enforcement related to Vector Control. In FY 2005-06, the County saw 1409.8% growth in enforcements as compared to FY 2004-05 actuals of 317 enforcement requests. This was a result of an increase in County growth in population and the related businesses that follow population; as well as the introduction of West Nile Virus into the County. The demand is forecasted to grow consistently for FY 2007-08. The FY 2007-08 budget assumes a 15.0% increase in demand compared to FY 2006-07 projected demand. The FY 2007-08 expenditure budget is an increase of $230,677 (46.9%) compared to the FY 2006-07 revised budget. This increase is due to the addition of benefits to enforcement positions that were converted from temporary to contract at the request of the Compensation Division of the Office of Management and Budget and pay for performance increases. Non-Permit Related Compliance Activity The purpose of the Non-Permit Related Compliance Activity is to provide environmental health inspections and investigation activities at public areas and non-regulated facilities to the residents of Maricopa County so that they can be aware and prevent environmental hazards and public health threats of food, water or vector borne illness, communicable diseases, or other environmental health and safety concerns. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. 428 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Performance Analysis: Demand Number of complaints received on non-regulated facilities regarding environmental health issues Output Number of environmental nuisance complaints investigated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund General Environmtl Svcs Env Health Totals Staffing (FTEs) FY 2005-06 ACTUAL 1,594 ADOPTED 1,568 FY 2006-07 REVISED 1,568 PROJ ACT 1,642 FY 2007-08 ADOPTED 1,691 Variance (Rev. - Adopted) 123 % 7.8% 1,594 1,568 1,568 1,642 1,691 123 7.8% 0.0% 4.52 0.0% 13.3% $ 100.0% 65.98 $ 100.0% 19.91 $ 100.0% 33.94 $ 100.0% 9.50 $ 100.0% 29.42 $ $ $ - $ $ 34,608 34,608 $ $ - $ $ 17,304 17,304 $ $ - $ $ - $ 68,637 36,530 105,168 - $ 7,854 23,368 31,222 - $ 53,220 53,220 0.80 $ 3,929 11,677 15,606 - $ 49,750 49,750 0.80 $ 3,470 3,470 - $ $ $ $ $ $ 6.5% 6.5% 0.0% 1,700 $70 1,680 $60 1,660 $50 1,640 $40 1,620 $30 1,600 $20 1,580 $10 1,560 1,540 $- Cost/Nuisance Complaint Investigated # of Nuisance Complaints Received Non-Permit Related Compliance Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per nuisance complaint investigated The FY 2007-08 budget for the Non-Permit Related Compliance Activity meets projected demand of 1,691 complaints received at an average cost of $29.42 per complaint investigated in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 3.0% increase in demand compared to FY 2005-06 actual demand of 1,594. The increase in demand reflects a conservative forecast of complaints received related to population growth in the County. The FY 2007-08 budget assumes a 3.0% increase in demand compared to FY 2006-07 projected demand based on population growth. The significant decrease in the cost per complaint investigated in the Projected FY 2006-07 budget reflects a position vacancy that is expected to be filled in FY 2007-08. The FY 2007-08 expenditure budget is reduced by $3,470 (6.5%) compared to the FY 2006-07 revised budget. This reduction in the budget is due to a reallocation of training expenses. 429 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Environmental Health Services Program The purpose of the Environmental Health Program is to provide environmental health inspections and educational services for the general public and regulated facilities so that compliance is maintained with the Maricopa County Environmental Health Code. Program Results Percent of food establishments inspected with critical violations. Average score of food inspections. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 61.9% 55.0% 55.0% 55.0% 55.0% 0.0% 0.0% 10.7% 11.1% Activities that comprise this program include: • Environmental Health Plan Review • Food and Water Borne Illness Investigations • Food Service License 11.1% • • • 11.1% 12.0% 0.9% 8.1% Food/Non-Food Inspections Swimming Pool Construction Inspections Swimming Pool Plan Review Environmental Health Plan Review Activity The purpose of the Environmental Health Plan Review Activity is to approve plans so that construction projects are compliant with Maricopa County Environmental Health Code regulations. Mandates: A.R.S. § 36-601 outlines public nuisances dangerous to public health and A.R.S. § 36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. 430 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Performance Analysis: FY 2005-06 ACTUAL 0.0% Results Percent of Environmental Health Plans Reviewed Within One County Fiscal Year Demand Number of Environmental Health Plans Received Output Number of Environmental Health Plans Approved and Number of Final Environmental Health Inspections Conducted Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund Environmtl Svcs Env Health Totals Staffing (FTEs) FY 2006-07 REVISED 0.0% ADOPTED 0.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 100.0% PROJ ACT 85.0% % 1,902 7,536 7,536 1,960 2,019 (5,517) -73.2% 1,902 6,203 6,203 1,960 2,019 (4,184) -67.5% 100.0% 82.3% 82.3% 100.0% 100.0% 17.7% 21.5% $ 250.15 $ 71.09 $ 90.83 $ 256.03 $ 314.27 $ (223.44) -246.0% $ $ 560,825 560,825 $ $ 519,906 519,906 $ $ 808,199 808,199 $ $ 791,016 791,016 $ $ 995,400 995,400 $ $ 187,201 187,201 23.2% 23.2% $ $ 475,783 475,783 - $ $ 441,002 441,002 - $ $ 563,410 563,410 7.00 $ $ 501,810 501,810 - $ $ 634,507 634,507 8.00 $ $ (71,097) (71,097) 1.00 -12.6% -12.6% 14.3% 2,040 2,020 2,000 1,980 1,960 1,940 1,920 1,900 1,880 1,860 1,840 $350 $300 $250 $200 $150 $100 $50 Cost/Environmental Health Plan Approved # of Environmental Health Plans Received Environmental Health Plan Review Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per environmental health plan approved The FY 2007-08 budget for the Environmental Health Plan Review Activity meets projected demand of 2,019 health plans received at an average cost of $314.27 per plan approved in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 3.0% increase in demand compared to FY 2005-06 actual demand of 1,902. The increase reflects a conservative forecast of new restaurants and retail establishments that will require health plans which is related to population growth in the County. The demand is forecasted to grow consistently with County population for FY 2007-08. The FY 2007-08 budget assumes a 3.0% increase in demand compared to the projected FY 2006-07 demand. The FY 2007-08 expenditure budget will increase by $71,097 (12.6%) compared to the FY 2006-07 revised budget. This increase in the budget is due to an increase in staff based on the Department’s workload analysis study, pay for performance and fixed/variable benefits rate increases. 431 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Food and Water Borne Illness Investigation Activity The purpose of the Food and/or Water Borne Illness Investigations Activity is to provide environmental health inspections in response to complaints of food borne and/or waterborne illness to the residents of Maricopa County, so that they can be safe from possible causes of illness due to contaminated food and/or water exposure. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL Demand Number of Foodborne, Waterborne, or Communicable Disease complaints received Output Number of Foodborne, Waterborne, or Communicable Disease complaints investigated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund Environmtl Svcs Env Health Totals Staffing (FTEs) $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 1,100 814 814 1,248 1,285 471 57.9% 800 814 780 947 1,225 445 57.1% 72.7% 125.84 $ 100.0% 218.79 $ 95.8% 200.73 $ 75.9% 165.14 $ -0.5% 58.49 -0.5% 29.1% 95.3% 142.24 $ $ $ - $ $ 150,464 150,464 $ $ 150,464 150,464 $ $ 125,382 125,382 $ $ - $ $ $ $ 100,676 100,676 - $ $ 178,096 178,096 - $ $ 156,567 156,567 2.32 $ $ 156,384 156,384 - $ $ 174,240 174,240 2.32 $ $ (150,464) -100.0% (150,464) -100.0% (17,673) (17,673) - -11.3% -11.3% 0.0% 1,400 $180 1,200 $160 $140 1,000 $120 800 $100 600 $80 $60 400 $40 200 $20 Cost/complaint investigated # of complaints received Food and Water Borne Illness Investigations Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per complaint investigated The FY 2007-08 budget for the Food and Water Borne Illness Investigations Activity meets projected demand of 1,285 complaints received at an average cost of $142.24 per complaint investigated in order to achieve the result of 95.3%. The FY 2006-07 budget assumes a 13.5% increase in demand compared to FY 2005-06 actual demand of 1,100. The increase in demand reflects a conservative forecast based on complaints and investigations required through January 1, 2007. The demand is forecasted to grow consistently with 432 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services County population for FY 2007-08. The FY 2007-08 budget assumes a 3.0% increase in demand compared to FY 2006-07 projections. The FY 2007-08 expenditure budget will increase by $17,673 compared to the FY 2006-07 revised budget. This increase is due to pay for performance and fixed/variable benefits rate increases. Food Service License Activity The purpose of the Food Service Licensing Activity is to provide certification for food service managers and issue food service worker licenses through food safety education, training sessions, and testing to the food service workforce so that they can maintain compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL Demand Number of employees in County's foodservice workforce requiring licenses Output Number of Certified Managers and Food services workers licensed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund Environmtl Svcs Env Health Totals Staffing (FTEs) $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) 173,513 173,513 173,513 178,718 5,205 3.0% 105,000 105,000 105,000 105,000 178,718 73,718 70.2% 63.5% 3.35 $ 60.5% 3.46 $ 60.5% 7.43 $ 60.5% 4.15 $ 100.0% 5.35 $ $ $ 1,195,109 1,195,109 $ $ 828,311 828,311 $ $ 1,545,587 1,545,587 $ $ 1,006,419 1,006,419 $ $ 1,545,587 1,545,587 $ $ $ $ 351,615 351,615 - $ $ 363,678 363,678 - $ $ 779,934 779,934 14.47 $ $ 436,221 436,221 - $ $ 956,723 956,723 14.47 $ $ Food Service License Activity Performance $6.00 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 $5.00 $4.00 $3.00 $2.00 $1.00 $FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand 433 Output Cost per license issued. Cost/License Issued # of Food Service Employees required to have a License % 165,251 39.5% 2.07 (176,789) (176,789) - 65.3% 27.9% 0.0% 0.0% -22.7% -22.7% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services The FY 2007-08 budget for the Food Service License Activity meets projected demand of 178,718 food service employees in Maricopa County that are required to have a license at an average cost of $5.35 per employee licensed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 5.0% increase in demand compared to FY 2005-06 actual demand of 165,251. The increase in demand reflects a conservative forecast based demand experienced through January 1, 2007. The demand is forecasted to grow consistently with County population for FY 2007-08 (3%). The FY 2007-08 expenditure budget will increase by $176,789 compared to the FY 2006-07 revised budget. This increase is due to the inclusion of benefit costs for all positions, pay for performance and fixed/variable benefits rate increases. Food/Non-Food Inspection Activity The purpose of the Food/Non-Food Inspection Activity is to provide environmental health inspections and educational services to regulated facilities so that they can comply with the Maricopa County Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of comprehensive food service inspections required 61,026 62,500 91,637 95,859 98,734 7,097 7.7% Output Number of comprehensive food service inspections performed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmental Services Grant Environmtl Svcs Env Health Totals Expenditures by Fund General Environmental Services Grant Environmtl Svcs Env Health Totals Staffing (FTEs) 43,692 46,350 66,350 71,894 98,734 32,384 48.8% 71.6% 120.88 $ 74.2% 132.82 $ 72.4% 132.59 $ $ $ $ $ $ 5,577,639 5,577,639 $ 5,281,379 5,281,379 - $ $ $ 5,503,466 5,503,466 $ 789,192 5,367,150 6,156,342 - $ 434 $ $ 5,296,742 5,296,742 $ 3,666,828 5,130,748 8,797,576 116.96 $ $ $ 75.0% 87.08 $ 5,359,537 5,359,537 $ 1,564,651 4,695,930 6,260,581 - $ $ $ 100.0% 99.92 $ 1,334,878 7,835,983 9,170,861 $ 2,586,128 1,334,878 5,944,868 9,865,874 122.96 $ $ $ 27.6% 32.67 1,334,878 2,539,241 3,874,119 1,080,700 (1,334,878) (814,120) (1,068,298) 6.00 38.1% 24.6% 47.9% 73.1% 29.5% -15.9% -12.1% 5.1% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services 120,000 $140 100,000 $120 $100 80,000 $80 60,000 $60 40,000 $40 20,000 $20 Cost/Inspection Completed # of Inspections Required Food/Non-Food Inspection Activity Performance $FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per inspection completed The FY 2007-08 budget for the Food/Non-Food Inspection Activity meets projected demand of 98,734 food service inspections required at an average cost of $99.92 per inspection in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 57.0% increase in demand compared to FY 2005-06 actual demand of 61,026. The FY 2006-07 projected demand forecast is based on the permits on file as of January 1, 2007, with a status of “issue” or “pending” which will require inspection by the end of the fiscal year. The demand is forecasted to grow consistently with County population for FY 2007-08. The FY 2007-08 budget assumes a 3.0% increase in demand compared to the FY 2006-07 projected amount. Positions were added to this activity during FY 2006-07 that are still vacant. These positions are expected to be filled in FY 2007-08 which will allow the department to meet demand. The FY 2007-08 expenditure budget will increase by $1,068,298 (12.1%) compared to the FY 2006-07 revised budget. This increase is mostly due to the addition of the Smoke-Free Arizona inspection and education contract with the State of Arizona. Swimming Pool Construction Inspection Activity The purpose of the Environmental Health Swimming Pool Construction Inspection Activity is to provide construction inspections of regulated swimming pools, spas and other bathing facilities so that they are constructed in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. 435 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Performance Analysis: FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 100.0% Results Percent of construction inspections conducted within 5 days of request Demand Number of construction inspections required Output Number of construction inspections conducted Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund Environmtl Svcs Env Health $ Totals $ Staffing (FTEs) 1,828 1,828 1,828 1,828 100.0% 106.69 $ 195,033 195,033 2.50 % (106.69) $ $ (195,033) (195,033) 2.50 The FY 2007-08 budget for the Swimming Pool Construction Inspection Activity meets projected demand of 1,828 construction inspections required at an average cost of $106.69 per inspection completed in order to achieve the result of 100%. The FY 2007-08 expenditure budget is $195,033. This is a reallocation of funds from the Swimming Pool Plan Review Activity to this new activity. Swimming Pool Plan Review Activity The purpose of the Swimming Pool Plan Review Activity is to provide design standards on swimming pools, spas and other bathing facilities to the regulated construction industry so that they can be compliant with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: Demand Number of Swimming Pool Plans received and construction inspections required Output Number of Swimming Pool Plans approved and number of construction inspections completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund Environmtl Svcs Env Health Totals Staffing (FTEs) $ FY 2005-06 ACTUAL 814 ADOPTED 986 FY 2006-07 REVISED 986 PROJ ACT 986 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 1,011 25 814 986 986 986 100.0% 321.38 $ 100.0% 262.26 $ 100.0% 533.80 $ 100.0% 334.04 $ 1,011 25 100.0% 184.88 $ 2.5% 0.0% 348.92 0.0% 65.4% 5.1% 5.1% $ $ 178,442 178,442 $ $ 229,000 229,000 $ $ 471,157 471,157 $ $ 337,195 337,195 $ $ 495,075 495,075 $ $ 23,918 23,918 $ $ 261,605 261,605 - $ $ 258,585 258,585 - $ $ 526,327 526,327 6.00 $ $ 329,367 329,367 - $ $ 186,912 186,912 2.50 $ $ 339,415 339,415 (3.50) 436 % 2.5% 64.5% 64.5% -58.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services $400 1,200 $350 1,000 $300 800 $250 $200 600 $150 400 $100 200 $50 $- Cost/Swimming Pool Plan Approved # of Swimming Pool Plans Received Swimming Pool Plan Review Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per swimming pool plan approved The FY 2007-08 budget for the Swimming Pool Plan Review Activity meets projected demand of 1,011 construction plans submitted at an average cost of $184.88 per plan approved in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 21.1% increase in demand compared to FY 2005-06 actual demand of 814. The increase in demand reflects rule changes that have increased the number of reasons why a review would be required for a plan. The demand is forecasted to increase consistently with County population for FY 2007-08. The FY 2007-08 budget assumes a 2.5% increase in demand compared to FY 2006-07 projections. The FY 2007-08 expenditure budget will decrease by $339,415 (64.5%) compared to the FY 2006-07 revised budget. This decrease is due to a reorganization of activities and measures between the Swimming Pool Plan Review Activity and Swimming Pool Construction Inspection Activity. Programs and Activities Vector Control Program The purpose of the Vector Control Program is to provide surveillance and testing, adulticiding and larviciding of vector species to 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. Program Results Percent change of vectorborne incidences from previous year. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % -57.0% 25.0% 25.0% 25.0% -5.0% -30.0% -120.0% Activities that comprise this program include: • Mosquito Adulticiding • Mosquito Larviciding • Vector Control Complaint Management 437 • • Vector Control Site Surveillance Vector Control Testing Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Beginning in FY 2007-08, West Nile Virus Prevention funding, which had previously resided in Appropriated Fund Balance, has been appropriated directly to the department budget. This is a collaborative result of the Environmental Services Department and the Office of Management and Budget working to budget at a level appropriate to meet demand with what is known about the virus today. The West Nile Virus Prevention funding set aside in FY 2006-07 in Appropriated Fund Balance was $3,289,122. The FY 2007-08 funding appropriated directly to the department budget is $1,795,161, a savings of $1,493,961. Mosquito Adulticiding Activity The purpose of the Mosquito Adulticiding Activity is to provide treatment of adult mosquitoes so that we can reduce Vector borne diseases. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: Demand Number of acres that need to be treated Output Number of acres treated Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 371,727 ADOPTED 250,000 FY 2006-07 REVISED 250,000 PROJ ACT 400,000 FY 2007-08 ADOPTED 440,000 Variance (Rev. - Adopted) 190,000 % 76.0% 371,727 250,000 250,000 400,000 440,000 190,000 76.0% 100.0% 0.99 $ 366,387 366,387 - $ $ 100.0% 0.30 $ 100.0% 0.38 $ 73,834 73,834 - 95,966 95,966 0.90 $ $ $ $ 100.0% 1.09 $ 434,459 434,459 - $ $ 100.0% 0.92 $ 405,505 405,505 2.50 $ $ 0.0% 0.0% (0.54) -140.1% (309,539) -322.6% (309,539) -322.6% 1.60 177.8% $2.00 440,000 $1.75 $1.50 420,000 $1.25 400,000 $1.00 380,000 $0.75 360,000 Cost/Acre Treated # of Acres to be Treated Mosquito Adulticiding Activity Performance 460,000 $0.50 340,000 $0.25 320,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per acre treated The FY 2007-08 budget for the Mosquito Adulticiding Activity meets projected demand of 440,000 acres to be treated at an average cost of $0.92 per acre treated in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 7.6% increase in demand compared to FY 2005-06 actual demand of 371,727. The increase in demand reflects an increase in the number of mosquitoes 438 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services combined with an increased ability to test and verify where adulticiding should be conducted. The demand is forecasted to increase conservatively with the demand experienced for FY 2007-08. The FY 2007-08 budget assumes a 10.0% increase in demand compared to the FY 2006-07 projected amount. The FY 2007-08 expenditure budget will increase by $309,539 (322.6%) compared to the FY 2006-07 revised budget. This increase in the budget is due to prior year Vector Control funding being reallocated from the Vector Control Complaint Management Activity to Mosquito Adulticiding and Mosquito Larviciding. Mosquito Larviciding Activity The purpose of the Mosquito Larviciding Activity is to provide treatment of routine and new vector breeding sites so that they can reduce vector borne diseases. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of acres that need to be larvicided 260 350 350 299 353 3 0.9% Output Number of acres larvicided Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) 260 350 350 299 353 3 0.9% 100.0% 1,161.20 $ 100.0% 1,333.15 $ $ 100.0% 2,848.04 $ 100.0% 3,583.14 $ 100.0% 4,396.36 $ $ $ - $ $ 1,000 1,000 $ $ 1,000 1,000 $ $ 498 498 $ $ - $ $ (1,000) -100.0% (1,000) -100.0% $ $ 740,492 740,492 - $ $ 406,420 406,420 - $ $ 466,602 466,602 11.15 $ $ 1,071,359 1,071,359 - $ $ 1,551,915 1,551,915 9.95 $ $ (1,085,313) -232.6% (1,085,313) -232.6% (1.20) -10.8% Mosquito Larviciding Activity Performance 400 $5,000 350 $4,500 $4,000 300 $3,500 250 $3,000 200 $2,500 150 $2,000 $1,500 100 $1,000 50 $500 $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output 439 FY 2007-08 ADOPTED Cost per acre larvicided Cost/Acre Larvicided # of Acres to be Larvicided 0.0% 0.0% (3,063.21) -229.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services The FY 2007-08 budget for the Mosquito Larviciding Activity meets projected demand of 353 acres to be treated at an average cost of $4,396.36 per acre treated in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 15.0% increase in demand compared to FY 2005-06 actual demand of 260 acres to be larvicided. The increase in demand reflects an increase in the number of standing bodies of water in which larviciding is the appropriate treatment for mosquitoes, as well as an intentional proactive approach to vector control. The demand is forecasted to increase conservatively with the demand experienced for FY 2006-07. The FY 2007-08 budget assumes an 18.0% increase in demand compared to FY 2006-07 projections. The FY 2007-08 expenditure budget will increase by $1,085,313 (232.6%) compared to the FY 2006-07 revised budget. This increase in the budget is due to prior year Vector Control funding being reallocated from the Vector Control Complaint Management Activity to Mosquito Adulticiding and Mosquito Larviciding. Vector Control Complaint Management Activity The purpose of the Vector Complaint Management Activity is to give useful information and timely responses to residents, as well as provide specific information to vector control personnel, so that they can efficiently and effectively investigate residents’ concerns and target problem areas appropriately for vector abatement activities. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of citizen complaints received 14,562 12,875 12,875 17,475 20,970 8,095 62.9% Output Number of citizen complaints investigated and resolved within 1 and 5 days Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) 14,562 12,875 12,875 17,475 20,970 8,095 62.9% 100.0% 48.35 $ 100.0% 281.96 $ 100.0% 299.87 $ 100.0% 59.77 $ 100.0% 38.55 $ 0.0% 261.32 0.0% 87.1% 3,052,466 3,052,466 (5.20) 79.1% 79.1% -28.1% 703,993 704,010 - $ $ 3,630,183 3,630,183 - 440 $ $ 3,860,814 3,860,814 18.50 $ $ 1,044,559 1,044,559 - $ $ 808,348 808,348 13.30 $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Vector Control Complaint Management Activity Performance # of Complaints Received $60 20,000 $50 15,000 $40 10,000 $30 $20 5,000 $10 Cost/complaint investigated and resolved $70 25,000 $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per complaint investigated and resolved The FY 2007-08 budget for the Vector Control Complaint Management Activity meets projected demand of 20,970 complaints received at an average cost of $38.55 per complaint investigated and resolved in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 20.0% increase in demand compared to FY 2005-06 actual demand of 14,562 complaints received. The increase in demand reflects an increase in awareness of the Citizens regarding mosquitoes and the West Nile Virus as well as an increase in the visibility of mosquitoes in the County. The demand is forecasted to increase conservatively with the demand experienced for FY 2007-08. The FY 2007-08 budget assumes a 20.0% increase in demand compared to FY 2006-07 projections. The FY 2007-08 expenditure budget will decrease by $3,052,466 (79.1%) compared to the FY 2006-07 revised budget. This decrease in the budget is due to prior year Vector Control funding being reallocated from the Vector Control Complaint Management Activity to Mosquito Adulticiding and Mosquito Larviciding. Vector Control Site Surveillance Activity The purpose of the Vector Control Site Surveillance Activity is to provide necessary and accurate data on relevant vector species to Vector Control personnel so that they can initiate appropriate control activities to reduce the exposure of Maricopa County residents to vector borne diseases. Mandates: A.R.S.§ 36-601 outlines public nuisances dangerous to public health and A.R.S.§ 36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. 441 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Performance Analysis: Demand Number of site surveillances needed. FY 2005-06 ACTUAL 6,383 ADOPTED 6,383 FY 2006-07 REVISED 6,383 PROJ ACT 10,400 FY 2007-08 ADOPTED 12,480 Variance (Rev. - Adopted) 6,097 % 95.5% 6,383 6,383 6,383 10,400 12,480 6,097 95.5% 100.0% 80.50 $ 100.0% 50.77 $ 0.0% 36.83 0.0% 42.0% Output Number of site surveillances completed. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) 100.0% 104.38 $ 666,269 666,269 - 100.0% 91.63 $ $ $ 584,869 584,869 - $ $ 100.0% 87.60 $ 559,157 559,157 3.00 $ $ 837,229 837,229 - $ $ 633,663 633,663 9.25 $ $ (74,506) -13.3% (74,506) -13.3% 6.25 208.3% 14,000 $120 12,000 $100 10,000 $80 8,000 $60 6,000 $40 4,000 $20 2,000 Cost/site surveillance completed # of site surveillances needed Vector Control Site Surveillance Activity Performance $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per site surveillance completed The FY 2007-08 budget for the Vector Control Site Surveillance Activity meets projected demand of 12,480 site surveillances needed at an average cost of $50.77 per site surveillance performed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 62.9% increase in demand compared to FY 2005-06 actual demand of 6,383 site surveillances needed. The increase in demand reflects an increase in awareness of the Maricopa County Citizens regarding mosquitoes and the West Nile Virus as well as an increase in the visibility of mosquitoes in the County. Site surveillance is one course of action stemming from citizen complaints. The demand is forecasted to increase conservatively with the demand experienced for FY 2007-08. The FY 2007-08 budget assumes a 20.0% increase in demand compared to FY 2006-07 projections. The FY 2007-08 expenditure budget will increase by $74,506 (13.3%) compared to the FY 2006-07 revised budget. This increase is due to the addition of benefits to positions that were converted from temporary to contract at the request of the Compensation Division of the Office of Management. Vector Surveillance Testing Activity The purpose of the Vector Surveillance Testing Activity is to test vector samples collected to provide specific information to vector control personnel so that they can target problem areas appropriately for vector abatement activities. 442 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Mandates: A.R.S. § 36-601 outlines public nuisances dangerous to public health and A.R.S. § 36-136 establishes the powers and duties of the department of health services and the power to delegate authority to Local and County government. Performance Analysis: Demand Number of surveillance tests needed. FY 2007-08 ADOPTED 6,380 Variance (Rev. - Adopted) 6,380 6,380 6,380 Output Number of surveillance tests completed. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) 100.0% 42.78 $ 272,930 272,930 - $ $ % (42.78) (272,930) (272,930) - The FY 2007-08 budget for the Vector Surveillance Testing Activity meets projected demand of 6,380 surveillance tests needed at an average cost of $42.78 per surveillance test performed in order to achieve the result of 100%. The FY 2007-08 expenditure budget is $272,930. This is a reallocation of funds from the Vector Control Site Surveillance Activity. Programs and Activities Water and Waste Management Program The purpose of the Water and Waste Management Program is to provide plan review and inspection activities for stakeholders in Maricopa County so that they can be safe from hazards caused by non compliance with applicable rules governing environmental and public health protection for these facilities. Program Results Percent of engineering permits issued within established timeframes. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 0.0% 75.0% 75.0% 71.5% 90.0% 15.0% 20.0% Activities that comprise this program include: • • • • • Public Water Facility Inspections Public Water Permits Solid Waste Compliance and Permitting Storm Water Inspection Storm Water Plan Review 443 • • • Subdivision Sanitary Facilities Wastewater Facility Inspections Wastewater Permitting Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Public Water Facility Inspections Activity The purpose of the Public Water Facility Inspections Activity is to conduct annual inspections of water facilities so that they operate in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: Demand Number of water facility inspections required. FY 2007-08 ADOPTED 360 Variance (Rev. - Adopted) 360 360 360 Output Number of water facility inspections conducted. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund Environmtl Svcs Env Health $ Totals $ Staffing (FTEs) 100.0% 312.45 $ 112,481 112,481 1.50 $ $ % (312.45) (112,481) (112,481) 1.50 The FY 2007-08 budget for the Public Water Facility Inspections Activity meets projected demand of 360 inspections required at an average cost of $312.45 per inspection completed in order to achieve the result of 100%. $112,481 and 1.5 FTEs have been reallocated to this new activity from the Public Water Compliance Activity to enable the demand to be met. Public Water Permits Activity The purpose of the Public Water Permits Activity is to issue permits to construct public water facilities and treatment plants so that they can be compliant with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of permit applications, plans for review and permits for renewal subject to compliance reviews 1,549 1,549 1,549 1,600 1,648 99 6.4% Output Number of permit applications, plans for review and permits for renewal reviews Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund Environmtl Svcs Env Health Totals Staffing (FTEs) 1,549 1,549 1,549 1,600 1,648 99 6.4% $ 100.0% 582.12 $ 100.0% 641.46 $ 100.0% 825.42 $ 100.0% 571.96 $ 100.0% 780.69 $ 0.0% 44.74 0.0% 5.4% $ $ 1,503,102 1,503,102 $ $ 2,380,371 2,380,371 $ $ 2,798,203 2,798,203 $ $ 2,267,106 2,267,106 $ $ 1,866,498 1,866,498 $ $ (931,705) (931,705) -33.3% -33.3% $ $ 901,709 901,709 - $ $ 993,615 993,615 - $ $ 1,278,577 1,278,577 19.20 $ $ 915,132 915,132 - $ $ 1,286,570 1,286,570 17.03 $ $ (7,993) (7,993) (2.17) -0.6% -0.6% -11.3% 444 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services 1,660 $900 1,640 $800 1,620 $700 1,600 $600 1,580 $500 1,560 $400 1,540 $300 1,520 $200 1,500 $100 1,480 Cost/Public water construction permit reviewed # of Public water construction permit reviews requested Public Water Compliance and Permitting Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per public water construction permit reviewed The FY 2007-08 budget for the Public Water Permits Activity meets projected demand of 1,648 permits requiring review at an average cost of $780.69 per permit reviewed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 3.3% increase in demand compared to FY 2005-06 actual demand of 1,549 permit reviews requested. The increase in demand reflects growth consistent with the County population growth forecast. The FY 2007-08 budget assumes a 3.0% increase in demand compared to FY 2006-07, also consistent with the County’s population growth forecast. Solid Waste Compliance and Permitting Activity The purpose of the Solid Waste Compliance and Permitting Activity is to inspect solid waste operations so that they can be compliant with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of permit applications, plans for review and permits for renewal subject to compliance reviews 33,070 33,070 33,070 33,070 34,062 992 3.0% Output Number of permit applications, plans for review and permits for renewal reviews Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund General Environmtl Svcs Env Health Totals Staffing (FTEs) 33,070 33,070 33,070 33,070 34,062 992 3.0% 100.0% 9.94 $ 100.0% 6.09 $ 100.0% 11.19 $ 100.0% 8.29 $ 100.0% 9.50 $ 0.0% 1.68 0.0% 15.1% $ $ $ 329,439 329,439 $ $ 299,000 299,000 $ $ 421,248 421,248 $ $ 415,084 415,084 $ $ 440,000 440,000 $ $ $ 55,958 272,920 328,878 - $ 58,342 143,070 201,412 - $ 82,852 287,097 369,949 5.40 $ 68,132 206,178 274,310 - $ 323,657 323,657 4.40 $ $ $ 445 $ $ $ $ 18,752 18,752 4.5% 4.5% 82,852 100.0% (36,560) -12.7% 46,292 12.5% (1.00) -18.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services 34,200 $11 34,000 $10 33,800 $10 33,600 33,400 $9 33,200 $9 33,000 $8 32,800 Cost/Review Completed # of Permits and plans that require compliance review Solid Waste Compliance and Permit Activity Performance $8 32,600 32,400 $7 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per review completed The FY 2007-08 budget for the Solid Waste Compliance and Permit Activity meets projected demand of 34,062 permits requiring a compliance review at an average cost of $9.50 per review completed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes no change in demand compared to FY 2005-06 actual demand of 33,070 reviews required. The FY 2007-08 budget assumes a 3.0% increase in demand compared to FY 2006-07, consistent with the County’s population growth forecast. The significant decrease in the projected FY 2006-07 budgeted cost per review is due to position vacancies that will be filled in FY 2007-08. The FY 2007-08 expenditure budget will decrease by $46,292 (12.5%) compared to the FY 2006-07 revised budget. This decrease in the budget is largely due to 1 FTE being redistributed to the Health Code Permit Activity. Storm Water Inspection Activity The purpose of the Maricopa County Storm Water Inspection Activity is to ensure Maricopa County, as a regulated entity, is compliant with inspection requirements of the Storm Water Phase II provisions of the Federal Clean Water Act so that residents and the environment of Maricopa County will be protected from possible hazards of exposure to contaminants in storm waters. Mandates: Federal Clean Water Act The FY 2007-08 budget for the Storm Water Inspection Activity meets the department’s base requested budget of $87,083 in the General Fund and provides sufficient funding for minimal output to be achieved. Storm Water Plan Review Activity The purpose of the Maricopa County Storm Water Plan Review Activity is to ensure Maricopa County, as a regulated entity, is compliant with plan review requirements of the Storm Water Phase II provisions of the federal Clean Water Act so that residents and environment of Maricopa County will be protected from the possible hazards of exposure to contaminants in storm waters. 446 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Mandates: Federal Clean Water Act The FY 2007-08 budget for the Storm Water Plan Review Activity meets the department’s base requested budget of $84,052 in the General Fund and provides sufficient funding for minimal output to be achieved. Subdivision Sanitary Facilities Activity The purpose of the Subdivision Sanitary Facilities Activity is to inspect and issue approvals for subdivisions so that they can be compliant with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: Demand Number of subdivision sanitary approvals requested. Output Number of subdivision sanitary approvals completed. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund Environmtl Svcs Env Health $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED 500 Variance (Rev. - Adopted) 500 500 500 100.0% 61.42 $ 30,711 30,711 0.33 $ $ % (61.42) (30,711) (30,711) 0.33 The FY 2007-08 budget for the Subdivision Sanitary Facilities Activity meets projected demand of 500 approvals requested at an average cost of $61.42 per approval completed in order to achieve the result of 100%. The FY 2007-08 expenditure budget is $30,711. This is a reallocation of funds from the Water and Waste Management Activity. Wastewater Facility Inspections Activity The purpose of the Wastewater Facility Inspections Activity is to conduct annual inspections of wastewater treatment plants so that facilities operate in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. 447 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Performance Analysis: Demand Number of wastewater facility inspections required. Output Number of wastewater facility inspections conducted. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund Environmtl Svcs Env Health $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED 5,300 Variance (Rev. - Adopted) 5,300 5,300 5,300 100.0% 27.59 $ 146,231 146,231 1.50 $ $ % (27.59) (146,231) (146,231) 1.50 The FY 2007-08 budget for the Wastewater Facility Inspections Activity meets projected demand of 5,300 inspections required at an average cost of $27.59 per inspection completed in order to achieve the result of 100%. The FY 2007-08 expenditure budget is $146,231. This is a reallocation of funds from the Water and Waste Management Activity. Wastewater Permitting Activity The purpose of the Wastewater Permitting Activity is to issue operating permit approvals to onsite wastewater treatment facilities, wastewater treatment plants and sewer system operations so that they can be compliant with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates the following activity and services. Performance Analysis: FY 2005-06 ACTUAL Demand Number of permit applications, plans for review and permits for renewal subject to compliance reviews Output Number of permit applications, plans for review and permits for renewal reviews Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Environmtl Svcs Env Health Totals Expenditures by Fund General Environmtl Svcs Env Health Totals Staffing (FTEs) $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) 15,615 10,051 3,494 3,144 (6,907) -68.7% 4,368 15,615 6,264 3,494 3,144 (3,120) -49.8% 100.0% 394.25 $ 100.0% 116.60 $ 62.3% 470.76 $ 100.0% 540.19 $ 100.0% 1,052.51 $ $ $ 2,948,692 2,948,692 $ $ 2,066,408 2,066,408 $ $ 2,976,539 2,976,539 $ $ 2,524,757 2,524,757 $ $ 4,803,258 4,803,258 $ $ $ 736 1,721,361 1,722,097 - $ 1,820,758 1,820,758 - $ 2,948,868 2,948,868 49.40 $ 1,887,413 1,887,413 - $ 3,309,091 3,309,091 48.24 $ $ % 4,368 $ 448 $ $ $ $ 37.7% 60.5% (581.75) -123.6% 1,826,719 1,826,719 (360,223) (360,223) (1.16) 61.4% 61.4% -12.2% -12.2% -2.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 $1,200 $1,000 $800 $600 $400 $200 Cost/On-site Approval Completed # of On-site Approvals Requested Wastewater Permitting Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED FY 2007-08 ADOPTED Output Cost per on-site approval completed The FY 2007-08 budget for the Wastewater Permitting Activity meets projected demand of 3,144 onsite approvals requested at an average cost of $1,052.51 per approval completed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes an 20.0% decrease in demand compared to FY 2005-06 actual demand of 4,368 approvals requested. The decrease in demand reflects a conservative forecast of permits requested consistent with the County’s forecast for building permits. FY 2006-07 adopted to revised demand and output are questionable as the department was transitioning. The FY 2006-07 projected demand and output are reduced due to a staff shortage that has since been corrected and reflected in the revised projection. Demand is forecasted to decrease for FY 2007-08 consistently with the County’s building permit forecast. The FY 2007-08 budget assumes a 10.0% decrease in demand compared to FY 2006-07. The FY 2007-08 expenditure budget will increase by $360,223 (12.2%) compared to the FY 2006-07 revised budget. This increase in the budget is due to inclusion of benefit costs for all positions, pay for performance, fixed/variable benefits rate increases and increases in lease costs. This increase in the budget is due to an increase in staff based on the Department’s workload analysis study, pay for performance and fixed/variable benefits rate increases. 449 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 2,419,397 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Market Study Phase I Food Service Inspection Initiative $ FY 2006-07 REVISED RESTATED BUDGET: $ Subtotal $ 1,085 3,340,813 3,341,898 $ - $ 5,761,295 $ 1,000 16,787 $ 4,763 32,354 542 (754,685) (700,239) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives Subtotal $ FY 2007-08 BUDGET TARGET: REVENUE 1,000 $ 5,061,056 $ 1,000 BASE ADJUSTMENTS: Chemical Applications Technicians Market Study $ IT Market Study Annualization of on-going Vector Control Funding Increased Risk Management Cost Subtotal $ 192,523 12,900 1,795,161 2,005 2,002,589 $ $ - FY 2007-08 ADOPTED BUDGET: 7,063,645 $ 1,000 $ Environmental Services Environmental Services Grants (505) Appropriated Budget Reconciliation EXPENDITURES $ - $ FY 2006-07 ADOPTED BUDGET: REVENUE - FY 2006-07 REVISED RESTATED BUDGET: $ - $ - FY 2007-08 BUDGET TARGET: $ - $ - $ Subtotal $ 1,334,878 1,334,878 $ $ 1,334,878 1,334,878 $ 1,334,878 $ 1,334,878 BASE ADJUSTMENTS: Smoke-Free Arizona Contract FY 2007-08 ADOPTED BUDGET: 450 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Environmental Services Environmental Services Grants (505) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2005-06 ACTUAL (685,970) $ FY 2006-07 ADOPTED (373,540) $ 602,042 $ (100,217) 702,259 $ 16,289 - $ FY 2006-07 FY 2006-07 REVISED PROJECTED (373,540) $ 16,289 $ - $ - $ 1,334,878 1,334,878 - (373,540) $ 16,289 $ 16,289 $ (373,540) $ $ $ $ FY 2007-08 ADOPTED 16,289 Environmental Services Environmental Health (506) Appropriated Budget Reconciliation EXPENDITURES $ 12,318,321 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Non-Environmental Health Division Market Study $ Compensation rate adjustments for Environmental Services' Inspectors Fee Increase Revenue Subtotal $ FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Annualization of FY 2007 Initiatives One Time Expenses Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET: $ Submission Under Target BASE ADJUSTMENTS: Adjustment to Salary and Benefits Savings Increase Personnel Costs for Water and Waste Management Program Technical Budget Adjustments Increased Revenue for Fee Increases Risk Management Cost Increase - 2,381,139 2,699,997 $ 2,381,139 2,381,139 15,018,318 $ 14,702,540 140,418 $ 50,440 373,400 45,532 2,722,440 (555,600) (28,149) 2,748,481 $ 341,819 2,722,440 3,064,259 17,766,799 $ (2,912) $ - $ (168,736) $ 94,000 - (79,727) 44,261 (113,114) $ 350,002 350,002 $ 451 $ 318,858 $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ REVENUE 12,321,401 17,766,799 17,653,685 $ 18,116,801 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Environmental Services Environmental Services Environmental Health (506) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2005-06 ACTUAL 1,720,542 $ FY 2006-07 ADOPTED 4,205,705 12,305,400 $ 12,348,190 (42,790) $ 12,321,401 12,318,321 3,080 $ 4,208,785 $ 1,677,752 $ 452 $ $ FY 2006-07 REVISED 4,205,705 FY 2006-07 PROJECTED $ 1,677,752 14,702,540 $ 15,018,318 (315,778) $ 3,889,927 $ $ $ FY 2007-08 ADOPTED 2,627,735 13,030,207 12,080,224 949,983 $ 18,116,801 17,653,685 463,116 2,627,735 $ 3,090,851 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Equipment Services Analysis by Angie Flick, Management & Budget Analyst Summary 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 (ESD) 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 • Annually, maintain the industry standard of 1,400 – 1,500 annual direct-billed hours charged per FTE technician. Status: The FY 2007-08 budget supports the attainment of this goal and current performance of technicians is on target to achieve this goal. • By June 30, 2010, assist in increasing the preventative maintenance compliance rate of County departments by 2% per year through customer education, notification of needed services and policy revisions. Status: The FY 2007-08 budget supports the attainment of this goal by ensuring enough technicians are available to support demand for maintenance services. 453 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Equipment Services By June 30, 2008, explore options for increasing the number of Hybrid and Alternative Fueled Vehicles (AFV). Status: The department is exploring options by working with local companies to verify what options are available and the cost/benefit of those options. The FY 2007-08 budget continues to support the Equipment Services Department in researching and building a business case sufficient to make a thoughtful decision. • By June 30, 2009, eliminate the fund deficit. Status: The FY 2007-08 budget supports the attainment of this goal by ensuring revenues are in line with expenditures and creating a positive contribution to eliminate the fund deficit by June 30, 2008. • By January 31, 2008, develop a 5-year capital outlay replacement plan to support the Department's operations. Status: The department has conducted site visits and identified potential capital improvement items that may be incorporated into the plan. • By June 30, 2008, increase the efficiency and management of the Equipment Services parts department by bringing the level of parts turnover and inventory levels to industry standard based on the County's fleet and usage. Status: The department is coordinating research on process improvements to target the inventory and the parts turnover levels. Currently, the parts inventory continues to rise. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 74FM - FLEET MANAGEMENT FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEHICLES & EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PART - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED $ 14,327,283 237,243 7,291,795 3,831,012 2,878,833 88,400 $ 12,280,301 223,169 6,503,823 598,642 2,966,630 1,766,066 150,000 71,971 $ 12,280,301 223,169 6,503,823 598,642 3,026,630 1,706,066 150,000 71,971 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 1,329 $ - $ - $ 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS $ $ 950 14,329,562 $ $ 12,280,301 $ $ 12,280,301 $ $ 13,907,439 $ 11,824,358 281,264 6,862,277 886,186 1,315,750 2,322,124 125,748 31,009 $ 11,021,415 223,169 5,955,972 1,040,703 1,659,771 1,722,146 367,102 52,552 $ 10,931,581 150,680 5,958,860 992,760 1,634,738 1,738,294 403,172 53,077 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 1,196,041 $ 759,199 $ 849,033 99IT - INFORMATION TECHNOLOGY PROGRAM $ 116,137 $ - $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 401,267 13,537,803 $ $ 380,063 12,160,677 $ $ EXPENDITURES 74FM - FLEET MANAGEMENT FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEHICLES & EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PART - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 454 13,946,323 92,985 7,227,409 1,274,934 2,461,452 2,666,045 150,000 73,498 REVISED TO ADOPTED VARIANCE % $ 13,259,789 153,114 7,050,585 1,352,423 2,199,088 2,036,747 381,372 86,460 $ 979,488 (70,055) 546,762 753,781 (827,542) 330,681 231,372 14,489 8.0% -31.4% 8.4% 125.9% -27.3% 19.4% 154.2% 20.1% (38,884) $ - $ - $ $ 13,259,789 $ $ 979,488 8.0% 11,827,348 162,608 6,496,767 922,497 1,671,646 2,144,100 383,308 46,422 $ 11,212,278 153,114 6,023,461 937,567 1,827,144 1,832,811 378,749 59,432 $ 280,697 2,434 64,601 (55,193) 192,406 94,517 (24,423) 6,355 2.6% 1.6% 1.1% -5.6% 11.8% 5.4% -6.1% 12.0% $ 801,032 $ 677,268 $ (171,765) -20.2% - $ - $ - $ - 380,063 12,160,677 $ $ 382,910 13,011,290 $ $ 498,894 12,388,440 $ $ 118,831 227,763 31.3% 1.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 74FM - FLEET MANAGEMENT FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEHICLES & EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PART - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 49.00 2.00 1.00 15.00 18.00 3.00 9.00 1.00 48.00 2.00 1.00 14.00 19.00 3.00 8.00 1.00 (1.00) (1.00) 1.00 (1.00) - -2.0% 0.0% 0.0% -6.7% 5.6% 0.0% -11.1% 0.0% 7.00 56.00 7.00 55.00 (1.00) 0.0% -1.8% The 1 FTE reduction is due to the department needing to establish an additional position during a transition period. The department will be inactivating the position before the end of FY 2006-07. Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Other Financing Sources Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ - $ 14,324,711 5,353 (502) 14,329,562 $ 12,280,301 12,280,301 2,933,181 9,142,367 959,642 401,267 101,345 13,537,803 3,325,761 7,521,538 852,193 356,086 105,099 12,160,677 $ $ $ $ $ $ 60,000 12,220,301 12,280,301 3,382,950 7,520,933 798,982 356,086 101,726 12,160,677 $ $ $ $ - $ 13,930,923 (23,484) 13,907,439 $ 13,259,589 200 13,259,789 3,270,344 8,459,504 875,619 356,086 49,736 13,011,290 3,289,779 7,754,759 876,990 425,504 41,408 12,388,440 $ $ $ $ $ $ (60,000) 1,039,288 200 979,488 -100.0% 8.5% (93,171) 233,826 78,008 69,418 (60,318) 227,763 -2.8% 3.1% 9.8% 19.5% -59.3% 1.9% 8.0% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 654 EQUIPMENT SERVICES TOTAL FUNDS $ $ 14,329,562 14,329,562 $ $ 12,280,301 12,280,301 $ $ 12,280,301 12,280,301 $ $ 13,907,439 13,907,439 $ $ 13,259,789 13,259,789 $ $ 979,488 979,488 8.0% 8.0% EXPENDITURES 654 EQUIPMENT SERVICES TOTAL FUNDS $ $ 13,537,803 13,537,803 $ $ 12,160,677 12,160,677 $ $ 12,160,677 12,160,677 $ $ 13,011,290 13,011,290 $ $ 12,388,440 12,388,440 $ $ 227,763 227,763 1.9% 1.9% 455 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Mandated vs. Non-Mandated Expenditures Thousands 14,000 12,000 10,000 8,000 6,000 4,000 2,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED Programs and Activities Fleet Management Program The purpose of the Fleet Management Program is to provide operational vehicles and equipment to Maricopa County departments so they have reliable and cost-effective transportation for County activities. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 90.3% 92.0% 92.0% 91.0% 92.0% 0.0% 0.0% Percent of Customers satisfied with service as measured by Internal Audit for Directors & Liasons. Percent of Customers satisfied with 90.5% 92.0% 92.0% 92.0% 92.0% 0.0% 0.0% service as measured by ESD Survey Cards distributed to vehicle operators. Activities that comprise this program include: • Fleet Procurement and Removal • Fuel for Vehicles and Equipment • Heavy Duty Vehicle and Equipment Repair • Light Duty Vehicle and Equipment Repair • • • Parts Preventative Maintenance Rental Pool Fleet Procurement and Removal Activity 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. 456 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Mandates: Activity not mandated. Performance Analysis: Demand Number of vehicles due or overdue for replacement. Output Number of vehicles replaced. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 230 ADOPTED 278 FY 2006-07 REVISED 278 PROJ ACT 264 FY 2007-08 ADOPTED 278 Variance (Rev. - Adopted) - % 0.0% 230 278 278 264 278 - 0.0% 100.0% 802.77 $ 100.0% 542.01 $ 100.0% 615.94 $ 100.0% 550.77 $ $ 100.0% 1,222.88 $ $ $ 237,243 237,243 $ $ 223,169 223,169 $ $ 223,169 223,169 $ $ 92,985 92,985 $ $ 153,114 306,228 $ $ 281,264 281,264 - $ $ 223,169 223,169 - $ $ 150,680 150,680 2.00 $ $ 162,608 162,608 - $ $ 153,114 153,114 2.00 0.0% (8.76) 0.0% -1.6% $ $ (70,055) 83,059 -31.4% 37.2% $ $ (2,434) (2,434) - -1.6% -1.6% 0.0% 300 $1,400 250 $1,200 $1,000 200 $800 150 $600 100 $400 50 $200 $0 Cost of program administration per # of vehicles purchased # of Vehicles due or overdue for replacement Fleet Procurement and Removal Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost of program administration per # of vehicles purchased The FY 2007-08 budget for the Fleet Procurement and Removal Activity meets projected demand of 278 vehicle replacements at a per vehicle cost of $550.77 in order to achieve the result of 100%. The FY 2006-07 budget assumed a 13% increase in demand for vehicle replacements. The FY 200708 budget assumes no increase in requests for replacement vehicles because the County is facing a year of difficult budget choices. It is projected that replacing vehicles will be viewed as a discretionary expenditure by some departments. However, growth of the population in Maricopa County will necessitate growth of some County services and the need for vehicles to accomplish these services. The delay of replacing vehicles by some County departments should offset the need for new vehicles to provide expanding County services. The FY 2007-08 demand assumes no increase in demand compared to the FY 2006-07 revised demand. The FY 2007-08 expenditures budget will increase by $2,434 (1.6%) compared to the FY 2006-07 revised budget due to pay for performance and fixed/variable benefit increases. 457 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Fuel for Vehicles and Equipment Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of gallons of fuel purchased. Output Number of gallons of fuel sold. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 2,900,992 ADOPTED 2,787,424 FY 2006-07 REVISED 2,787,424 PROJ ACT 3,004,412 FY 2007-08 ADOPTED 3,133,601 Variance (Rev. - Adopted) 346,177 % 12.4% 2,880,548 2,787,424 2,787,424 2,945,177 3,074,366 286,942 10.3% 99.3% 2.38 $ $ 100.0% 2.14 $ 100.0% 2.14 $ 98.0% 2.21 $ 98.1% 1.96 $ $ $ 7,291,795 7,291,795 $ $ 6,503,823 6,503,823 $ $ 6,503,823 6,503,823 $ $ 7,227,409 7,227,409 $ $ 7,050,585 13,074,046 $ $ $ $ 6,862,277 6,862,277 - $ $ 5,955,972 5,955,972 - $ $ 5,958,860 5,958,860 1.00 $ $ 6,496,767 6,496,767 - $ $ 6,023,461 6,023,461 1.00 $ $ -1.9% 0.18 546,762 6,570,223 (64,601) (64,601) - -1.9% 8.4% 8.4% 101.0% -1.1% -1.1% 0.0% $3.00 3,200,000 3,150,000 3,100,000 3,050,000 3,000,000 2,950,000 2,900,000 2,850,000 2,800,000 2,750,000 $2.50 $2.00 $1.50 $1.00 $0.50 Cost per gallon of fuel sold # of gallons of fuel purchased Fuel for Vehicles & Equipment Activity Performance $FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per gallon of fuel sold The FY 2007-08 budget for the Fuel for Vehicle and Equipment Activity meets projected demand of 3,133,601 gallons purchased at a cost of $1.96 per gallon sold in order to achieve the result of 98.1%. The FY 2006-07 projected budget assumes a 3.6% increase in demand, with results of 98.0% as compared to FY 2005-06 actual demand of 2,900,992. The increase in demand reflects a conservative forecast of County, Cities and Towns usage of fuel. In FY 2005-06, the County saw 5.0% growth in fuel purchased as compared to FY 2004-05 actual demand of 2,762,681. This was a result of an increase in County departmental fuel usage as departments provided required services to a growing population in the County, as well as inter-governmental agreements with rapidly growing Cities and Towns accommodating their need for fuel. The demand is forecasted to have consistent 4.3% growth during FY 2007-08. 458 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services The FY 2007-08 expenditure budget will increase by $64,601 (1.1%) compared to the FY 2006-07 revised budget for additional fuel purchases. Heavy Duty Vehicle and Equipment Repair Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of work orders anticipated Output Number of work orders completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 6,919 ADOPTED 6,919 FY 2006-07 REVISED 6,919 PROJ ACT 7,161 FY 2007-08 ADOPTED 7,268 Variance (Rev. - Adopted) 349 % 5.0% 6,919 6,919 6,919 7,161 7,268 349 5.0% 0.0% 14.48 0.0% 10.1% $ 100.0% 128.08 $ 100.0% 150.41 $ 100.0% 143.48 $ 100.0% 128.82 $ 100.0% 129.00 $ $ $ - $ $ 598,642 598,642 $ $ 598,642 598,642 $ $ 1,274,934 1,274,934 $ $ 1,352,423 2,289,990 $ $ $ $ 886,186 886,186 - $ $ 1,040,703 1,040,703 - $ $ 992,760 992,760 15.00 $ $ 922,497 922,497 - $ $ 937,567 937,567 14.00 $ $ 753,781 1,691,348 55,193 55,193 (1.00) 125.9% 282.5% 5.6% 5.6% -6.7% 7,300 $130 7,200 $128 7,100 $126 7,000 $124 6,900 $122 6,800 6,700 Cost per work order completed # of work orders anticipated Heavy Duty Vehicle and Equipment Activity Performance $120 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per work order completed The FY 2007-08 budget for the Heavy Duty Vehicle and Equipment Repair Activity meets projected demand of 7,268 work orders anticipated at a cost of $129.00 per work order completed. The FY 2006-07 projected budget assumes a 3.5% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 6,919. The increase in demand reflects a conservative forecast of the increase in heavy duty vehicles in the County’s fleet as well as expected repair work needed on existing vehicles and equipment. The demand is forecasted to increase by 1.5% during FY 2007-08. 459 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services The FY 2007-08 expenditures are budgeted to decrease by $55,193. The reduction is due to a reallocation of personnel to Light Duty Vehicle and Equipment Repair Activity. Light Duty Vehicle and Equipment Repair Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of work orders anticipated Output Number of work orders completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 9,837 ADOPTED 9,837 FY 2006-07 REVISED 9,837 PROJ ACT 10,181 FY 2007-08 ADOPTED 10,333 Variance (Rev. - Adopted) 496 % 5.0% 9,837 9,837 9,837 10,181 10,333 496 5.0% 100.0% 164.19 $ 100.0% 176.83 $ $ 100.0% 133.76 $ 100.0% 168.73 $ 100.0% 166.18 $ 0.0% (10.64) 0.0% -6.4% $ $ 3,679,434 3,679,434 $ $ 2,966,630 2,966,630 $ $ 3,026,630 3,026,630 $ $ 2,461,452 2,461,452 $ $ 2,199,088 2,199,088 $ $ (827,542) (827,542) -27.3% -27.3% $ $ 1,315,750 1,315,750 - $ $ 1,659,771 1,659,771 - $ $ 1,634,738 1,634,738 18.00 $ $ 1,671,646 1,671,646 - $ $ 1,827,144 1,827,144 19.00 $ $ (192,406) (192,406) 1.00 -11.8% -11.8% 5.6% Light Duty Vehicles and Equipment Activity Performance # of work orders anticipated 10,500 $150 10,000 $100 9,500 $50 9,000 8,500 Cost per work order completed $200 11,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per work order completed The FY 2007-08 budget for the Light Duty Vehicle and Equipment Repair Activity meets projected demand of 10,333 work orders anticipated at a cost of $176.83 per work order completed. The FY 2006-07 projected budget assumes a 3.5% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 9,837. The increase in demand reflects a conservative forecast of the increase in light duty vehicles in the County’s fleet as well as expected repair work needed on existing vehicles and equipment. The demand is forecasted to increase by 1.5% during FY 2007-08. 460 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services The FY 2007-08 expenditures are budgeted to increase by $192,406 compared to FY 2006-07 revised budget. This increase is due to a reallocation of personnel from Heavy Duty Vehicle and Equipment Repair Activity and Preventative Maintenance Activity. The FY 2007-08 expenditure budget is $511,394 more than the FY 2005-06 actual expenditures due to the department accounting for their work orders consistently and accurately. Parts Activity The purpose of the Parts Activity is to provide parts necessary 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of stock parts anticipated Output Number of stock part issued Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 131,548 ADOPTED 131,548 FY 2006-07 REVISED 131,548 PROJ ACT 136,152 FY 2007-08 ADOPTED 138,194 Variance (Rev. - Adopted) 6,646 % 5.1% 131,548 131,548 131,548 136,152 138,194 6,646 5.1% 0.0% (0.05) 0.0% -0.4% $ 100.0% 17.65 $ 100.0% 13.09 $ 100.0% 13.21 $ 100.0% 15.75 $ 100.0% 13.26 $ $ $ 2,878,833 2,878,833 $ $ 1,766,066 1,766,066 $ $ 1,706,066 1,706,066 $ $ 2,666,045 2,666,045 $ $ 2,036,747 3,869,558 $ $ $ $ 2,322,124 2,322,124 - $ $ 1,722,146 1,722,146 - $ $ 1,738,294 1,738,294 3.00 $ $ 2,144,100 2,144,100 - $ $ 1,832,811 1,832,811 3.00 $ $ 330,681 2,163,492 (94,517) (94,517) - 19.4% 126.8% -5.4% -5.4% 0.0% Parts Activity Performance $20 $18 138,000 $16 $14 136,000 $12 $10 134,000 $8 132,000 $6 $4 130,000 Cost per stock part issued # of stock parts anticipated 140,000 $2 128,000 $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per stock part issued The FY 2007-08 budget for the Parts Activity meets projected demand of 138,194 stock parts anticipated at a cost of $13.26 per work order completed. The FY 2006-07 projected budget assumes a 3.5% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 131,548. The increase in demand reflects a conservative forecast of the increase in light duty vehicles in the County’s fleet as well as expected repair work 461 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services needed on existing vehicles and equipment. The demand is forecasted to increase by 1.5% during FY 2007-08. The FY 2007-08 expenditures are budgeted to increase by $94,517 compared to FY 2006-07 revised budget. The increase is due to more general supplies expenses budgeted to meet increased demand for parts. The department is currently assessing their part procedures and inventory. Preventative Maintenance Activity The purpose of the Preventative Maintenance Activity is to provide preventative maintenance at shop and field locations and to provide emission inspection of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. Mandates: Activity not mandated. Performance Analysis: Demand Number of work orders anticipated Output Number of work orders completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) $ ADOPTED 7,851 FY 2006-07 REVISED 7,851 PROJ ACT 8,165 FY 2007-08 ADOPTED 8,491 Variance (Rev. - Adopted) 640 % 8.2% 7,851 7,851 8,165 8,491 640 8.2% 0.0% 6.75 0.0% 13.1% 100.0% 46.76 $ 100.0% 51.35 $ 100.0% 46.95 $ 100.0% 44.61 $ $ $ 405,578 405,578 $ $ 405,578 405,578 $ $ 391,578 391,578 $ $ 381,372 760,121 $ $ (24,206) 354,543 -6.0% 87.4% $ $ 367,102 367,102 - $ $ 403,172 403,172 9.00 $ $ 383,308 383,308 - $ $ 378,749 378,749 8.00 $ $ 24,423 24,423 (1.00) 6.1% 6.1% -11.1% Preventative Maintenance Activity Performance # of work orders anticipated 8,500 $45 8,000 7,500 $40 7,000 $35 6,500 6,000 Cost per work order completed $50 9,000 $30 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per work order completed The FY 2007-08 budget for the Preventative Maintenance Activity meets projected demand of 8,491 work orders anticipated at a cost of $44.61 per work order completed. 462 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Demand is forecasted to increase by 4.0% during FY 2007-08 compared to FY 2006-07. The increase in demand highlights the product of a concerted effort by the department to educate County departments on the importance of regular preventative maintenance of vehicles and equipment rather than allowing vehicles to break down and require extensive repairs. The FY 2007-08 adopted expenditures are budgeted to decrease by $24,423 compared to FY 2006-07 revised budget. The decrease is due to more personnel resources being utilized in the Light Duty Vehicle and Equipment Repair Activity rather than in this activity in FY 2007-08. Rental Pool Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of rental requests received. Output Number of rental requests met. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Equipment Services Totals Expenditures by Fund Equipment Services Totals Staffing (FTEs) ADOPTED 1,224 FY 2006-07 REVISED 1,224 PROJ ACT 1,159 FY 2007-08 ADOPTED 1,076 Variance (Rev. - Adopted) (148) % -12.1% 1,224 1,224 1,159 1,076 (148) -12.1% 0.0% (11.87) 0.0% -27.4% $ 100.0% 42.93 $ 100.0% 43.36 $ 100.0% 40.05 $ 100.0% 55.23 $ $ $ 71,971 71,971 $ $ 71,971 71,971 $ $ 73,498 73,498 $ $ 86,460 145,892 $ $ 14,489 73,921 20.1% 102.7% $ $ 52,552 52,552 - $ $ 53,077 53,077 1.00 $ $ 46,422 46,422 - $ $ 59,432 59,432 1.00 $ $ (6,355) (6,355) - -12.0% -12.0% 0.0% 1,200 $60 1,100 $50 $40 1,000 $30 900 $20 800 $10 700 Cost per rental request met # of rental requests Rental Pool Activity Performance $FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output Cost per rental request The FY 2007-08 budget for the Rental Pool Activity meets projected demand of 1,076 rental requests made equating to 1,572 rental days at an average cost of $55.23 per rental request or $37.81 per rental day in order to achieve the result of 100%. 463 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services The Rental Pool has three vehicles meeting the County’s requirement for replacement and eight vehicles that do not. OMB recommends retirement of the three vehicles eligible for replacement without replacement as the remaining fleet has the capacity to meet the County’s demand for motor pool vehicles. Additionally, the County has a contract with a commercial vendor for rental cars to accommodate the occurrence of a capacity issue on any given day. OMB recommends an assessment be completed during FY 2007-08 of the viability of maintaining the Rental Pool as the demand continues to decrease and the cost of the operation increases. The FY 2007-08 budget assumes a 7.2% reduction in demand. This decrease in demand reflects a conservative forecast of County employees and departments utilizing the vehicles available at the Motor Pool. Total FY 2007-08 expenditures budgeted will increase by $6,355 (12.0%) compared to the FY 2006-07 revised budget due to fuel usage being correctly attributed to the activity as well as increases in fixed and variable benefit rates. 464 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Equipment Services Equipment Services (654) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 12,160,677 $ FY 2006-07 REVISED RESTATED BUDGET: $ 12,160,677 REVENUE 12,280,301 $ 12,280,301 39,384 $ 11,834 88,039 87,500 (8,737) 218,020 $ 87,500 10,896 98,396 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Mid-Year Adjustments Structural Balance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET: $ 12,378,697 BASE ADJUSTMENTS: Revenue increase for Fuel, Repair & Maintenance $ Technical Adjustments to match Internal Service Charges Budget Memo and target specified values Motor Pool new vehicles not supported by demand Increased Risk Management Costs Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 12,378,697 - $ 881,092 55,105 (60,400) 15,038 9,743 $ 881,092 12,388,440 $ 13,259,789 Equipment Services (654) Fund Balance Summary FY 2005-06 ACTUAL (2,484,976) $ FY 2006-07 ADOPTED (1,902,245) $ 12,280,301 12,160,677 119,624 Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 14,329,562 13,537,803 791,759 Ending Fund Balance $ (1,693,217) $ $ $ $ $ (1,782,621) $ 465 FY 2006-07 FY 2006-07 REVISED PROJECTED (1,902,245) $ (1,693,217) $ 12,280,301 12,160,677 119,624 $ $ (1,782,621) $ 13,907,439 13,011,290 896,149 $ FY 2007-08 ADOPTED (797,068) $ 13,259,789 12,388,440 871,349 (797,068) $ 74,281 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Facilities Management Analysis by Jamie Rullo, Principal Management & Budget Analyst Summary 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 • By June 30, 2009, 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 budget supports the attainment of this goal by funding personnel and other resources in the Planning Activity. Progress is continuing on goal. Fiscal Year 2006-07 master plans include Assessor, County Attorney, County Manager, Clerk of the Board, Clerk of the Court, Communications, Elections, Indigent Defense departments, Juvenile Probation, Human Resources, Human Services, Internal Audit, Office of Enterprise Technology, Office of 466 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Management and Budget, Planning & Development, Maricopa County Sheriff’s Office, STAR Call Center, Treasurer, Recorder, and County-wide Warehousing Study. • By June 30, 2007, 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 Supervisors approved budget and timeline. Status: The budget supports the attainment of this goal by funding personnel and information technology resources to ensure that a database is in place to track work orders and their completion. The database has been completed. • By June 30, 2008, FMD will improve the average County Facility Condition Index (FCI) by 4% from the FY05 level by developing appropriate annual major maintenance and preventive major maintenance programs, which will result in an estimated $.20 per square foot reduction in operating costs. Status: The budget supports the attainment of this goal by recommending additional resources such as funding for trades specialists, general maintenance technicians and maintenance supplies for additional buildings slated for completion this year. Progress is continuing on goal. This is an annual measure and will be calculated after year-end. • By June 30, 2008, complete and publish the County's Energy Management Plan. Status: The budget supports the attainment of this goal by funding three energy management positions. The Facilities Management Department developed a policy for sustainable building analysis in February 2006. The policy was being expanded to include a standard maintenance and operation section for sustainable buildings and was to be presented to the Board of Supervisors for approval in Fiscal Year 2006-07. The policy update was begun by the previous energy manager. A new energy conservation manager was hired in November 2006 and is currently working on the plan. FMD is participating with other County departments on a newly established Green Projects team. With input from the “Green Team,” the energy conservation manager estimates policy update completion by June 30, 2007. • By June 30, 2008, implement all Internal Audit recommendations identified within the Building Access System Review that are within budget and policy directives. Status: The budget supports the attainment of this goal. Progress has been made by the Department on all audit recommendations. 467 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 70PS - PROTECTIVE SERVICES SCRT - SECURITY $ $ 1,118 355 762 290,176 290,176 FY 2006-07 ADOPTED $ $ 335,141 335,141 FY 2006-07 REVISED $ 498,367 498,367 $ FY 2006-07 PROJECTED $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 335,141 335,141 $ $ 522,115 522,115 $ $ 23,748 23,748 4.8% 4.8% - 0.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 84,516 $ 95,555 $ 95,555 $ 97,890 $ 95,555 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS EXPENDITURES 70BC - CAPITAL FACILITY MANAGEMENT CCLA - CAP IMP PLAN IMP ENMG - ENERGY MANAGEMENT FACP - PLANNING MJMT - MAJ MAINT PLAN IMP 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS DSEC - DETENTION SECURITY MAINTENANCE FAMT - FACILITIES MAINTENANCE 70PS - PROTECTIVE SERVICES PKMT - PARKING MANAGEMENT SCRT - SECURITY $ $ 5,792 381,602 $ $ 430,696 $ $ 593,922 $ $ 433,031 $ $ 617,670 $ $ 23,748 4.0% $ 1,431,259 866,615 114,541 409,397 40,706 6,352,478 177,565 6,174,914 3,121,741 23,395 3,098,347 $ 1,612,782 912,142 129,821 523,188 47,631 8,450,145 247,049 801,320 7,401,776 3,878,260 65,000 3,813,260 $ 1,673,424 825,914 194,894 478,810 173,806 8,341,900 260,309 783,325 7,298,266 3,863,775 72,716 3,791,059 $ 1,609,877 830,884 152,676 478,458 147,859 7,788,054 282,599 513,660 6,991,795 3,840,111 75,086 3,765,025 $ 1,751,197 770,544 208,208 506,851 265,594 8,608,714 264,344 653,164 7,691,206 4,218,012 73,696 4,144,316 $ (77,773) 55,370 (13,314) (28,041) (91,788) (266,814) (4,035) 130,161 (392,940) (354,237) (980) (353,257) -4.6% 6.7% -6.8% -5.9% -52.8% -3.2% -1.6% 16.6% -5.4% -9.2% -1.3% -9.3% $ $ $ $ $ $ $ $ $ $ $ $ 99AS - ADMINISTRATIVE SERVICES PROG $ 1,434,664 $ 1,424,214 $ 1,615,417 $ 1,548,758 $ 1,526,416 $ 89,001 5.5% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 793,533 $ 835,691 $ 877,111 $ 780,925 $ 746,446 $ 130,665 14.9% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 13,133,676 $ $ 150,736 16,351,828 $ $ 150,736 16,522,363 $ $ 150,732 15,718,457 $ $ 263,635 17,114,420 $ $ (112,899) (592,057) -74.9% -3.6% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 70BC - CAPITAL FACILITY MANAGEMENT CCLA - CAP IMP PLAN IMP ENMG - ENERGY MANAGEMENT FACP - PLANNING MJMT - MAJ MAINT PLAN IMP 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS DSEC - DETENTION SECURITY MAINTENANCE FAMT - FACILITIES MAINTENANCE 70PS - PROTECTIVE SERVICES PKMT - PARKING MANAGEMENT SCRT - SECURITY 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 468 FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 22.00 8.00 3.00 7.00 4.00 130.00 5.00 4.00 121.00 85.50 1.50 84.00 22.00 8.00 3.00 7.00 4.00 131.00 5.00 4.00 122.00 92.50 1.50 91.00 1.00 1.00 7.00 7.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.8% 0.0% 0.0% 0.8% 8.2% 0.0% 8.3% 20.00 19.00 (1.00) -5.0% 6.00 6.00 263.50 270.50 7.00 0.0% 2.7% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 289,402 92,200 381,602 $ 11,253,963 1,259,194 562,803 57,716 13,133,676 $ $ $ $ 335,141 95,555 430,696 $ 14,080,277 1,745,541 433,587 92,423 16,351,828 $ $ $ 335,141 258,781 593,922 $ 14,226,662 1,719,700 451,578 124,423 16,522,363 $ $ $ $ $ 335,141 97,890 433,031 $ 13,470,221 1,634,166 489,492 124,579 15,718,457 $ $ $ 522,115 95,555 617,670 $ 15,062,801 1,727,000 257,386 67,233 17,114,420 $ $ $ 186,974 (163,226) 23,748 55.8% -63.1% 4.0% (836,139) (7,300) 194,192 57,190 (592,057) -5.9% -0.4% 43.0% 46.0% -3.6% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS EXPENDITURES 100 GENERAL 255 DETENTION OPERATIONS TOTAL FUNDS $ $ 381,602 381,602 $ $ 430,696 430,696 $ $ 593,922 593,922 $ $ 433,031 433,031 $ $ 617,670 617,670 $ $ 23,748 23,748 4.0% 4.0% $ 11,456,171 1,677,505 13,133,676 $ 13,270,018 3,081,810 16,351,828 $ 13,440,553 3,081,810 16,522,363 $ 13,094,203 2,624,254 15,718,457 $ 14,078,935 3,035,485 17,114,420 $ (638,382) 46,325 (592,057) -4.7% 1.5% -3.6% $ $ $ $ $ $ Mandated vs. Non-Mandated Expenditures 25,000 Thousands 20,000 15,000 10,000 5,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Building Operations and Maintenance Program 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. 469 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Program Results Percent reduction in energy costs per adjusted square foot from FY03 baseline (annually adjusted). Percent of maintenance costs reduced from FY03 baseline (benchmark annually adjusted ) Percent of maintenance that is preventative FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % -6.0% -6.0% -6.0% -5.0% -5.0% 1.0% -16.7% 12.4% 12.5% 12.5% 12.5% 12.5% 0.0% 0.0% 50.0% 50.0% 50.0% 50.0% 50.0% 0.0% 0.0% Activities that comprise this program include: • Buildings and Grounds • Detention Security Maintenance • • Energy Management Facilities Maintenance Buildings and Grounds Activity The purpose of the Buildings and Grounds Activity is to provide outsourced cleaning and other services for specified County departments and agencies so that they may work in facilities that are cleaned and serviced to contract standards. Mandates: CFR40- Environment (Code of Federal Regulations/Title 40 Protection of the Environment) establishes regulations for environmental issues, including dust stabilization, non-road based motorized equipment, chemicals and the need for material data safety sheets. Performance Analysis: Demand Amount of square footage that requires cleaning Output Amount of square footage that is cleaned according to standard Percent of Demand met Efficiency Cost per square foot Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) $ $ $ $ $ FY 2005-06 ACTUAL 3,018,405 ADOPTED 3,283,833 FY 2006-07 REVISED 3,283,833 PROJ ACT 3,283,833 FY 2007-08 ADOPTED 3,435,039 Variance (Rev. - Adopted) 151,206 % 4.6% 3,018,405 3,283,833 3,283,833 3,283,833 3,435,039 151,206 4.6% 100.0% 0.06 $ 355 355 100.0% 0.08 $ $ $ $ - 192,855 $ (15,290) 177,565 $ - 247,049 247,049 - $ 470 $ $ 100.0% 0.08 $ - $ 260,309 260,309 5.00 $ $ $ 100.0% 0.09 $ - $ 282,599 282,599 - $ $ $ 100.0% 0.08 $ - $ 264,344 264,344 5.00 $ $ $ 0.0% (0.00) (4,035) (4,035) - 0.0% -2.9% 0.0% 0.0% 0.0% -1.6% 0.0% -1.6% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management # of Square Feet Cleaned 3,500,000 $0.10 $0.09 $0.08 $0.07 $0.06 $0.05 $0.04 $0.03 $0.02 $0.01 $0.00 3,400,000 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 2,800,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output Cost/Square Foot Buildings and Grounds Activity Performance FY 2007-08 ADOPTED Cost per Square Foot Expenditures in the Building and Grounds Activity cover administrative costs for the monitoring of outsourced cleaning and landscaping services. Actual service contract payments are budgeted in General Government (470). As a result, the square footage cost in the Facilities Management Department budget is very small--$.08/square foot. Although the County’s square footage will increase by 4.6% due to the anticipated completion of new buildings, the monitoring cost per unit will remain the same. The Fiscal Year 2007-08 budget reflects a slight increase, 1.6%, over Fiscal Year 2006-07 due to increased personnel costs such as pay for performance adjustments and increased fixed and variable benefits. Detention Security Maintenance Activity The purpose of the Detention Security Maintenance Activity is to provide corrective and preventative maintenance services for security systems within adult and juvenile detention facilities so that these facilities may operate in a safe, functionally stable, and cost-efficient environment. Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL Demand Number of security system work hours required - ADOPTED 6,240 Output Number of security work hours performed Percent of Demand met Efficiency Cost per work hour Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) - 6,240 $ 0.0% - $ $ $ $ $ - - $ - $ 100.0% 128.42 $ - $ 801,320 801,320 - $ $ $ 471 $ $ FY 2006-07 REVISED 6,240 PROJ ACT 6,240 FY 2007-08 ADOPTED 6,240 Variance (Rev. - Adopted) - % 0.0% 6,240 6,240 6,240 - 0.0% 100.0% 125.53 $ - $ 783,325 783,325 4.00 $ $ $ 100.0% 82.32 $ - $ 513,660 513,660 - $ $ $ 100.0% 104.67 $ - $ 653,164 653,164 4.00 $ $ $ 0.0% (20.86) 0.0% -16.6% - 0.0% 0.0% 0.0% 130,161 130,161 - 0.0% 16.6% 16.6% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management $120 $100 $80 $60 $40 $20 $0 8,000 6,000 4,000 2,000 FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output Cost/Detention Security Work Hour # of Detention Security Work Hours Performed Detention Security Maintenance Activity Performance Cost per hour The Detention Security Maintenance Activity was developed in Fiscal Year 2006-07 as a result of the need to maintain and service security systems in the adult and juvenile detention areas. The Fiscal Year 2006-07 budget contains one-time costs of $115,000 for non-recurring equipment purchases as well as $385,000 in general supplies. The Fiscal Year 2007-08 expenditure budget is lower for two reasons: 1) the one-time costs are deducted and 2) the anticipated need for general supplies is not as great as previously budgeted as this was a new activity and usage of supplies was an estimate. The decrease in supply costs has been offset by the increase in salaries and benefits for the trades specialists supplying the service. The salary and benefit increases are due to market adjustments, pay for performance, and fixed and variable benefit increases. The lower expenditure budget results in a lower unit cost of $105 per hour of service compared to $126 per hour budgeted in Fiscal Year 200607. It should be noted that Fiscal Year 2006-07 projected expenditures are somewhat low because the Department did not code expenses to this activity at the beginning of the year. Energy Management Activity The purpose of the Energy Management Activity is to provide energy management services to the County so that annual energy costs are minimized. Mandates: Administrative mandate 472 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Performance Analysis: FY 2005-06 ACTUAL Demand Total energy cost expected - ADOPTED 245,000,000 Output Total energy cost expended Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) - 245,000,000 0.0% - $ $ $ - $ 114,541 114,541 - $ $ $ $ 100.0% 0.00 $ - $ 129,821 129,821 - $ $ $ FY 2006-07 REVISED 245,000,000 PROJ ACT 245,000,000 FY 2007-08 ADOPTED 250,000,000 Variance (Rev. - Adopted) 5,000,000 % 2.0% 245,000,000 245,000,000 250,000,000 5,000,000 2.0% 100.0% 0.00 $ - $ 194,894 194,894 3.00 $ $ $ 100.0% 0.00 $ - $ 152,676 152,676 - $ $ $ 100.0% 0.00 $ - $ 208,208 208,208 3.00 $ $ $ $ $ 0.0% 0.00 (13,314) (13,314) - 0.0% 4.7% 0.0% 0.0% 0.0% -6.8% 0.0% -6.8% 0.0% The Fiscal Year 2007-08 expenditure budget mainly contains salary and benefit costs of three full-time employees dedicated to energy management in the County. The $13,314 or 6.8% increase over the Fiscal Year 2006-07 budget is due to salary and benefit increases caused by pay for performance adjustments and fixed and variable benefit increases. Demand and output have increased by 2.0% due to the addition of new buildings. Facilities Maintenance Activity The purpose of the Facilities 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. Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Demand Number of square feet (factored) required to be maintained 7,913,736 8,572,700 8,572,700 8,562,875 8,789,696 216,996 2.5% Output 7,913,736 8,572,700 8,572,700 8,562,875 8,789,696 216,996 2.5% Number of square feet maintained Percent of Demand met Efficiency Cost per square foot Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) $ $ $ $ $ 100.0% 0.78 $ 762 762 $ 4,849,017 1,325,897 6,174,914 - $ 100.0% 0.86 $ - $ 5,449,712 1,952,064 7,401,776 - $ $ $ 473 $ $ 100.0% 0.85 $ - $ 5,321,970 1,976,296 7,298,266 121.00 $ $ $ 100.0% 0.82 $ - $ 5,179,480 1,812,316 6,991,795 - $ $ $ 100.0% 0.88 $ - $ 5,624,127 2,067,079 7,691,206 122.00 $ $ $ 0.0% 0.02 (302,157) (90,783) (392,940) 1.00 0.0% 2.8% 0.0% 0.0% 0.0% -5.7% -4.6% -5.4% 0.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management $0.90 $0.88 $0.86 $0.84 $0.82 $0.80 $0.78 $0.76 $0.74 $0.72 # of Square Feet Maintained 9,000,000 8,800,000 8,600,000 8,400,000 8,200,000 8,000,000 7,800,000 7,600,000 7,400,000 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost/Square Foot Facilities Maintenance Activity Performance FY 2007-08 ADOPTED Cost per square foot The Fiscal Year 2007-08 budget for the Facilities Maintenance Activity accommodates the increased demand for maintained square footage of County facilities. Due to the completion of new buildings, the Department expects to maintain an additional 216,996 square feet, an increase of 2.5% over Fiscal Year 2006-07. Because of the increase in demand, the expenditure budget has been increased accordingly. The rate increase can also be attributed to the higher cost of outsourcing some services, such as plumbing and electrical work, due to the department’s inability to fill vacant positions because of low wages. Market studies of facilities maintenance positions are underway. Base Adjustment: One trades specialist (an HVAC position) FTE plus related supplies and services funding have been added to this activity. There is a 2.9% increase in per unit cost due to the salary and benefit increases of personnel associated with this activity. Maintenance supply costs have also increased by approximately $80,000 to meet demand. Capital Facility Management Program 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. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 89.0% 98.0% 98.0% 98.0% 100.0% 2.0% 2.0% Percent of projects delivered within the original project budget as approved by the Board of Supervisors 2.0% 2.0% 2.0% 2.0% 2.0% 0.0% 0.0% Percent improvement in the Facilities Condition Index (FCI) 474 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Activities that comprise this program include: • Capital Improvement Plan Implementation • Major Maintenance Plan Implementation • Planning Capital Improvement Plan Implementation Activity 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 that it can successfully achieve established missions in efficient, safe and secure environments. Mandates: ARS 41-1492 establishes standards and regulations, including building codes, for public accommodations and commercial facilities Performance Analysis: FY 2005-06 ACTUAL Demand Number of projects approved by the Board Output Number of projects worked on Percent of Demand met Efficiency Cost per project Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED 17 20 20 12 14 Variance (Rev. - Adopted) (6) 8 20 20 12 14 (6) -30.0% 0.0% 13,743.16 0.0% 33.3% ADOPTED 47.1% 108,326.88 $ - $ 792,414 74,201 866,615 - $ 100.0% 45,607.10 $ - $ 833,557 78,585 912,142 - $ $ $ $ $ FY 2007-08 ADOPTED PROJ ACT 100.0% 41,295.70 $ - $ 744,272 81,642 825,914 8.00 $ 100.0% 69,240.36 $ $ $ - $ 744,580 86,305 830,884 - $ 100.0% 55,038.86 $ - $ 689,139 81,405 770,544 8.00 $ $ $ $ $ Capital Improvement Plan Implementation Activity Performance 18 $120,000 16 # of Projects 12 $80,000 10 $60,000 8 6 $40,000 4 $20,000 2 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand 475 Output Cost per project Cost/Project $100,000 14 % -30.0% - 0.0% 0.0% 0.0% 55,133 237 55,370 - 7.4% 0.3% 6.7% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Total FY 2006-07 expenditures are budgeted to decrease by $55,370 (6.7%) from the Fiscal Year 2006-07 revised budget. The decrease related to volume is $247,774 and is offset by an unfavorable rate variance of $192,404. The cost per project worked on increased by $13,743 or 33.3% from the Fiscal Year 2006-07 revised budget. Although the number of projects may have gone down, staff and resources are not reduced because the number of projects may increase next year. It should be noted that this activity measure changed from Fiscal Year 2005-06 to Fiscal Year 2006-07. The output was measured as the number of projects completed and is now calculated as the number of projects worked on in order to capture all work done by the staff. Major Maintenance Plan Implementation Activity The purpose of the Major Maintenance Plan Implementation Activity is to provide timely, fiscally prudent management of services to the County so that it can have facilities with improved condition as demonstrated by the Facilities Condition Index (FCI). Mandates: Administrative mandate Performance Analysis: Demand Number of proejcts requested Output Number of projects managed Percent of Demand met Efficiency Cost per project Revenues by Fund General Detention Operations $ $ Totals $ Expenditures by Fund General Detention Operations $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 266 ADOPTED 200 FY 2006-07 REVISED 200 PROJ ACT 384 FY 2007-08 ADOPTED 350 Variance (Rev. - Adopted) 150 % 75.0% 266 200 200 384 350 150 75.0% 100.0% 153.03 $ 100.0% 238.16 $ 100.0% 869.03 $ 100.0% 385.05 $ 100.0% 758.84 $ 40,706 40,706 - $ - $ $ $ 47,631 47,631 - $ $ $ $ 173,806 173,806 4.00 $ $ $ $ 147,859 147,859 - $ $ $ $ 265,594 265,594 4.00 $ $ $ $ 0.0% (110.19) (91,788) (91,788) - 0.0% -12.7% 0.0% 0.0% 0.0% -52.8% 0.0% -52.8% 0.0% The Fiscal Year 2007-08 budget reflects an increase of $91,788 over Fiscal Year 2006-07 which accommodates the increased demand of projects from 200 to 350. Major expenditure items are for salaries and benefits of four full-time employees: two project managers and two trades specialists. The project managers, at an average salary and benefit pay of $78,842, were brought in mid-year; therefore, the annualization of the salaries and benefits create much of the increased cost in Fiscal Year 2007-08. The rest of the increase is attributed to pay for performance and fixed and variable benefit increases. Planning Activity The purpose of the Planning Activity is to provide cost effective facility planning services to the County so that departments are satisfied. Mandates: Administrative mandate 476 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Performance Analysis: FY 2005-06 ACTUAL FY 2006-07 REVISED Demand Number planning services requested and funded by departments - 25 25 PROJ ACT 323 Output Number planning services delivered Percent of Demand met Efficiency Cost per planning service Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) - 25 25 323 $ $ $ $ $ ADOPTED 0.0% - $ 409,397 409,397 - $ $ $ $ 100.0% 20,927.52 $ 523,188 523,188 - $ $ $ $ 100.0% 19,152.40 $ 478,810 478,810 7.00 100.0% 1,481.29 $ $ - $ $ $ 478,458 478,458 - $ $ $ $ FY 2007-08 ADOPTED 350 Variance (Rev. - Adopted) 325 % 1300.0% 350 325 1300.0% 100.0% 1,448.15 $ 506,851 506,851 7.00 $ $ $ $ 0.0% (17,704.25) 0.0% -92.4% (28,041) (28,041) - -5.9% -5.9% 0.0% 355 350 345 340 335 330 325 320 315 310 305 $1,490 $1,480 $1,470 $1,460 $1,450 $1,440 Cost/Planning Service # of Planning Services Delivered Planning Activity Performance $1,430 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per planning service The Planning Activity demand and output show significant change from Fiscal Year 2006-07 adopted/revised to projected actual, 25 services to 323. When the budget was adopted, the measure only counted master plans. It was determined that Planning personnel actually do more than just master plans. They are involved in master plans, space plans, special studies, signage, and major maintenance plans, which increased the demand and output. Thus, the unit cost has decreased from $19,152 to $1,481. The expenditure budget in Fiscal Year 2007-08 has increased due to higher personnel costs in pay for performance and fringe benefits. Protective Services Program 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. 477 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 61.7% 70.0% 70.0% 70.0% 70.0% 0.0% 0.0% Percent parking spaces utilized in County garages Activities that comprise this program include: • Parking Management • Security Parking Management Activity 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. Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL Demand Number of cars expected to be parked per day Output Number of cars parked per day Percent of Demand met Efficiency Cost per car parked Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) 3,679 3,953 3,953 3,953 4,115 162 4.1% 3,679 3,953 3,953 3,953 4,115 162 4.1% 0.0% (0.49) 0.0% -2.6% 0.0% 6.36 $ 23,395 23,395 - 100.0% 16.44 $ $ - $ $ $ 65,000 65,000 - 100.0% 18.40 $ $ - $ $ 72,716 72,716 1.50 $ 100.0% 18.99 $ $ - $ $ $ 75,086 75,086 - $ $ $ $ 100.0% 17.91 $ 73,696 73,696 1.50 $ $ $ $ 4,200 $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 4,100 4,000 3,900 3,800 3,700 3,600 3,500 3,400 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand 478 Output Cost per parked car Cost/Parked Car Parking Management Activity Performance # of Tons of Waste Collected % (980) (980) - 0.0% 0.0% 0.0% -1.3% 0.0% -1.3% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Security Activity 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. Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL Demand Number of hours required to staff security Output Number of hours staffed Percent of Demand met Efficiency Cost per work hour Revenues by Fund General Detention Operations Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) $ $ $ $ FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % - 100,000 100,000 183,318 197,878 97,878 97.9% - 100,000 100,000 183,318 197,878 97,878 97.9% 0.0% (16.97) 0.0% -44.8% 0.0% - $ $ FY 2006-07 REVISED ADOPTED 290,176 290,176 $ 3,037,112 61,235 3,098,347 - $ 100.0% 38.13 $ 335,141 335,141 $ 3,728,581 84,679 3,813,260 - $ $ $ $ $ 100.0% 37.91 $ 498,367 498,367 $ 3,711,321 79,738 3,791,059 84.00 $ $ $ 100.0% 20.54 $ 335,141 335,141 $ 3,696,867 68,158 3,765,025 - $ $ $ 100.0% 20.94 $ 522,115 522,115 $ 4,057,787 86,529 4,144,316 91.00 $ $ $ 23,748 23,748 4.8% 0.0% 4.8% (346,466) (6,791) (353,257) 7.00 -9.3% -8.5% -9.3% 8.3% 200,000 $25 195,000 $24 190,000 $23 185,000 $22 180,000 $21 175,000 $20 Cost/Security Work Hour # of Security Work Hours Performed Security Activity Performance FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per security work hour Base Adjustment: The Security Activity budget for Fiscal Year 2007-08 shows a significant change from Fiscal Year 2006-07. Seven security officers were added to the budget to provide security services to the County’s Human Services Campus. These expenditures will be paid for by the Campus, which is a separate entity, and are reflected in the revenue budget of $522,115. The remaining expenditure budget increase consists of pay for performance adjustments and 479 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management increased costs of fixed and variable benefits for the 91 Security FTEs. Additional demand (work hours) is anticipated to cover elections and overtime at the request of departments; however, these charges are allocated out to the requesting departments resulting in a lower unit cost to the Facilities Management Department. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 12,932,897 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Plan FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives FY 2007-08 BUDGET TARGET 7,309 7,309 $ $ - $ 12,940,206 337,121 13,277,327 $ 95,555 335,141 430,696 $ $ $ $ Subtotal $ 150,717 43,564 318,690 3,751 18,827 535,549 $ - $ 13,812,876 $ 430,696 (149,128) $ - $ 480 REVENUE 95,555 $ Subtotal $ BASE ADJUSTMENTS: Budget Submittal Under Target $ Increase to Security Activity for Human Services Campus ($100,000 in revenue grant funded) Increase to Facilities Maintenance Activity for San Tan Justice Courts Reduction to Executive Management Activity to correct allocations in from Regional Development Services Decrease Other Benefits for Workers' Compensation and Unemployment Increase Risk Management charges Increase to Salary and Benefit Adjustments for Pay for Performance Increase to Regular Pay and Benefits for IT and Dispatcher market studies Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 286,974 186,974 54,402 - (4,318) - (13,200) 43,382 - 136 - 47,811 266,059 $ 186,974 14,078,935 $ 617,670 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Facilities Management Detention Fund (255) Appropriated Budget Reconciliation EXPENDITURES $ 3,081,810 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Budget Submittal Under Target $ Decrease Other Benefits for Workers' Comp and Unemployment Increase Risk Management charges Reduction to Executive Management Activity to correct allocations in from Regional Development Services Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 481 3,081,810 REVENUE - $ - 32,023 $ 8,004 46,307 2,610 (114,700) (25,756) $ - 3,056,054 $ - (28,547) $ - (350) 9,217 - (889) (20,569) $ - 3,035,485 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance Finance Analysis by Kirk Jaeger, Management & Budget Analyst Summary Organizational Chart County Manager Chief Financial Officer Tom Manos Department of Finance Department of Finance Real Estate Finance Financial Reporting, Grants, and Capital Financial Reporting Assets Financial Services: Data Management and Systems Financial Services: Accounts Payable, General Ledger, 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: Executive Variance Reports continue to be distributed to OMB and Finance Management Teams. Departmental Variance reports are being used by pilot program 482 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance departments. Although these reports currently only contain financial data, it is anticipated that the new MFR data base will enhance Finance’s ability to report on MFR data. • 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 2007. Status: This goal has been met and will be closed. Results of the Employee Satisfaction Survey administered in February 2007 indicate an overall score of 6.28, an increase of 0.40 over last year. • We will obtain a turnover rate of less than 10% for all professional level staff as measured annually by Employee Compensation by June 2008. Status: The Department of Finance has an overall turnover rate of 12.77% year to date through 12/31/2006. If transfers of employees to other departments are excluded, the rate drops to 8.51% • 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’s FY 2007 goal is $4,582,308.35. At the end of Quarter 2, they have collected $2,151,452.49. The Collections unit has shown consistent increases in collection levels since this goal was established in 2005 (14% in FY 2005 and 35% in FY 2006). These increases can be attributed to an increase in the number of accounts that are sent to the Collections Unit. Based upon the trend, it is anticipated that this goal will be met ahead of schedule. • 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: Approximately 97% of the bond proceeds have been spent to date on capital projects including: several court facilities, the medical examiner facility, the public health facility, and the Security Center. The remaining cash balance of $3.4 million has been budgeted in FY 2007 for construction costs related to the Downtown Justice Center. • By June 2007, we will implement an Electronic Document Management Program (EDMP) to reduce off-site storage costs, utilize existing floor space more effectively, and create a paperless document retrieval system. Status: Currently the Electronic Document Management Program maintains accounts payable documents, such as payment vouchers, 1099s, W-9s, EFT registration forms and vendor invoices; capital asset documents, including acquisition, betterment and disposition forms; grant master forms; and purchase orders. The imaging of purchase orders from a file has streamlined the purchase order process through Materials Management, where previous processes included the printing of multiple copies for review and distribution by Materials Management. In addition, capturing these documents early in the process will ensure that all documentation 483 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance associated with the procurement to payment process will be maintained in a single repository. The forthcoming Single Audit report will include a specific audit finding associated with the storage and maintenance of procurement information (specific to grant activities). The Department of Finance has been in communication with Materials Management regarding this audit finding to develop further solutions for their supporting documentation. The inclusion of purchase orders in the EDMP has also eliminated the need for inefficient paper-handling and reduced the opportunity for error while decreasing processing time in the procurement process. This program will continue to be funded at the current level, and any expansion will need to be prioritized by the Office of Enterprise Technology. The project has met all major milestones. • 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: In FY 2007 the Department of Finance utilized existing technology to: • Deliver online staff training aimed at increasing the number of payments entered directly into the general ledger system (95% of departments are now entering payments directly). • Encourage vendors to receive their payments via electronic funds transfer (the number of vendors utilizing this payment option increased from 79 to 515 in six months). • Create an electronic interchange of data between Pitney Bowes and Maricopa County. • Initiate a data exchange from the PCard system to effectively take advantage of quick-pay rebates. • Create an electronic data exchange for purchase orders in the EDMP. The Department of Finance continues to seek new technology-based solutions, such as having the Sheriff’s Office submit Jail Bond documents electronically and imaging warrants and electronic fund transfers. • In coordination with the Office of Management and Budget and the Office of Enterprise Technology, 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: This program is currently in a hold status pending the update of the Budgeting and MfR systems, to ensure effective implementation and integration with new systems. • 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. 484 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance Status: The Finance Department has written a high-level white paper which outlines areas in which improvements can be made to the central financial information system. The improvements identified include eliminating shadow systems, integrating processes within one system, streamlining procedures, and simplifying and controlling job functions. The Department of Finance has continued to collect the detailed needs assessment of functions that can be improved in the current financial system or are completely non-existent in the current system. • 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 grant Compliance Program has been established. Staff have been hired and trained. The Department of Finance is working to establish performance measures that will be meaningful and informative. Work done by the unit to date includes: • Preparation of the FY 2006 Schedule of Federal Awards, required as part of the County’s Single Audit Reporting Package. This process has led to the identification of compliance issues, and provided the opportunity to address these issues prior to the State of Arizona Office of the Auditor General’s audit. Ultimately, this process will help to ensure future compliance, which improves the County’s ability to receive grant funding. • Preparation of grant files for digital imaging consistent with the Electronic Document Management Program. • Development of Grant Compliance training, which will be presented to the Public Health Department this quarter and additional departments thereafter. • Development of a Grant Compliance Review Program. • Development of a Grant Master/Maintenance form to ensure all required information is obtained and entered into the general ledger system. 485 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES PROG FSAC - FINANCIAL SERVICES TOTAL PROGRAMS EXPENDITURES 18CL - COLLECTIONS CLCT - COLLECTIONS FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 535,771 535,771 $ 162,848 162,848 $ 162,848 162,848 $ 610,126 610,126 $ 291,351 291,351 $ 535,771 $ 213,084 213,084 375,932 $ 213,084 213,084 375,932 $ 106,542 106,542 716,668 $ $ 231,834 231,834 523,185 $ $ $ $ $ 128,503 128,503 78.9% 78.9% 18,750 18,750 147,253 8.8% 8.8% 39.2% $ 335,219 $ 335,219 669,814 $ 669,814 365,776 $ 365,776 368,066 $ 368,066 383,257 383,257 (17,481) (17,481) -4.8% -4.8% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT $ 368,886 $ 368,886 644,586 $ 644,586 349,576 $ 349,576 355,890 $ 355,890 355,666 355,666 (6,090) (6,090) -1.7% -1.7% 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 2,491,966 2,457,385 31,097 643 2,841 $ 3,196,071 $ $ 2,592,038 $ (225,599) 3,480,151 (225,601) 14,292 (225,602) (225,603) 3,510,108 3,510,108 - $ 303,227 4,209,665 2,427 4,227,887 $ $ $ $ 3,156,052 3,150,113 5,939 - $ 2,021 3,882,029 $ $ 3,307,457 3,307,457 - 202,651 202,651 - 5.8% 2,517 4,048,897 (90) 178,990 -3.7% 4.2% 5.8% Staffing by Program and Activity FY 2006-07 REVISED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 18CL - COLLECTIONS CLCT - COLLECTIONS 7.00 7.00 7.00 7.00 - 0.0% 0.0% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT 3.00 3.00 3.00 3.00 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG FSAC - FINANCIAL SERVICES 46.00 46.00 46.00 46.00 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS 56.00 56.00 - 0.0% 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ $ $ 84,428 451,343 535,771 $ 2,532,077 440,730 168,907 54,357 3,196,071 $ $ $ 331,559 44,373 375,932 $ 3,632,195 46,361 485,222 45,887 4,209,665 $ 486 $ $ 331,559 44,373 375,932 $ 3,650,376 238,483 293,141 45,887 4,227,887 $ $ $ 284,144 432,523 716,668 $ 3,411,214 221,522 200,988 48,305 3,882,029 $ $ $ 523,185 523,185 $ 3,794,122 64,467 120,019 70,289 4,048,897 $ $ $ 191,626 (44,373) 147,253 57.8% -100.0% 39.2% (143,746) 174,016 173,122 (24,402) 178,990 -3.9% 73.0% 59.1% -53.2% 4.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS $ $ 535,771 535,771 $ $ 375,932 375,932 $ $ 375,932 375,932 $ $ 716,668 716,668 $ $ 523,185 523,185 $ $ 147,253 147,253 39.2% 39.2% TOTAL FUNDS $ $ 3,196,071 3,196,071 $ $ 4,209,665 4,209,665 $ $ 4,227,887 4,227,887 $ $ 3,882,029 3,882,029 $ $ 4,048,897 4,048,897 $ $ 178,990 178,990 4.2% 4.2% EXPENDITURES 100 GENERAL Programs and Activities Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 57.1% 100.0% 100.0% 73.0% 100.0% - Percentage of activities within budget at year-end Customer Satisfaction Employee Satisfaction 80.0% 95.0% 100.0% 100.0% 100.0% 100.0% 80.0% 95.0% 100.0% 100.0% % - This Department of Finance contributes to the following activity in this program: • Financial Services Financial Services Activity The purpose of the Financial Services Activity is to provide general accounting reporting for the department management so they can meet their financial obligations and manage their financial operation in support of their mission. Mandates: Administrative mandate Performance Analysis: Results % of activities within budget at yearend Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 57.1% $ $ $ $ n/a 2,457,385 2,457,385 FY 2006-07 REVISED 100.0% ADOPTED 100.0% $ $ $ $ n/a 213,084 213,084 $ $ 213,084 213,084 3,480,151 3,480,151 $ $ 3,510,108 3,510,108 46.00 FY 2007-08 ADOPTED PROJ ACT 73.0% $ $ $ $ n/a Variance (Rev. - Adopted) % -100.0% -100.0% 0.0% 106,542 106,542 $ $ 231,834 231,834 $ $ 18,750 18,750 8.8% 8.8% 3,150,113 3,150,113 $ $ 3,307,457 3,307,457 46.00 $ $ 202,651 202,651 - 5.8% 5.8% 0.0% The FY 2007-08 adopted budget is 5.8% ($202,651) less than the FY 2006-07 revised budget due to reductions associated with the department’s electronic imaging initiative. This project will be prioritized for funding by the Office of Enterprise Technology in relation to other enterprise-wide IT needs. This reduction was partially offset with increases associated with employee benefits and pay for performance. 487 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance Collections Program The purpose of the Collections Program is to provide collections 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. Program Results Percent of accounts that are active and paying FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 52.5% 52.5% 52.5% 52.5% 53.0% 0.5% 1.0% This program has only one Activity: • Collections Collections Activity The purpose of the Collections Activity is to provide collections 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. Mandates: Criminal Restitution Orders: A.R.S.§ 13.805 Jurisdiction; A.R.S.§ 13.806 Restitution Lien; A.R.S.§ 42.1122 Setoff for debts to state agencies and courts; revolving fund; definitions; A.R.S.§ 13.961 Filing judgments for payment of money; certified copy of judgment; recording copy to perfect lien against real property; information statement; A.R.S.§ 33.967 Money judgment: information statement; amendment to recorded judgments. Indigent Defense Reimbursement: A.R.S.§ 11.584 Public defender; duties; reimbursement; AZ ST RCRP Rule 6.4 Determination of indigency. Failure to Appear for Jury Duty: A.R.S.§ 21.334 Failure of juror to attend; fine. Complex Litigation Fee: Maricopa County Superior Court Administrative Order No. 2003-115.5. Jury Fee: A.R.S.§ 12.332 Taxable costs and jury fee in superior court. Deferral Filing Fees (Civil, Family, Probate and Juvenile): Maricopa County Superior Court Administrative Order No. 2002-119; A.R.S.§ 12.302 Extension of time for payment of fees and costs; relief from default for nonpayment; deferral or waiver of court fees and costs; definitions. Juvenile - A.R.S.§ 8.127 Financial hardship; deferral, waiver or reduction of fees; Family and Civil - A.R.S.§ 12.311 Filing, appearance, judgment and decree fees; A.R.S.§ 12.284 Fees; Probate - A.R.S.§ 12.313 Probate conservatorship, guardianship and fiduciary fees. Private Collection Agencies: A.R.S.§ 12.116.03 Collection agencies Performance Analysis: Results Percent of accounts that are active and paying. Demand Number of accounts to County Collections Unit Output Number of accounts. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 52.5% FY 2007-08 ADOPTED 53.0% PROJ ACT 52.5% Variance (Rev. - Adopted) 0.5% % 1.0% 13,046 11,093 11,093 15,003 17,253 6,160 55.5% 9,453 5,824 5,824 11,477 13,198 7,374 126.6% 24.0% 33.77 45.7% 53.8% $ 72.5% 56.23 $ $ $ - $ $ n/a FY 2006-07 REVISED 52.5% ADOPTED 52.5% 335,219 335,219 $ $ $ $ n/a 52.5% 115.01 $ 52.5% 62.80 $ 76.5% 32.07 $ 76.5% 29.04 $ - $ $ - $ $ 368,066 368,066 $ $ 383,257 383,257 7.00 $ $ - $ $ - 669,814 669,814 $ $ 365,776 365,776 7.00 488 $ $ $ $ n/a (17,481) (17,481) - -4.8% -4.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance The performance measures associated with this Activity will be revised in the upcoming fiscal year so that progress toward the strategic goal associated with Collections (increasing collections by 20% each year) can be assessed. The FY 2007-08 adopted budget is 4.8% greater ($17,481) than the FY 2006-07 revised budget due to increases in employee benefits, merit pay, and technology leases. Real Estate Program 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. Program Results Percent of customers satisfied with real estate services received FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% This program has only one Activity: • Real Estate Management Real Estate Activity 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. Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL 100.0% Results Percent of customers satisfied with the real estate services received. Demand Number of real estate actions requested. Output Number of real estate actions completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) $ FY 2006-07 REVISED 95.0% ADOPTED 95.0% FY 2007-08 ADOPTED 95.0% PROJ ACT 95.0% Variance (Rev. - Adopted) 0.0% % 0.0% 125 134 134 130 130 (4) -3.0% 134 125 125 130 130 5 4.0% 107.2% 924.00 $ 93.3% 5,156.69 $ 93.3% 2,796.61 $ 100.0% 2,737.62 $ 100.0% 2,735.89 $ $ $ 535,771 535,771 $ $ 162,848 162,848 $ $ 162,848 162,848 $ $ 610,126 610,126 $ $ 291,351 291,351 $ $ $ $ n/a 368,886 368,886 $ $ n/a 644,586 644,586 $ $ 349,576 349,576 3.00 $ $ n/a 355,890 355,890 $ $ 355,666 355,666 3.00 $ $ 489 6.7% 60.72 128,503 128,503 (6,090) (6,090) - 7.2% 2.2% 78.9% 78.9% -1.7% -1.7% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance 2,755.00 # of Real Estate Transactions 136 134 2,750.00 132 2,745.00 130 2,740.00 128 126 2,735.00 124 2,730.00 122 120 2,725.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output Cost Per Real Estate Transaction Real Estate Management Activity FY 2007-08 ADOPTED Efficiency The FY 2007-08 budget for the Real Estate Activity meets projected demand of 130 real estate transactions at a cost of $2,735.89 per transaction. The FY 2007-08 adopted budget is 1.7% greater ($6,090) than the FY 2006-07 revised budget due to increases in employee benefits and merit pay. 490 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Finance General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 4,442,521 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Packages (ECP) Subtotal FY 2006-07 REVISED BUDGET: Restatements Single Audit to Non-Departmental $ Document Imaging Licenses to Office of Enterprise Technology Total Restatements $ FY 2006-07 REVISED RESTATED BUDGET: $ $ 18,222 18,222 $ $ - $ $ 4,460,743 $ (232,856) $ 375,932 - $ 4,227,887 $ 375,932 $ $ $ - $ 375,932 - $ (1,562) (737) (390) 147,253 - (144,000) (88,856) (232,856) TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Subtotal $ 41,907 14,107 91,158 147,172 FY 2007-08 BUDGET TARGET $ 4,375,059 BASE ADJUSTMENTS: Revenue above target in Real Estate Activity Adjustment to the Collections Activity in Personnel Adjustment to the Real Estate Activity in Personnel Adjustment to the Internal Service Fund Charge Activity in Personnel Adjustments to the Financial Services Activity For Personnel Services $ For Reduction to Imaging Increase in Risk Management Workers Compensation and Unemployment charges Subtotal FY 2007-08 ADOPTED BUDGET: $ (323,953) - (1,210) (322,743) 480 $ $ 491 REVENUE 375,932 (326,162) $ 4,048,897 $ 147,253 523,185 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Human Services Analysis by Dexter C. Thomas, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Community Services Human Services Annette Stein, Director Human Services Trish Georgeff, Deputy Director Human Services Support Community Services Youth Programs & Workforce Services Education Division 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. 492 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services 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 and the department continues to have vested interest in reducing homelessness in Maricopa County. • 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 7% in FY 2007-08. • 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 in the process of moving to a new location in the west valley by the end of December 2007 to provide one stop job and career services center to citizens of Maricopa County. • 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. 493 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE HOME - HOMELESS ASSISTANCE EHSN - EMERGENCY SHELTER NIGHTS 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE $ - FY 2006-07 ADOPTED $ FY 2006-07 REVISED - $ - FY 2006-07 PROJECTED $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED - $ 87,180 87,180 $ 87,180 87,180 $ 3,943,086 809,284 3,133,802 $ 3,937,968 3,188,038 749,930 $ 4,035,668 3,188,038 847,630 $ 5,167,909 2,898,463 2,269,446 $ 5,927,436 2,042,121 3,885,315 $ 1,891,768 46.9% (1,145,917) -35.9% 3,037,685 358.4% 22ED - CHILD DEVELOPMENT AND EDUCATION PR $ 18,239,536 CDEV - CHILD DEVELOPMENT & EDUCATION 17,396,754 CHLT - CHILD HEALTH SERVICES 350,278 FAMI - FAMILY PARTNERSHIPS 492,504 $ 17,573,006 12,839,810 2,135,533 2,597,663 $ 17,573,006 12,839,810 2,135,533 2,597,663 $ 18,572,004 16,599,859 889,801 1,082,344 $ 17,582,765 16,005,681 319,994 1,257,090 $ 9,759 0.1% 3,165,871 24.7% (1,815,539) -85.0% (1,340,573) -51.6% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP. MEALS SNTT - SPECIAL NEEDS TRANSP. TRIPS $ 4,153,430 1,946,001 2,207,430 $ 3,544,541 1,703,259 472,081 1,369,201 $ 3,544,541 1,703,259 472,081 1,369,201 $ 3,531,975 1,376,268 346,434 1,809,273 $ 4,161,959 1,575,730 363,894 2,222,335 $ 617,418 17.4% (127,529) -7.5% (108,187) -22.9% 853,134 62.3% 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 10,527,767 8,603,273 882,132 1,042,362 $ 8,350,851 5,906,234 1,026,261 1,418,356 $ 8,350,851 5,906,234 1,026,261 1,418,356 $ 8,500,029 6,210,158 748,194 1,541,677 $ 10,287,725 7,282,332 1,149,008 1,856,385 $ 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 1,286,538 1,286,538 $ 1,063,100 1,063,100 $ 1,063,100 1,063,100 $ 1,203,500 1,203,500 $ 942,810 942,810 $ 99AS - ADMINISTRATIVE SERVICES PROG $ (6,030) $ 1,417,932 $ 1,417,932 $ 549,001 $ 3,519,956 $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ $ $ 299,291 $ - $ (718,305) -100.0% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ (582,003) $ 1,220,739 $ 37,562,325 $ 37,826,442 $ 1,220,739 $ 37,924,142 $ 508,637 $ 38,332,346 $ $ 42,509,831 $ $ (1,220,739) -100.0% 4,585,689 12.1% $ $ $ 812,180 $ 312,180 428,000 72,000 (312,180) -62.4% (312,180) 0.0% 0.0% $ 5,217,623 $ 5,141,916 $ 4,739,616 $ 5,908,426 $ 1,267,884 4,391,986 3,891,986 3,402,825 3,949,739 749,930 847,630 2,505,601 6,406,384 $ 2,521,069 3,885,315 (1,666,768) -35.2% 1,370,917 35.2% (3,037,685) -358.4% 22ED - CHILD DEVELOPMENT AND EDUCATION PR $ 18,231,380 $ 17,573,006 $ 17,573,006 $ 19,085,563 $ CDEV - CHILD DEVELOPMENT & EDUCATION 16,601,162 12,839,810 12,839,807 16,277,143 CHLT - CHILD HEALTH SERVICES 697,662 2,135,533 2,135,536 1,037,890 FAMI - FAMILY PARTNERSHIPS 932,556 2,597,663 2,597,663 1,770,530 17,495,814 $ 15,918,730 319,994 1,257,090 77,192 0.4% (3,078,923) -24.0% 1,815,542 85.0% 1,340,573 51.6% (617,418) -16.1% 127,529 7.5% 108,187 19.9% (853,134) -54.0% EXPENDITURES HOME - HOMELESS ASSISTANCE $ EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HWDR - HOMELESS WEEKEND DAY RESOURCE 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE - - $ 718,305 $ - 718,305 500,000 428,000 72,000 500,000 428,000 72,000 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP. MEALS SNTT - SPECIAL NEEDS TRANSP. TRIPS $ 3,866,614 $ 3,826,541 $ 3,826,541 $ 3,407,802 $ 1,744,856 1,703,259 1,703,259 1,288,249 542,581 542,581 445,372 2,121,758 1,580,701 1,580,701 1,674,181 4,443,959 $ 1,575,730 434,394 2,433,835 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 9,823,100 $ 8,350,851 $ 8,350,851 $ 7,883,763 $ 7,165,092 5,906,234 5,906,234 5,779,299 891,098 1,026,261 1,026,261 990,807 1,766,911 1,418,356 1,418,356 1,113,657 10,287,725 $ 7,282,332 1,149,008 1,856,385 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 2,511,816 $ 2,279,530 $ 2,296,661 $ 2,268,139 $ 2,511,816 2,279,530 2,296,661 2,268,139 2,159,240 $ 2,159,240 99AS - ADMINISTRATIVE SERVICES PROG $ (1,051,036) $ 1,417,932 2,418,015 99IT - INFORMATION TECHNOLOGY PROGRAM $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 1,351,902 $ 40,390,160 438,761 $ 718,305 $ 1,220,739 $ 40,528,820 494 $ 1,400,808 $ 408,093 $ $ $ 552,567 $ 36,000 $ $ 1,220,737 $ 41,235,089 $ $ 1,152,892 45,212,209 $ $ 718,298 $ 1,220,739 $ 40,626,520 $ 1,936,874 1,376,098 122,747 438,029 23.2% 23.3% 12.0% 30.9% (120,290) -11.3% (120,290) -11.3% 2,102,024 (1,936,874) (1,376,098) (122,747) (438,029) 137,421 137,421 148.2% -23.2% -23.3% -12.0% -30.9% 6.0% 6.0% (1,017,207) -72.6% 682,298 95.0% 67,847 5.6% (4,585,689) -11.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE 8.35 6.30 2.05 9.35 7.30 2.05 237.00 205.00 4.00 28.00 237.00 205.00 4.00 28.00 - 0.0% 0.0% 0.0% 0.0% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP. MEALS SNTT - SPECIAL NEEDS TRANSP. TRIPS 67.90 22.74 7.28 37.89 67.90 22.74 7.28 37.89 - 0.0% 0.0% 0.0% 0.0% 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES 79.00 55.00 19.00 5.00 78.00 55.00 18.00 5.00 99AS - ADMINISTRATIVE SERVICES PROG 18.00 18.00 8.00 461.25 8.00 461.25 22ED - CHILD DEVELOPMENT AND EDUCATION P CDEV - CHILD DEVELOPMENT & EDUCATION CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 1.00 1.00 - % (1.00) (1.00) - 12.0% 15.9% 0.0% -1.3% 0.0% -5.3% 0.0% 0.0% 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVENUE Intergovernmental $ 36,958,986 Charges For Service 37,541 Miscellaneous Revenues 565,797 Total Revenue $ 37,562,325 $ 37,602,070 224,372 $ 37,826,442 $ 37,699,770 224,372 $ 37,924,142 $ 37,520,608 811,738 $ 38,332,346 EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ 18,584,586 1,651,512 18,475,218 934,317 883,187 $ 40,528,820 $ 19,229,593 1,642,241 17,937,182 934,317 883,187 $ 40,626,520 $ 17,899,397 1,400,895 20,484,384 934,317 516,097 $ 41,235,089 $ 16,536,125 1,812,951 20,702,297 834,905 503,882 $ 40,390,160 495 FY 2007-08 ADOPTED $ $ $ $ 42,109,725 400,106 42,509,831 19,942,558 1,780,648 21,202,300 937,832 1,348,871 45,212,209 REVISED TO ADOPTED VARIANCE % $ $ $ $ 4,409,955 400,106 (224,372) 4,585,689 11.7% -100.0% 12.1% (712,965) (138,407) (3,265,118) (3,515) (465,684) (4,585,689) -3.7% -8.4% -18.2% -0.4% -52.7% -11.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 REVISED PROJECTED REVENUE 222 HUMAN SERVICES GRANTS TOTAL FUNDS $ 37,562,325 $ 37,562,325 $ 37,826,442 $ 37,826,442 EXPENDITURES 100 GENERAL 222 HUMAN SERVICES GRANTS TOTAL FUNDS $ 2,645,578 $ 2,702,378 $ 2,702,378 $ 3,705,864 37,744,582 37,826,442 37,924,142 37,529,225 $ 40,390,160 $ 40,528,820 $ 40,626,520 $ 41,235,089 $ 37,924,142 $ 37,924,142 $ 38,332,346 $ 38,332,346 REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE $ $ 42,509,831 42,509,831 $ 2,702,378 $ 42,509,831 45,212,209 $ $ $ $ % 4,585,689 4,585,689 12.1% 12.1% (4,585,689) (4,585,689) 0.0% -12.1% -11.3% Programs and Activities Homeless Assistance Program The purpose of the Homeless Assistance program is to provide day and weekend shelter services for homeless men, women and children so that they can sustain their health and safety. Mandates: All activities under this program are non-mandated. Activities that comprise this program include: • Homeless Low Demand Shelter • Homeless Weekend Day Resource • Emergency Homeless Shelter Nights Homeless Low Demand Shelter Activity The purpose of the Homeless Low Demand Shelter activity is to provide shelter nights to homeless men so that they can increase health and safety by avoiding risks associated with sleeping in open and unprotected environments. Performance Analysis: Results To be determined Demand Number of Shelter Nights Demanded Output FY 2005-06 ACTUAL NA ADOPTED NA NA Number of Shelter Nights Provided Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals $ FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) NA 84,000 130,308 130,308 46,308 55.1% NA NA 84,000 130,308 130,308 46,308 55.1% NA NA NA NA NA $ NA - $ - $ $ 100.0% 5.10 $ 428,000 428,000 $ $ 100.0% 3.28 $ 428,000 428,000 $ $ 100.0% 3.28 $ 428,000 428,000 $ $ 0.0% 1.81 - % 0.0% 35.5% 0.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the revised budget based on the mid-year redefining of this activity in FY 2006-07. Funded expenditure levels were established in FY 2006-07 to meet 100% of demand based on the contract. The total budgeted expenditures remain level from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. 496 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Homeless Weekend Day Resource Activity The purpose of the Homeless Weekend Day Resource activity is to provide weekend day resources and services to homeless individuals so that they can increase protection from extreme weather conditions during the weekends. Performance Analysis: FY 2005-06 ACTUAL NA ADOPTED NA NA Results To be determined Demand Number of days of operation demanded Output Number of days of operation provided Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals $ FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) NA 71 104 104 33 46.5% NA NA 71 104 104 33 46.5% NA NA NA NA 100.0% 692.31 $ 100.0% 692.31 $ 72,000 72,000 72,000 72,000 NA NA - $ 100.0% 1,014.08 $ $ $ $ - 72,000 72,000 $ $ $ $ $ $ % 0.0% 321.78 0.0% 31.7% - 0.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the revised budget based on the mid-year redefining of this activity in FY 2006-07. Funded expenditure levels were established in FY 2006-07 to meet 100% of demand based on the contract. The total budgeted expenditures remain level from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Emergency Homeless Shelter Nights Activity The purpose of the Emergency Homeless Shelter Nights activity is to provide safe refuge to men, women and children so that they can increase health and safety as a result of not sleeping on the streets. Performance Analysis: FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA NA NA NA NA NA Results To be determined Demand Number of days of operation demanded Output Number of days of operation Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals $ Expenditures by Fund General Human Services Grants Totals $ NA PROJ ACT NA FY 2007-08 ADOPTED NA NA 260,000 260,000 NA NA 260,000 260,000 NA NA NA NA 100.0% NA $ 100.0% 1.20 NA $ $ 87,180 87,180 $ 87,180 $ 225,000 87,180 312,180 $ (312,180) NA - $ NA NA NA - $ NA NA - $ $ NA NA - 497 - $ NA NA - $ - $ Variance (Rev. - Adopted) % Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services This is a new activity established for FY 2007-08 and does not have any performance measures history. Funded expenditure levels were developed based on the contract. Budget right-sizing was accomplished using historical spending patterns and available grant funds from the previous activity that have been mapped to the activity in order to meet 100% of demand. Community Service Program The purpose of 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. Mandates: All activities under this program are non-mandated. Program Results Percent Percent of contracts monitored Percent of subcontractor agency participants who rate training as satisfactory or higher Percent of low-income households provided eviction prevention or move-in cost assistance Percent of households who received eviction prevention or move-in cost assistance who are not homeless based on a 60-day follow-up FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % NA NA 60.0% 60.0% 60.0% 0.0% 0.0% NA NA 100.0% 100.0% 100.0% 0.0% 0.0% NA NA 8.3% 8.3% 8.3% 0.0% 0.0% NA NA 70.0% 70.0% 70.0% 0.0% 0.0% Activities that comprise this program include: • Community Action Agency • Financial Assistance Community Action Agency Activity The purpose of the Community Action Agency activity is to provide a network of planning, development, administration and coordination of community services for low income and below poverty, families and individuals so that they can access services that will increase health, safety, and well being of the community. 498 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percent of subcontractor agency participants who rate training as satisfactory or higher Results Number of training sessions provided to subcontractor agencies Demand Number of Community Action Agency contracts for Human Services of Maricopa County Output Number of contracts developed, administered, and monitored Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund General Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 60.0% % 60.0% 30 - - 26 26 26 - - - 16 16 16 0.0% $ $ PROJ ACT NA 61.5% 61.5% $ 212,676.56 $ 157,566.81 809,284 809,284 $ 3,188,038 $ 3,188,038 $ 3,188,038 $ 3,188,038 $ 2,898,463 $ 2,898,463 $ 2,042,121 $ 2,042,121 $ $ (1,145,917) (1,145,917) -35.9% -35.9% 450,948 816,936 $ 1,267,884 NA $ 1,203,948 3,188,038 $ 4,391,986 NA $ $ 1,083,089 2,319,736 $ 3,402,825 NA $ $ 225,000 1,145,917 1,370,917 1.00 32.0% 35.9% 35.2% 15.9% $ 703,948 3,188,038 $ 3,891,986 6.30 478,948 2,042,121 $ 2,521,069 7.30 $ This is a new activity in FY 2007-08 and funded expenditure levels were created based on the prior history of the Case Management activity. The FY 2007-08 budgeted expenditures meet 61.5% of projected demand, which is level to the FY 2006-07 revised, based on the number of grants to be monitored and serviced by the department. Total budgeted expenditures are decreased by $1,370,917 (35.2%) from FY 2006-07, reflecting no change in the volume of output and a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based on higher salary and benefit costs combined with a decrease in expenditures for intergovernmental payments based on the available funds. Financial Assistance Activity The purpose of the Financial Assistance activity is to provide economic assistance to low income and below poverty families and individuals so that they can access food, clothing, and shelter. 499 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percent of low-income households provided eviction prevention or move-in cost assistance. Results Percent of households who received eviction prevention or move-in cost assistance who are not homeless based on a 60-day follow-up Demand Number of low-income households in Maricopa County Output Number of low-income households receiving services Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund General Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 95.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 95.0% 11.5% 11.5% -83.5% -0.8789 NA NA NA NA 201,925 201,925 71,805 73,959 NA 4,600 4,600 6,000 6,000 NA NA $ $ 3,133,802 $ 3,133,802 $ $ $ 553,000 3,396,739 $ 3,949,739 NA $ 2.3% 163.03 $ 749,930 749,930 NA 749,930 749,930 NA $ $ $ 70.0% 2.3% 184.27 $ 70.0% 8.4% 417.60 $ (127,966) 1,400 8.1% 647.55 $ 847,630 847,630 $ 2,269,446 $ 2,269,446 $ 3,885,315 $ 3,885,315 NA 847,630 847,630 2.05 NA 2,505,601 $ 2,505,601 NA $ 3,885,315 $ 3,885,315 2.05 $ $ $ -63.4% 30.4% 5.8% 256.1% (463.29) -251.4% 3,037,685 3,037,685 358.4% 358.4% (3,037,685) -358.4% (3,037,685) -358.4% 0.0% This is a new activity and FY 2007-08 budgeted expenditures meet 8.1% of the projected demand. The department revised its MfR strategic plan in FY 2006-07. With the restructure, several activities have been consolidated into the Financial Assistance activity. Total budgeted expenditures are increased by $3,037,685 (358.4%) from FY 2006-07, reflecting increased volume of output and a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Child Development and Education Program The purpose of the Homeless Assistance program is to provide day and weekend shelter services for homeless men, women and children so that they can sustain their health and safety. Mandates: All activities under this program are non-mandated. Program Results Percent of children who demonstrate a minimum of a 25% increase on the Developmental Assessment by the end of the school year Percent of children current with immunizations requirements FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA 80.0% 80.0% 80.0% 0.0% 0.0% NA 500 NA 85.0% 85.0% 85.0% 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Activities that comprise this program include: • Child Development and Education • Child Health Services • Family Partnership Child Development and Education Activity The purpose of the Child Development and Education activity is to provide health and education benefits to at-risk preschool aged children and their families so that they can increase preparedness for K-12 education. Performance Analysis: Results Percent of children who demonstrate a minimum of a 25% increase on the Developmental Assessment by the end of the school year. Demand Number of eligible children Output Number of children served by program Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA NA NA NA NA 17,759 18,292 NA NA 3,160 3,255 NA NA NA NA NA NA $ 17,396,754 $ 17,396,754 $ 12,839,810 $ 12,839,810 $ 12,839,810 $ 12,839,810 $ 16,599,859 $ 16,599,859 $ 16,005,681 $ 16,005,681 $ $ 3,165,871 3,165,871 24.7% 24.7% $ 16,601,162 $ 16,601,162 NA $ 12,839,810 $ 12,839,810 NA $ 12,839,807 $ 12,839,807 205.00 $ 16,277,143 $ 16,277,143 NA $ 15,918,730 $ 15,918,730 205.00 $ $ (3,078,923) (3,078,923) - -24.0% -24.0% 0.0% $ 17.8% 5,150.99 $ Variance (Rev. - Adopted) % 17.8% 4,890.55 This is a new activity and FY 2007-08 budgeted expenditures meet 17.8% of the projected demand. The department revised its MfR strategic plan in FY 2006-07. With the restructure, several activities have been consolidated into the Child Development and Education activity. Total budgeted expenditures are increased by $3,078,923 (24%) from FY 2006-07, reflecting increased volume of output and a lower rate of expenditure per unit of output when compared with FY 2006-07 projected actual. Base Adjustment: Right-sized Personal Services, Supplies and Services based on lower salary and benefit costs resulting from higher vacancies and increase expenditures for various head start educational services based on available grant funds. Child Health Services Activity The purpose of the Child Health Services activity is to provide health referrals to at risk children so that they can access basic health services. 501 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percent of children receiving immunizations from the program for health services. Demand Number of eligible children Output Number of children receiving medical or dental services using program funds Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 97.0% FY 2006-07 REVISED PROJ ACT 97.0% NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) 2,473 316.2% (2,129) -95.8% NA 782 782 3,160 3,255 NA 2,222 2,222 90 93 284.1% 961.09 $ 284.1% 2.8% 961.09 $ 11,532.11 $ 2.9% 3,440.80 $ % NA NA $ -281.3% -99.0% (2,479.71) -258.0% $ $ 350,278 350,278 $ 2,135,533 $ 2,135,533 $ 2,135,533 $ 2,135,533 $ $ 889,801 889,801 $ $ 319,994 319,994 $ $ (1,815,539) (1,815,539) -85.0% -85.0% $ $ 697,662 697,662 NA $ 2,135,533 $ 2,135,533 NA $ 2,135,536 $ 2,135,536 4.00 $ 1,037,890 $ 1,037,890 NA $ $ 319,994 319,994 4.00 $ $ 1,815,542 1,815,542 - 85.0% 85.0% 0.0% FY 2007-08 budgeted expenditures meet 2.9% of projected demand. The department revised its MfR strategic plan in FY 2006-07. With the restructure, several activities have been consolidated into the Child Development and Education activity. Total budgeted expenditures are decreased by $1,815,542 (85%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Family Partnership Activity The purpose of the Family Partnerships activity is to provide community resource referrals to parents so that they can increase parental skills that aid child development. Performance Analysis: Results To be determined Demand FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) % NA 100 100 2,995 3,085 2,985 2985.0% Output NA 29 29 1,120 1,154 1,125 3879.3% Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) NA NA 29.0% 29.0% $ 89,574.59 $ 89,574.59 $ 37.4% 1,580.83 $ 37.4% 1,089.33 $ $ $ 492,504 492,504 $ 2,597,663 $ 2,597,663 $ 2,597,663 $ 2,597,663 $ 1,082,344 $ 1,082,344 $ 1,257,090 $ 1,257,090 $ $ 932,556 932,556 NA $ 2,597,663 $ 2,597,663 NA $ 2,597,663 $ 2,597,663 NA $ 1,770,530 $ 1,770,530 NA $ 1,257,090 $ 1,257,090 28.00 502 8.4% 88,485.25 29.0% 98.8% $ $ (1,340,573) (1,340,573) -51.6% -51.6% $ $ 1,340,573 1,340,573 51.6% 51.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services FY 2007-08 budgeted expenditures meet 37.4% of projected demand. The department revised its MfR strategic plan in FY 2006-07. With the restructure, several activities have been consolidated into the Child Development and Education activity. Total budgeted expenditures are decreased by $1,340,573 (51.6%) from FY 2006-07, reflecting increase volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Special Transportation Services Program The purpose of the Special Transportation Services program is to provide transportation assistance to low income and disabled individuals, so that they can enhance their health and well being. Mandates: All activities under this program are non-mandated. Program Results FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA 94.0% 94.0% 94.0% 0.0% 0.0% NA NA 100.0% 100.0% 100.0% 0.0% 0.0% Percent of trips STS provided Percent of meals delivered Activities that comprise this program include: • Employment Related Transportation • Special Needs Transportation Trips • Special Needs Transportation Meals Employment Related Transportation Activity The purpose of the Employment Related Transportation activity is to provide a short-term transportation option to eligible low-income individuals so that they may seek and maintain employment. Performance Analysis: Results To be determined Demand Number of eligible individuals requesting transportation services for employment and training purposes. Output Number of clients served. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) % NA 920 920 700 721 (199) -21.6% NA 889 889 640 659 (230) -25.9% -5.2% (475.17) -5.4% -24.8% NA NA $ 96.6% 1,915.93 $ 96.6% 1,915.93 $ 91.4% 2,012.89 $ 91.4% 2,391.09 $ $ 1,946,001 $ 1,946,001 $ 1,703,259 $ 1,703,259 $ 1,703,259 $ 1,703,259 $ 1,376,268 $ 1,376,268 $ 1,575,730 $ 1,575,730 $ $ (127,529) (127,529) -7.5% -7.5% $ 1,744,856 $ 1,744,856 NA $ 1,703,259 $ 1,703,259 NA $ 1,703,259 $ 1,703,259 22.74 $ 1,288,249 $ 1,288,249 NA $ 1,575,730 $ 1,575,730 22.74 $ $ 127,529 127,529 - 7.5% 7.5% 0.0% 503 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services FY 2007-08 budgeted expenditures meet 91.4% of projected demand, which is lower than the FY 200607 revised budget. Total budgeted expenditures are decreased by $127,529 (7.5%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Special Needs Transportation Trips Activity The purpose of the Special Needs Transportation Trips activity is to provide transportation for elderly, low-income and disabled individuals so that they can improve participation in medical, personal and recreational appointments. Performance Analysis: Results Number of satisfied passengers currently using STS. Demand Number of trips demanded Output Number of special needs trips provided to qualified individuals. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund General Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 90.0% FY 2006-07 REVISED PROJ ACT 90.0% NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) % NA 97,374 97,374 89,919 115,000 17,626 18.1% NA 62,408 62,408 85,000 111,500 49,092 78.7% NA NA $ 64.1% 25.33 $ 64.1% 25.33 $ 94.5% 19.70 $ 97.0% 21.83 $ 32.9% 3.50 51.3% 13.8% $ 2,207,430 $ 2,207,430 $ 1,369,201 $ 1,369,201 $ 1,369,201 $ 1,369,201 $ 1,809,273 $ 1,809,273 $ 2,222,335 $ 2,222,335 $ $ 853,134 853,134 62.3% 62.3% $ $ $ $ $ $ (853,134) (853,134) - 0.0% -62.3% -54.0% 0.0% 456,427 1,665,331 $ 2,121,758 NA 211,500 1,369,201 $ 1,580,701 NA 211,500 1,369,201 $ 1,580,701 37.89 299,625 1,374,556 $ 1,674,181 NA 211,500 2,222,335 $ 2,433,835 37.89 $ FY 2007-08 budgeted expenditures meet projected demand, which is higher than FY 2006-07 revised. The department expects to meet 97% of demand. Total budgeted expenditures are increased by $853,134 (54%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, Services and Capital based upon available grant funds. Special Needs Transportation Meals Activity The purpose of the Special Needs Transportation Meals activity is to provide home-delivered meals to elderly, low-income and disabled individuals so that they can meet nutritional needs. 504 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: FY 2005-06 ACTUAL NA Results To be determined Demand Number of meals demanded Output Number of meals delivered Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals $ Expenditures by Fund General Human Services Grants Totals $ Staffing (FTEs) ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) % NA 121,978 121,978 120,510 124,125 2,147 1.8% NA 78,035 78,035 120,510 124,125 46,090 59.1% NA NA $ NA NA NA - 64.0% 6.95 $ 64.0% 6.95 $ 100.0% 3.70 $ 100.0% 3.50 $ 36.0% 3.45 56.3% 49.7% $ $ 472,081 472,081 $ $ 472,081 472,081 $ $ 346,434 346,434 $ $ 363,894 363,894 $ $ (108,187) (108,187) -22.9% -22.9% $ 70,500 472,081 542,581 NA $ 70,500 472,081 542,581 7.28 $ 99,875 345,497 445,372 NA $ 70,500 363,894 434,394 7.28 $ 108,187 108,187 - 0.0% 22.9% 19.9% 0.0% $ NA $ $ $ $ FY 2007-08 budgeted expenditures meet projected demand, which is higher than FY 2006-07. The department expects to meet 100% of demand. Total budgeted expenditures are decreased by $108,187 (19.9%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies, Services and Capital based upon available grant funds. Workforce Development Program The purpose of the Workforce Development program is to provide knowledge, skills and abilities to adults and youths so they can increase employment opportunities. Mandates: All activities under this program are non-mandated. Program Results FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA 60.0% 60.0% 60.0% 0.0% 0.0% Percent of enrolled youth who are placed in one or more of the following: postsecondary education advanced training, employment, and military NA NA 89.0% 89.0% 89.0% 0.0% 0.0% Percent of enrolled individuals who obtain unsubsidized employment placements Activities that comprise this program include: • Job Seeker • Youth Services • Technical Skills Training Job Seeker Activity The purpose of the Job Seeker activity is to provide employment and training services to unemployed and underemployed individuals, so that they can increase employment opportunities. 505 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percent of enrolled individuals who obtain unsubsidized employment (placements). Demand Number of unemployed individuals residing in Maricopa County. Output Number of eligible unemployed individuals served by Job Seeker Services Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund General Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 88.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 88.0% 89.0% 89.0% 1.0% 0.011364 NA 355,665 355,665 67,600 66,924 (288,741) -81.2% NA 74,176 74,176 3,500 3,605 (70,571) -95.1% 5.2% 1,651.23 $ 5.4% 2,020.06 $ NA NA $ 20.9% 79.62 $ 20.9% 79.62 $ -15.5% -74.2% (1,940.44) -2437.0% $ 8,603,273 $ 8,603,273 $ 5,906,234 $ 5,906,234 $ 5,906,234 $ 5,906,234 $ 6,210,158 $ 6,210,158 $ 7,282,332 $ 7,282,332 $ $ 1,376,098 1,376,098 23.3% 23.3% $ $ $ $ $ $ (1,376,098) (1,376,098) - -23.3% -23.3% 0.0% 7,165,092 $ 7,165,092 NA 5,906,234 $ 5,906,234 NA 5,906,234 $ 5,906,234 55.00 5,779,299 $ 5,779,299 NA 7,282,332 $ 7,282,332 55.00 $ FY 2007-08 budgeted expenditures meet 5.4% of projected demand. The department revised its MfR strategic plan in FY 2006-07. Total budgeted expenditures are increased by $1,376,098 (23.3%) from FY 2006-07, reflecting decreased volume of output offset by a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Youth Services Activity The purpose of the Youth Services activity is to provide educational and employment skills to eligible youth, ages 14-21, so that they can improve employment opportunities. 506 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percent of enrolled youth who are placed in one or more of the following: post-secondary education advanced training, employment, and military. Demand Number of eligible youth (ages 1421) residing in Maricopa County. Output Number of eligible youth served. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT 60.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 60.0% NA 1,500 1,500 30,948 31,876 NA 585 585 400 625 39.0% 2,424.54 $ 39.0% 2,424.54 $ 1.3% 2,784.14 $ 2.0% 2,970.22 $ NA NA $ % 30,376 2025.1% 40 6.8% -37.0% (545.68) -95.0% -22.5% $ 1,042,362 $ 1,042,362 $ 1,418,356 $ 1,418,356 $ 1,418,356 $ 1,418,356 $ 1,541,677 $ 1,541,677 $ 1,856,385 $ 1,856,385 $ $ 438,029 438,029 30.9% 30.9% $ 1,766,911 $ 1,766,911 NA $ 1,418,356 $ 1,418,356 NA $ 1,418,356 $ 1,418,356 5.00 $ 1,113,657 $ 1,113,657 NA $ 1,856,385 $ 1,856,385 5.00 $ $ (438,029) (438,029) - -30.9% -30.9% 0.0% FY 2007-08 budgeted expenditures meet 2% of projected demand. The department revised its MfR strategic plan in FY 2006-07. Total budgeted expenditures are increased by $438,029 (30.9%) from FY 2006-07, reflecting increased volume of output and a higher rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Technical Skills Training Activity The purpose of the Technical Skills Training activity is to provide specialized career training to professionals with experience in technology and engineering referred by an employer so that they can advance employment opportunities. 507 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results To be determined Demand Number of individuals referred for technical skills training Output Number of individuals that successfully complete training resulting in certifications/credentials Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 ADOPTED NA NA NA NA 200 206 NA NA NA 200 206 NA NA NA AN NA NA $ 100.0% 4,954.03 $ Variance (Rev. - Adopted) % 100.0% 5,577.71 $ $ 882,132 882,132 $ 1,026,261 $ 1,026,261 $ 1,026,261 $ 1,026,261 $ $ 748,194 748,194 $ 1,149,008 $ 1,149,008 $ $ 122,747 122,747 12.0% 12.0% $ $ 891,098 891,098 NA $ 1,026,261 $ 1,026,261 NA $ 1,026,261 $ 1,026,261 19.00 $ $ 990,807 990,807 NA $ 1,149,008 $ 1,149,008 18.00 $ $ (122,747) (122,747) (1.00) -12.0% -12.0% -5.3% This is a new activity established for FY 2007-08, and does not have any performance measure history. Funded expenditure levels were created based on departmental knowledge of the expected outcomes based on the employer and community needs to address the emerging growth for technical skill positions in the County job market. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. Senior Adult Independent Living Program The purpose of the Senior Adult Independent Living program is to provide case management services to elderly and disabled individuals so that they can live self-sufficiently at home. Mandates: All activities under this program are non-mandated. Activities that comprise this program include: • Senior Adult Independent Living Senior Adult Independent Living Activity The purpose of the Senior Adult Independent Living activity (S.A.I.L.) is to provide persons over 60 years of age and/or persons 18-59 years of age with a diagnosed disability and receiving or eligible for SSI disability payments, case management services so that they can live independently and avoid the more costly Arizona Long Term Care System (A.L.T.C.S.). 508 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Performance Analysis: Results Percentage of clients satisfied with case management services. Demand Number of eligible clients in the community. Output Number of eligible clients served. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Human Services Grants Totals Expenditures by Fund General Human Services Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 94.0% FY 2006-07 REVISED PROJ ACT 94.0% NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) (408,195) NA 493,905 493,905 83,214 85,710 NA 4,950 4,950 5,542 5,708 NA NA $ 1.0% 460.51 $ 1.0% 463.97 $ 6.7% 409.26 $ 758 6.7% 378.28 $ % -82.6% 15.3% 5.7% 564.5% 85.69 18.5% $ 1,286,538 $ 1,286,538 $ 1,063,100 $ 1,063,100 $ 1,063,100 $ 1,063,100 $ 1,203,500 $ 1,203,500 $ $ 942,810 942,810 $ $ (120,290) (120,290) -11.3% -11.3% $ 1,185,203 1,326,613 $ 2,511,816 NA $ 1,216,430 1,063,100 $ 2,279,530 NA $ 1,216,430 1,080,231 $ 2,296,661 43.00 $ 1,723,275 544,864 $ 2,268,139 NA $ 1,216,430 942,810 $ 2,159,240 43.00 $ 137,421 137,421 - 0.0% 12.7% 6.0% 0.0% $ FY 2007-08 budgeted expenditures meet 6.7% of projected demand. The department revised its MfR strategic plan in FY 2006-07. Total budgeted expenditures are decreased by $137,421 (6%) from FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustment: Right-sized Personal Services, Supplies and Services based upon available grant funds. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 2,702,378 $ FY 2006-07 ADOPTED BUDGET: REVENUE - FY 2006-07 REVISED RESTATED BUDGET: $ 2,702,378 $ - FY 2007-08 BUDGET TARGET $ 2,702,378 $ - FY 2007-08 ADOPTED BUDGET: $ 2,702,378 $ - 509 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Human Services Grant Fund (222) Appropriated Budget Reconciliation EXPENDITURES $ 37,826,442 $ FY 2006-07 ADOPTED BUDGET: REVENUE 37,826,442 MID-YEAR ADJUSTMENTS: Salt River Pima Maricopa Indian Community award $ Subtotal $ 97,700 97,700 $ $ 97,700 97,700 $ 37,924,142 $ 37,924,142 313,180 $ 72,957 526,096 (72,558) 839,675 $ 839,675 839,675 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation $ Subtotal $ FY 2007-08 BUDGET TARGET $ 38,763,817 $ 38,763,817 3,659,063 $ 3,659,063 46,343 40,608 3,746,014 $ 86,951 3,746,014 42,509,831 $ 42,509,831 BASE ADJUSTMENTS: Grant Funds Increases $ Change to Workers Compensation and Unemployment Charges Change to Risk Management Charges Indirect Revenue Increase Subtotal $ FY 2007-08 ADOPTED BUDGET: $ Grant Fund (222) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 ACTUAL ADOPTED REVISED PROJECTED $ (4,589,751) $ (2,996,571) $ (2,996,571) $ (4,772,013) $ $ $ 37,562,325 $ 37,744,582 (182,257) $ 37,826,442 37,826,442 - $ (4,772,008) $ (2,996,571) $ 510 $ $ 37,924,142 37,924,142 - $ $ (2,996,571) $ 38,332,346 37,529,225 803,121 $ $ (3,968,892) $ FY 2007-08 ADOPTED (3,968,892) 42,509,831 42,509,831 (3,968,892) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Indigent Representation System Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Organizational Chart Assistant County Manager For Criminal Justice Peter Ozanne Director of Public Defense Services James Logan Public Defender James J. Haas Legal Defender Robert B. Briney Legal Advocate Susan Sherwin Public Defense Services James Logan Mission The mission of Indigent Representation is to provide quality legal representation to indigent individuals assigned to us by the court so that the fundamental legal rights of each member of the community are safeguarded. Vision The vision of Indigent Representation is to Deliver America’s Promise of Justice for All. Strategic Goals • By July 2007, the goal of Indigent Representation 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: Efforts are underway to determine how to modify and utilize the Indigent Representation Information System (IRIS) to track time and collect new Study data for analysis. However, until 511 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System IRIS is fully functional between the four IRS offices (mid- to late- FY 2007-08), a full study may not be possible until 2008. • By July 2008, the goal of Indigent Representation 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: Capital staff are collecting data manually until IRIS time-tracking screens become fully functional in FY 2007-08, at which time sufficient data should allow for at least limited analysis for the FY 2008-09 budget development process. Caseload standards for Appeals staff will be addressed with the case weighting study update described in the first goal. • By December 2007, the goal of Indigent Representation is to complete the third and final phase of the Indigent Representation Information System (IRIS) so that all four Offices of the Indigent Representation System can provide comprehensive case management information. Status: IRIS was implemented in the Public Defender Office in late 2005. Felony and Dependency cases were available through IRIS to the Legal Defender in March 2007. The Legal Advocate will have IRIS functionality by June 2007. The Office of Contract Counsel is scheduled to obtain access by mid-FY 2007-08. Full IRIS functionality is expected before the end of FY 2007-08. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 52AF - ADULT FELONY REPRESENTATION AFEL - ADULT FELONY REP CLFE - CLASS 2 & 3 FELONY REP CLFP - CLASS 4,5,6 FELONY REP $ FY 2006-07 ADOPTED 2,543,518 14,560 14,727 2,514,231 $ FY 2006-07 REVISED 1,875,093 32,500 1,842,593 $ FY 2006-07 PROJECTED 1,875,093 32,500 1,842,593 $ FY 2007-08 ADOPTED 1,841,567 12,500 24,909 1,804,158 $ REVISED TO ADOPTED VARIANCE % 1,915,305 32,500 1,882,805 $ 40,212 32,500 (32,500) 40,212 2.1% -100.0% 2.2% 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP APCR - ADULT POST CONVCTN RELIEF REP $ 32,442 32,442 - $ 51,580 51,580 - $ - $ 266,465 266,465 $ 351,385 351,385 $ 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP $ - $ 5,000 5,000 $ 5,000 5,000 $ - $ - $ (5,000) (5,000) -100.0% -100.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 492,703 $ 1,015,594 $ 1,067,174 $ 675,133 $ 647,274 $ (419,900) -39.3% 99IT - INFORMATION TECHNOLOGY PROGRAM $ - $ 314,297 $ 314,297 $ 421,652 $ 412,632 $ 98,335 31.3% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ (585,603) $ 2,483,061 $ 3,261,564 $ $ 3,261,564 $ $ 3,204,817 $ $ 3,326,596 $ $ 65,032 2.0% 512 351,385 351,385 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Revenue and Expenditures by Program and Activity (continued) FY 2005-06 ACTUAL EXPENDITURES 52AC - ADULT CIVIL REPRESENTATION ACPC - ADLT CIVIL PRVT COUNSEL EXP AGLR - ADULT GUARDIAN AD LITEM REP PROB - PROBATE REP $ 543,853 1,297 456,114 86,442 FY 2006-07 ADOPTED $ 550,731 2,707 465,187 82,837 FY 2006-07 REVISED $ 550,731 2,707 465,187 82,837 FY 2006-07 PROJECTED $ 502,133 0 404,986 97,147 FY 2007-08 ADOPTED $ 503,481 1 404,986 98,494 REVISED TO ADOPTED VARIANCE % $ 47,250 8.6% 2,706 100.0% 60,201 12.9% (15,657) -18.9% 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 $ 39,042,660 20,938 6,750,411 14,514,417 11,768,607 1,540,515 209,173 2,893,645 1,301,408 43,546 $ 40,288,134 12,500 7,744,517 14,106,947 12,898,129 1,553,961 220,742 2,327,523 1,321,922 101,893 $ 41,342,918 8 7,784,357 14,765,603 13,157,399 1,366,548 220,742 2,237,421 1,759,631 51,209 $ 42,265,075 727,134 8,273,682 15,684,842 11,701,570 1,497,083 39,306 2,522,038 1,750,968 68,452 $ 47,111,157 12,511 12,215,940 16,118,761 12,605,687 1,579,585 56,151 2,592,535 1,854,183 75,804 $ (5,768,239) -14.0% (12,503) -156287.5% (4,431,583) -56.9% (1,353,158) -9.2% 551,712 4.2% (213,037) -15.6% 164,591 74.6% (355,114) -15.9% (94,552) -5.4% (24,595) -48.0% 52AM - ADULT MISDEMNR REPRESENTATION AMIS - ADLT MISDMNR PRVT COUNSEL EXP MISS - MISDEMEANOR REP $ 1,007,874 1,007,874 $ 944,651 944,651 $ 616,024 1 616,023 $ 704,815 1 704,814 $ 707,381 1 707,380 $ (91,357) (91,357) -14.8% 0.0% -14.8% 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP ADAE - ADULT APPEAL REP APCR - ADULT POST CONVCTN RELIEF REP JUAP - JUVENILE APPEAL REP $ 4,897,992 125,090 2,663,684 1,619,731 489,487 $ 5,047,027 110,373 3,167,116 1,631,699 137,839 $ 4,926,392 110,373 2,979,129 1,667,735 169,155 $ 4,933,556 3,575 2,862,215 1,446,686 621,081 $ 4,697,516 421 2,780,479 1,278,324 638,292 $ 228,876 109,952 198,650 389,411 (469,137) 4.6% 99.6% 6.7% 23.3% -277.3% 543,605 635,873 (98,358) (45,688) (30,896) (279,449) (280,006) 1,524,585 (309,256) (573,200) 4.3% 16.3% -35.4% -57.9% -2.8% -76.9% 0.0% -324.1% 29.0% -33.5% -97.3% 52DR - DEPENDENCY REPRESENTATION $ 10,514,598 CDRE - CHILD DEPENDENCY REP 5,258,070 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 1,300 DSPG - DEP GAL SVRNCE/PERM GUARD REP PADR - PARENTAL DEPENDENCY REP 5,255,227 PRRR - PARENTAL R&R REP PSPG - PARENTAL SVRNCE/PERM GUARD REP - $ 12,783,933 3,486,808 701,175 104,100 1,116,000 363,480 86,400 5,341,733 964,414 619,823 $ 12,593,731 3,893,992 277,620 78,920 1,116,000 363,480 1 86,400 5,265,376 922,702 589,240 $ 10,730,119 3,396,539 286,838 114,707 1,001,515 558,857 1 348,086 2,968,523 1,053,565 1,001,488 $ 12,050,126 3,258,119 375,978 124,608 1,146,896 642,929 1 366,406 3,740,791 1,231,958 1,162,440 $ 52JC - JUVENILE CIVIL REPRESENTATION FACR - FAMILY COURT REP JCPC - JUV CIVIL PRVT COUNSEL EXP JUNR - JUVENILE NOTIFICATION REP $ 321,773 250,317 71,456 $ 280,394 211,704 68,690 $ 270,735 211,704 1 59,030 $ 187,457 144,416 1 43,040 $ 196,114 144,416 1 51,697 $ 74,621 67,288 7,333 27.6% 31.8% 0.0% 12.4% 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 $ 5,443,607 18,759 2,856,130 2,018,558 550,159 $ 5,173,076 2,944,796 1,811,954 416,326 $ 4,895,082 1 2,766,844 1,588,712 1 539,524 $ 5,370,457 1 2,829,336 1,938,515 1 602,604 $ 5,399,640 1 2,828,845 1,965,565 1 605,228 $ (504,558) (62,001) (376,853) (65,704) -10.3% 0.0% -2.2% -23.7% 0.0% -12.2% 52MH - MENTAL HEALTH REPRESENTATION MENR - MENTAL HEALTH REP MHPC - MENTAL HLTH PRVT COUNSEL EXP SEVP - SEXUALLY VIOLENT PREDATOR REP $ 1,153,571 856,650 296,921 $ 1,359,222 945,026 414,196 $ 1,429,534 1,039,585 1 389,948 $ 1,282,445 980,390 1 302,055 $ 1,554,620 1,177,083 1 377,536 $ (125,086) (137,498) 12,412 -8.8% -13.2% 0.0% 3.2% 99AS - ADMINISTRATIVE SERVICES PROG $ 5,893,094 $ 4,434,837 $ 4,586,778 $ 4,697,280 $ 4,715,239 $ (128,461) -2.8% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 1,139,802 $ 1,390,129 $ 1,517,601 $ 1,547,606 $ 1,389,007 $ 128,594 8.5% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 69,958,823 $ 120,123 $ 78,444,404 $ $ $ 39,921 $ 72,292,055 513 $ 39,921 $ 72,769,447 $ 39,809 $ 72,260,752 (80,202) (5,674,957) -200.9% -7.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED 446.05 74.80 166.39 142.97 18.52 22.64 20.71 0.03 471.05 98.55 165.58 144.71 19.34 22.16 20.69 0.03 52AM - ADULT MISDEMNR REPRESENTATION MISS - MISDEMEANOR REP 8.20 8.20 8.20 8.20 52AR - APPELLATE REPRESENTATION ADAE - ADULT APPEAL REP APCR - ADULT POST CONVCTN RELIEF REP JUAP - JUVENILE APPEAL REP 34.46 20.70 12.30 1.46 33.46 20.05 11.95 1.46 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP CRRR - CHILD R&R REP CSPG - CHILD SVRNCE/PERM GUARD REP PADR - PARENTAL DEPENDENCY REP PRRR - PARENTAL R&R REP PSPG - PARENTAL SVRNCE/PERM GUARD REP 59.47 32.49 0.49 0.49 11.96 8.06 5.98 59.47 32.49 0.49 0.49 11.96 8.06 5.98 0.08 0.08 0.08 0.08 52JD - JUV DELINQ/INCORR REPRESENTN FELD - FELONY-LEVEL DELINQUENCY REP INCR - INCORR & MISD-LEVEL DELINQ REP JUPR - JUV VIOLATION OF PROBATION REP 48.99 24.47 18.11 6.42 48.49 24.22 17.92 6.35 52MH - MENTAL HEALTH REPRESENTATION MENR - MENTAL HEALTH REP SEVP - SEXUALLY VIOLENT PREDATOR REP 13.65 9.65 4.00 13.65 9.65 4.00 99AS - ADMINISTRATIVE SERVICES PROG 47.95 49.00 13.85 672.70 13.80 697.20 FULL TIME EQUIVALENT (FTE) 52AF - ADULT FELONY REPRESENTATION 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 WITR - WITNESS REP 52JC - JUVENILE CIVIL REPRESENTATION JUNR - JUVENILE NOTIFICATION REP 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 514 REVISED TO ADOPTED VARIANCE % 25.00 23.75 (0.81) 1.74 0.82 (0.48) (0.02) (1.00) (0.65) (0.35) (0.50) (0.25) (0.18) (0.07) 1.05 (0.05) 24.50 5.6% 31.8% -0.5% 1.2% 4.4% -2.1% -0.1% 0.0% 0.0% 0.0% -2.9% -3.1% -2.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -1.0% -1.0% -1.0% -1.0% 0.0% 0.0% 0.0% 2.2% -0.4% 3.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental $ Charges For Service Miscellaneous Revenues Total Revenue $ EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures FY 2006-07 ADOPTED 1,431,349 1,020,233 31,479 2,483,061 $ 46,332,638 675,427 22,602,021 348,738 $ 69,958,823 $ $ 2,050,108 1,186,374 25,082 3,261,564 $ 50,685,507 681,546 20,388,542 536,460 $ 72,292,055 FY 2006-07 REVISED $ $ 2,050,108 1,186,374 25,082 3,261,564 $ 51,104,566 688,991 20,373,745 602,145 $ 72,769,447 FY 2006-07 PROJECTED $ $ 1,902,638 1,193,266 108,913 3,204,817 $ 51,237,726 610,529 20,056,159 356,338 $ 72,260,752 FY 2007-08 ADOPTED $ $ 2,070,859 1,235,921 19,816 3,326,596 $ 55,584,351 580,850 21,829,950 449,253 $ 78,444,404 REVISED TO ADOPTED VARIANCE % $ 20,751 49,547 (5,266) 65,032 1.0% 4.2% -21.0% 2.0% $ (4,479,785) 108,141 (1,456,205) 152,892 $ (5,674,957) -8.8% 15.7% -7.1% 25.4% -7.8% $ Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED 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 179,957 490,179 327,999 1,430,836 54,090 $ 2,483,061 582,437 659,774 378,288 1,582,065 59,000 $ 3,261,564 582,437 659,774 378,288 1,582,065 59,000 $ 3,261,564 $ 576,377 601,259 373,288 1,594,111 59,782 3,204,817 589,961 659,774 387,261 1,630,600 59,000 $ 3,326,596 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 $ 67,848,503 480,232 353,441 1,223,846 52,801 $ 69,958,823 $ 69,612,928 659,774 378,288 1,582,065 59,000 $ 72,292,055 $ 69,940,320 659,774 378,288 1,732,065 59,000 $ 72,769,447 $ 69,615,558 493,187 373,288 1,720,177 58,542 $ 72,260,752 $ 75,707,769 659,774 387,261 1,630,600 59,000 $ 78,444,404 $ $ 515 $ $ $ REVISED TO ADOPTED VARIANCE % $ $ $ $ 7,524 8,973 48,535 65,032 (5,767,449) (8,973) 101,465 (5,674,957) 1.3% 0.0% 2.4% 3.1% 0.0% 2.0% -8.2% 0.0% -2.4% 5.9% 0.0% -7.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System General Adjustments Attorney Loan Repayment Program Add $572,272 from the General Fund in FY 2007-08 for the Attorney Loan Repayment Program, including $451,425 for the Public Defender, $74,347 for the Legal Defender, and $46,500 for the Legal Advocate. The amounts are allocated to 22 IRS Activities. Attorney Special Assignment (Differential) Pay Allocate $624,066 from the General Fund in FY 2007-08 for Attorney Special Assignment Pay, including $217,252 for the Public Defender, $179,403 for the Legal Defender and $227,411 for the Legal Advocate. The pay differential is for Attorney Managers, Attorney Supervisors and Capital Attorneys. The amounts are allocated to 17 IRS Activities. Programs and Activities Adult Civil Representation Program 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. Program Results Percent of Guardian ad Litem cases assigned Percent of Probate cases assigned FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % 56.1% 31.6% 31.6% 23.4% 23.4% -8.2% -25.9% 78.4% 42.5% 42.5% 74.2% 74.2% 31.7% 74.6% The Civil Adult Representation Program includes the following three activities: • Adult Civil Private Counsel Expense • Probate • Adult Guardian ad Litem Adult Civil Private Counsel Expense Activity 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 protected. Mandates: This activity facilitates the other activities in this program. Performance Analysis: The FY 2007-08 budget for the Adult Civil Private Counsel Expense Activity anticipates no court-ordered payments for privately represented Adult Civil cases in FY 2007-08. No demand or output is projected for FY 2006-07. Guardian Ad Litem Representation Activity 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. 516 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Results Not Not Not Not Not Reported Reported Reported Reported Reported Percent of variance from current annual attorney Guardian ad Litem caseload guideline. 2,129 2,210 2,210 1,954 1,954 Demand Number of Guardian ad Litem cases assigned. 1,194 699 699 458 458 Output Number of Guardian ad Litem cases resolved to conclusion. Percent of Demand met 56.1% 31.6% 31.6% 23.4% 23.4% $ 382.00 $ 665.50 $ 665.50 $ 884.25 $ 884.25 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 456,114 $ 465,187 $ 465,187 $ 404,986 $ 404,986 $ Totals $ 456,114 $ 465,187 $ 465,187 $ 404,986 $ 404,986 $ NA NA NA Staffing (FTEs) % (256) -11.6% (241) -34.5% -8.2% (218.75) -25.9% -32.9% 60,201 60,201 - 12.9% 12.9% The FY 2007-08 budget for the Guardian ad Litem Activity assumes no growth in demand or output when compared with FY 2006-07 projections. The adopted budget includes a demand of 1,954 cases assigned and 458 cases resolved to conclusion (output) at an average cost of $884.25 per case resolved. Result data was not reported for this activity. The Office of Contract Counsel (OCC) notes that the length of time it takes to resolve these cases to conclusion can vary from “quickly” to “years”. Potentially flawed data may lead OCC to amend its demand and output projections for both FY 2006-07 and FY 2007-08. OMB will work with the department to ensure the accuracy of reported data. Base Adjustment: With output declining by 34.5% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were reduced by $39,926. Probate Representation Activity The purpose of the Probate Representation Activity is to provide effective legal representation to assigned indigent adults in probate matters so that their rights are protected. Mandates: A.R.S. §14-5401 establishes that the court shall appoint legal representation to juveniles and those adults determined to be unable to manage their estates due to physical illness, mental disorders, substance abuse, confinement, etc. 517 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 ACTUAL ADOPTED Results Not Not Percent of variance from current Reported Reported annual attorney Probate caseload guideline. 768 729 Demand Number of Probate cases assigned. 602 310 Output Number of Probate cases resolved to conclusion. Percent of Demand met 78.4% 42.5% $ 143.59 $ 267.22 Efficiency Expenditures per unit of Output Expenditures by Fund General $ 86,442 $ 82,837 Totals $ 86,442 $ 82,837 NA NA Staffing (FTEs) FY 2006-07 FY 2007-08 REVISED PROJ ACT ADOPTED Not Not Not Reported Reported Reported $ $ $ Variance (Rev. - Adpt.) % 729 778 788 59 8.1% 310 577 585 275 88.7% 42.5% 267.22 $ 74.2% 168.37 $ 74.2% 168.37 $ 31.7% 98.85 74.6% 37.0% 82,837 82,837 - 97,147 97,147 NA 98,494 98,494 - (15,657) (15,657) - -18.9% -18.9% $ $ $ $ $ $ The FY 2007-08 budget for the Probate Representation Activity assumes a minimal 1.3% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes 788 cases assigned (demand) and 585 cases resolved to conclusion (output) at an average cost of $168.37 per case resolved. Result data was not reported for this activity. The Office of Contract Counsel completed major changes to its records management system in FY 2005-06, and reports that projected data for FY 2006-07 is much more reliable than budgeted data for that year. Base Adjustment: With output increasing by 88.7% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $12,004. Adult Felony Representation Program 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. Mandates The 6th Amendment to the U.S. Constitution and Arizona Constitution, Article II, Section 24 establishes that all accused of criminal offenses have the right to appear and defend themselves in court with legal representation. 518 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Program Results Percent of assigned Capital cases resolved to conclusion Percent of assigned active Class 2 and 3 Felony cases closed Percent of assigned active Class 4, 5 and 6 Felony cases closed Percent of assigned active Felony DUI cases closed Percent of ordered payments for privately represented felony cases paid Percent of assigned active Other Homicide cases closed Percent of assigned Violation of Probation cases resolved to conclusion Percent of assigned active Witness Rep. cases closed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % 73.2% 25.8% 25.8% 29.9% 33.7% 7.9% 30.6% 69.8% 56.4% 56.4% 86.8% 91.4% 35.0% 62.1% 75.8% 64.3% 64.3% 89.4% 92.3% 28.0% 43.5% 77.5% 79.0% 79.0% 91.8% 91.8% 12.8% 16.2% 85.7% 120.0% 120.0% 33.3% 35.7% -84.3% -70.3% 55.4% 37.2% 37.2% 61.9% 57.5% 20.3% 54.6% 80.9% 85.0% 85.0% 85.1% 85.8% 0.8% 0.9% 104.4% 71.8% 71.8% 85.5% 102.2% 30.4% 42.3% The Adult Felony Representation Program includes the following eight activities: • Capital Representation • Adult Felony Private Counsel Expense • Class 2 & 3 Felony Representation • Other Homicide Representation • Class 4, 5, 6 Felony Representation • Violation of Probation Representation • Felony DUI Representation • Witness Representation Capital Representation Activity The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with capital offenses so that their rights are protected. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. A.R.S. §13-4234 establishes that all indigent capital defendants are entitled to court-appointed counsel. 519 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 ACTUAL -366.0% ADOPTED 108.5% FY 2006-07 REVISED PROJ ACT 108.7% -1278.8% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % -343.0% -451.7% -415.5% Results Percent of capital cases resolved within 540 days of arraignment/assignment. Demand 56 62 62 77 84 22 Number of assigned active Capital cases. Output 41 16 16 23 30 14 Number of Capital cases resolved to conclusion. Percent of Demand met 73.2% 25.8% 25.8% 29.9% 35.7% 9.9% Efficiency $ 164,644.17 $ 484,032.31 $ 486,522.31 $ 359,725.32 $ 407,198.00 $ 79,324.31 Expenditures per unit of Output Expenditures by Fund General $ 6,750,529 $ 7,744,517 $ 7,784,357 $ 8,273,682 $ 12,215,940 $ (4,431,583) Public Defender Grants (17) Public Defender Fill The Gap (101) Totals $ 6,750,411 $ 7,744,517 $ 7,784,357 $ 8,273,682 $ 12,215,940 $ (4,431,583) NA NA 74.80 NA 98.55 23.75 Staffing (FTEs) 35.5% 87.5% 38.4% 16.3% -56.9% -56.9% 31.8% The FY 2007-08 budget for the Capital Representation Activity assumes a 9% increase in the number of active Capital cases assigned (demand) and an increase of 30% in the number of Capital cases resolved to conclusion (output) when compared with FY 2006-07 projections. The adopted budget includes a demand of 84 cases assigned and an output of 30 cases resolved to conclusion at an average cost of $168.37 per case resolved. Base Adjustment: Add 16.0 FTE Capital Activity support staff, beginning April 1, 2007. Fullyear General Fund expenditures for FY 2007-08 of $1,140,638 include $904,020 for Personal Services and $236,618 for operating expenditures. New staff include 4.0 FTE Capital Mitigation Specialists, 1.0 FTE Mitigation Services Representative, 4.0 FTE Paralegals, 4.0 FTE Investigators, 1.0 FTE Administrative Assistant, 1.0 FTE Legal Support Specialist and 1.0 FTE Legal Support Assistant. Class 2 and 3 Felony Representation Activity 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. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. 520 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of non-complex Class 2 and 3 Felony cases resolved within 180 days of arraignment/assignment. Results Percent of non-complex Class 2 and 3 Felony cases with disposition to lesser charges or fewer counts. Demand Number of assigned active Class 2 and 3 Felony cases. Output Number of Class 2 and 3 Felony cases closed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Public Defender Training Totals Expenditures by Fund General Public Defender Training Public Defender Grants Public Defender Fill The Gap Legal Defender Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL 56.2% ADOPTED 64.1% Not Reported $ $ $ FY 2006-07 REVISED PROJ ACT 64.3% 40.7% Not Reported Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 40.7% -23.6% Not Reported Not Reported 10,542 12,305 12,305 8,608 8,608 7,363 6,946 6,946 7,468 7,468 69.8% 1,971.26 $ 56.4% 2,030.95 $ 56.4% 2,125.77 $ 86.8% 2,100.27 $ 86.8% 2,158.38 $ 14,727 14,727 $ 14,040,988 143,468 295,255 34,706 $ 14,514,417 NA $ - $ $ 13,452,775 207,788 407,321 39,063 $ 14,106,947 NA $ $ 20,000 12,500 32,500 $ 14,302,960 12,500 103,676 314,611 31,856 $ 14,765,603 166.39 $ $ 24,909 24,909 $ 15,211,229 12,500 104,236 325,502 31,375 $ 15,684,842 NA % -36.7% $ $ - $ 15,645,932 107,020 333,952 31,857 $ 16,118,761 165.58 (3,697) 522 $ $ 30.3% (32.61) -30.0% 7.5% 53.7% -1.5% (20,000) -100.0% (12,500) -100.0% (32,500) -100.0% $ (1,342,972) -9.4% 12,500 100.0% (3,344) -3.2% (19,341) -6.1% (1) 0.0% $ (1,353,158) -9.2% (0.81) -0.5% The FY 2007-08 budget for the Class 2 and 3 Felony Representation Activity assumes no increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes 8,608 active cases assigned (demand) and 4,468 cases closed (output) at an average cost of $2,149.99 per closed case closed. The percent of non-complex Class 2 and 3 Felony cases resolved within 180 days of assignment is expected to remain flat at 40.7% with the FY 2007-08 budget. Base Adjustment: With output increasing by 53.7% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $222,412. Class 4, 5, 6 Felony Representation Activity 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 rights are protected. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. 521 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of non-complex Class 4, 5 and 6 Felony cases resolved within 180 days of arraignment/assignment. Demand Number of assigned active Class 4, 5 and 6 Felony cases. Output Number of Class 4, 5 and 6 Felony cases closed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Public Defender Grants Public Defender Fill The Gap Legal Defender Fill The Gap Totals Expenditures by Fund General Public Defender Grants Public Defender Fill The Gap Legal Defender Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL 56.2% ADOPTED 64.1% FY 2006-07 REVISED PROJ ACT 64.3% 40.7% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 50.0% -14.3% % -22.3% 25,901 29,816 29,816 23,055 23,055 (6,761) 19,636 19,169 19,169 20,615 20,615 1,446 7.5% $ 75.8% 599.34 $ 64.3% 672.86 $ 64.3% 686.39 $ 89.4% 567.62 $ 89.4% 611.48 $ 25.1% 74.91 39.1% 10.9% $ $ 76,039 13,973 (49,800) 40,212 53.3% 3.7% -3.9% 0.0% 2.2% 586,024 (9,295) (25,017) 551,712 1.74 4.7% -3.9% -5.0% 0.0% 4.2% 1.2% 115,703 353,441 1,990,997 54,090 $ 2,514,231 142,537 373,288 1,267,768 59,000 $ 1,842,593 $ 142,537 373,288 1,267,768 59,000 $ 1,842,593 $ 198,629 373,288 1,172,459 59,782 $ 1,804,158 $ 218,576 387,261 1,217,968 59,000 $ 1,882,805 $ $ 11,095,839 185,268 476,940 10,560 $ 11,768,607 NA $ 12,281,608 129,884 474,799 11,838 $ 12,898,129 NA $ 12,389,759 239,233 504,805 23,602 $ 13,157,399 142.97 $ 10,925,096 238,153 514,503 23,817 $ 11,701,570 NA $ 11,803,735 248,528 529,822 23,602 $ 12,605,687 144.71 $ $ $ -22.7% The FY 2007-08 budget for the Class 4, 5 and 6 Felony Representation Activity assumes no increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes 23,055 cases assigned (demand) and 20,615 cases closed (output) at an average cost of $610.38 per case closed. The percent of non-complex Class 4, 5 and 6 Felony cases resolved within 180 days of assignment is expected to increase from 40.7% to 50% with the FY 2007-08 budget. Base Adjustment: With output increasing by 7.5% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $364,629. Grant Request Below Target: The Public Defender (520) submitted the FY 2007-08 Base Budget from the Grants Fund (233) $2,328 below the Budget Target. Revenue allocated to the Class 4, 5 and 6 Felony Activity is not anticipated to meet the Target level in FY 2007-08. Felony DUI Representation Activity 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. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. 522 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 56.2% 62.1% 62.3% 40.7% 40.7% -21.6% Percent of non-complex Felony DUI cases resolved within 180 days of arraignment/assignment. Not Not Not Not Not Results Percent of non-complex Felony Reported Reported Reported Reported Reported DUI cases with disposition to lesser charges or fewer counts. 2,310 2,550 2,550 1,871 1,871 Demand Number of assigned active Felony DUI cases. 1,790 2,014 2,014 1,718 1,718 Output Number of Felony DUI cases closed. Percent of Demand met 77.5% 79.0% 79.0% 91.8% 91.8% $ 860.62 $ 771.58 $ 678.52 $ 871.41 $ 919.43 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 1,510,796 $ 1,521,349 $ 1,297,962 $ 1,425,037 $ 1,506,022 $ Public Defender Grants 7,714 5,465 24,986 25,610 25,927 Public Defender Fill The Gap 22,005 27,147 43,600 46,436 47,636 Totals $ 1,540,515 $ 1,553,961 $ 1,366,548 $ 1,497,083 $ 1,579,585 $ NA NA 18.52 NA 19.34 Staffing (FTEs) % -34.7% (679) -26.6% (296) -14.7% 12.8% (240.91) 16.3% -35.5% (208,060) (941) (4,036) (213,037) 0.82 -16.0% -3.8% -9.3% -15.6% 4.4% The FY 2007-08 budget for the Felony DUI Activity assumes no increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes 1,871 cases assigned (demand) and 1,718 cases closed (output) at an average cost of $919.04 per case closed. The percent of Felony DUI cases resolved within 180 days of assignment is expected to remain flat at 40.7% with the FY 2007-08 budget. Adult Felony Private Counsel Expense Activity 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. Mandates: This activity facilitates the other activities in this program. 523 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) Results Percent of Adult Felony courtordered payments processed. 14 20 20 21 28 Demand Number of payments ordered by the court for Privately Represented Felony cases. Output 12 24 24 7 10 Number of payments for Privately Represented Felony cases. Percent of Demand met 85.7% 120.0% 120.0% 33.3% 35.7% $ 17,431.06 $ 9,197.58 $ 9,197.58 $ 5,615.14 $ 5,615.10 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 209,173 $ 220,742 $ 220,742 $ 39,306 $ 56,151 $ Totals $ 209,173 $ 220,742 $ 220,742 $ 39,306 $ 56,151 $ NA NA NA Staffing (FTEs) % 8 40.0% (14) -58.3% -84.3% 3,582.48 -70.2% 39.0% 164,591 164,591 - 74.6% 74.6% The FY 2007-08 budget for the Adult Felony Private Counsel Expense Activity assumes a 33% increase in the number of payments ordered by the court for Privately Represented Felony cases (demand) and a 43% increase in the number of payments made for Privately Represented Felony cases (output) when compared with FY 2006-07 projections. The adopted budget includes 28 payments ordered (demand) and 10 payments made (output) at an average cost of $5,615.10 per payment made. Result data was not reported for this activity. The Office of Contract Counsel notes that the activity output is very court-driven. Other Homicide Representation Activity 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. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. 524 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 56.2% 89.1% 89.3% 40.7% 57.0% -32.3% % -36.2% (68) -21.8% 34 29.3% Results Percent of non-complex other homicide cases resolved within 270 days of arraignment/assignment. Results Not Not Not Not Not Percent of non-complex other Reported Reported Reported Reported Reported homicide cases with disposition to lesser charges or fewer counts. Demand 231 312 312 244 244 Number of assigned active Other Homicide cases. 128 116 116 150 150 Output Number of Other Homicide cases closed. Percent of Demand met 55.4% 37.2% 37.2% 61.5% 61.5% Efficiency $ 22,606.60 $ 20,064.85 $ 19,288.11 $ 16,813.59 $ 17,283.57 $ Expenditures per unit of Output Expenditures by Fund General $ 2,874,841 $ 2,253,664 $ 2,223,572 $ 2,509,695 $ 2,578,506 $ Public Defender Grants 7,235 4,499 5,032 4,845 5,092 Public Defender Fill The Gap 3,976 61,261 5,275 4,148 5,396 Legal Defender Fill The Gap 7,593 8,099 3,542 3,350 3,541 Totals $ 2,893,645 $ 2,327,523 $ 2,237,421 $ 2,522,038 $ 2,592,535 $ NA NA 22.64 NA 22.16 Staffing (FTEs) 24.3% 2,004.55 65.3% 10.4% (354,934) (60) (121) 1 (355,114) (0.48) -16.0% -1.2% -2.3% 0.0% -15.9% -2.1% The FY 2007-08 budget for the Other Homicide Representation Activity assumes no increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes 244 cases assigned (demand) and 150 cases closed (output) at an average cost of $2,110.84 per case closed. The percent of non-complex other homicide cases resolved within 270 days of assignment is expected to increase from 40.7% to 57% with the FY 2007-08 budget. Violation of Probation Representation Activity 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. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. 525 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 56.2% 62.1% 62.3% 40.7% 41.8% -20.5% % -32.9% (3,750) -16.2% (3,129) -15.9% 0.3% (22.51) 0.4% -25.2% (94,552) (94,552) (0.02) -5.4% Results Percent of non-complex Violation of Probation cases resolved within 180 days of arraignment/assignment. Results Not Not Not Not Not Percent of non-complex Violation Reported Reported Reported Reported Reported of Probation cases with disposition to lesser charges or fewer counts. Demand 21,239 23,211 23,211 19,461 19,461 Number of Violation of Probation cases assigned. Output 17,180 19,729 19,729 16,553 16,600 Number of Violation of Probation cases resolved to conclusion. Percent of Demand met 80.9% 85.0% 85.0% 85.1% 85.3% Efficiency $ 75.75 $ 67.00 $ 89.19 $ 105.78 $ 111.70 $ Expenditures per unit of Output Expenditures by Fund General $ 1,301,465 $ 1,321,922 $ 1,759,631 $ 1,750,968 $ 1,854,183 $ Legal Defender Fill The Gap (57) Totals $ 1,301,408 $ 1,321,922 $ 1,759,631 $ 1,750,968 $ 1,854,183 $ Staffing (FTEs) NA NA 20.71 NA 20.69 -5.4% -0.1% The FY 2007-08 budget for the Violation of Probation Activity assumes no increase in demand and a slight (0.3%) increase in output when compared with FY 2006-07 projections. The adopted budget includes 19,461 cases assigned (demand) and 16,600 cases resolved to conclusion at an average cost of $111.43 per case resolved. Recommended demand and output are each 16.0% below budgeted data for FY 2006-07. Witness Representation Activity The purpose of the Witness Representation Activity is to provide effective legal representation to assigned indigent adult witnesses who may testify in criminal matters so that their legal rights are protected. 526 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Not Not Reported Reported Reported Reported Reported Results Percent of variance from current annual attorney Witness Representation caseload guideline. 45 71 71 83 Demand Number of assigned active Witness Representation cases. 47 51 51 71 Output Number of Witness Representation cases closed. Percent of Demand met 104.4% 71.8% 71.8% 85.5% Efficiency $ 926.50 $ 1,997.90 $ 1,004.10 $ 964.11 $ Expenditures per unit of Output Expenditures by Fund General $ 43,546 $ 101,893 $ 51,209 $ 68,452 $ Legal Defender Fill The Gap Totals $ 43,546 $ 101,893 $ 51,209 $ 68,452 $ Staffing (FTEs) NA NA 0.03 NA % 96 25 35.2% 84 33 64.7% 87.5% 902.43 $ 75,804 75,804 0.03 $ $ 15.7% 101.67 21.8% 10.1% (24,595) (24,595) - -48.0% -48.0% 0.0% The FY 2007-08 budget for the Witness Representation Activity assumes a 16% increase in demand and an 18% increase in output when compared with FY 2006-07 projections. More specifically, the adopted budget includes 96 cases assigned (demand) and 84 cases closed (output) at an average cost of $902.42 per case closed. Based on a two-year trend of increasing case assignments and cases closed, the 84 cases projected to resolve to conclusion (87.5% of demand) is an increase of 33 when compared with the FY 2006-07 revised budget. Adult Misdemeanor Representation Program 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. Mandates The 6th Amendment to the U.S. Constitution and Arizona Constitution, Article II, Section 24 establishes that all accused of criminal offenses have the right to appear and defend themselves in court with legal representation. Program Results Percent of assigned active Misdemeanor cases closed FY 2005-06 ACTUAL 90.7% ADOPTED 111.3% FY 2006-07 REVISED 111.3% PROJ ACT 100.4% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 100.0% -11.3% -10.2% The Adult Misdemeanor Representation Program includes the following two activities: • Adult Misdemeanor Private Counsel • Misdemeanor Representation Expense 527 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Adult Misdemeanor Private Counsel Expense Activity The purpose of the Adult Misdemeanor 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 Misdemeanor Cases so that their rights are protected. Mandates: This activity facilitates the overall mandates of the program. Performance Analysis: No demand, output or expenditures are anticipated for this activity in FY 2006-07 or FY 2007-08. Misdemeanor Representation Activity 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. Mandates: Program. This activity supports the overall mandate of the Adult Misdemeanor Representation Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % 10.6% 13.3% 13.0% 0.7% -4.2% -17.2% -132.4% Results Percent of Misdemeanor Representation cases resolved within 180 days of arraignment/assignment. Not Not Not Not Not Results Percent of Misdemeanor Reported Reported Reported Reported Reported Representation cases with disposition to lesser charges or fewer counts. Demand 3,582 3,303 3,303 2,726 2,726 Number of assigned active Misdemeanor Representation cases. 3,249 3,676 3,676 2,738 2,726 Output Number of Misdemeanor Representation cases closed. Percent of Demand met 90.7% 111.3% 111.3% 100.4% 100.0% $ 310.21 $ 256.98 $ 167.58 $ 257.42 $ 259.49 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 910,531 $ 873,154 $ 489,035 $ 582,448 $ 572,483 $ Public Defender Grants 9,773 25,291 203 Public Defender Fill The Gap 87,571 46,206 126,988 122,163 134,897 Totals $ 1,007,874 $ 944,651 $ 616,023 $ 704,814 $ 707,380 $ Staffing (FTEs) NA NA 8.20 NA 8.20 (577) -17.5% (950) -25.8% -11.3% (91.91) -10.1% -54.8% (83,448) (7,909) (91,357) - -17.1% -6.2% -14.8% 0.0% The FY 2007-08 budget for the Misdemeanor Representation Activity assumes no increase in demand and a slight (0.4%) increase in output when compared with FY 2006-07 projections. The adopted budget includes 2,726 cases assigned (demand) and 2,726 cases closed (output) at an average cost of $259.49 per case closed. 528 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Base Adjustment: With output declining by 25.8% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were reduced by $51,634. Appellate Representation Program 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. Mandates The 6th Amendment to the U.S. Constitution and Arizona Constitution, Article II, Section 24 establishes that all accused of criminal offenses have the right to appear and defend themselves in court with legal representation. Program Results Percent of ordered payments for privately represented Appeal cases paid Percent of assigned Adult Appeal cases resolved to conclusion Percent of assigned PostConviction Relief cases resolved to conclusion Percent of assigned Juvenile Appeal cases resolved to conclusion Percent of variance from current annual attorney Juvenile Appeal caseload guideline FY 2005-06 ACTUAL 83.3% ADOPTED 100.0% FY 2006-07 REVISED 100.0% PROJ ACT 850.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 100.0% 0.0% 0.0% 94.1% 91.0% 91.0% 79.5% 84.6% -6.4% -7.0% 91.5% 92.5% 92.5% 116.6% 103.3% 10.8% 11.7% 47.2% 46.4% 46.4% 47.7% 40.1% -6.3% -13.6% 42.0% 11.0% 11.0% -16.1% -16.1% -27.1% -246.4% The Appellate Representation Program includes the following four activities: • Adult Appeal Private Counsel • Adult Post Conviction Relief Representation Expense • Juvenile Appeal Representation • Adult Appeal Representation Adult Appeal Private Counsel Expense Activity The purpose of the Adult Appeal 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. Mandates: This activity facilitates the other activities in this program. 529 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of Adult Appeal courtordered payments processed. Demand Number of payments ordered by the court for Privately Represented Appeal cases. Output Number of payments for Privately Represented Appeal cases. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Reported Reported Reported 6 6 6 2 2 (4) -66.7% 5 6 6 17 2 (4) -66.7% 100.0% 0.0% 210.50 $ 18,185.00 0.0% 98.9% 83.3% 100.0% 100.0% $ 25,017.95 $ 18,395.50 $ 18,395.50 $ $ $ 32,442 32,442 $ 125,090 $ 125,090 NA $ $ 51,580 51,580 $ 110,373 $ 110,373 NA $ $ 850.0% 210.27 $ - $ $ - $ $ - $ $ - $ 110,373 $ 110,373 - $ $ 3,575 3,575 NA $ $ 421 421 - $ $ 109,952 109,952 - % 99.6% 99.6% The budget for the Adult Appeal Private Counsel Expense Activity assumes a demand of 2 payments ordered and 2 payments made (output) at an average cost of $210.27 per payment made. Result data was not reported for this activity. Base Adjustment: With output declining by 66.7% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were reduced by $1,889. Adult Appeal Representation Activity 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. Mandates: This activity supports the overall mandate of the Appellate Representation Program. 530 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 35.0% 75.0% 75.0% 35.6% 87.0% 12.0% Results Percent of direct appeal briefs submitted within 45 days. Demand 458 564 564 434 439 (125) Number of Adult Appeal cases assigned. Output 431 513 513 345 352 (161) Number of Adult Appeal cases resolved to conclusion. Percent of Demand met 94.1% 91.0% 91.0% 79.5% 80.2% -10.8% $ 6,180.24 $ 6,173.72 $ 5,807.27 $ 8,296.27 $ 7,899.09 $ (2,091.82) Efficiency Expenditures per unit of Output Expenditures by Fund General $ 2,663,684 $ 3,167,116 $ 2,979,129 $ 2,862,215 $ 2,780,479 $ 198,650 Totals $ 2,663,684 $ 3,167,116 $ 2,979,129 $ 2,862,215 $ 2,780,479 $ 198,650 NA NA 20.70 NA 20.05 (0.65) Staffing (FTEs) % 16.0% -22.2% -31.4% -11.8% -36.0% 6.7% 6.7% -3.1% The FY 2007-08 budget for the Adult Appeal Representation Activity assumes a 1.2% increase in the number of cases assigned (demand) and a 2% increase in the number of cases resolved to conclusion (output) when compared with FY 2006-07 projections. The adopted budget includes a demand of 439 cases assigned and 352 cases resolved at an average cost of $7,865.19 per case resolved to conclusion. Base Adjustment: The adopted budget allows the Office of Contract Counsel to take on an additional 15 additional cases by increasing expenditures by $70,555. Post Conviction Relief Representation Activity 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. Mandates: This activity supports the overall mandate of the Appellate Representation Program. 531 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of trial or plea Post Conviction Relief cases submitted within 60 days. Demand Number of Post-Conviction Relief cases assigned (Plea PCR and Trial PCR). Output Number of PCR cases resolved to conclusion (Plea PCR and Trial PCR). Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 35.0% 28.0% 28.0% 35.6% 40.0% 12.0% 1,447 1,419 1,419 968 968 (451) -31.8% 1,324 1,313 1,313 1,129 968 (345) -26.3% 7.5% (50.41) 8.1% -4.0% 91.5% 92.5% 92.5% 116.6% 100.0% $ 1,223.36 $ 1,242.73 $ 1,270.17 $ 1,281.39 $ 1,320.58 $ $ $ % 42.9% - $ 1,619,731 $ 1,619,731 NA $ $ - $ 1,631,699 $ 1,631,699 NA $ $ - $ 1,667,735 $ 1,667,735 12.30 $ $ 266,465 266,465 $ 1,446,686 $ 1,446,686 NA $ $ 351,385 351,385 $ $ 351,385 351,385 $ 1,278,324 $ 1,278,324 11.95 $ $ 389,411 389,411 (0.35) 23.3% 23.3% -2.8% The FY 2007-08 budget for the Post Conviction Relief Representation Activity assumes no increase in demand and a 17% increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 968 cases assigned at an average cost of $1,309.04 per case resolved to conclusion. Base Adjustment: With output declining by 26.3% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were reduced by $255.051. Juvenile Appeal Representation Activity 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. Mandates: This activity supports the overall mandate of the Appellate Representation Program. A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. 532 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % 42.0% 11.0% 11.0% -16.1% -16.1% -27.1% -246.6% Results Percent of variance from current annual attorney Juvenile Appeal caseload guideline. Demand 284 220 220 262 262 42 19.1% Number of Juvenile Appeal cases assigned. Output 134 102 102 125 105 3 2.9% Number of Juvenile Appeal cases resolved to conclusion. Percent of Demand met 47.2% 46.4% 46.4% 47.7% 40.1% -6.3% -13.6% Efficiency $ 3,652.89 $ 1,351.36 $ 1,658.38 $ 4,968.65 $ 6,078.97 $ (4,420.59) -266.6% Expenditures per unit of Output Expenditures by Fund General $ 489,487 $ 137,839 $ 169,155 $ 621,081 $ 638,292 $ (469,137) -277.3% Totals $ 489,487 $ 137,839 $ 169,155 $ 621,081 $ 638,292 $ (469,137) -277.3% NA NA 1.46 NA 1.46 0.0% Staffing (FTEs) The FY 2007-08 budget for the Juvenile Appeal Representation Activity assumes no increase in demand and a 16% decrease in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 262 active cases assigned and 105 cases resolved to conclusion (output) at an average cost of $5,105.65 per case resolved. For FY 2006-07, the 125 cases projected to resolve to conclusion (47.7% of demand) compares with 134 cases in FY 2005-06 and 102 budgeted for FY 2006-07. Consistent with current trends, the FY 2007-08 adopted budget allows a rate of 47.7% of demand to conclude 125 cases. Base Adjustment: With output increasing by 2.9% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $38,166. Dependency Representation Program 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 rights are protected. 533 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Program Results Percent of assigned Child Dependency cases with findings Percent of variance from current annual attorney Child Dependency caseload guideline Percent of open Child Report & Review Status cases in which the court ends jurisdiction during the time period Percent of variance from current annual attorney Child Report & Review Rep. caseload guideline Percent of motions or petitions initiating Severance or Permanent Guardianship Determinations where rulings are issued on Child Rep. cases Percent of variance from current annual attorney Severance or Permanent Guardianship Child Rep. caseload guideline Percent of assigned Guardian ad Litem (GAL) Dependency cases with findings Percent of variance from current annual attorney GAL Dependency caseload guideline Percent of open (in which a re-certification was processed between July 1 and June 30) GAL Report & Review Status cases in which the court ends jurisdiction during the time period Percent of variance from current annual attorney GAL Report & Review Rep. caseload guideline Percent of payments ordered by the court for Privately Represented Dependency cases that are paid Percent of motions or petitions initiating Severance or Permanent Guardianship Determinations where rulings are issued on GAL Rep. cases Percent of variance from current annual attorney Severance or Permanent GAL Rep. caseload guideline Percent of assigned Parental Dependency cases with findings Percent of variance from current annual attorney Parental Dependency caseload guideline Percent of open (on June 30th) Parental Report & Review Status cases in which the court ends jurisdiction during the time period Percent of variance from current annual attorney Parental Report & Review Rep. caseload guideline Percent of motions or petitions initiating Severance or Permanent Guardianship Determinations where rulings are issued on Parental Rep. cases Percent of variance from current annual attorney Severance or Permanent Guardianship Parental Rep. caseload guideline FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 77.3% 144.3% 144.3% 118.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 100.0% -44.3% -30.7% Not Reported 10.0% 10.0% Not Reported 10.0% 0.0% 0.0% 113.8% 107.6% 107.6% 50.8% 50.8% -56.8% -52.8% Not Reported Not Reported 90.4% 107.1% -28.0% -26.1% Not Reported Not Reported NA 90.4% -85.2% -94.2% NA Not Reported NA 91.8% -0.6% -0.7% NA Not Reported 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% NA 60.6% 60.6% 14.2% 14.1% -46.5% -76.7% NA Not Reported NA 93.2% 92.1% 45.5% 45.5% -46.6% -50.6% NA -7.4% Not Reported -27.5% -32.7% NA 31.4% 31.4% 37.0% 37.0% 5.6% 17.8% NA Not Reported NA 75.9% -38.9% -51.3% NA Not Reported 534 Not Not Reported Reported 107.1% 77.9% Not Not Reported Reported 90.4% 5.2% Not Not Reported Reported 91.8% 91.2% Not Not Reported Reported Not Not Reported Reported Not Not Reported Reported 75.9% 37.0% Not Not Reported Reported Not Reported 79.1% Not Reported 5.2% Not Reported 91.2% Not Reported Not Reported Not Reported 37.0% Not Reported Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System The Dependency Representation Program includes the following ten activities: • Dependency Private Counsel Expense • Child Dependency Representation • Guardian ad Litem Severance or Permanent • Child Report and Review Guardianship Representation Representation • Parental Dependency Representation • Child Severance or Permanent Guardianship Representation • Parental Report and Review Representation • Guardian ad Litem Dependency • Parental Severance or Permanent Representation Guardianship Representation • Guardian ad Litem Report and Review Representation Child Dependency Representation Activity The purpose of the Child Dependency Representation Activity is to provide legal representation, when appointed by the Court, to indigent children in Juvenile Court dependency matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. Mandates: A.R.S. §8-841 establishes that the court must appoint counsel to indigent parties in child dependency cases. Performance Analysis: Results Percent of variance from current annual attorney Child Dependency caseload guideline. Demand Number of Child Dependency filings assigned. Output Number of Dependency findings on Child Dependency cases. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Defender Grants Totals Expenditures by Fund General Public Defender Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED 10.0% FY 2006-07 REVISED PROJ ACT 10.0% Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 10.0% 0.0% % 0.0% 555 1,443 1,443 1,871 2,152 709 49.1% 429 2,082 2,082 2,208 2,152 70 3.4% 77.3% 144.3% 144.3% 118.0% 100.0% $ 12,256.57 $ 1,674.74 $ 1,870.31 $ 1,538.29 $ 1,514.00 $ -44.3% 356.32 $ $ (5,000) -100.0% (5,000) -100.0% - $ 5,258,070 $ 5,258,070 NA $ $ 5,000 5,000 $ 3,481,808 5,000 $ 3,486,808 NA $ $ 5,000 5,000 $ 3,888,992 5,000 $ 3,893,992 32.49 $ $ - $ 3,396,539 $ 3,396,539 NA $ $ - $ $ $ 3,258,119 $ 3,258,119 32.49 $ $ 630,873 5,000 635,873 - -30.7% 19.1% 16.2% 100.0% 16.3% 0.0% The FY 2007-08 budget for the Child Dependency Representation Activity assumes a 15% increase in demand and a 2.5% decrease in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 2,152 filings assigned at an average cost of $1,512.77 per finding. Base Adjustment: With output declining from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were decreased by $308,877. 535 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Eliminate Legal Advocate Grant Fund: Recommend eliminating the Grant Fund (233) from the Legal Advocate (550). Although the department has budgeted $5,000 in Child Dependency Activity revenue and expenditures in each of the past several years, no actual revenue or expenditures have been accrued. Child Report and Review Representation Activity 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. Mandates: A.R.S. §8-221 requires that counsel be appointed to represent the child if the child is indigent. Performance Analysis: Results Percent of variance from current annual attorney Child Report and Review Representation caseload guideline. Demand Number of open Child Report and Review Status cases. Output Number of Child Report and Review Status cases in which the court ends jurisdiction during the time period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) NA Not Not Not Not Reported Reported Reported Reported % 210 659 659 1,547 1,779 1,120 170.0% 239 709 709 786 904 195 27.5% 113.8% 107.6% 107.6% 50.8% NA $ 988.96 $ 391.57 $ 364.93 $ NA NA NA $ 701,175 $ 701,175 NA $ 277,620 $ 277,620 0.49 $ 286,838 $ 286,838 NA 50.8% 415.90 $ $ 375,978 $ 375,978 0.49 $ $ -56.8% (24.34) -52.8% -6.2% (98,358) (98,358) - -35.4% -35.4% 0.0% The FY 2007-08 budget for the Child Report and Review Representation Activity assumes a 15% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 1,779 open cases at an average cost of $415.84 per case in which the court ends jurisdiction during the time period. Result data was not reported for this activity. Base Adjustment: With output increasing by 27.5% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $73,756. Child Severance or Permanent Guardianship Representation Activity The purpose of the Child Severance 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. 536 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Mandates: A.R.S. §8-872 establishes that indigent juveniles who do not already have a courtappointed guardian ad litem shall have court-appointed counsel in permanent guardianship cases. Performance Analysis: Results Percent of variance from current annual attorney Severance or Permanent Guardianship Child Representation caseload guideline. Demand Number of motions or petitions initiating Severance or Permanent Guardianship Determinations on Child Representation cases. Output Number of court ordered Severance or Permanent Guardianship Rulings issued on Child Representation cases. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) NA Not Not Not Not Reported Reported Reported Reported 83 126 126 280 297 171 135.7% 75 135 135 218 235 100 74.1% 90.4% 107.1% 107.1% 77.9% NA $ 771.11 $ 584.59 $ 526.18 $ NA NA NA % $ 104,100 $ 104,100 NA $ 78,920 $ 78,920 0.49 $ 114,707 $ 114,707 NA 79.1% 530.25 $ $ 124,608 $ 124,608 0.49 $ $ -28.0% 54.35 -26.2% 9.3% (45,688) (45,688) - -57.9% -57.9% 0.0% The FY 2007-08 budget for the Child Severance or Permanent Guardianship Representation Activity assumes a 6% increase in demand and a 7.8% increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 297 initiating motions or petitions and 235 rulings issues (output) at an average cost of $530 per ruling. Result data was not reported for this activity. Guardian ad Litem Dependency Representation Activity 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. Mandates: A.R.S. §8-221 requires that a guardian ad litem be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. 537 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of variance from current annual attorney Guardian ad Litem Dependency Representation caseload guideline. Demand Number of Guardian ad Litem Dependency filings assigned. Output Number of Dependency findings on Guardian ad Litem Dependency cases. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED NA Not Reported FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Reported Reported Reported % NA 1,830 1,830 1,190 1,369 (461) -25.2% NA 1,655 1,655 62 71 (1,584) -95.7% NA NA $ 90.4% 674.32 $ NA NA NA $ 1,116,000 $ 1,116,000 NA 90.4% 5.2% 5.2% -85.3% -94.3% 674.32 $ 16,153.46 $ 16,153.46 $ (15,479.14) -2295.5% $ 1,116,000 $ 1,116,000 - $ 1,001,515 $ 1,001,515 NA $ 1,146,896 $ 1,146,896 - $ $ (30,896) (30,896) - -2.8% -2.8% The FY 2007-08 budget for the Guardian ad Litem Dependency Representation Activity assumes a 15% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 1,369 filings assigned at an average cost of $16,153.46 per finding. Result data was not reported for this activity. Base Adjustment: With output increasing from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were increased by $78,761. Guardian ad Litem Report and Review Representation Activity 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. Mandates: A.R.S. §8-221 requires that a guardian ad litem be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. 538 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of variance from current annual attorney Guardian ad Litem Report and Review Representation caseload guideline. Demand Number of Guardian ad Litem Report and Review Status cases in which a recertification was processed between July 1 and June 30th. Output Number of Guardian ad Litem Report and Review Status cases in which the court ends jurisdiction during the time period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) NA Not Not Not Not Reported Reported Reported Reported % NA 1,376 1,376 1,385 1,593 217 15.8% NA 1,263 1,263 1,263 1,453 190 15.0% NA NA $ 91.8% 287.79 $ NA NA NA $ 363,480 $ 363,480 NA 91.8% 287.79 $ $ 363,480 $ 363,480 - 91.2% 442.48 $ $ 558,857 $ 558,857 NA 91.2% 442.48 $ $ 642,929 $ 642,929 - $ $ -0.6% (154.69) -0.6% -53.8% (279,449) (279,449) - -76.9% -76.9% The FY 2007-08 budget for the Guardian ad Litem Report and Review Representation Activity assumes a 15% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 1,593 re-certified cases and 1,453 cases in which the court ends jurisdiction (output) at an average cost of $442.48 per case. Result data was not reported for this activity. Base Adjustment: With output increasing by 15% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $42,569. Dependency Private Counsel Expense Activity 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. Mandates: This activity facilitates the other activities in this program. Performance Analysis: The Dependency Private Counsel Expense Activity anticipates no courtordered payments for privately represented Dependency in FY 2007-08. No demand or output is projected for FY 2006-07. Guardian ad Litem Severance or Permanent Guardianship Representation Activity The purpose of the Guardian ad Litem Severance 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. 539 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Mandates: A.R.S. §8-221 requires that a guardian ad litem be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. A.R.S. §§8-535 and 8-873 establish that the court must appoint a guardian ad litem to those deemed incompetent or otherwise in need of representation in parental severance cases and revocation of permanent guardianship cases, respectively. Performance Analysis: Results Percent of variance from current annual attorney Severance or Permanent Guardianship Guardian ad Litem Representation caseload guideline. Demand Number of motions or petitions initiating Severance or Permanent Guardianship determinations on Guardian ad Litem Representation cases. Output Number of court ordered Severance or Permanent Guardianship rulings issued on Guardian ad Litem Representation cases. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) NA Not Not Not Not Reported Reported Reported Reported % NA 142 142 401 425 283 199.3% NA 86 86 57 60 (26) -30.2% NA NA 60.6% 60.6% 14.2% 14.1% -46.4% -76.7% $ 1,004.65 $ 1,004.65 $ 6,106.77 $ 6,106.77 $ (5,102.12) -507.8% NA NA NA $ $ 86,400 86,400 NA $ $ 86,400 86,400 - $ 348,086 $ 348,086 NA $ 366,406 $ 366,406 - $ $ (280,006) -324.1% (280,006) -324.1% - The FY 2007-08 budget for the Guardian ad Litem Severance or Permanent Guardianship Representation Activity assumes a 6% increase in demand and a 5% increase in output when compared with FY 2006-07 projections. The adopted budget includes 425 initiating motions or petitions and 60 orders or rulings issues at an average cost of $6,106.77 per ruling. Result data was not reported for this activity. Base Adjustment: With output increasing from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were increased by $30,646. Parental Dependency Representation Activity The purpose of the Parental Dependency Representation Activity is to provide legal representation, when appointed by the Court, to indigent parents in juvenile court dependency matters involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. Mandates: A.R.S. §8-843 establishes that the court must appoint counsel to indigent parents in child dependency cases. 540 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 ACTUAL NA Results Percent of variance from current annual attorney Parental Dependency caseload guideline. NA Demand Number of Parental Dependency filings assigned. Output NA Number of Dependency findings on Parental Dependency Representation cases. Percent of Demand met NA NA Efficiency Expenditures per unit of Output Expenditures by Fund General $ 5,255,227 Totals $ 5,255,227 NA Staffing (FTEs) ADOPTED -7.4% FY 2006-07 FY 2007-08 REVISED PROJ ACT ADOPTED Not -27.5% -32.7% Reported Variance (Rev. - Adpt.) % 4,507 4,507 3,316 3,813 (694) -15.4% 4,200 4,151 1,508 1,736 (2,415) -58.2% -46.6% (886.37) -50.6% -69.9% 93.2% 92.1% 45.5% 45.5% $ 1,271.84 $ 1,268.46 $ 1,968.52 $ 2,154.83 $ $ 5,341,733 $ 5,341,733 NA $ 5,265,376 $ 5,265,376 11.96 $ 2,968,523 $ 2,968,523 NA $ 3,740,791 $ 3,740,791 11.96 $ $ 1,524,585 1,524,585 - 29.0% 29.0% 0.0% The FY 2007-08 budget for the Parental Dependency Representation Activity assumes a 6% increase in demand and a 5% increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 3,813 filings assigned and 1,736 findings (output) at an average cost of $2,154.83 per finding. Base Adjustment: With output increasing from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were increased by $588,560. Parental Report and Review Representation Activity 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. Mandates: A.R.S. §8-221 requires that counsel be appointed to represent parents if the parent is indigent. 541 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of variance from current annual attorney Parental Report and Review caseload guideline. Demand Number of Parental Report and Review Status cases open on June 30th. Output Number of Parental Report and Review Status cases in which the court ends jurisdiction during the time period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA Not Not Not Reported Reported Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) % NA 3,012 3,012 2,770 3,186 174 5.8% NA 946 946 1,024 1,180 234 24.7% NA NA 31.4% $ 1,019.47 $ NA NA NA $ 964,414 $ 964,414 NA 31.4% 37.0% 975.37 $ 1,028.87 $ $ 922,702 $ 922,702 8.06 $ 1,053,565 $ 1,053,565 NA 37.0% 1,044.03 $ $ 1,231,958 $ 1,231,958 8.06 $ $ 5.6% (68.66) 17.9% -7.0% (309,256) (309,256) - -33.5% -33.5% 0.0% The FY 2007-08 budget for the Parental Report and Review Representation Activity assumes a 15% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 3,186 open cases and 1,180 cases in which the court ends jurisdiction (output) at an average cost of $1,044.03 per case. Result data was not reported for this activity. Base Adjustment: With output increasing by 24.7% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were increased by $73,808. Parental Severance or Permanent Guardianship Representation Activity The purpose of the Parental Severance 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. Mandates: A.R.S. §8-872 establishes that indigent parents shall have court-appointed counsel in permanent guardianship cases. 542 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of variance from current annual attorney Severance or Permanent Guardianship Parental Representation caseload guideline. Demand Number of motions or petitions initiating Severance or Guardianship Determinations on Parental Representation cases. Output Number of court ordered Severance or Permanent Guardianship rulings issued on Parental Representation cases. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA Not Not Not Reported Reported Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) Not Reported % NA 573 573 899 953 380 66.3% NA 435 435 333 353 (82) -18.9% NA NA 75.9% 75.9% 37.0% 37.0% -38.9% -51.2% $ 1,424.88 $ 1,354.57 $ 3,007.47 $ 3,293.03 $ (1,938.46) -143.1% NA NA NA $ 619,823 $ 619,823 NA $ 589,240 $ 589,240 5.98 $ 1,001,488 $ 1,001,488 NA $ 1,162,440 $ 1,162,440 5.98 $ (573,200) $ (573,200) - -97.3% -97.3% 0.0% The FY 2007-08 budget for the Parental Severance or Permanent Guardianship Representation Activity assumes a 6% increase in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 953 initiating motions or petitions and 353 court ordered rulings (output) at an average cost of $3,293.03 per ruling. Result data was not reported for this activity. Base Adjustment: With output increasing from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were increased by $96,182. Juvenile Civil Representation Program 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. Program Results FY 2005-06 ACTUAL Percent of assigned Family Court 50.6% Rep. cases resolved to conclusion Percent of assigned Juvenile 97.4% Notification cases resolved to conclusion ADOPTED 22.2% FY 2006-07 REVISED 22.2% PROJ ACT 28.1% 84.2% 84.2% 64.6% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 28.1% 5.9% 26.6% 65.4% -18.8% -22.3% The Juvenile Civil Representation Program includes the following three activities: • Family Court Representation • Juvenile Notification Representation • Juvenile Civil Private Counsel Expense 543 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Family Court Representation Activity 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. Mandates: A.R.S. §25-321 establishes that a juvenile or dependent child shall be appointed counsel in regard to the child’s support, custody, and parenting time. The cost of representation may be charged to one or both parents. Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Not Not Reported Reported Reported Reported Reported Results Percent of variance from current annual attorney Family Court Representation caseload guideline. 393 424 424 281 281 Demand Number of Family Court Representation cases assigned. Output 199 94 94 79 79 Number of Family Court Representation cases resolved to conclusion. Percent of Demand met 50.6% 22.2% 22.2% 28.1% 28.1% $ 1,257.87 $ 2,252.17 $ 2,252.17 $ 1,828.05 $ 1,828.05 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 250,317 $ 211,704 $ 211,704 $ 144,416 $ 144,416 $ Totals $ 250,317 $ 211,704 $ 211,704 $ 144,416 $ 144,416 $ NA NA NA Staffing (FTEs) % (143) -33.7% (15) -16.0% 5.9% 424.12 26.8% 18.8% 67,288 67,288 - 31.8% 31.8% The FY 2007-08 budget for the Family Court Representation Activity assumes no growth in demand or output when compared with FY 2006-07 projections. The adopted budget includes a demand of 281 cases assigned and 79 cases resolved to conclusion (output) at an average cost of $424.12 per case resolved. Result data was not reported for this activity. Base Adjustment: With output declining by 16% from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were decreased by $24,887. Juvenile Civil Private Counsel Expense Activity 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. Mandates: This activity facilitates the other activities in this program. Performance Analysis: The Juvenile Civil Private Counsel Expense Activity anticipates no courtordered payments for privately represented Juvenile Civil cases in FY 2007-08. No demand or output is projected for FY 2006-07. 544 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Juvenile Notification Representation Activity The purpose of the Juvenile Notification Representation Activity is to provide legal representation, when appointed by the court, to juveniles with Abortion issues involving their rights so they can obtain the most favorable resolution of their cases under the circumstances. Mandates: A.R.S. §36-2152 establishes that a pregnant unemancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Not Not Reported Reported Reported Reported Reported Results Percent of variance from current annual attorney Juvenile Notification Representation caseload guideline. Demand Number of Juvenile Notification cases assigned. Output Number of Juvenile Notification cases resolved to conclusion. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) % 77 76 76 48 52 (24) -31.6% 75 64 64 31 34 (30) -46.9% -18.8% (598.16) -22.4% -64.9% 7,333 7,333 - 12.4% 12.4% 0.0% 97.4% 84.2% 952.75 $ 1,073.28 $ 84.2% 64.6% 65.4% 922.34 $ 1,388.40 $ 1,520.50 $ 71,456 71,456 NA 59,030 59,030 0.08 $ $ 68,690 68,690 NA $ $ $ $ 43,040 43,040 NA $ $ 51,697 51,697 0.08 $ $ The FY 2007-08 budget for the Juvenile Notification Representation Activity assumes an 8.3% increase in demand and a 9.7% increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 52 cases assigned and 34 cases resolved to conclusion (output) at an average cost of $1,518.82 per case resolved. Result data was not reported for this activity. Base Adjustment: With the decline in output from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were decreased by $749. Juvenile Delinquency and Incorrigibility Representation Program 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. Mandates The 6th Amendment to the U.S. Constitution and Arizona Constitution, Article II, Section 24 establishes that all accused of criminal offenses have the right to appear and defend themselves in court with legal representation. A.R.S. §8-221 establishes that a juvenile who is indigent is entitled to legal counsel appointed by the juvenile court. 545 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Program Results FY 2005-06 ACTUAL Percent of assigned active felony75.8% level Juvenile Delinquency cases closed Percent of assigned active 76.0% Incorrigibility and MisdemeanorLevel Juvenile Delinquency cases closed Percent of assigned Juvenile 122.8% Violation of Probation cases resolved to conclusion ADOPTED 75.3% FY 2006-07 REVISED 75.3% PROJ ACT 76.4% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 76.4% 1.1% 1.5% 70.2% 70.2% 85.4% 78.4% 8.2% 11.7% 95.2% 95.2% 81.7% 81.7% -13.5% -14.2% The Juvenile Delinquency and Incorrigibility Representation Program includes the following four activities: • Juvenile Delinquency Private Counsel • Felony-Level Delinquency Expense Representation • Juvenile Violation of Probation • Incorrigibility or Misdemeanor-Level Representation Juvenile Delinquency Representation Activity Felony-Level Juvenile Delinquency Representation Activity 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. Mandates: This activity supports the overall mandate of the Juvenile Delinquency and Incorrigibility Representation Program. 546 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: Results Percent of felony-level Juvenile Delinquency cases in which adjudication hearing commences within 60 days. Results Percent of felony-level Juvenile Delinquency cases with a disposition to lesser charges or fewer counts. Demand Number of assigned active Felonylevel Delinquency Representation cases. Output Number of Felony-Level Juvenile Delinquency cases closed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 35.0% ADOPTED 29.3% Not Reported Not Reported $ FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 29.3% 24.2% 23.9% -5.4% Not Reported Not Reported % -18.4% Not Reported 5,476 4,984 4,984 4,437 4,437 (547) -11.0% 4,150 3,754 3,754 3,392 3,392 (362) -9.6% 1.1% (96.94) 1.5% -13.2% (62,001) (62,001) (0.25) -2.2% -2.2% -1.0% 75.8% 688.22 $ $ 2,856,130 $ 2,856,130 NA 75.3% 784.44 $ $ 2,944,796 $ 2,944,796 NA 75.3% 737.04 $ $ 2,766,844 $ 2,766,844 24.47 76.4% 834.12 $ $ 2,829,336 $ 2,829,336 NA 76.4% 833.98 $ $ 2,828,845 $ 2,828,845 24.22 $ $ The FY 2007-08 budget for the Felony-Level Juvenile Delinquency Representation Activity assumes no growth in demand or output when compared with FY 2006-07 projections. The adopted budget includes a demand of 4,437 cases assigned and 3,392 cases closed (output) at an average cost of $833.73 per case closed. Incorrigibility or Misdemeanor-Level Juvenile Delinquency Representation Activity The purpose of the Incorrigibility or 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. Mandates: This activity supports the overall mandate of the Juvenile Delinquency and Incorrigibility Representation Program. 547 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 35.0% 29.3% 29.3% 24.2% 23.9% -5.4% Results Percent of Incorrigibility and misdeanor-level Juvenile Delinquency cases in which adjudication hearing commences within 60 days. 6,437 6,248 6,248 6,438 6,450 Demand Number of assigned active Incorrigibility and Misemeanorlevel Juvenile Delinquency Representation cases. Output 4,890 4,389 4,389 5,498 5,498 Number of Incorrigibility and Misdemeanor-Level Juvenile Delinquency cases closed. Percent of Demand met 76.0% 70.2% 70.2% 85.4% 85.2% Efficiency $ 412.79 $ 412.84 $ 361.98 $ 352.59 $ 357.51 $ Expenditures per unit of Output Expenditures by Fund General $ 2,018,558 $ 1,811,954 $ 1,588,712 $ 1,938,515 $ 1,965,565 $ Totals $ 2,018,558 $ 1,811,954 $ 1,588,712 $ 1,938,515 $ 1,965,565 $ Staffing (FTEs) NA NA 18.11 NA 17.92 % -18.4% 202 3.2% 1,109 25.3% 15.0% 4.47 21.3% 1.2% (376,853) (376,853) (0.18) -23.7% -23.7% -1.0% The FY 2007-08 budget for the Incorrigibility or Misdemeanor-Level Juvenile Delinquency Representation Activity assumes a slight (0.2%) growth in demand and increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 6,450 cases assigned and 5,498 cases closed (output) at an average cost of $357.39 per case. Base Adjustment: With the decline in output from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were decreased by $14,770. Juvenile Delinquency Private Counsel Expense Activity 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. Mandates: This activity facilitates the other activities in this program. Performance Analysis: The Juvenile Delinquency Private Counsel Expense Activity anticipates no court-ordered payments for privately represented Juvenile Delinquency cases in FY 2007-08. No demand or output is projected for FY 2006-07. Juvenile Violation of Probation Representation Activity 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. Mandates: This activity supports the overall mandate of the Juvenile Delinquency and Incorrigibility Representation Program. 548 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 35.0% 29.3% 29.3% 24.2% 23.9% -5.4% Results Percent of Juvenile Violation of Probation cases in which adjudication hearing commences within 21 days of advisory hearing. 2,290 2,254 2,254 1,846 1,846 Demand Number of Juvenile Violation of Probation cases assigned. Output 2,811 2,145 2,145 1,509 1,509 Number of Juvenile Violation of Probation cases resolved to conclusion. Percent of Demand met 122.8% 95.2% 95.2% 81.7% 81.7% $ 195.72 $ 194.09 $ 251.53 $ 399.34 $ 401.08 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 550,159 $ 416,326 $ 539,524 $ 602,604 $ 605,228 $ Totals $ 550,159 $ 416,326 $ 539,524 $ 602,604 $ 605,228 $ NA NA 6.42 NA 6.35 Staffing (FTEs) % -18.4% (408) -18.1% (636) -29.7% -13.4% (149.55) -14.1% -59.5% (65,704) (65,704) (0.07) -12.2% -12.2% -1.0% The FY 2007-08 budget for the Juvenile Violation of Probation Representation Activity assumes no growth in demand or output when compared with FY 2006-07 projections. The adopted budget includes a demand of 1,846 cases assigned and 1,509 cases resolved to conclusion (output) at an average cost of $149.41 per case. Base Adjustment: With the decline in output from the FY 2006-07 revised budget, expenditures for the Office of Contract Counsel were decreased by $4,840. Mental Health Representation Program The purpose of the 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. Mandates The 6th Amendment to the U.S. Constitution and Arizona Constitution, Article II, Section 24 establishes that all accused of criminal offenses have the right to appear and defend themselves in court with legal representation. Program Results Percent of assigned Mental Health cases resolved to conclusion Percent of assigned Sexually Violent Person cases resolved to conclusion FY 2005-06 ACTUAL 98.1% ADOPTED 96.7% FY 2006-07 REVISED 96.7% PROJ ACT 99.5% 114.6% 125.7% 125.7% 146.7% 549 FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 99.5% 2.8% 2.9% 100.0% -25.7% -20.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System The Mental Health Representation Program includes the following three activities: • Mental Health Representation • Sexually Violent Predator Representation • Mental Health Private Counsel Expense Mental Health Representation Activity 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. Mandates: This activity supports the overall mandate of the Mental Health Representation Program. A.R.S. §31-502 establishes that any indigent defendant in a mental competency hearing is entitled to court-appointed representation. Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 24.0% 13.0% 13.0% 22.5% 18.8% 5.8% Results Percent of Superior Court mental health matters concluded within 30 days. Demand 2,481 2,140 2,140 2,640 2,873 Number of Mental Health cases assigned. Output 2,434 2,070 2,070 2,627 2,860 Number of Mental Health cases resolved to conclusion. Percent of Demand met 98.1% 96.7% 96.7% 99.5% 99.5% Efficiency $ 351.95 $ 456.53 $ 502.21 $ 373.20 $ 411.57 $ Expenditures per unit of Output Expenditures by Fund General $ 856,650 $ 945,026 $ 1,039,585 $ 980,390 $ 1,177,083 $ Totals $ 856,650 $ 945,026 $ 1,039,585 $ 980,390 $ 1,177,083 $ Staffing (FTEs) NA NA 9.65 NA 9.65 % 44.2% 733 34.3% 790 38.2% 2.8% 90.65 2.9% 18.0% (137,498) (137,498) - -13.2% -13.2% 0.0% The FY 2007-08 budget for the Mental Health Representation Activity assumes an increase of 8.8% in demand and output when compared with FY 2006-07 projections. The adopted budget includes a demand of 2,873 cases assigned and 2,860 cases resolved to conclusion at an average cost of $91.32 per case. Base Adjustment: With output increasing by 38.2% from FY 2006-07 projected levels, expenditures for the Office of Contract Counsel were increased by $119,843. Mental Health Private Counsel Expense Activity The purpose of the Mental Health 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 Mental Health Cases, so that their rights are protected. Mandates: This activity facilitates the other activities in this program. Performance Analysis: The Mental Health Private Counsel Expense Activity anticipates no courtordered payments for privately represented Mental Health cases in FY 2007-08. No demand or output is projected for FY 2006-07. 550 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Sexually Violent Person Representation Activity The purpose of the Sexually Violent Person Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in sexually violent person matters so that their legal rights are protected. Mandates: This activity supports the overall mandate of the Mental Health Representation Program. A.R.S. §36-3704 establishes that any indigent defendant in a sexually violent criminal case is entitled to court-appointed representation. Performance Analysis: FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) Not Not Not Not Not Reported Reported Reported Reported Reported Results Percent of variance from current attorney Sexually Violent Person caseload guideline. 41 35 35 30 44 Demand Number of Sexually Violent Person cases assigned. Output 47 44 44 44 44 Number of Sexually Violent Person cases resolved to conclusion. Percent of Demand met 114.6% 125.7% 125.7% 146.7% 100.0% $ 6,317.47 $ 9,413.55 $ 8,862.45 $ 6,864.88 $ 8,580.36 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 296,921 $ 414,196 $ 389,948 $ 302,055 $ 377,536 $ Totals $ 296,921 $ 414,196 $ 389,948 $ 302,055 $ 377,536 $ NA NA 4.00 NA 4.00 Staffing (FTEs) 9 - -25.7% 282.09 12,412 12,412 - % 25.7% 0.0% -20.5% 3.2% 3.2% 3.2% 0.0% The FY 2007-08 budget for the Sexually Violent Person Representation Activity assumes a 47% increase in demand and no increase in output when compared with FY 2006-07 projections. The adopted budget includes a demand of 44 cases assigned and 44 cases resolved to conclusion at an average cost of $8,580.36 per case. Result data was not reported for this activity. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Delete 1.0 FTE Human Resource Generalist – Legal Advocate: Delete $68,213 in General Fund Personal Services support associated with a Legal Advocate Human Resource Generalist position that has been vacant for over 12 months. Funding for the position is allocated to the following activities: Human Resources ($44,338), Risk Management ($10,232) and Executive Management ($13,643). Information Technology Market Study: Add $21,352 from the General Fund associated with the I.T. Market Study in the Executive Management Activity. 551 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Add 1.0 FTE Administrative Assistant – Public Defender: Add $48,068 from the General Fund in FY 2007-08 for 1.0 FTE Administrative Assistant to work with the Public Defender Financial Services Manager, in association with the multiple budget reallocations to the Capital Activity. Expenditures for positions are allocated to the following activities: Financial Services ($34,010), Human Resources ($1,406), Executive Management ($11,715) and Procurement ($937). Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Delete 1.0 FTE Technology Product Administrator – Legal Advocate: Delete $55,972 in General Fund Personal Services support associated with a Legal Advocate position that has been vacant for over 12 months. Funding for the position is allocated at $11,194 for each of the following activities: Business Application Development and Support, Desktop Support, Help Desk, Infrastructure Network Services, and Data Center. Information Technology Market Study: Add $42,642 from the General Fund associated with the I.T. Market Study, including $7,863 in the Business Application Development and Support Activity, $20,087 in the Help Desk Activity, $8,146 in the Data Center Activity, and $6,546 in the Desktop Support Activity. General Government Program Right-Sizing Worker’s Compensation / Unemployment Insurance: Reallocate $4,851 in FY 2007-08 General Fund expenditures from 20 activities to the Internal Service Fund Charges Activities, and eliminate double- and over-funding of Risk Management, Workers Compensation and Unemployment Insurance. Also, add $22,495 from the General Fund to fully allocate Workers Compensation and Unemployment Insurance charges to the Internal Service Fund Charges Activity. The net Base Adjustment is a General Fund expenditure increase of $14,126. 552 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Public Defender (520) General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 36,608,991 $ 125,737 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Investigator Market Adjustment Executive Compensation Increase (12 months) FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Lease Terminations $ Subtotal $ 292,175 5,537 297,712 $ - $ 36,906,703 $ 125,737 314,452 $ 138,965 1,095,126 154,875 (16,815) 1,686,603 $ - $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: I.T. Market Study (12 months) (Executive Mngt, Desktop Support, $ and Business Application Dev't Activities) 1.0 FTE Office Assistant (Admin Activities) Attorney Loan Repayment Assistance Program Right-Size Capital Representation Activity Subtotal $ $ 38,593,306 $ 125,737 32,900 $ - 48,068 451,425 516,303 1,048,696 $ - FY 2007-08 TENTATIVE BUDGET: $ 39,642,002 $ 125,737 BASE ADJUSTMENTS: Attorney Special Assignment (Differential) Pay Workers' Compensation / Unemployment Insurance $ $ Subtotal $ 217,252 19,414 236,666 $ - $ 39,878,668 $ 125,737 FY 2007-08 ADOPTED BUDGET: 553 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Legal Defender (540) General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES REVENUE $ 8,459,463 $ 16,800 MID-YEAR ADJUSTMENTS: Executive Compensation Increase (12 months) $ 6,071 $ - $ 8,489,654 $ 16,800 $ $ Subtotal $ 66,979 31,047 242,191 508 340,725 $ - $ 8,830,379 $ 16,800 31,094 $ - 74,347 379,124 484,565 $ - FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2006-07 LRP (12 month) FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: I.T. Market Study (12 months), Allocated to Desktop Support, $ Data Center, and Help Desk Activities Attorney Loan Repayment Assistance Program Right-Size Capital Representation Activity Subtotal $ FY 2007-08 TENTATIVE BUDGET: $ 9,314,944 $ 16,800 BASE ADJUSTMENTS: Attorney Special Assignment (Differential) Pay Workers' Compensation / Unemployment Insurance $ $ Subtotal $ 179,403 1,643 181,046 $ - $ 9,495,990 $ 16,800 FY 2007-08 ADOPTED BUDGET: 554 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Legal Advocate (550) General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 7,752,303 $ 20,000 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Investigator Market Adjustment Executive Compensation Increase (12 months) FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments FY 2007-08 BUDGET TARGET $ Subtotal $ 6,282 9,641 15,923 $ - $ 7,768,226 $ 20,000 $ $ Subtotal $ 54,300 26,738 208,093 5,755 294,886 $ - $ 8,063,112 $ 20,000 (3,518) $ - (4,851) 46,500 197,142 (55,972) (68,213) 111,088 $ - BASE ADJUSTMENTS: Rightsize Other Benefits (Workers Comp & Unemployment Ins.) $ and Reallocate to Internal Service Fund Charges Activity Rightsize Internal Service Charges (Mult Activities) Attorney Loan Repayment Assistance Program Allocate 3.5% Pay for Performance (Multiple Activities - $0 Net) Right-Size Capital Representation Activity Delete 1.0 FTE Vacant Technology Product Admin. (I.T. Program) Delete 1.0 FTE Vacant H.R. Generalist (Admin. Program) Subtotal $ $ FY 2007-08 TENTATIVE BUDGET: $ 8,174,200 $ 20,000 BASE ADJUSTMENTS: Attorney Special Assignment (Differential) Pay Workers' Compensation / Unemployment Insurance $ $ Subtotal $ 227,411 1,106 228,517 $ - $ 8,402,717 $ 20,000 FY 2007-08 ADOPTED BUDGET: 555 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Contract Counsel (560) General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES $ 16,768,051 $ MID-YEAR ADJUSTMENTS: Executive Compensation Increase (12 months) $ 7,686 $ - $ 16,775,737 $ 419,900 $ $ Subtotal $ 8,496 2,748 17,308 28,552 $ - $ 16,804,289 $ 419,900 (27,922) $ 616,914 (51,634) (148,219) 675,405 (25,636) (15,083) 102,280 1,126,105 $ - FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Decrease Adult Civil Rep Program Increase Adult Felony Rep Program Decrease Adult Misdemeanor Rep Program Decrease Appellate Rep Program Increase Dependency Rep Program Decrease Juvenile Civil Program Decrease Juvenile Delinq/Incorr Rep Program Increase Mental Health Rep Program $ Subtotal $ FY 2007-08 TENTATIVE BUDGET: BASE ADJUSTMENTS: Workers' Compensation / Unemployment Insurance FY 2007-08 ADOPTED BUDGET: REVENUE 419,900 $ 17,930,394 $ 419,900 $ Subtotal $ 332 332 $ $ - $ 17,930,726 $ 419,900 Public Defender (520) Training Fund (209) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 571,480 $ 571,480 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 571,480 $ 571,480 FY 2007-08 BUDGET TARGET $ 571,480 $ 571,480 FY 2007-08 ADOPTED BUDGET: $ 571,480 $ 571,480 556 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Legal Defender (540) Training Fund (209) Appropriated Budget Reconciliation EXPENDITURES $ 75,794 $ FY 2006-07 ADOPTED BUDGET: REVENUE 75,794 FY 2006-07 REVISED RESTATED BUDGET: $ 75,794 $ 75,794 FY 2007-08 BUDGET TARGET $ 75,794 $ 75,794 FY 2007-08 ADOPTED BUDGET: $ 75,794 $ 75,794 EXPENDITURES $ 12,500 $ REVENUE 12,500 Legal Advocate (550) Training Fund (209) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 12,500 $ 12,500 FY 2007-08 BUDGET TARGET $ 12,500 $ 12,500 FY 2007-08 ADOPTED BUDGET: $ 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 2005-06 FY 2006-07 ACTUAL ADOPTED $ (3,206) $ 43,432 FY 2006-07 REVISED $ 43,432 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ 6,740 $ 114,812 $ $ $ $ $ $ 426,558 415,821 10,737 $ 571,480 571,480 - 49,061 $ 52,411 (3,350) $ 75,794 75,794 - $ 12,500 12,500 - $ 43,432 Legal Advocate (550) Revenue Expenditures Net Operating $ 14,560 12,000 2,560 Ending Fund Balance $ 6,741 $ $ $ 557 $ $ $ $ 571,480 571,480 - 75,794 75,794 - $ 12,500 12,500 - $ 43,432 $ $ $ $ 527,151 419,079 108,072 61,608 61,608 - $ $ $ $ $ 571,480 571,480 - 75,794 75,794 - $ 12,500 12,500 - $ 12,500 12,500 - $ 114,812 $ 114,812 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Public Defender (520) Grants Fund (233) Appropriated Budget Reconciliation EXPENDITURES $ 373,288 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 373,288 $ 373,288 $ 373,288 $ $ Subtotal $ 2,721 1,475 12,105 16,301 $ 16,301 16,301 FY 2007-08 BUDGET TARGET $ 389,589 $ 389,589 BASE ADJUSTMENTS: Request below Target (Class 4, 5 & 6 Felony Activity) $ FY 2007-08 ADOPTED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance (2,328) $ 387,261 (2,328) $ 387,261 EXPENDITURES $ 5,000 $ REVENUE 5,000 Legal Advocate (550) Grants Fund (233) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 5,000 $ 5,000 FY 2007-08 BUDGET TARGET $ 5,000 $ 5,000 BASE ADJUSTMENTS: Eliminate Grant Fund (Child Dependency Rep. Activity) $ FY 2007-08 ADOPTED BUDGET: $ 558 (5,000) $ - $ (5,000) - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Indigent Representation System Grants (233) Fund Balance Summary Beginning Fund Balance Public Defender (520) Revenue Expenditures Net Operating Legal Advocate (550) Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ - $ $ FY 2006-07 ADOPTED $ - 327,999 $ 353,441 (25,442) $ $ $ - $ - 373,288 373,288 - $ $ 5,000 5,000 - $ - FY 2006-07 REVISED $ - FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ (25,442) $ (25,442) $ $ $ $ 373,288 373,288 - $ $ 5,000 5,000 - $ $ - $ 373,288 373,288 - $ - $ $ $ $ (25,442) $ 387,261 387,261 - (25,442) Public Defender (520) Fill the Gap (262) Appropriated Budget Reconciliation EXPENDITURES $ 1,582,065 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 1,582,065 $ 1,582,065 $ 1,582,065 $ $ Subtotal $ 9,388 4,504 34,643 48,535 $ 48,535 48,535 FY 2007-08 BUDGET TARGET $ 1,630,600 $ 1,630,600 FY 2007-08 ADOPTED BUDGET: $ 1,630,600 $ 1,630,600 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Public Defender (520) Fill the Gap (262) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 226,088 FY 2006-07 ADOPTED $ 1,344,793 FY 2006-07 REVISED $ 1,344,793 Revenue Expenditures Net Operating $ 1,430,836 1,223,846 $ 206,990 $ 1,582,065 1,582,065 $ - $ 1,582,065 $ 1,732,065 $ (150,000) $ Ending Fund Balance $ $ 1,344,793 $ 1,194,793 433,078 559 FY 2006-07 PROJECTED $ 433,077 $ FY 2007-08 ADOPTED $ 307,011 1,594,111 $ 1,630,600 1,720,177 1,630,600 (126,066) $ 307,011 $ 307,011 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Indigent Representation System Legal Defender (540) Fill the Gap (263) Appropriated Budget Reconciliation EXPENDITURES $ 59,000 $ FY 2006-07 ADOPTED BUDGET: REVENUE 59,000 FY 2006-07 REVISED RESTATED BUDGET: $ 59,000 $ 59,000 FY 2007-08 BUDGET TARGET $ 59,000 $ 59,000 FY 2007-08 ADOPTED BUDGET: $ 59,000 $ 59,000 Legal Defender (540) Fill the Gap (263) Fund Balance Summary FY 2005-06 ACTUAL $ 10,805 FY 2006-07 ADOPTED $ 11,111 FY 2006-07 REVISED $ 11,111 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ 12,094 $ 13,334 Revenue Expenditures Net Operating $ $ $ 59,000 59,000 - $ $ 59,000 59,000 - $ $ 54,090 52,801 1,288 Ending Fund Balance $ 12,093 $ 11,111 $ 11,111 Beginning Fund Balance 560 $ $ 59,782 58,542 1,240 $ 59,000 59,000 - $ 13,334 $ 13,334 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Internal Audit Analysis by Tara Acuña, Management & Budget Analyst Summary 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 • By September 30, 2007, Internal Audit will complete 95% of the Board of Supervisors' approved Audit Plan and report this information to the Board so that they can make informed decisions and provide fiscally responsible public services. Status: Due to a vacancy rate of 16% during FY 2006-07, only 3% of the Audit Plan has been completed at this time. Internal Audit has hired temporary audit staff in an attempt to keep on track but does not expect that these resources will be sufficient to meet this goal. As a result, Internal Audit has requested that the Board of Supervisors approve a revision to the audit plan by delaying six audits originally scheduled for FY 2006-07 (three medium risk, three low risk). Internal Audit continues to actively recruit to fill the current vacancies. Once the current vacancies are filled, Internal Audit should be able to meet this goal and complete the Audit Plan within available resources. • By September 30, 2007, Internal Audit will ensure that a 95% customer satisfaction rating is earned from our primary customers, the Board of Supervisors, so they can make informed 561 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit decisions on the issues they deem most important, and can provide fiscally responsible public services. Status: In the first quarter, Internal Audit received a 100% satisfaction rating from the Board of Supervisors. • By September 30, 2007, Internal Audit will ensure that 95% of the agreed-upon audit recommendations are implemented within three years of being reported so the Board of Supervisors can provide fiscally responsible public services. Status: In FY 2005-06 and year to date in 2006-07, the department reported that 95% of their recommendations were implemented after 3 years. The recommended budget continues to support this goal. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 23MS - MANAGEMENT SERVICES HRMS - HIGH RISK MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES - $ $ $ 595 595 $ 23MS - MANAGEMENT SERVICES HRMS - HIGH RISK MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES MRMS - MEDIUM RISK MANAGEMENT SVCS FY 2006-07 REVISED 85 85 - $ $ $ 85 584,262 584,262 - $ $ 559,018 559,018 - 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 23AS - AUDIT SERVICES HRSK - HIGH RISK AUDITS LRSK - LOW RISK AUDITS MRSK - MEDIUM RISK AUDIT $ FY 2006-07 ADOPTED FY 2006-07 PROJECTED 85 85 $ $ $ 85 842,352 842,352 - $ $ 825,725 825,725 - 184,553 $ 1,327,833 $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 85 85 $ 85 85 $ $ $ 85 1,526,641 993,667 184,718 348,256 $ $ 208,555 100,779 30,402 77,374 228,961 $ 436 1,897,474 $ $ - 0.0% 0.0% $ $ 85 $ $ - 0.0% 1,394,171 1,090,258 86,548 217,365 $ 1,567,061 1,041,245 172,590 353,226 $ (40,420) (47,578) 12,128 (4,970) -2.6% -4.8% 6.6% -1.4% $ 196,826 89,699 29,847 77,279 $ 206,581 104,448 25,417 76,716 $ 1,974 (3,669) 4,985 658 0.9% -3.6% 16.4% 0.9% 161,842 $ 246,129 $ 175,202 $ (13,360) -8.3% 436 1,897,474 $ $ 180 1,837,306 $ $ 704 1,949,548 $ $ (268) (52,074) -61.5% -2.7% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 23AS - AUDIT SERVICES HRSK - HIGH RISK AUDITS LRSK - LOW RISK AUDITS MRSK - MEDIUM RISK AUDIT 23MS - MANAGEMENT SERVICES HRMS - HIGH RISK MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES MRMS - MEDIUM RISK MANAGEMENT SVCS 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS 562 FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 15.75 9.30 2.35 4.10 15.75 9.30 2.35 4.10 - 0.0% 0.0% 0.0% 0.0% 2.30 1.10 0.30 0.90 2.30 1.10 0.30 0.90 - 0.0% 0.0% 0.0% 0.0% 1.95 20.00 1.95 20.00 - 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 595 595 $ $ 85 85 $ $ 85 85 $ $ 85 85 $ $ 85 85 $ $ $ 1,073,977 9,456 235,223 9,177 1,327,833 $ 1,595,855 7,790 279,050 14,779 1,897,474 $ 1,595,857 7,788 279,050 14,779 1,897,474 $ 1,525,882 10,969 285,676 14,779 1,837,306 $ 1,649,125 9,500 280,923 10,000 1,949,548 $ $ $ $ $ $ - 0.0% 0.0% (53,268) (1,712) (1,873) 4,779 (52,074) $ -3.3% -22.0% -0.7% 32.3% -2.7% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS $ $ 595 595 $ $ 85 85 $ $ 85 85 $ $ 85 85 $ $ 85 85 $ $ TOTAL FUNDS $ $ 1,327,833 1,327,833 $ $ 1,897,474 1,897,474 $ $ 1,897,474 1,897,474 $ $ 1,837,306 1,837,306 $ $ 1,949,548 1,949,548 $ $ - 0.0% 0.0% EXPENDITURES 100 GENERAL (52,074) (52,074) -2.7% -2.7% Mandated vs. Non-Mandated Expenditures Thousands $2,000 $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Audit Services Program The purpose of the Audit Services Program is to provide independent assessments and recommendations to the Board of Supervisors so they can make informed decisions. 563 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted.) % Not Reported 95.0% 95.0% 100.0% 100.0% 0.0% 0.0% Percent of Board of Supervisors satisfied with high-risk audit service activities Percent of recommendations 95.0% implemented within three years Percent of audit services completed Not Reported within 90 days after the close fo the year Percent of Board of Supervisors Not Reported satisfied with medium-risk audit services Percent of Board of Supervisors Not Reported satisfied with low-risk audit services 95.0% 95.0% 100.0% 100.0% 0.0% 0.0% 95.0% 95.0% 100.0% 100.0% 0.0% 0.0% 95.0% 95.0% 95.0% 100.0% 0.0% 0.0% 95.0% 95.0% 95.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • High Risk Audits • Medium Risk Audits • Low Risk Audits High Risk Audits Activity The purpose of the High Risk Audits Activity is to provide independent assessments of high-risk audit services activities and make recommendations to the Board of Supervisors so they can make informed decisions. Mandates: There are no mandates associated with the High Risk Audits Activity. Performance Analysis: Results Percent of recommendations implemented within three years. Results Percent of audit services completed within 90 days after the close of the year. Demand Number of high-risk audit services demanded by the Board of Supervisors. Output Number of high-risk audit services completed quarterly. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported Not Reported ADOPTED 95.0% FY 2006-07 REVISED 95.0% PROJ ACT 95.0% FY 2007-08 ADOPTED 95.0% Variance (Rev. - Adopted.) 0.0% % 0.0% 95.0% 95.0% 100.0% 100.0% 5.0% 5.3% Not Reported Not Reported 14 15 15 1 7.1% Not Reported Not Reported 14 15 15 1 7.1% $ $ $ $ $ n/a - $ 584,262 584,262 $ $ $ $ n/a - $ 100.0% 70,976.21 $ - $ $ - 842,352 842,352 $ $ 993,667 993,667 9.30 564 $ $ $ $ n/a 100.0% 72,683.84 $ 100.0% 69,416.33 $ - $ $ - $ $ 1,090,258 1,090,258 $ $ 1,041,245 1,041,245 9.30 $ $ 0.0% (1,559.88) 0.0% -2.2% (47,578) (47,578) - -4.8% -4.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit High Risk Audits Activity Performance 16 14 12 10 8 6 4 2 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Demand Output Output Efficiency Cost per High Risk Audit Service Completed The FY 2007-08 budget for the High Risk Audits Activity meets projected demand of 15 high risk audit services at an annual cost of $69,416.33 per audit closed in order to achieve the result of 100% of audit services requested by the Board of Supervisors. The FY 2006-07 projected budget assumes the same demand and output of 15 high risk audits. Total FY 2007-08 budgeted expenditures are 4.8% greater ($47,578) than FY 2006-07. Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the department will be able to meet demand regardless of vacancy level. The allocations out for the single audit function were moved to the Low Risk Audit Activity. Salary adjustments were also redistributed by Activity to more properly align with expenditures. Medium Risk Audits Activity The purpose of the Medium Risk Audits Activity is to provide independent assessments of medium-risk audit services and make recommendations to the Board of Supervisors so they can make informed decisions. Mandates: The Medium Risk Audits Activity is comprised of mandated and administrative mandated services. Those audits required by the AZ Supreme Court Administrative Order 93-52 revised 94-68 and 97-62 are considered mandated. The balance of the audits are administrative mandates. 565 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Performance Analysis: Results Percent of Board of Supervisors satisfied with medium-risk audit services. Demand Number of medium-risk audit services activities demanded by the Board of Supervisors. Output Number of medium-risk audit services completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported Not Reported Not Reported 8 8 8 - 0.0% Not Reported Not Reported 8 5 8 - 0.0% $ - $ FY 2006-07 REVISED 95.0% - $ 100.0% 43,532.00 $ $ $ - $ $ - $ $ - $ $ n/a - $ $ n/a - $ $ 348,256 348,256 4.10 FY 2007-08 ADOPTED 95.0% PROJ ACT 95.0% 62.5% 43,473.02 $ $ $ $ $ n/a Variance (Rev. - Adopted) 0.0% 100.0% 44,153.25 $ - $ $ - $ $ 217,365 217,365 $ $ 353,226 353,226 4.10 $ $ 0.0% 621.25 % 0.0% 0.0% 1.4% (4,970) (4,970) - -1.4% -1.4% 0.0% Medium Risk Audit Services Activity Performance 45,000 8 44,000 43,000 6 42,000 4 41,000 2 40,000 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Demand Output Output Efficiency Cost per Medium Risk Audit Service Completed The FY 2007-08 budget for the Medium Risk Audits Activity meets projected demand of 8 medium risk audit services at an annual cost of $44,153.25 per audit closed in order to achieve the result of 100% of audit services requested by the Board of Supervisors. The FY 2006-07 projected budget assumes a demand of 8 medium risk audits, and an output of 5. Ongoing staff vacancies have limited Internal Audit’s ability to fully meet demand this year. The Internal Audit department has requested a revision to their audit plan as a result. The FY 2007-08 budget does not assume an increase in demand compared to the 2006-07 projected budget, though 100% of demand should be met in all subsequent years. Since this is a new Activity for FY 2006-07, there are no historical demand or output measures to compare. Total FY 2007-08 budgeted expenditures are 1.4% greater ($4,970) than FY 2006-07. Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the 566 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit department will be able to meet demand either way. Salary adjustments were also redistributed by Activity to more properly align with expenditures. Low Risk Audits Activity The purpose of the Low Risk Audits Activity is to provide independent assessments of low-risk audit services activities and make recommendations to the Board of Supervisors so they can make informed decisions. Mandates: The Audits Activities are mandated by OMB A-133 Single Audit Act; AZ Supreme Court Administrative Order 93-52 revised 94-68 and 97-62. Performance Analysis: Results Percent of Board of Supervisors satisfied with low-risk audit services. Demand Number of low-risk audit services activities demanded by the Board of Supervisors. Output Number of low-risk Audits completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported Not Reported Not Reported 6 6 6 - 0.0% Not Reported Not Reported 6 3 6 - 0.0% $ - $ FY 2006-07 REVISED 95.0% - $ 100.0% 30,786.33 $ $ $ - $ $ - $ $ - $ $ n/a - $ $ n/a - $ $ 184,718 184,718 2.35 FY 2007-08 ADOPTED 95.0% PROJ ACT 95.0% 50.0% 28,849.28 $ $ $ $ $ n/a Variance (Rev. - Adopted) 0.0% 100.0% 28,765.00 $ 0.0% (2,021.33) - $ $ - $ $ - 86,548 86,548 $ $ 172,590 172,590 2.35 $ $ 12,128 12,128 - % 0.0% 0.0% -6.6% 6.6% 6.6% 0.0% Low Risk Audit Services Activity Performance 7 29,000 6 5 4 28,500 3 2 1 28,000 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Demand Output Output Efficiency Cost per Low Risk Audit Service Completed The FY 2007-08 budget for the Low Risk Audits Activity meets projected demand of 6 low risk audit services at an annual cost of $28,765.00 per audit closed in order to achieve the result of 100% of audit services requested by the Board of Supervisors completed. 567 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit The FY 2006-07 projected budget assumes a demand of 6 low risk audits, and an output of 6. Ongoing staff vacancies have limited Internal Audit’s ability to fully meet demand this year. The Internal Audit department has requested a revision to their audit plan as a result. The FY 2007-08 budget does not assume an increase in demand compared to the 2006-07 projected budget, though 100% of demand should be met in all subsequent years. Since this is a new Activity for FY 2006-07, there are no historical demand or output measures to compare. Total FY 2007-08 budgeted expenditures are 6.6% less ($12,128) than FY 2006-07. Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the department will be able to meet demand either way. The allocations out for the single audit function were moved from the High Risk Audit Activity to the Low Risk Audit Activity. Salary adjustments were also redistributed by Activity to more properly align with expenditures. Management Services Program The purpose of the Management Services Program is to provide independent high-risk strategic information to the Board of Supervisors so they can make informed decisions. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % Not Reported 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% Percent of Board of Supervisors satisfied with high-risk management services Percent of management services Not Reported projects completed within 90 days after the close of the year Percent of Board of Supervisors Not Reported satisfied with medium-risk management service activities Percent of Board of Supervisors Not Reported satisfied with low-risk management services activities 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% Activities that comprise this program include: • High Risk Management Services • Medium Risk Management Services • Low Risk Management Services High Risk Management Services Activity The purpose of the High-Risk Management Services Activity is to provide independent high-risk strategic information to the Board of Supervisors so they can make informed decisions. Mandates: There are no mandates associated with the High Risk Management Services Activity. 568 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Performance Analysis: Results Percent of management services projects completed within 90 days after the close of the year. Results Percent of Board of Supervisors satisfied with High-Risk Management Services. Demand Number of high-risk management services activities demanded by the Board of Supervisors. Output Number of high-risk management services completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED 95.0% PROJ ACT 95.0% FY 2007-08 ADOPTED 95.0% Variance (Rev. - Adopted) 0.0% % 0.0% Not Reported Not Reported 95.0% 95.0% 95.0% 0.0% 0.0% Not Reported Not Reported 3 3 3 - 0.0% Not Reported Not Reported 3 3 3 - 0.0% $ $ $ $ $ n/a - $ 559,018 559,018 $ $ $ $ n/a - $ 100.0% 33,593.00 $ 85 85 $ $ - 825,725 825,725 $ $ 100,779 100,779 1.10 100.0% 29,899.79 $ $ $ $ $ n/a 100.0% 34,816.00 $ - $ $ - $ $ 89,699 89,699 $ $ 104,448 104,448 1.10 $ $ 0.0% 1,223.00 0.0% 3.6% (3,669) (3,669) - -3.6% -3.6% 0.0% High Risk Management Services Activity Performance 4 40,000 3 30,000 2 20,000 1 10,000 0 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Demand Output Output Efficiency Cost per High Risk Management Service Completed The FY 2007-08 budget for the High Risk Management Services Activity meets projected demand of 3 high risk management services at an annual cost of $34,816.00 per audit closed in order to achieve the result of 100% of audit services completed. The FY 2006-07 projected budget does not assume an increase in demand, and projects that 100% of high risk management services will be completed. The Internal Audit department changed their Strategic Plan in FY 2006-07 so there is no historical data for comparisons. Total FY 2007-08 budgeted expenditures are 3.51% greater ($3,669) than FY 2006-07. 569 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the department will be able to meet demand either way. Salary adjustments were also redistributed by Activity to more properly align with expenditures. Medium Risk Management Services Activity The purpose of this Medium-Risk Management Services Activity is to provide independent medium-risk strategic information to the Board of Supervisors so they can make informed decisions. Mandates: There are no mandates associated with the High Risk Management Services Activity. Performance Analysis: Results Percent of Board of Supervisors satisfied with Medium-Risk Management Services Activities. Demand Number of medium-risk management services activities demanded by the Board of Supervisors. Output Number of medium-risk management services completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported Not Reported Not Reported 3 3 3 - 0.0% Not Reported Not Reported 3 3 3 - 0.0% $ - $ FY 2006-07 REVISED 95.0% - $ 100.0% 25,791.33 $ $ $ - $ $ - $ $ - $ $ n/a - $ $ n/a - $ $ 77,374 77,374 0.90 FY 2007-08 ADOPTED 95.0% PROJ ACT 95.0% $ $ $ $ n/a 100.0% 25,759.71 $ Variance (Rev. - Adopted) 0.0% 100.0% 25,572.00 $ 0.0% (219.33) - $ $ - $ $ - 77,279 77,279 $ $ 76,716 76,716 0.90 $ $ 658 658 - % 0.0% 0.0% -0.9% 0.9% 0.9% 0.0% The FY 2007-08 budget for the Medium Risk Management Services Activity meets projected demand of 3 medium risk management services at an annual cost of $25,572.00 per audit closed in order to achieve the result of 100% of audit services completed. The FY 2006-07 projected budget does not assume an increase in demand, and projects that 100% of medium risk management services will be completed. The Internal Audit department changed their Strategic Plan in FY 2006-07 so there is no historical data for comparisons. Total FY 2007-08 budgeted expenditures are 0.9% less ($658) than FY 2006-07. Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the department will be able to meet demand either way. The allocations out for the single audit function were moved to the Low Risk Audit Activity. Salary adjustments were also redistributed by Activity to more properly align with expenditures. 570 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit Performance Analysis: Results Percent of Board of Supervisors satisfied with Low-Risk Management Services Activities. Demand Number of low-risk management services activities demanded by the Board of Supervisors. Output Number of low-risk management services completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported Not Reported Not Reported 4 4 4 - 0.0% Not Reported Not Reported 4 4 4 - 0.0% $ - $ FY 2006-07 REVISED 95.0% - $ 100.0% 7,600.50 $ $ $ - $ $ - $ $ 85 85 $ $ n/a - $ $ n/a - $ $ 30,402 30,402 0.30 FY 2007-08 ADOPTED 95.0% PROJ ACT 95.0% $ $ $ $ n/a 100.0% 7,461.87 $ Variance (Rev. - Adopted) 0.0% 100.0% 6,354.25 $ 0.0% (1,246.25) % 0.0% 0.0% -16.4% 85 85 $ $ 85 85 $ $ - 0.0% 0.0% 29,847 29,847 $ $ 25,417 25,417 0.30 $ $ 4,985 4,985 - 16.4% 16.4% 0.0% Low Risk Management Services Activity Performance 5 8,000 4 7,500 3 7,000 2 6,500 1 6,000 5,500 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Demand Output Output Efficiency Cost per Low Risk Management Service Completed The FY 2007-08 budget for the Low Risk Management Services Activity meets projected demand of 4 low risk management services at an annual cost of $6,354.25 per audit closed in order to achieve the result of 100% of audit services completed. The FY 2006-07 projected budget does not assume an increase in demand, and projects that 100% of low risk management services will be completed. The Internal Audit department changed their Strategic Plan in FY 2006-07 so there is no historical data for comparisons. Total FY 2007-08 budgeted expenditures are 16.4% less ($4,985) than FY 2006-07. Base Adjustment: Salary and benefits savings were increased in all Activities and more evenly distributed amongst the Activities to account for 1 full time equivalent (FTE) to reflect historical vacancy rates, and then offset by an equal amount in temporary pay and benefits so that the department will be able to meet demand either way. The allocations out for the single audit 571 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Internal Audit function were moved to the Low Risk Audit Activity. Salary adjustments were also redistributed by Activity to more properly align with expenditures. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,897,474 $ 85 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2007 Initiatives $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Increased salary & benefits savings for 1 FTE $ Increased Temporary pay and benefits to offset salary and benefits savings and enable the department to reach their $ demand in case of high turnover Increased salary & benefits adjustments to match target Increase in Risk Management Unemployment and Workers Compensation charges Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 572 1,897,474 $ 85 15,010 $ 6,043 38,641 (7,750) 51,944 $ - 1,949,418 $ 85 (74,836) $ - 74,757 79 - 130 130 $ - 1,949,548 $ 85 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Justice System Planning & Information Justice System Planning and Information Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Organizational Chart Assistant County Manager For Criminal Justice Peter Ozanne Integrated Criminal Justice Information System Don Thomas, Director Justice System Coordination Crime Prevention Justice System Planning and Information is a new department that incorporates the former ICJIS department. A new Strategic Business Plan will be developed by this department in the next fiscal year. Strategic Goals • By July 2010, the ICJIS Agency will provide and maintain the primary pathways for criminal justice agency data exchanges, by continuing to develop and implement secure and reliable web-enabled services, so that all Maricopa County justice and law enforcement agencies have the means to share common data, eliminate redundant data entry, and efficiently manage operations. Status: ICJIS is continuing to design, develop, and implement the data exchanges identified in the Bi-Annual Strategic Business Plan. Plans for FY 2007-08 and FY 2008-09 include 24 Data Exchanges that are identified in the ICJIS Continuity Plan. The five primary ICJIS stakeholders (Maricopa County Sheriff, County Attorney, Superior Court, Clerk of Superior Court, and the Indigent Representation System) are relying on ICJIS systems in their daily criminal justice operations. • By July 2010, ICJIS data exchanges and supporting systems will become the preferred method and source to exchange vital criminal justice information in a timely, efficient, accurate, and secure manner among justice and law enforcement agencies external to Maricopa County (federal, state, and local), so that they can securely maintain efficient and effective operations. Status: ICJIS systems are being designed to support interfaces with federal, state, and local systems where appropriate and approved by ICJIS Governance. 573 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Justice System Planning & Information By July 2010, ICJIS Agency data systems will be relied upon by justice and law enforcement agencies internal and external to Maricopa County, to provide aggregate statistical information on criminal justice processes, so that criminal justice analysts and leaders may access and use vital criminal justice management information for evidence-based public policy decision making. Status: ICJIS is participating in reviewing methods that would support the gathering of statistics for analysis and management decisions. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL Expenditures 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 128,357 1,585,383 $ 1,713,740 FY 2006-07 ADOPTED $ 560,243 1,810,686 9,246 $ 2,380,175 FY 2006-07 REVISED FY 2006-07 PROJECTED $ 569,165 1,801,764 9,246 $ 2,380,175 $ 370,027 1,809,369 8,746 $ 2,188,142 FY 2007-08 ADOPTED $ 717,019 1,822,713 290,606 $ 2,830,338 REVISED TO ADOPTED VARIANCE % $ $ (147,854) -26.0% (20,949) -1.2% (281,360) -3043.0% (450,163) -18.9% Staffing by Program and Activity FY 2006-07 FY 2007-08 REVISED TO ADOPTED REVISED ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 6.00 10.00 16.00 12.00 10.00 22.00 6.00 6.00 100.0% 0.0% 37.5% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 504,849 603,728 396,851 208,312 $ 1,713,740 FY 2006-07 ADOPTED $ 1,022,034 406,627 651,223 300,291 $ 2,380,175 FY 2006-07 FY 2006-07 REVISED PROJECTED $ 1,055,518 382,493 641,263 300,901 $ 2,380,175 $ 832,319 380,752 661,086 313,985 $ 2,188,142 FY 2007-08 ADOPTED $ 1,208,985 377,891 836,785 406,677 $ 2,830,338 REVISED TO ADOPTED VARIANCE % $ (153,467) 4,602 (195,522) (105,776) (450,163) $ -14.5% 1.2% -30.5% -35.2% -18.9% Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL 255 DETENTION OPERATIONS TOTAL FUNDS $ 128,112 1,585,628 $ 1,713,740 FY 2006-07 ADOPTED $ 562,243 1,817,932 $ 2,380,175 574 FY 2006-07 REVISED $ 562,243 1,817,932 $ 2,380,175 FY 2006-07 PROJECTED $ $ 371,027 1,817,115 2,188,142 FY 2007-08 ADOPTED $ 846,536 1,983,802 $ 2,830,338 REVISED TO ADOPTED VARIANCE % $ $ (284,293) (165,870) (450,163) -50.6% -9.1% -18.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Justice System Planning & Information General Adjustments Base Adjustments The department submitted its FY 2007-08 Base Request from the Detention Fund (255) $37,862 below the Budget Target. Also, allocate $146,484 (Executive Management Activity) for 1.0 FTE Network Security Officer to direct the implementation of security policies for ICJIS and the Justice and Law Enforcement environment. Finally, $3,021 is allocated to the Internal Service Fund Charges Activity to fully fund charges for Workers Compensation and Unemployment ($362) and Risk Management ($2,659). Budget Restatement Effective with the FY 2007-08 Base Budget, restate $570,536 from the County Manager’s Office (Executive Management Activity – General Fund) to the ICJIS Executive Management Activity (General Fund). The amount includes $558,809 for the salaries and benefits of 5.0 FTE positions transferred from the County Manager’s Office, and $11,727 for associated supplies and services. The restatement supports decision to place the Assistant County Manager for Criminal Justice in an oversight role over the Indigent Representation System, ICJIS and the Office of the Public Fiduciary. Also effective with the FY 2007-08 Base Budget, restate $276,000 from General Government (470) to the ICJIS Executive Management Activity (General Fund). The amount is associated with the Arizona Arrestee Information Network (AARIN). PROJECTS 255 DETENTION OPERATIONS ICJIS PROJECT EXPENDITURES FY 2007-08 ADOPTED PREVIOUS FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 LAST YEAR TOTAL YEAR YEAR 2 YEAR 3 YEAR 4 YEAR 5 $ $ APPROPRIATED FUND BALANCE (480) PROJECTS ACIP - ACCUSED IN PROCESS $ 89,061 CARC - CONVERGENT ARCHITECTURE 1,886,632 CCNB - COMMON CASE NUMBER 907,010 CCTB - COMMON CODE TABLE 694,663 DEXC - DATA EXCHANGES 5,798,012 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 338,449 MIPP - MGMT INFO & ENHANCED PROJ PLNG 24,217 PRBK - PRE-BOOKING SYSTEM APPLICATION 156,993 PTHD - PROJECT OVERHEAD 4,561,047 SCNB - SECURED NETWORK BACKBONE 895,082 ALL PROJECTS $ 16,501,888 1,410,948 773,893 $ 2,184,841 1,929,428 774,904 $ 2,704,332 1,879,341 824,991 $ 2,704,332 $ 904,607 904,607 Cumulative Total $ 18,686,729 $ 21,391,061 $ 24,095,393 $ 25,000,000 $ $ $ $ FIVE YEAR TOTAL $ - $ - $ - $ - $ 4,713,376 1,599,895 $ 6,313,271 GRAND TOTAL $ 89,061 1,886,632 907,010 694,663 11,922,336 813,349 219,046 110,324 8,003 338,449 24,217 156,993 6,934,835 895,082 $ 25,000,000 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 2007-08 non-project budget includes total Detention Fund expenditures of $1,983,802. Phase I projects are set to conclude in FY 2009-10 with a cumulative total of $25 million (see the Phase I Multi-Year Recommendation table, above). Non-Project operating expenditures have been removed from the $25 million limit, thus lengthening the point at which the limit is reached (from FY 2006-07). 575 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Justice System Planning & Information ICJIS project expenditures are budgeted in Detention Fund Appropriated Fund Balance. Ongoing operations and maintenance costs are funded in the ICJIS Department budget. Further project funding will be considered on a case-by-case basis with an up-front Return on Investment justification. 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. • 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 other that of other County departments and encrypt it for justice agencies so that they can comply with federal requirements. 576 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Justice System Planning & Information General Fund (100) Appropriated Budget Reconciliation FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) FY 2007-08 Pay for Performance EXPENDITURES REVENUE $ 562,243 $ $ Subtotal $ 5,780 $ 2,513 8,293 $ - - FY 2007-08 BUDGET TARGET $ 570,536 $ - FY 2007-08 TENTATIVE BUDGET: $ 570,536 $ - 276,000 $ - 276,000 $ - 846,536 $ - BASE ADJUSTMENTS Transfer Arizona Arrestee Information Network (AARIN) from $ General Gov't (470) to Justice System Planning & Information Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 577 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Justice System Planning & Information Detention Operations (255) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,817,932 $ FY 2006-07 ADOPTED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Request Under Target Network Security Officer $ Subtotal $ 12,610 $ 5,726 35,892 54,228 $ 1,872,160 - - $ - (37,862) $ 146,483 108,621 $ - FY 2007-08 TENTATIVE BUDGET: $ 1,980,781 $ - BASE ADJUSTMENTS Change to Risk Management Charges Workers' Compensation / Unemployment Insurance $ $ Subtotal $ 2,659 362 3,021 $ - $ 1,983,802 $ - $ 1,929,428 774,904 2,704,332 $ - FY 2007-08 ADOPTED BUDGET: ITEMS FUNDED ELSEWHERE Appropriated Fund Balance (480) ICJIS Projects: Data Exchanges Project Overhead Total $ 578 $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Wendy Johnson, Management & Budget Analyst Summary Organizational Chart Presiding Judge Judicial Branch Administrator Carol Boone Chief Juvenile Probation Officer Operations Probation Detention Research Mission The Mission of the Juvenile Probation Department is to provide access to evidence-based early intervention, supervision, treatment and secure care for youth and families so that youth learn accountability and responsibility, and community safety is enhanced. Vision Maricopa County Juvenile Probation is a place where justice means promoting public safety while improving & enriching the lives of youth, victims, families and the community. Strategic Goals • To increase safety in detention facilities for children and staff and to reduce the expenses resulting from overcrowding, the department will use appropriate assessment tools and a graduated sanction plan to reduce the number of days that detention centers are overcapacity. o Benchmark: July 2006 – 324 days overcapacity (overall) o July 2007: Reduce by 8%, to no more than 298 days over capacity o July 2008: Reduce by 25%, to no more than 243 days over capacity o July 2009: Reduce by 44%, to no more than 182 days over capacity. 579 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Status: In concert with the Detention Monitor, low risk juveniles are being recommended for release into the community and where appropriate placed into a Detention Alternative Program. Probation Services Supervisors continue to aggressively review all detention cases weekly with staff for possible release within the community under appropriate level and type of supervision pending their next court hearings. To ensure that detention facilities are in compliance with nationally recognized standards, court orders and legislative mandates, the department will receive accreditation by meeting nationally recognized standards for the effective operation of juvenile detention facilities by July 2011. Status: Revisions to policies are being made based on best practices and nationally recognized standards in preparation for accreditation. • To provide services to those whose primary language is not English, enhancements to written and oral communications will be made. o July 2008: All forms used by the public will be made available in both English and Spanish. o July 2008: Department website will be offered in English and Spanish. o July 2009: 80% of clients report that services were provided in a language that met their needs. Status: The department offers Spanish language training, in addition to other non-English language learning opportunities for staff members. Through March, 2007, 54 staff members have participated in non-English language learning opportunities. • To provide appropriate access to services, by July 2009 the department will establish a process to assess demand for services and identify appropriate services based on needs. Status: The workgroup continues to meet to assess and modify treatment processes. Work continues with the AOC relative to the Standardized Program Evaluation Protocol process. • By July 2009, the department will improve the reports provided by Investigative Probation Officers to the Juvenile Court Bench as evidenced by: o Benchmark: Judicial Officer Report Satisfaction Survey December 2006 o Judicial satisfaction with quality of investigative reports will be 99%. o The timeliness of completion for most current information (MCI) and Disposition Reports will be 99%. Status: In the 3rd Quarter of 2006-07, the department completed 87.5% of the preadjudication/pre-disposition reports prior to the required completion date. MCI reports were completed on-time (two working days prior to the juvenile court hearing) 87.2% of the time. • To provide judicial officers with reliable and valid information about a juvenile’s risk to the community the department will implement an enhanced risk/needs instrument to facilitate the identification of meaningful interventions and active case planning. o By July 2007: Identify a viable risk/needs instrument o By December 2007: Begin one year pilot program o By July 2009: Develop associated case planning. 580 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Status: Departmental staff is continuing to research options for validated risk/needs instruments. • By July 2010 all programs and practices will be reviewed based on risk, needs and benchmarks for successful outcomes – matching them to the needs of stakeholders, including juveniles and their families. o By July 2008: Review Detention Programs o By July 2009: Review Probation Supervision and Treatment Programs o By July 2010: Review Early Intervention & Prevention Programs. Status: The department implemented a newly developed set of supervision standards in April 2007. These supervision standards lay the foundation for graduated sanctions that encourage youth toward successful completion of probation. • By July 2009, the department will establish programs designed to recruit appropriate applicants for vacant positions and increase employee retention by 15% over FY 2006 rates. Status: Market increases and recent recruitment efforts have greatly reduced the number of vacant Juvenile Detention Officers and Juvenile Probation Officer (JPO) positions. 581 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 27EN - JUVENILE EARLY INTERVENTION DVRN - JUVENILE COURT DIVERSION JVCP - JUV CRIME & TRUANCY PREVENTION $ 6,083,076 2,287,088 3,795,988 FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ 4,399,075 2,369,530 2,029,545 $ 5,307,997 2,317,091 2,990,906 $ 5,011,236 2,479,058 2,532,178 113,021 $ 131,387 (18,366) 394,904 128,330 266,574 $ 394,904 128,330 266,574 $ 353,865 122,789 231,076 FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 6,049,207 2,720,509 3,328,698 $ 741,210 403,418 337,792 $ $ (29,147) -7.4% (42,476) -33.1% 13,329 5.0% 27JT - JUVENILE TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT RTCA - JUVENILE RESIDENTIAL TREATMENT $ 27JP - JUVENILE PROBATION SUPERVISION JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JSTD - JUV STANDARD PROB SUPERVISION $ 8,978,772 9,477 4,010,731 4,958,564 $ 1,541,884 131,605 273,814 1,136,465 $ 1,541,884 131,605 273,814 1,136,465 $ 1,038,292 147,602 890,691 $ 1,103,488 $ 15,000 1,088,488 (438,396) -28.4% (116,605) -88.6% (273,814) -100.0% (47,977) -4.2% 27JD - JUVENILE DETENTION DALT - ALTERNATIVE TO JUV SECURE CARE PDIS - JUV PRE-DISPO SECURE CARE $ 862,894 231,115 631,779 $ 967,244 196,178 771,066 $ 3,768,423 2,299,491 1,468,932 $ 1,030,424 238,046 792,378 $ 2,383,991 $ 250,004 2,133,987 (1,384,432) -36.7% (2,049,487) -89.1% 665,055 45.3% 99AS - ADMINISTRATIVE SERVICES PROG $ 73,449 $ 118,352 $ 118,352 $ 9,127 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ (445,893) $ $ 15,665,319 $ 7,421,459 $ $ 11,131,560 $ $ $ 6,686,193 2,311,542 4,220,735 153,916 $ 6,269,726 2,246,758 3,568,566 454,402 $ 10,475,532 2,777,240 7,266,027 432,265 27JT - JUVENILE TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT DRUG - JUVENILE DRUG TREATMENT NRTA - JUV NON-RESIDENTIAL TREATMENT RTCA - JUVENILE RESIDENTIAL TREATMENT SEXT - JUV SEX OFFENDER TREATMENT YRAA - YOUTH RECOVERY ACADEMY $ 3,679,316 574,554 277,539 237,539 336,459 53,751 2,199,473 $ 5,104,633 597,422 323,537 316,545 252,748 57,982 3,556,399 $ 27JP - JUVENILE PROBATION SUPERVISION DWRS - RESIDENTIAL DUAL WARD SUPV JCMP - JUV COMP RESTORATION ACTIVITY JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JPDI - PRE-DISPOSITION INVESTIGATIONS JSTD - JUV STANDARD PROB SUPERVISION SOPS - JUV SEX OFFENDER SUPV $ 13,762,810 358 4,151,398 3,197,920 6,413,134 - $ 15,423,134 $ 15,736,303 (68,594) 4,642,792 4,848,570 3,109,778 3,224,116 7,533,380 7,869,395 - 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 $ 24,612,544 1,481,995 715,996 2,483,451 19,370,758 46,008 514,335 $ 28,314,333 2,063,496 952,969 2,960,746 20,288,281 1,327,242 721,599 99AS - ADMINISTRATIVE SERVICES PROG $ 3,452,752 $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 1,138,822 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 53,332,436 EXPENDITURES 27EN - JUVENILE EARLY INTERVENTION DVRN - JUVENILE COURT DIVERSION JVCP - JUV CRIME & TRUANCY PREVENTION TEEN - JUVENILE TEEN COURT 19,909 $ 851,171 8,294,115 $ 1,960,698 $ 11,883,050 $ $ $ 6,097,432 2,453,567 3,372,472 271,393 $ 7,856,500 $ 3,216,286 4,202,578 437,636 2,619,032 25.0% (439,046) -15.8% 3,063,449 42.2% (5,371) -1.2% $ 4,706,832 573,407 362,405 303,643 252,898 50,979 3,163,500 $ 5,405,858 $ 635,454 152,063 354,694 412,930 274,447 3,576,270 (321,612) -6.3% (14,814) -2.4% 166,844 52.3% (9,239) -2.7% (122,986) -42.4% (185,485) -208.5% (155,932) -4.6% $ 14,708,592 (80,024) 4,357,995 3,224,064 7,206,557 - $ 16,793,939 $ 377,210 4,687,985 1,759,870 9,374,231 594,643 (1,057,636) -6.7% (377,210) 4,642,792 100.0% (1,463,869) -45.4% (1,759,870) (1,504,836) -19.1% (594,643) $ 30,045,423 2,049,460 1,372,585 2,992,773 22,877,055 753,550 $ 28,466,536 2,207,864 1,276,358 2,897,294 21,412,658 3,960 668,403 $ 33,541,799 $ 2,067,498 1,553,693 3,187,224 25,979,255 754,129 (3,496,376) -11.6% (18,038) -0.9% (181,108) -13.2% (194,451) -6.5% (3,102,200) -13.6% (579) -0.1% 3,197,022 $ 3,812,315 $ 3,339,183 $ 3,636,245 $ 1,311,743 $ 1,465,041 $ 1,325,900 $ 1,691,322 $ $ 296,979 $ 58,941,455 $ 274,711 $ 69,200,374 $ $ $ 297,048 $ 59,917,639 582 5,084,246 620,640 318,907 345,455 289,944 88,962 3,420,338 $ 294,968 $ 66,913,828 $ 365,757 85,854 279,903 14.0% 17.4% 11.3% (98,443) -83.2% 1,960,698 751,490 176,070 6.8% 4.6% (226,281) -15.4% 20,257 (2,286,546) 6.9% -3.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 27EN - JUVENILE EARLY INTERVENTION DVRN - JUVENILE COURT DIVERSION JVCP - JUV CRIME & TRUANCY PREVENTION TEEN - JUVENILE TEEN COURT 94.90 43.85 48.05 3.00 107.70 48.50 53.20 6.00 27JT - JUVENILE TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT DRUG - JUVENILE DRUG TREATMENT NRTA - JUV NON-RESIDENTIAL TREATMENT RTCA - JUVENILE RESIDENTIAL TREATMENT SEXT - JUV SEX OFFENDER TREATMENT YRAA - YOUTH RECOVERY ACADEMY 33.70 15.00 5.60 4.00 5.60 2.50 1.00 31.55 12.00 2.60 4.45 6.75 4.75 1.00 (2.15) -6.4% (3.00) -20.0% (3.00) -53.6% 0.45 11.3% 1.15 20.5% 2.25 90.0% 0.0% 27JP - JUVENILE PROBATION SUPERVISION DWRS - RESIDENTIAL DUAL WARD SUPV JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JPDI - PRE-DISPOSITION INVESTIGATIONS JSTD - JUV STANDARD PROB SUPERVISION SOPS - JUV SEX OFFENDER SUPV 297.40 87.75 59.30 150.35 - 269.75 4.90 70.80 35.30 148.50 10.25 (27.65) -9.3% 4.90 (87.75) -100.0% 11.50 19.4% (115.05) -76.5% 148.50 10.25 27JD - JUVENILE DETENTION DALT - ALTERNATIVE TO JUV SECURE CARE JDAC - JUV DETENTION ASSESSMENT JMED - JUV DETENTION MEDICAL HEALTH PDIS - JUV PRE-DISPO SECURE CARE PSYC - JUV DET BEHAVIORAL HEALTH 523.00 22.00 22.00 25.00 442.00 12.00 493.00 22.00 22.00 25.00 412.00 12.00 (30.00) (30.00) - 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 53.00 13.80 1,015.80 49.50 5.50 957.00 (3.50) -6.6% (8.30) -60.1% (58.80) -5.8% 12.80 4.65 5.15 3.00 13.5% 10.6% 10.7% 100.0% -5.7% 0.0% 0.0% 0.0% -6.8% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED REVENUE Intergovernmental $ 14,379,935 Charges For Service 1,152,024 Fines & Forfeits 133,360 Miscellaneous Revenues Total Revenue $ 15,665,319 $ 6,218,829 1,192,630 10,000 $ 7,421,459 $ 9,909,225 1,179,630 42,705 $ 11,131,560 EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 49,653,868 2,073,165 7,505,578 685,028 $ 59,917,639 $ 53,180,445 2,138,471 10,819,589 775,323 $ 66,913,828 $ 44,593,526 2,047,773 6,299,134 392,003 $ 53,332,436 583 FY 2006-07 PROJECTED $ $ $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 6,250,117 1,126,325 851,171 66,502 8,294,115 7,150,842 1,237,490 1,960,698 1,534,020 $ 11,883,050 49,028,759 2,251,241 7,030,677 630,778 58,941,455 $ 58,963,703 2,284,387 7,594,506 357,778 $ 69,200,374 $ $ $ (2,758,383) 57,860 1,960,698 1,491,315 751,490 -27.8% 4.9% 3492.1% 6.8% (5,783,258) (145,916) 3,225,083 417,545 (2,286,546) -10.9% -6.8% 29.8% 53.9% -3.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL $ 113,586 227 JUVENILE PROBATION GRANTS 14,348,521 228 JUVENILE PROBATION SPECIAL FEE 857,989 229 JUVENILE RESTITUTION FUND 24,036 275 JUVENILE PROBATION DIVERSION 321,187 TOTAL FUNDS $ 15,665,319 EXPENDITURES 100 GENERAL $ 10,790,573 227 JUVENILE PROBATION GRANTS 14,108,677 228 JUVENILE PROBATION SPECIAL FEE 765,688 229 JUVENILE RESTITUTION FUND 29,925 255 DETENTION OPERATIONS 27,436,494 275 JUVENILE PROBATION DIVERSION 201,078 TOTAL FUNDS $ 53,332,436 FY 2006-07 ADOPTED $ $ 14,000 6,212,830 900,000 10,000 284,629 7,421,459 $ 19,979,824 6,212,830 900,000 50,000 32,490,356 284,629 $ 59,917,639 FY 2006-07 REVISED $ FY 2006-07 PROJECTED 14,000 9,922,931 900,000 10,000 284,629 $ 11,131,560 $ $ 21,485,618 9,922,931 1,030,000 50,000 34,140,650 284,629 $ 66,913,828 $ 19,197,508 6,250,758 937,738 29,285 32,276,792 249,373 $ 58,941,455 $ 28,468 6,255,732 1,716,905 293,009 8,294,115 FY 2007-08 ADOPTED $ REVISED TO ADOPTED VARIANCE % 29,000 8,616,230 2,896,187 25,000 316,633 $ 11,883,050 $ $ 21,203,450 8,591,502 2,896,187 10,000 36,182,602 316,633 $ 69,200,374 $ $ $ 15,000 (1,306,701) 1,996,187 15,000 32,004 751,490 107.1% -13.2% 221.8% 150.0% 11.2% 6.8% 282,168 1,331,429 (1,866,187) 40,000 (2,041,952) (32,004) (2,286,546) 1.3% 13.4% -181.2% 80.0% -6.0% -11.2% -3.4% General Adjustments Probation Surcharge Revenue An increase in revenue of $1,960,698, as a result of additional proceeds of a ten dollar probation surcharge assessed on civil and criminal traffic violations, allows budgeted expenditures for the Standard Probation and Pre-Disposition Investigations Activities to be shifted from the General Fund to the Juvenile Probation Special Fees Fund. Grant Revenue and Expenditures Budget includes an increase of $755,521 in revenue and expenditures in the Grants Fund due to additional grant awards. Market Increases Budget includes full year funding in multiple activities in the General Fund ($3,122,670) and Detention Operations Fund ($3,312,120) for Probation Officers, Youth Supervisors, General Maintenance, and Administrative Phase I positions. Personnel Savings Increase the budgeted personnel savings rate from 6.5% to 7%, resulting in an expenditure reduction of $1,386,242 (allocated to all activities) in the General and Detention Operations Funds. Increase the budgeted Juvenile Probation Diversion Fund personnel savings rate from 5.4% to 10%, resulting in an expenditure reduction of $19,430 (allocated to all activities). Salary Adjustment and Other Pay Decrease salary adjustment and other pay by $173,584 as a result of overstating pay for performance in the following funds: $91,149 General Fund, $24,727 Juvenile Probation Grants Fund, $57,708 Detention Operations Fund. Worker’s Compensation / Unemployment Insurance As a technical adjustment, add $60,377 to the Internal Service Fund Charges Activity to fully fund Workers’ Compensation and Unemployment Insurance for FY 2007-08. 584 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Programs and Activities Juvenile Early Intervention Program The purpose of the Community Justice Program is to provide public safety through offender accountability and restoration to victims and community members so that they can live in revitalized, restored and safer neighborhoods. Program Results Percent of juvenils who received Juvenile Crime and Truancy Prevention services during the reporting period. Percent of juvenile offenders who successfully completed Juvenile Court Diversion within the last 12 months and were not referred for a delinquent offense by the end of the reporting period. Percent of juveniles that successfully complete Teen Court in the prior 12 months and are not referred to Juvenile Court by the end of the reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 73.0% 69.0% 69.0% 71.0% 71.0% 2.0% 2.9% 90.0% 91.5% 91.5% 90.0% 90.0% -1.5% -1.6% 94.0% 92.0% 91.0% 92.0% 92.0% 1.0% 1.1% Activities that comprise this program include: • Juvenile Court Diversion • • Juvenile Crime & Truancy Prevention Juvenile Teen Court Juvenile Court Diversion Activity 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. Mandates: A.R.S. §8-321 establishes that the County Attorney may choose to divert juvenile offenders – so long as the offense is not violent or repeat – from the standard court proceedings to alternative processes. 585 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who successfully completed Juvenile Court Diversion within the last 12 months and were not referred for a delinquent offense by the end of the reporting period. Demand Number of eligible juvenile offenders referred to Juvenile Probation for a Diversion service. Output Number of eligible juvenile offenders who receive Diversion services. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Juvenile Restitution Fund Juvenile Probation Diversion Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Restitution Fund Detention Operations Juvenile Probation Diversion Totals Staffing (FTEs) FY 2005-06 ACTUAL 90.0% $ ADOPTED 91.5% FY 2006-07 REVISED 91.5% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% -1.5% PROJ ACT 90.0% % -1.6% 10,938 9,372 9,372 11,047 11,157 1,785 19.0% 10,938 9,372 9,372 11,047 11,157 1,785 19.0% 100.0% 222.10 $ 100.0% 288.28 $ 100.0% 211.33 $ 100.0% 239.73 $ 100.0% 296.33 $ $ 2,265,519 21,569 $ 2,287,088 $ 2,074,901 10,000 284,629 $ 2,369,530 $ 2,022,462 10,000 284,629 $ 2,317,091 $ 2,186,049 293,009 $ 2,479,058 $ $ $ $ $ $ 414,978 1,753,762 26,000 69,993 46,808 $ 2,311,542 NA 754,566 1,339,969 50,000 46,027 56,196 $ 2,246,758 NA 778,380 1,572,004 50,000 321,464 55,392 $ 2,777,240 47.80 618,361 1,603,520 29,285 146,598 55,802 $ 2,453,567 NA $ $ 2,378,876 25,000 316,633 2,720,509 $ 914,372 2,050,535 10,000 190,600 50,779 3,216,286 48.50 $ $ $ 0.0% 8.06 356,414 15,000 32,004 403,418 0.0% 2.7% 17.6% 150.0% 17.4% (135,992) -17.5% (478,531) -30.4% 40,000 80.0% 130,864 40.7% 4,613 8.3% (439,046) -15.8% 0.70 1.5% The FY 2007-08 increase in demand and output is based on a 1% annual increase over the last three years, resulting in a lower rate of expenditure per unit of output. The result is decreasing based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $439,046 (-15.8%) from FY 2006-07 due to an increase in grant funding, staffing allocated to this activity, and market and benefits increases. Base Adjustment: The FY 2007-08 budget includes a decrease of $28,411 in expenditures and an increase of $35,645 in revenue based on an evaluation of trends in FY 2005-06 and FY 2006-07. Juvenile Crime & Truancy Prevention Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 586 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results To be developed Demand Number of juveniles referred to prevention programs. Output Number of juveniles receiving services from prevention programs Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Juvenile Probation Diversion Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Detention Operations Juvenile Probation Diversion Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA 145,215 145,215 145,215 149,571 154,059 8,844 6.1% 105,922 103,103 103,103 106,000 112,030 8,927 8.7% 1.7% 32.96 2.4% 46.8% $ 72.9% 39.85 $ $ 3,491,152 304,836 $ 3,795,988 71.0% 34.61 $ $ 2,029,545 $ 2,029,545 $ 556,588 $ 544,738 3,463,274 2,717,066 (1,707) 147,989 197,709 54,590 109,053 $ 4,220,735 $ 3,568,566 NA NA 71.0% 70.47 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 71.0% 70.9% 31.82 $ $ 2,990,906 $ 2,990,906 $ 2,532,178 $ 2,532,178 $ $ $ $ 831,323 6,096,789 206,142 131,773 $ 7,266,027 51.10 414,924 2,730,753 127,897 98,898 $ 3,372,472 NA $ $ 72.7% 37.51 $ % 3,328,698 3,328,698 $ 337,792 11.3% $ 337,792 11.3% 895,683 2,942,803 205,457 158,635 4,202,578 53.20 $ $ (64,360) -7.7% 3,153,986 51.7% 685 0.3% (26,862) -20.4% 3,063,449 42.2% 2.10 4.1% The FY 2007-08 budget reflects an increase of 6.1% in demand and 8.7% in output when compared with the FY 2006-07 Revised budget. FY 2007-08 budgeted demand and output was based on an average annual increase of 3% over the last three years. FY 2007-08 budgeted expenditures decreased by $3,063,449 (42.2%) from FY 2006-07 due to reductions in grant funding, resulting in a lower rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes a decrease of $95,058 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Teen Court Activity The purpose of the Juvenile 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 587 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 94.0% 92.0% 92.0% 91.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 92.0% 0.0% Results Percentage of juveniles that successfully complete Teen Court in the prior 12 months and are not referred to Juvenile Court by the end of the reporting period. 527 543 543 543 Demand Number of juvenile offenders eligible to be referred to Teen Court. 527 543 543 543 Output Number of eligible juveniles who Percent of Demand met 100.0% 100.0% 100.0% 100.0% Efficiency $ 292.06 $ 836.84 $ 796.07 $ 499.80 $ Expenditures per unit of Output Expenditures by Fund General $ 53,937 $ 251,784 $ 231,390 $ 215,081 $ Juvenile Probation Grants 71,784 148,141 173,631 37,630 Juvenile Probation Diversion 28,196 54,477 27,244 18,682 Totals $ 153,916 $ 454,402 $ 432,265 $ 271,393 $ Staffing (FTEs) NA NA 7.00 NA % 0.0% 559 16 2.9% 559 16 2.9% 100.0% 782.89 $ 223,705 169,426 44,505 437,636 6.00 $ $ 0.0% 13.18 0.0% 1.7% 7,685 3.3% 4,205 2.4% (17,261) -63.4% (5,371) -1.2% (1.00) -14.3% The FY 2007-08 budget reflects an increase of 2.9% in demand and output when compared with the FY 2006-07 Revised budget. FY 2007-08 budgeted demand and output was based on an average annual increase of 3% over the last three years. The correct FY 2006-07 revised amount is $432,265 (total funds). The FY 2006-07 revised budget will be restated between tentative and final adoption. With this correction, FY 2007-08 budgeted expenditures increased by $5,371 (1.2%) from FY 2006-07 due to an increase in employee benefits. Base Adjustment: The FY 2007-08 budget includes a decrease of $4,392 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Treatment Program The purpose of the Juvenile Treatment Program is to provide individualized treatment to juvenile offenders so that they can meet their legal obligations and avoid future criminal behavior. 588 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Program Results Percent of juvenile offenders who participated in skills development programming in the last 12 months and did not re-offend by the end of the reporting period. Percent of juvenile offenders who successfully completed NonResidential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Percent of juvenile offenders who successfully completed Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Percent of juvenile offenders who successfully completed DrugTreatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Percent of juvenile offenders who successfully completed Youth Recovery Academy within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Percent of juvenile offenders who successfully completed Juvenile Sex Offender Treatmentwithin the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % NA 95.0% 95.0% 86.0% 95.0% 0.0% 0.0% 85.0% 79.0% 79.0% 88.0% 88.0% 9.0% 11.4% 83.0% 81.0% 81.0% 81.0% 81.0% 0.0% 0.0% 50.0% 80.0% 80.0% 76.0% 80.0% 0.0% 0.0% 79.0% 65.0% 65.0% 79.0% 79.0% 14.0% 21.5% 86.0% 86.0% 91.0% 91.0% 91.0% 0.0% 0.0% Activities that comprise this program include: • Juvenile Skills Development • Juvenile Drug Treatment • Juvenile Non-Residential Treatment • • • Juvenile Residential Treatment Juvenile Sex Offender Treatment Youth Recovery Academy Juvenile Skills Development Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 589 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who participated in skills development programming in the last 12 months and did not re-offend by the end of the reporting period. Demand Number of juvenile offenders referred to or ordered into Juvenile Skills Development. Output Number of juvenile offenders participating in Juvenile Skills Development. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA 95.0% 95.0% 86.0% $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% 0.0% % 0.0% 6,535 7,372 7,372 6,731 6,933 (439) -6.0% 6,535 7,372 7,372 6,731 6,933 (439) -6.0% 0.0% (7.47) 0.0% -8.9% 100.0% 87.92 $ 100.0% 81.04 $ 100.0% 84.19 $ 100.0% 85.19 $ 100.0% 91.66 $ $ 131,387 $ 131,387 $ 128,330 $ 128,330 $ 128,330 $ 128,330 $ 122,789 $ 122,789 $ $ 85,854 85,854 $ $ (42,476) -33.1% (42,476) -33.1% $ 206,002 368,552 $ 574,554 NA $ 522,370 75,052 $ 597,422 NA $ 491,529 129,111 $ 620,640 11.00 $ 461,448 111,959 $ 573,407 NA $ 511,681 123,773 635,454 12.00 $ (20,152) 5,338 (14,814) 1.00 $ $ -4.1% 4.1% -2.4% 9.1% FY 2006-07 demand and output have increased less than originally forecasted by the Department. The actual increase in demand and output is projected to be approximately 3%, whereas the Adopted budget assumed an increase of almost 13%. The FY 2007-08 budget, therefore, assumes a more modest increase of 3% over FY 2006-07. FY 2007-08 budgeted expenditures increased by $14,814 (2.4%) from FY 2006-07 due to an increase in employee benefits, market increases, and prior year trends, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes an increase of $2,100 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Drug Treatment Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 590 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who successfully completed Drug Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Demand Number of juvenile offenders referred to drug treatment. FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 50.0% 80.0% 80.0% 76.0% 140 98 98 158 Output 140 98 98 137 Number of juvenile offenders who receive Drug Treatment. Percent of Demand met 100.0% 100.0% 100.0% 86.7% Efficiency $ 1,982.42 $ 3,301.40 $ 3,254.15 $ 2,645.29 $ Expenditures per unit of Output Expenditures by Fund General $ 96,832 $ 135,950 $ 149,202 $ 140,333 $ Juvenile Probation Grants 75,037 64,830 38,497 71,507 Juvenile Probation Special Fee 80,000 75,640 Detention Operations 105,670 122,757 51,208 74,925 Totals $ 277,539 $ 323,537 $ 318,907 $ 362,405 $ Staffing (FTEs) NA NA 5.60 NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 0.0% % 0.0% 158 60 61.2% 137 39 39.8% 86.7% 1,109.95 $ -13.3% -13.3% 2,144.20 65.9% 148,863 3,200 152,063 2.60 339 0.2% 35,297 91.7% 80,000 100.0% 51,208 100.0% 166,844 52.3% (3.00) -53.6% $ $ The FY 2007-08 budget reflects an increase of 38% in demand and 28% in output when compared with the FY 2006-07 revised budget. FY 2007-08 budgeted demand and output was based on additional trend data. FY 2006-07 and FY 2007-08 output is based on the Administrative Office of the Courts (AOC) reducing the state’s juvenile drug treatment budget. The Result is expected to remain the same from FY 2006-07 revised to FY 2007-08. FY 2007-08 budgeted expenditures decreased by $166,844 (52.3%) from FY 2006-07 due to nonrecurring capital expenditures and a decrease in staffing allocated to this activity. Base Adjustment: The FY 2007-08 budget includes a decrease of $3,850 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Non-Residential Treatment Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 591 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who successfully completed NonResidential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Demand FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 85.0% 79.0% 79.0% 88.0% 147 147 147 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 88.0% 9.0% 147 Number of juvenile offenders referred or ordered by the court into Non-Residential Treatment. Output 147 147 147 147 Number of juvenile offenders who receive Non-Residential Treatment. Percent of Demand met 100.0% 100.0% 100.0% 100.0% Efficiency $ 1,615.91 $ 2,153.37 $ 2,350.03 $ 2,065.60 $ Expenditures per unit of Output Expenditures by Fund General $ 129,843 $ 237,641 $ 234,594 $ 205,184 $ Juvenile Probation Grants 81,798 52,273 81,717 70,507 Juvenile Probation Special Fee 25,898 26,631 29,144 27,952 Totals $ 237,539 $ 316,545 $ 345,455 $ 303,643 $ Staffing (FTEs) NA NA 3.70 NA % 11.4% 147 - 0.0% 147 - 0.0% 100.0% 2,412.88 $ 261,173 93,521 354,694 - $ $ 0.0% (62.85) 0.0% -2.7% (26,579) -11.3% (11,804) -14.4% 29,144 100.0% (9,239) -2.7% (3.70) -100.0% Based on FY 2004-05 and FY 2005-06 trends, there is no growth expected in demand and output. Additionally, the department needs to have the ability to count all Non-Residential Treatment Services as they currently only count Intensive. The result is increasing based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $9,239 (-2.7%) from FY 2006-07 due to additional grant funding, resulting in a higher rate of expenditure per unit of output. Juvenile Residential Treatment Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 592 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who successfully completed Residential Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Demand Number of juvenile offenders referred or ordered by the court into residential treatment. Output Number of juvenile offenders who receive residential treatment. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 83.0% 81.0% 81.0% 81.0% $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 81.0% 0.0% % 0.0% 497 497 497 497 497 - 0.0% 497 497 497 497 497 - 0.0% 100.0% 676.98 $ 100.0% 508.55 $ 100.0% 583.39 $ 100.0% 508.85 $ 100.0% 830.85 $ 0.0% 0.0% (247.46) -42.4% $ (18,366) $ 266,574 $ (18,366) $ 266,574 $ 266,574 $ 266,574 $ 231,076 $ 231,076 $ $ 279,903 279,903 $ $ 13,329 13,329 $ 284,577 25,984 25,898 $ 336,459 NA $ 179,083 81,717 29,144 $ 289,944 4.90 $ 153,384 71,600 27,914 $ 252,898 NA $ 317,609 95,321 412,930 6.75 $ (138,526) (13,604) 29,144 (122,986) 1.85 $ 173,844 52,273 26,631 $ 252,748 NA $ $ 5.0% 5.0% -77.4% -16.6% 100.0% -42.4% 37.8% Based on FY 2004-05 and FY 2005-06 trends, there is no growth expected in demand and output in FY 2007-08. FY 2007-08 budgeted expenditures increased by $122,526 (-42.4%) from FY 2006-07 due to an increase in staffing allocated to this activity and employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Juvenile Sex Offender Treatment Activity 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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 593 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 86.0% 88.0% 91.0% 91.0% Results Percent of juvenile offenders who successfully completed Juvenile Sex Offender Treatment within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. 89 126 110 89 Demand Number of juvenile offenders referred to sex offender 89 126 110 89 Output Number of juvenile offenders who receive sex offender treatment. Percent of Demand met 100.0% 100.0% 100.0% 100.0% $ 603.95 $ 460.17 $ 808.75 $ 572.80 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 9,184 $ 18,026 $ 66,887 $ 19,501 $ Juvenile Probation Grants 3,000 Juvenile Probation Special Fee 41,567 39,956 22,075 31,478 Totals $ 53,751 $ 57,982 $ 88,962 $ 50,979 $ NA NA 1.50 NA Staffing (FTEs) FY 2007-08 Variance ADOPTED (Rev. - Adopted) 91.0% 0.0% % 0.0% 89 (21) -19.1% 89 (21) -19.1% 100.0% 3,083.67 $ 0.0% 0.0% (2,274.93) -281.3% 274,197 250 274,447 4.75 (207,310) -309.9% 21,825 98.9% (185,485) -208.5% 3.25 216.7% $ $ The FY 2007-08 budget reflects a decrease of 19.1% for demand and output when compared with the FY 2006-07 revised budget; however, FY 2006-07 projected demand and output is consistent with FY 2005-06 actual. Based on FY 2004-05 and FY 2005-06 trends, there is no growth expected in demand and output in FY 2007-08. The FY 2007-08 results for juveniles who successfully completed Juvenile Sex Offender Treatment is consistent with FY 2006-07 revised and projected. FY 2007-08 budgeted expenditures increased by $185,485 (-208.5%) from FY 2006-07 due to an increase in staff allocated to this activity, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes a decrease of $249 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Youth Recovery Academy Activity The purpose of the Youth Recovery Academy is to provide specialized behavioral and substance abuse therapy to juvenile offenders so that they can become law-abiding citizens and avoid future criminal behavior. Mandates: This is not a mandated activity of the Juvenile Probation Department. 594 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 79.0% 65.0% 65.0% 79.0% Results Percent of juvenile offenders who successfully completed Youth Recovery Academy within the prior 12 months and were not referred to the juvenile court for a delinquent offense by the end of the reporting period. Demand 189 229 229 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 79.0% 14.0% 195 Number of juvenile offenders referred to the Youth Recovery Academy by the Court. 189 229 229 195 Output Number of juvenile offenders treated by the Youth Recovery Academy. Percent of Demand met 100.0% 100.0% 100.0% 100.0% $ 11,637.42 $ 15,530.13 $ 14,935.97 $ 16,223.08 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 5,650 $ - $ - $ - $ Detention Operations 2,193,823 3,556,399 3,420,338 3,163,500 Totals $ 2,199,473 $ 3,556,399 $ 3,420,338 $ 3,163,500 $ Staffing (FTEs) NA NA 1.00 NA % 21.5% 201 (28) -12.2% 201 (28) -12.2% 100.0% 17,792.39 $ 0.0% 0.0% (2,856.41) -19.1% 3,576,270 3,576,270 1.00 (155,932) (155,932) - $ $ -4.6% -4.6% 0.0% The FY 2006-07 adopted budget assumed an increase of 17% in demand and output; however, FY 2006-07 projected demand and output declined by almost 14% when compared with FY 2006-07 revised. Based on FY 2004-05 and FY 2005-06 trends, demand and output are expected to increase by 3%. The FY 2007-08 Youth Recovery Academy completion result is increasing over FY 2006-07 revised based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $155,932 (-4.6%) from FY 2006-07 due to an increase in additional vendor contracts, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes a decrease of $3,000 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Probation Supervision Program 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. Mandates A.R.S. §§12-251 and 12-253 establish that the Presiding Judge of the Superior Court shall appoint a juvenile probation department and that the department shall provide supervision for those under orders of the court. 595 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Program Results Percent 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. Percent of JIPS probationers successfully released from probation in the prior 12 months that did not have a new delinquent referral by the end of the reporting period. Percent of pre-adjudication/pre-disposition reports completed on time during the reporting period. Percent of Judicial Officers who report that they are satisfied with Pre-Disposition Investigation Reports. Percent of juveniles supervised by the Residential Dual Ward Supervision Unit that are successfully released from probation within the prior 12 months and not referred to the juvenile court for a Delinquent offense by the end of the reporting period. Percent of probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. Percent of probationers supervised by the Juvenile Sex Offender/Special Supervision Unit that do not receive a subsequent referral for sexual offenses within the prior 12 months. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 89.0% 91.0% 89.0% 90.0% 90.0% 1.0% 1.1% 81.0% 84.1% 84.1% 81.0% 81.0% -3.1% -3.7% 97.0% 91.0% 89.0% 90.0% 97.0% 8.0% 9.0% NA NA 60.0% 60.0% 85.0% 25.0% 41.7% NA NA NA NA NA NA NA NA NA NA NA 91.0% NA NA NA NA NA NA NA NA NA Activities that comprise this program include: • Residential Dual Ward Supervision • Juvenile Court Services • Juvenile Intensive Probation Supervision • • • Pre-Disposition Investigations Juvenile Standard Probation Supervision Juvenile Sex Offender Supervision Residential Dual Ward Supervision Activity The purpose of the Juvenile Residential Dual Ward Supervision Activity is to provide systems coordination and the appropriate level of supervision to dually adjudicated juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program 596 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT Results Percent of Dual Ward Probationers supervised within the Residential Dual Ward Supervision Unit Results Percent of juveniles supervised by the Residential Dual Ward Supervision Unit that are successfully released from probation within the prior 12 months and not referred to the juvenile court for a delinquent offense by the end of the reporting period Demand Average daily population of Residential Dual Ward probationers Output Average daily population of probationers supervised within the Residential Dual Ward Unit Percent of Demand met Expenditures by Fund General Totals Staffing (FTEs) FY 2007-08 ADOPTED NA NA NA NA Not Reported NA NA NA NA Not Reported NA NA NA NA Not Reported NA NA NA NA Not Reported NA NA NA NA Not Reported NA NA NA NA NA NA NA NA NA NA NA NA $ $ Variance (Rev. - Adopted) % 377,210 377,210 4.90 This is a new activity in the FY 2007-08 budget. Historical data is not available for prior fiscal years. Juvenile Court Services Activity 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. Mandates: A.R.S. §§8-381 through 8-421 establish victims’ rights in juvenile offense cases, including notices for proceedings, status, and release. 597 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 ACTUAL Results Percent of pre-adjudication/predisposition reports completed on time during the reporting period. Demand Number of pre-adjudication/predisposition reports ordered to be completed during the reporting period. Output Number of pre-adjudication/predisposition reports completed during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Detention Operations Juvenile Probation Diversion Totals Staffing (FTEs) ADOPTED 89.0% $ $ $ FY 2006-07 REVISED 92.0% FY 2007-08 ADOPTED PROJ ACT 97.0% 97.0% Variance (Rev. - Adopted) 0.0% % -97.0% -100.0% 42,949 33,110 42,950 42,950 - (42,950) -100.0% 41,652 32,087 41,662 41,662 - (41,662) -100.0% 96.9% 151.11 $ 97.0% 111.44 $ 97.0% 104.60 $ - $ 15,000 15,000 $ - $ 97.0% 99.67 $ 9,477 9,477 $ $ 5,999 125,606 131,605 $ 2,459,516 $ 4,372,865 1,527,341 293,420 50,075 61,156 114,480 121,129 (14) $ 4,151,398 $ 4,848,570 NA NA $ $ 5,999 125,606 131,605 $ 4,302,435 156,420 69,457 114,480 $ 4,642,792 78.75 $ 19,341 128,261 147,602 $ $ 4,011,752 179,450 46,775 120,018 $ 4,357,995 NA $ $ $ $ - $ $ 111.44 100.0% 9,001 150.0% (125,606) -100.0% (116,605) -88.6% 4,302,435 100.0% 156,420 100.0% 69,457 100.0% 114,480 100.0% 4,642,792 100.0% (78.75) -100.0% FY 2007-08 budgeted revenue increased by $15,000 from FY 2006-07; however, this Activity will be eliminated in FY 2007-08 and revenue will be re-allocated to the Juvenile Pre-Disposition Secure Care Activity between the Tentative and Adopted budgets. Base Adjustment: The FY 2007-08 budget includes an increase of $15,000 based on a renewed intergovernmental agreement with the Fort McDowell Indian Community for temporary juvenile detention. Juvenile Intensive Probation Supervision Activity 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. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. A.R.S. §8-352 establishes the conditions for intensive probation under the supervision of a juvenile probation officer. 598 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of JIPS probationers successfully released from probation in the prior twelve months that did not have a new delinquent referral by the end of the reporting period. Demand Average daily population of juveniles placed on JIPS as ordered by the court. Output Average daily population of juveniles supervised on JIPS as ordered by the court. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Restitution Fund Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL 81.0% $ ADOPTED 84.1% FY 2006-07 REVISED PROJ ACT 84.1% 81.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 81.0% -3.1% % -3.7% 554 524 579 554 554 (25) -4.3% 554 524 579 554 554 (25) -4.3% 0.0% (2,893.65) 0.0% -52.0% 100.0% 5,772.42 $ $ 4,010,731 $ 4,010,731 $ $ 100.0% 5,934.69 $ 100.0% 5,568.42 $ 273,814 273,814 273,814 273,814 $ 28,330 $ 2,904,604 3,168,585 205,174 3,925 (2,920) $ 3,197,920 $ 3,109,778 NA NA $ $ $ 3,061,815 162,301 $ 3,224,116 49.30 $ $ 100.0% 5,819.61 $ 100.0% 8,462.07 $ - $ $ - $ $ $ 3,201,621 22,443 $ 3,224,064 NA $ 4,528,473 159,512 4,687,985 70.80 $ $ $ (273,814) -100.0% (273,814) -100.0% (1,466,658) 2,789 (1,463,869) 21.50 -47.9% 1.7% -45.4% 43.6% The FY 2006-07 revised budget reflects an increase of 4% in demand and output when compared with the FY 2005-06 actual. Based on the JLE Report for FY 2003-04, FY 2004-05 and FY 2005-06, there is a decline in demand. Therefore, there is no growth expected in demand and output. The result is decreasing based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $1,463,869 (-45.4%) from FY 2006-07 due to an increase in staffing and benefits and market increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes an increase of $33,324 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Pre-Disposition Investigations Activity The purpose of the Juvenile Pre-Disposition Investigations Activity is to provide investigative reports to the court so that decisions can be made. Mandates: A.R.S. §12-253 establishes the duty of juvenile probation officers to prepare reports, including pre-disposition reports, at the direction of the court. 599 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of pre-adjudication/predisposition reports completed on time during the reporting period. Results Percent of Judicial Officers who report that they are satisfied with Pre-Disposition Investigation Reports. Results Percent of MCI Reports completed by Investigative Officers on time Results Percent of MCI Reports completed by Supervision Officers on time Demand Number of pre-adjudication/predisposition reports ordered to be completed during the reporting. Output Number of pre-adjudication/predisposition reports completed during the reporting period. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 97.0% NA NA NA NA 85.0% NA NA NA NA 0.0% NA NA NA NA 0.0% NA NA NA NA 45,565 NA NA NA NA 45,565 NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ $ $ % 100.0% 38.62 1,139,154 8,112 612,604 1,759,870 35.30 This is a new activity in the FY 2007-08 budget; however, historical performance measure is available. Based on FY 2005-06 data and FY 2006-07 projections, demand and output are expected to increase by 3%. Result one is reflecting a reduction in investigative responsibilities of Supervision Probation Officers, resulting in an enhancement of their ability to complete reporting requirements in advance of court dates. As the Investigative Officer positions are filled and fully trained, there will be a positive impact on judicial satisfaction both with timeliness and with the quality of reports submitted. Base Adjustment: The FY 2007-08 budget includes an increase of $612,604 for 18.0 FTE positions, including supplies and capital, which will be paid for by the increase in surcharge fee revenue. These positions will not only increase the number of hours available for Supervision Officers to focus on linking probationers to services needed and quickly respond to behavior that is detrimental to the probationers’ ability to adhere to the terms of probation but it will have a positive impact on the percent of judicial officers satisfied with the Pre-Disposition Investigation reports. The FY 2007-08 budget was decreased by $180,268 due to the transfer of 3.0 FTE positions to the Trial Courts as the result of centralizing court-wide operations. 600 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Standard Probation Supervision Activity 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. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. Performance Analysis: FY 2005-06 ACTUAL ADOPTED FY 2006-07 REVISED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % Results 89.0% 91.0% 89.0% 90.0% 90.0% 1.0% 1.1% Number 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. Demand Average daily population of juveniles placed on standard probation or investigative status as ordered by the court. Output 4,102 3,460 4,131 4,102 4,102 (29) -0.7% 4,102 3,460 4,131 4,102 4,102 (29) -0.7% 0.0% (380.32) 0.0% -20.0% 5,999 (89,465) 35,489 (47,977) -37.8% 3.9% -4.2% Average daily population of juveniles served by standard probation. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Detention Operations Totals Staffing (FTEs) 100.0% 100.0% 100.0% 100.0% $ 1,563.42 $ 2,177.28 $ 1,904.96 $ 1,756.84 $ $ 64,160 4,062,408 831,996 $ 4,958,564 $ 236,465 900,000 $ 1,136,465 $ 236,465 900,000 $ 1,136,465 $ 24,957 865,734 890,691 $ $ 4,075,201 2,128,567 201,566 7,800 $ 6,413,134 NA $ 6,992,368 206,453 292,359 42,200 $ 7,533,380 NA $ 7,296,228 136,378 436,789 $ 7,869,395 134.55 $ 6,785,317 122,557 295,167 3,516 $ 7,206,557 NA $ $ $ $ 100.0% 2,285.28 $ 5,999 147,000 935,489 1,088,488 $ 6,979,634 195,348 2,199,249 9,374,231 148.50 $ $ $ 316,594 4.3% (58,970) -43.2% (1,762,460) -403.5% (1,504,836) -19.1% 13.95 10.4% The FY 2006-07 revised budget reflects an increase of 1% in demand and output when compared with the FY 2005-06 actual. Based on the JLE Report for FY 2003-04, FY 2004-05 and FY 2005-06, there is a decline in demand. Therefore, there is no growth expected in demand and output. The result is increasing based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $1,716,005 (-22.2%) from FY 2006-07 due to an increase in staffing and benefits and market increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes a decrease of $245,212 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. 601 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Sex Offender Supervision Activity The purpose of the Juvenile Sex Offender Supervision Activity is to provide systems coordination and the appropriate level of supervision to juveniles adjudicated of sexual offenses so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. Performance Analysis: Results Percent of probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit Results Percent of probationers supervised by the Juvenile Sex Offender/Special Supervision Unit that do not receive a subsequent referral for sexual offenses within the prior 12 months Demand Average daily population of juveniles referred for a sexual offense Output Average daily population of juveniles supervised by the Juvenile Sex Offender/Special Supervision Unit Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) NA NA NA NA 91.0% NA NA NA NA 0.0% NA NA NA NA 186 NA NA NA NA 186 NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA $ $ $ % 100.0% 3,197.01 594,643 594,643 10.25 This is a new activity in the FY 2007-08 budget. Historical data is not available for prior fiscal years. Juvenile Detention Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. 602 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Program Results Percent of juvenile offenders who are detained. Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. Percent of juveniles who appear in court. Percent (average monthly) over capacity. Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Percent of requested services that were provided. Percent of juveniles released from Post-Disposition Secure Care within the last 12 months and were not referred for a new delinquent offense by the end of the current reporting period. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 87.0% 89.0% 89.0% 81.0% 81.0% -8.0% -9.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1.0% 1.0% 1.0% 1.0% 1.0% 0.0% 0.0% 82.0% 79.0% 79.0% 82.0% 82.0% 3.0% 3.8% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 80.0% 81.6% 81.6% 73.0% 73.0% -8.6% -10.5% Activities that comprise this program include: • Alternatives to Juvenile Secure Care • Juvenile Detention Assessment Center • Juvenile Detention Medical Health • • • Juvenile Pre-Disposition Secure Care Juvenile Post-Disposition Secure Care Juvenile Detention Behavioral Health Alternatives to Juvenile Secure Care Activity 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. 603 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Mandates: This is not a mandated activity of the Juvenile Probation Department. Performance Analysis: Results Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Demand Average daily population of juvenile offenders brought to detention by law enforcement or court order who are eligible for a Detention Alternative. Output Average daily population of juvenile offenders participating in a Detention Alternative. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Detention Operations Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 82.0% 79.0% 79.0% 82.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 82.0% 3.0% % 3.8% 403 371 371 415 428 57 15.4% 403 371 371 415 428 57 15.4% 100.0% 100.0% 100.0% 100.0% $ 3,677.41 $ 5,561.98 $ 5,524.15 $ 5,320.15 $ 100.0% 4,830.60 $ $ $ 231,115 231,115 $ $ 196,178 196,178 $ (32,685) $ 226,295 364,830 182,017 1,149,851 1,655,184 $ 1,481,995 $ 2,063,496 NA NA $ 2,299,491 $ 2,299,491 $ $ $ $ 246,704 198,641 1,604,115 $ 2,049,460 22.00 0.0% 693.55 0.0% 12.6% 238,046 238,046 $ $ 250,004 250,004 $ $ (2,049,487) (2,049,487) -89.1% -89.1% 132,797 290,401 1,784,666 $ 2,207,864 NA $ 175,821 237,735 1,653,942 2,067,498 22.00 $ 70,883 (39,094) (49,827) (18,038) - 28.7% -19.7% -3.1% -0.9% 0.0% $ $ Based on FY 2005-06 data and FY 2006-07 projections, FY 2007-08 demand and output are expected to increase by 3%, resulting in a lower rate of expenditure per unit of output. The result is increasing based on FY 2005-06 and FY 2006-07 trend data which is believed to be a more accurate reflection of expected outcomes than previous forecasting methods. FY 2007-08 budgeted expenditures increased by $18,038 (-0.9%) from FY 2006-07 due to an increase in benefits and market increases. Base Adjustment: The FY 2007-08 budget includes a decrease of $4,700 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Detention Assessment Center (JDAC) Activity The purpose of the Juvenile Detention Assessment Center (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. Mandates: This is not a mandated activity of the Juvenile Probation Department. 604 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juvenile offenders who are detained. Demand FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 87.0% 89.0% 89.0% 81.0% 10,029 9,842 9,842 10,280 Number of juvenile offenders brought to detention by local law enforcement or court order. 8,608 7,062 7,062 8,840 Output Number of juvenile offenders who are assessed. Percent of Demand met 85.8% 71.8% 71.8% 86.0% Efficiency $ 83.18 $ 134.94 $ 194.36 $ 144.38 $ Expenditures per unit of Output Expenditures by Fund General $ (81,289) $ - $ - $ - $ Detention Operations 797,285 952,969 1,372,585 1,276,358 Totals $ 715,996 $ 952,969 $ 1,372,585 $ 1,276,358 $ NA NA 23.00 NA Staffing (FTEs) FY 2007-08 Variance ADOPTED (Rev. - Adopted) 81.0% -8.0% % -9.0% 10,485 643 6.5% 9,017 1,955 27.7% 14.2% 22.05 19.9% 11.3% (181,108) (181,108) (1.00) -13.2% -13.2% -4.3% 86.0% 172.31 $ 1,553,693 1,553,693 22.00 $ $ Based on FY 2005-06 data and FY 2006-07 projections, demand and output are expected to increase by 2%, resulting in a lower rate of expenditure per unit of output. Strategies have been implemented to reduce the number of youth in detention, which includes a reliance on assessing a juvenile’s risk to the community when determining whether the youth should be detained, resulting in a decrease in juvenile offenders who are detained. FY 2007-08 budgeted expenditures increased by $181,108 (-13.2%) from FY 2006-07 due to an increase in benefits and market increases. Juvenile Detention Medical Health Activity 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. Mandates: A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. 605 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 ACTUAL Results 100.0% ADOPTED 100.0% FY 2006-07 REVISED 100.0% PROJ ACT 100.0% Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. 20,029 8,940 20,000 20,630 Demand Number of requested or required medical services. 20,029 8,940 20,000 20,630 Output Number of medical services provided. Percent of Demand met 100.0% 100.0% 100.0% 100.0% $ 123.99 $ 331.18 $ 149.64 $ 140.44 $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ 687 $ - $ - $ - $ Detention Operations 2,482,764 2,960,746 2,992,773 2,897,294 Totals $ 2,483,451 $ 2,960,746 $ 2,992,773 $ 2,897,294 $ Staffing (FTEs) NA NA 25.00 NA FY 2007-08 ADOPTED Variance (Rev. - Adopted) 100.0% 0.0% % 0.0% 21,249 1,249 6.2% 21,249 1,249 6.2% 100.0% 149.99 $ 0.0% (0.36) 0.0% -0.2% (194,451) (194,451) - -6.5% -6.5% 0.0% 3,187,224 3,187,224 25.00 $ $ The FY 2007-08 budget reflects an increase of 6.2% for demand and output when compared with the FY 2006-07 revised budget. Based on FY 2005-06 data and FY 2006-07 projections, demand and output are expected to increase by 3%. The examination result has been sustained at 100% as this is a mandated service. FY 2007-08 budgeted expenditures increased by $194,451 (-6.5%) from FY 2006-07 due to an increase in benefits and market increases, resulting in a slightly higher rate of expenditure per unit of output. Base Adjustment: The FY 2007-08 budget includes a decrease of $13,360 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Pre-Disposition Secure Care Activity 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. Mandates: A.R.S. §8-305 establishes that the county shall maintain a detention center, separate from adult detention facilities, where juveniles can be detained when necessary before or after a hearing or as a condition of probation. Otherwise juveniles may be temporarily detained in adult detention centers as long as they are separated from adult detainees completely. The Board of Supervisors may choose to contract with a third-party to provide that service. 606 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: Results Percent of juveniles who appear in court. Results Percent (average monthly) over capacity. Demand Average daily population of juveniles admitted to PreDisposition Secure Care Detention. Output juveniles detained predisposition. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Juvenile Probation Grants Totals Expenditures by Fund General Juvenile Probation Grants Juvenile Probation Special Fee Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% ADOPTED 100.0% FY 2006-07 REVISED 100.0% PROJ ACT 100.0% 1.0% 1.0% 1.0% 1.0% 1.0% 0.0% 0.0% 360 370 370 345 345 (25) -6.8% 360 370 370 345 345 (25) -6.8% 0.0% (13,472.31) 0.0% -21.8% $ $ $ $ 100.0% 53,807.66 $ 24,754 607,025 631,779 8,606 595,181 32 18,766,939 $ 19,370,758 NA $ $ 100.0% 54,833.19 $ 771,066 771,066 $ 55,770 664,634 19,567,877 $ 20,288,281 NA $ $ 100.0% 61,829.88 $ 1,468,932 1,468,932 $ 226,445 664,634 21,985,976 $ 22,877,055 442.00 $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% 100.0% 62,065.67 $ 792,378 792,378 22,664 733,596 20,656,397 $ 21,412,658 NA $ $ $ $ 100.0% 75,302.19 $ 2,133,987 2,133,987 49,882 2,177,145 23,752,228 25,979,255 412.00 $ $ $ $ 665,055 665,055 % 0.0% 45.3% 45.3% 176,563 78.0% (1,512,511) -227.6% (1,766,252) -8.0% (3,102,200) -13.6% (30.00) -6.8% The FY 2007-08 budget reflects a decrease of 6.8% for demand and output when compared with the FY 2006-07 revised budget. Based on FY 2005-06 data and FY 2006-07 projections, FY 2007-08 demand and output are expected to decrease by 4% over FY 2005-06. FY 2007-08 budgeted expenditures increased by $3,102,200 (-13.6%) from FY 2006-07 due to an increase in grant funding and educator positions, resulting in a higher rate of expenditure per unit of output. Base Adjustment: The budget includes an increase in revenue and expenditures in the Grants Fund of $1,436,387 to cover the cost of 27.0 FTE educator positions. Additionally, the FY 200708 budget includes a decrease of $3,100 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Juvenile Post-Disposition Secure Care Activity 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. 607 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Mandates: A.R.S. §8-305 establishes that the county shall maintain a detention center, separate from adult detention facilities, where juveniles can be detained upon criminal conviction unless they are convicted as adults. The Board of Supervisors may choose to contract with a third-party to provide that service. Performance Analysis: FY 2005-06 ACTUAL 80.0% Results Percent of juveniles released from Post-Disposition Secure Care within the last 12 months and were not referred for a new delinquent offense by the end of the current reporting period. Demand Average daily population of juveniles placed in PostDisposition Secure Care by the Court. Output Average daily population of juveniles detained in PostDisposition Secure Care. Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ Totals $ Staffing (FTEs) ADOPTED 81.6% FY 2006-07 FY 2007-08 REVISED PROJ ACT ADOPTED NA NA NA 48 55 NA NA NA 48 55 NA NA NA 100.0% 100.0% 958.50 $ 24,131.67 NA NA 46,008 46,008 NA NA NA NA $ 1,327,242 $ 1,327,242 NA $ $ $ NA 82.50 3,960 3,960 NA Variance (Rev. - Adopted) % NA $ - $ $ - The FY 2007-08 Adopted budget reflects the elimination of this activity. Juvenile Detention Behavioral Health Activity 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. Mandates: A.R.S. §§8-272, 8-273, and 8-341.01 establishes residential treatment services to address the child's behavioral, psychological, social or mental health needs. A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. 608 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Performance Analysis: FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT 100.0% 100.0% 100.0% 100.0% Results Percent of requested services that were provided. Demand 5,667 5,444 5,444 5,667 Number of behavioral health services requested. Output 5,667 5,444 5,444 5,667 Number of behavioral health services provided. Percent of Demand met 100.0% 100.0% 100.0% 100.0% Efficiency $ 90.76 $ 132.55 $ 138.42 $ 117.95 $ Expenditures per unit of Output Expenditures by Fund General $ 11,664 $ - $ - $ - $ Juvenile Probation Special Fee 679 Detention Operations 501,992 721,599 753,550 668,403 Totals $ 514,335 $ 721,599 $ 753,550 $ 668,403 $ Staffing (FTEs) NA NA 12.00 NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% % 0.0% 5,667 223 4.1% 5,667 223 4.1% 0.0% 5.34 0.0% 3.9% (579) (579) - -0.1% -0.1% 0.0% 100.0% 133.07 $ 754,129 754,129 12.00 $ $ The FY 2007-08 budget reflects an increase of 4.1% for demand and output when compared with the FY 2006-07 revised budget. Based on FY 2005-06 data and FY 2006-07 projections, FY 2007-08 demand and output are expected to increase by 3%, resulting in a slightly lower rate of expenditure per unit of output. FY 2007-08 budgeted expenditures increased by $579 (-0.1%) from FY 2006-07 due to an increase in benefits. Base Adjustment: The FY 2007-08 budget includes a decrease of $1,700 based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Right-size Expenditures: The FY 2007-08 budget for the Administrative Services Program was decreased by $123,805 in various activities ($111,314 General Fund, $3,226 Special Fee Fund, $9,100 Detention Operations Fund, and $165 Diversion Fund) based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Right-size Expenditures: The FY 2007-08 budget for the Information Technology Program was decreased by $6,445 in various activities in the General Fund based on an evaluation of expenditures trends in FY 2005-06 and FY 2006-07. 609 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 21,320,911 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of FY 2007 Initiatives Annualization of FY 2006-07 LRP (12 month) $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ 20,166,828 REVENUE 14,000 $ 14,000 246,220 $ 35,307 545,797 (11,926) 28,459 843,857 $ - 21,010,685 $ 14,000 3,122,670 $ - BASE ADJUSTMENTS: Market Increases (12 months) $ (Probation Officers, Youth Supervisors, General Maintenance, and Adminstrative Phase I positions) Right-size Juvenile Intensive Probation Activity Right-size Executive Management Activity Right-size Personnel Savings (7.5%) Right-size Salary Adjustments Right-size Juvenile Standard Probation Activity Right-size Financial Services Activity Right-size Juvenile Court Diversion Activity Right-size Juvenile Crime & Truancy Prevention Activity Right-size Juvenile Skills Development Activity Right-size Juvenile Drug Treatment Activity Right-size Data Center Activity Increased Allocation Out to Special Fee Fund (Juvenile Standard Probation Supervision and Juvenile PreDisposition Investigations Activities) Right-size Juvenile Court Services Activity Subtotal $ 33,324 (64,666) (1,068,110) (91,149) (244,900) (46,648) (69,250) (89,151) 2,100 (3,850) (6,445) (1,281,160) 192,765 $ 15,000 15,000 FY 2007-08 TENTATIVE BUDGET: $ 21,203,450 $ 29,000 $ Subtotal $ 31,874 31,874 $ $ - $ 21,235,324 $ 29,000 BASE ADJUSTMENTS: Workers' Compensation / Unemployment Insurance FY 2007-08 ADOPTED BUDGET: 610 - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Appropriated Budget Reconciliation EXPENDITURES $ 6,212,830 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance FY 2007-08 BUDGET TARGET $ 6,212,830 $ 6,212,830 $ $ Subtotal $ 60,877 7,262 143,353 211,492 $ 211,492 211,492 $ 6,424,322 $ 6,424,322 1,436,386 $ 1,436,387 755,521 (24,727) 2,167,180 $ 755,521 2,191,908 8,591,502 8,616,230 BASE ADJUSTMENTS: Pre-Dispo Secure Care Activity Allocation in From General $ Fund Additional Grant Revenue Technical Correction to Salary Adjustment Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 611 REVENUE 6,212,830 $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) Appropriated Budget Reconciliation EXPENDITURES $ 900,000 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: One Time Expenditures from Fund Balance Agenda C-49-07-003-8-00 REVENUE 900,000 $ 50,000 $ - Subtotal $ 50,000 $ - $ 950,000 $ 900,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance One Time Expenses Subtotal $ 10,823 $ 2,100 22,566 (50,000) (14,511) $ 35,489 35,489 FY 2007-08 BUDGET TARGET 935,489 FY 2006-07 REVISED RESTATED BUDGET: $ $ 935,489 - $ (249) (312) (1,625) (1,601) 1,960,698 - BASE ADJUSTMENTS: Increased Probation Surcharge Revenue $ Right-size Juvenile Sex Offender Treatment Activity Right-size Juvenile Standard Probation Activity Right-size Financial Services Activity Right-size Office of the Director Activity Right-size Juvenile Pre-Disposition Investigations Activity Right-size Juvenile Standard Probation Supervision Activity Subtotal $ 612,604 - 1,351,881 1,960,698 $ 1,960,698 FY 2007-08 ADOPTED BUDGET: 2,896,187 $ 2,896,187 $ Juvenile Probation Special Fees (228) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 892,749 FY 2006-07 ADOPTED $ 926,621 FY 2006-07 REVISED $ 926,621 $ $ $ $ 857,989 765,688 92,301 $ 985,050 $ 900,000 900,000 - $ $ 926,621 $ 612 FY 2006-07 PROJECTED $ 985,050 900,000 $ 1,030,000 (130,000) $ 796,621 $ $ $ FY 2007-08 ADOPTED 1,764,217 1,716,905 937,738 779,167 $ 2,896,187 2,896,187 - 1,764,217 $ 1,764,217 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Restitution Fund (229) Appropriated Budget Reconciliation EXPENDITURES $ 50,000 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: One Time Expenses $ 50,000 $ Subtotal $ FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Right-size Juvenile Court Diversion Activity REVENUE 10,000 $ 10,000 (40,000) $ (40,000) $ - $ 10,000 $ 10,000 $ Subtotal $ - $ $ 15,000 15,000 $ 10,000 $ 25,000 FY 2007-08 ADOPTED BUDGET: Juvenile Restitution (229) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 86,750 $ FY 2006-07 ADOPTED $ 62,190 Revenue Expenditures Net Operating $ 24,036 $ 29,925 (5,889) $ Ending Fund Balance $ 80,861 $ 613 FY 2006-07 REVISED $ 62,190 10,000 $ 50,000 (40,000) $ 22,190 $ FY 2006-07 PROJECTED $ 80,862 10,000 $ 50,000 (40,000) $ 22,190 $ FY 2007-08 ADOPTED $ 51,577 - $ 29,285 (29,285) $ 51,577 $ 25,000 10,000 15,000 66,577 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Detention Operations Fund (255) Appropriated Budget Reconciliation EXPENDITURES $ 32,490,356 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE - $ 32,490,356 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Subtotal $ 324,686 36,899 621,309 982,894 $ $ - 33,473,250 $ - 3,312,120 $ - FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Market Increases (12 months) $ (Probation Officers, Youth Supervisors, General Maintenance, and Adminstrative Phase I positions) Warehouse Positions Transfer to Trial Courts Right-size Juvenile Court Diversion Activity Right-size Juvenile Crime & Truancy Activity Right-size Youth Recovery Academy Activity Right-size Alternative to Juvenile Secure Care Activity Right-size Juvenile Medical Services Activity (includes technical correction) Right-size Juvenile Pre-Disposition Secure Care Activity Right-size Juvenile Post-Disposition Secure Care Activity Right-size Juvenile Detention Behavioral Health Activity Right-size Financial Services Activity Right-size Human Resources Activity Right-size Office of Director Activity Right-size Procurement Activity Right-size Personnel/Benefits Savings (10.36%) Technical Correction to Pay for Performance (Salary Adjustment/Other Pay) Subtotal $ FY 2007-08 TENTATIVE BUDGET: (180,268) (6,200) (3,500) (3,000) (4,700) - (13,360) (3,100) (2,000) (1,700) (2,200) (400) (4,000) (2,500) (318,132) - (57,708) 2,709,352 $ - $ 36,182,602 $ - BASE ADJUSTMENTS: Workers' Compensation / Unemployment Insurance $ Subtotal $ 33,699 33,699 $ $ - 36,216,301 $ - FY 2007-08 ADOPTED BUDGET: $ 614 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Appropriated Budget Reconciliation EXPENDITURES $ 284,629 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 284,629 $ 284,629 $ 284,629 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 3,382 334 7,643 11,359 $ $ 11,359 11,359 FY 2007-08 BUDGET TARGET $ 295,988 $ 295,988 BASE ADJUSTMENTS: Right-size Juvenile Court Diversion Activity $ 47,039 $ 20,645 (2,407) (165) (4,392) (19,430) 20,645 $ 20,645 Right-size Juvenile Crime & Truancy Prevention Activity Right-size Office of Director Activity Right-size Juvenile Teen Court Activity Right-size Personnel Savings (15%) Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 316,633 $ 316,633 Juvenile Probation Diversion (275) Fund Balance Summary FY 2005-06 ACTUAL $ 531,254 FY 2006-07 ADOPTED $ 532,962 FY 2006-07 REVISED $ 532,962 FY 2006-07 PROJECTED $ 651,365 FY 2007-08 ADOPTED $ 695,001 Revenue Expenditures Net Operating $ $ $ 293,009 249,373 43,636 $ $ 284,629 284,629 - $ $ 284,629 284,629 - $ $ 321,187 201,078 120,108 $ 316,633 316,633 - Ending Fund Balance $ 651,362 $ 532,962 $ 532,962 $ 695,001 $ 695,001 Beginning Fund Balance 615 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget Management and Budget Analysis by Jack Patton, Senior Management & Budget Analyst Summary Organizational Chart County Manager Deputy County Manager Sandi Wilson Office of Management and Budget Budget Monitoring & Development Managing for Results Budget Administration 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: In December, the Board of Supervisors, sitting as the Board of Directors for the Flood Control and Library Districts, adopted budget priorities and guidelines that included continuation of the self-imposed limit on District property tax levies. These self-imposed limits will reduce Flood and Library District tax rates for FY 2007-08. • 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. 616 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget Status: In December, the Board of Supervisors adopted the legislative proposal to exchange Judge/Justice of the Peace salaries for reduction in AHCCCS contributions. • 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. Status: OMB completed an analysis of funds currently available for the General Fund Capital Improvement Program, and the Board of Supervisors subsequently adopted a funding limit and financing guidelines. OMB has assisted in facilitating Board discussion of project priorities. • 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: Approximately 11,000 regular positions Countywide have been included in a market study since the 3rd quarter of FY 2004-05. Turnover trends indicate that turnover rates are decreasing. Voluntary turnover decreased from 21.66% at the end of the 4th quarter of FY 2005-06 to 10.64% at the end of the second quarter of FY 2006-07. Employee Compensation has completed a review of approximately 55% of market range titles and working titles. Employee Compensation is working with an outside consultant to develop a web site that will provide County market range data to departments and external organizations. Turnover trends are being reviewed on a quarterly basis and market studies for FY 2007-08 are currently being prioritized. • 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: The Board of Supervisors approved the purchase of a new business intelligence system that will provide the infrastructure necessary to collect, analyze, and report on performance and financial data so that the County can assess its progress toward meeting strategic goals and priorities. • By July 2010, complete a review of county programs to delete non-essential services and improve the performance of other programs. Status: The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY2007-08 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. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL EXPENDITURES BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ $ 2,162,078 1,062 1,209 599,388 846 2,764,583 FY 2006-07 ADOPTED $ $ 2,314,725 $ 8,295 (791) 822,300 922 3,145,451 $ 617 FY 2006-07 REVISED 2,280,138 7,515 75,935 834,372 922 3,198,882 FY 2006-07 PROJECTED $ $ 2,172,879 11,525 33,645 687,218 1,460 2,906,727 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 2,421,385 715,362 1,045 3,137,792 $ (141,247) 7,515 75,935 119,010 (123) 61,090 -6.2% 100.0% 100.0% 14.3% -13.3% 1.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT TOTAL PROGRAMS 41.30 19.43 0.15 12.62 9.11 41.30 26.50 19.40 7.10 26.50 Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 2,662,655 37,111 52,980 11,837 2,764,583 FY 2006-07 ADOPTED $ $ 2,967,546 50,206 112,806 14,893 3,145,451 FY 2006-07 REVISED $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 2,985,218 83,436 115,335 14,893 3,198,882 FY 2006-07 PROJECTED $ 2,743,112 66,539 82,183 14,893 2,906,727 $ (14.80) (0.03) (0.15) (12.62) (2.01) (14.80) REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 3,000,586 55,000 67,631 14,575 3,137,792 $ -35.8% -0.1% -100.0% -100.0% -22.0% -35.8% $ $ $ $ $ (15,368) 28,436 47,704 318 61,090 -0.5% 34.1% 41.4% 2.1% 1.9% Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 2,764,583 2,764,583 FY 2006-07 ADOPTED $ $ 3,145,451 3,145,451 FY 2006-07 REVISED $ $ 3,198,882 3,198,882 FY 2006-07 PROJECTED $ $ 2,906,727 2,906,727 FY 2007-08 ADOPTED $ $ 3,137,792 3,137,792 REVISED TO ADOPTED VARIANCE % $ $ 61,090 61,090 Mandated vs. Non-Mandated Expenditures Thousands 3,200 3,100 3,000 2,900 2,800 2,700 2,600 2,500 MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. 618 1.9% 1.9% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget Programs and Activities Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Program Results Percentage of activities within budget at year-end Customer Satisfaction Employee Satisfaction FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 57.1% 100.0% 100.0% 73.0% 100.0% 80.0% 95.0% 100.0% 100.0% 100.0% 100.0% 80.0% 95.0% 100.0% 100.0% % - The Office of Management and Budget contributes to the following activities in this program: • Budgeting • Executive Management Budgeting Activity The purpose of the Budgeting Activity is to produce an annual budget request and related consultative services to department leadership so they can make informed program and budgeting decisions while staying within their approved budget. Mandates: Administrative Mandate Performance Analysis: Results Percentage of activities within budget at year-end Expenditures by Fund General Staffing (FTEs) FY 2005-06 ACTUAL 57.1% $ Totals $ n/a 2,162,078 2,162,078 FY 2006-07 REVISED 100.0% ADOPTED 100.0% $ $ n/a 2,314,725 2,314,725 $ $ 2,280,138 2,280,138 19.43 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% - PROJ ACT 73.0% $ $ n/a 2,172,879 2,172,879 $ $ 2,421,385 2,421,385 19.40 $ $ (141,247) (141,247) (0.03) % 0.0% -6.2% -6.2% -0.1% The FY 2007-08 adopted budget includes the cost of the support provided by the Office of Enterprise Technology for the current budgeting system. In addition, there are increases for FY 2007-08 Pay-forPerformance and benefits increases. These increases were partially offset by reductions in training, travel and supplies. Executive Management Activity The purpose of the Executive Management Activity is to provide the leadership, strategic direction, and administrative support to the employees of the department so they can produce the results necessary to achieve their departmental mission. Mandates: Administrative Mandate 619 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget Performance Analysis: Results Customer Satisfaction Results Employee Satisfaction Expenditures by Fund General Staffing (FTEs) FY 2005-06 ACTUAL 80.0% ADOPTED 100.0% FY 2006-07 REVISED 100.0% PROJ ACT 80.0% 95.0% 100.0% 100.0% 95.0% $ Totals $ n/a 599,388 599,388 $ $ n/a 822,300 822,300 $ $ 834,372 834,372 9.11 $ $ n/a 687,218 687,218 FY 2007-08 Variance ADOPTED (Rev. - Adopted.) 100.0% 0.0% 100.0% $ $ 715,362 715,362 7.10 $ $ % 0.0% 0.0% 0.0% 119,010 119,010 (2.01) 14.3% 14.3% -22.0% The FY 2007-08 adopted budget for the Executive Management Activity includes the elimination of an unfilled analyst position and a reduction to supplies based on historical trends. These reductions were mitigated by the restatement of the Policy Analyst position to this activity and the impact of FY 2007-08 Pay-for-Performance and benefit increases. Other Base Adjustments: The adopted budget right-sized Unemployment and Worker’s Compensation expenditures, increasing them by $280. 620 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Management and Budget General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 3,232,305 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: ECP $ $ $ Subtotal FY 2006-07 REVISED BUDGET: Restatements OMB Positions from 470 Budget System Support from 410 Total Comp to 450 FY 2006-07 REVISED RESTATED BUDGET: $ $ 41,550 41,550 3,273,855 $ $ $ (75,243) REVENUE - - 255,714 483,625 (814,582) $ 3,198,612 $ - $ $ $ 23,059 12,252 66,093 101,404 - $ 3,300,016 $ - (105,463) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Subtotal FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Executive Management Activity $ Reduction of 1 FTE $ Reduction in Supplies Budgeting Activity Reduction in Training, Education, Travel $ Reduction in Supplies Increase to Unemployment and Worker's Compensation Subtotal FY 2007-08 ADOPTED BUDGET: (75,463) (30,000) $ $ $ 621 (57,041) - (21,638) (35,406) 280 (162,224) $ 3,137,792 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Materials Management Analysis by Angie Flick, Management & Budget Analyst Summary Organizational Chart County Manager Chief Financial Officer Materials Management Wes Baysinger, Director Procurement Reprographics Records Management Small Business Enterprise 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 • By June 30, 2008, create and implement a workforce succession plan, within the parameters of the County's policies and procedures, identifying Materials Management's requirements to address personnel resource issues that will impact the department in 2009. Status: Materials Management continues to work with Human Resources to support the County's succession planning effort and address personnel resources. The FY 2007-08 budget supports the attainment of this goal. 622 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Materials Management By June 30, 2011, obtain funding, implement, and maintain selected technology solutions to allow Materials Management to integrate its operations into a countywide electronic paperless business environment. Status: The FY 2007-08 budget continues to support the Materials Management Department in researching and building a business case sufficient to make a thoughtful decision. • Beginning July 1, 2008, increase partnerships by implementing two contracts per year with other governmental entities in order to leverage resources and aggregate purchasing power to improve service levels to internal customers. Status: Although the department commences their pursuit of this goal in FY 2008-09, the current budget supports this goal. • Annually, maintain 100% completion of all printing service requests submitted. Status: Reprographics continues to meet 100% completion of printing requests. • By June 30, 2008, achieve an annual customer satisfaction score of 90% or greater as measured through the annual customer satisfaction survey issued by Materials Management. Status: The FY 2007-08 budget supports the attainment of this goal. • By June 30, 2009, create or revise, obtain required approvals, implement, and conduct training on eleven (11) Records Management A2100-series policies and procedures and create a Records Management Program Manual. Status: Policies are in the review cycle with department management and the County Attorney’s office. The FY 2007-08 budget supports the attainment of this goal. • By June 30, 2008, create and implement a Small Business Enterprise Program within the County to increase small business participation to a minimum of 10 percent of procurement transactions less than $50,000. Status: This program was approved by the Board of Supervisors in December 2006. department has hired a program manager for this activity. 623 The Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 73BS - BUSINESS SERVICES GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES TOTAL PROGRAMS 1,299,536 999,106 300,430 1,299,537 $ $ 2,463,643 58,591 944,985 1,407,739 52,328 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ EXPENDITURES 73BS - BUSINESS SERVICES BENT - SMALL BUSINESS ENTERPRISE GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICES $ FY 2006-07 ADOPTED $ FY 2006-07 REVISED 1,018,844 66,023 835,862 116,959 1,018,844 $ $ 2,747,925 65,735 935,284 1,685,996 60,910 215,604 $ 54,592 2,733,840 $ $ $ FY 2006-07 PROJECTED 1,018,844 66,023 835,862 116,959 1,018,844 $ $ 2,741,565 149,498 67,197 933,822 1,529,876 61,172 211,726 $ 57,930 3,017,581 $ $ $ FY 2007-08 ADOPTED 978,290 27,509 832,248 118,533 978,290 $ $ 2,599,359 20,311 68,525 923,920 1,525,684 60,919 225,296 $ 57,932 3,024,793 $ $ $ REVISED TO ADOPTED VARIANCE % 1,113,844 66,023 930,862 116,959 1,113,844 $ $ 2,890,071 164,719 65,943 941,563 1,654,201 63,645 227,667 $ 55,205 2,882,231 $ $ $ 95,000 95,000 95,000 9.3% 0.0% 11.4% 0.0% 9.3% $ (148,506) (15,221) 1,254 (7,741) (124,325) (2,473) -5.4% -10.2% 1.9% -0.8% -8.1% -4.0% 233,378 $ (8,082) -3.6% 81,477 3,204,926 $ $ (23,545) (180,133) -40.6% -6.0% $ Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 73BS - BUSINESS SERVICES BENT - SMALL BUSINESS ENTERPRISE GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICES 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 34.90 2.00 1.10 9.90 20.90 1.00 34.90 2.00 1.10 9.90 20.90 1.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.10 37.00 2.10 37.00 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 998,913 300,624 1,299,537 2,092,746 255,028 84,942 54,592 246,532 2,733,840 $ $ $ $ 1,900 898,100 118,844 1,018,844 2,363,855 227,190 163,534 50,483 212,519 3,017,581 624 $ $ $ $ 1,900 898,100 118,844 1,018,844 2,377,077 226,216 156,986 50,483 214,031 3,024,793 $ $ $ $ 790 858,182 119,318 978,290 2,260,384 210,487 147,424 50,483 213,453 2,882,231 $ $ $ $ 995,000 118,844 1,113,844 2,572,038 213,411 185,266 56,977 177,234 3,204,926 $ $ $ $ (1,900) 96,900 95,000 -100.0% 10.8% 0.0% 9.3% (194,961) 12,805 (28,280) (6,494) 36,797 (180,133) -8.2% 5.7% -18.0% -12.9% 17.2% -6.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL 673 REPROGRAPHICS TOTAL FUNDS EXPENDITURES 100 GENERAL 673 REPROGRAPHICS TOTAL FUNDS $ $ $ $ FY 2006-07 ADOPTED 300,430 999,106 1,299,537 $ 1,672,128 1,061,712 2,733,840 $ $ $ FY 2006-07 REVISED 116,959 901,885 1,018,844 $ 1,961,265 1,056,316 3,017,581 $ $ $ FY 2006-07 PROJECTED 116,959 901,885 1,018,844 $ 1,968,477 1,056,316 3,024,793 $ $ $ FY 2007-08 ADOPTED 118,533 859,757 978,290 $ 1,835,813 1,046,418 2,882,231 $ $ $ REVISED TO ADOPTED VARIANCE % 116,959 996,885 1,113,844 $ 2,071,136 1,133,790 3,204,926 $ $ $ 95,000 95,000 0.0% 10.5% 9.3% (102,659) (77,474) (180,133) -5.2% -7.3% -6.0% Mandated vs. Non-Mandated Expenditures Thousands 3,500 3,000 2,500 2,000 1,500 1,000 500 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Operations Program 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. 625 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Program Results Percent of customers satisfied with Printing Services Percent of customers satisfied with Contract Printing Services Percent of customers satisfied with Procurement Services FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 91.7% 100.0% 100.0% 92.0% 95.0% -5.0% -5.0% Percent of customers satisfied with Records Management Services. Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for non-contract procurements. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. 66.6% 90.0% 90.0% 70.0% 75.0% -15.0% -16.7% 82.0% 90.0% 90.0% 85.0% 90.0% 0.0% 0.0% 82.0% 90.0% 90.0% 90.0% 100.0% 10.0% 11.1% 0.0% 0.0% 0.0% 0.0% 25.0% 25.0% 0.0% 0.0% 0.0% 0.0% 10.0% 10.0% Activities that comprise this program include: • Contract Printing Services • Printing Services • Procurement Services • • Records Management Services Small Business Enterprise Services Contract Printing Services Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of contract print orders requested. Output Number of contract orders completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Reprographics Totals Expenditures by Fund Reprographics Totals Staffing (FTEs) FY 2005-06 ACTUAL 694 ADOPTED 600 FY 2006-07 REVISED 600 PROJ ACT 736 FY 2007-08 ADOPTED 700 Variance (Rev. - Adopted) 100 % 16.7% 694 600 600 736 700 100 16.7% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% $ 84.43 $ 109.56 $ 112.00 $ 93.10 $ 94.20 $ 12.54 $ $ - $ $ 66,023 66,023 $ $ 66,023 66,023 $ $ 27,509 27,509 $ $ 66,023 66,023 $ $ - 0.0% 0.0% $ $ 58,591 58,591 - $ $ 65,735 65,735 - $ $ 67,197 67,197 1.10 $ $ 68,525 68,525 - $ $ 65,943 65,943 1.10 $ $ 1,254 1,254 - 1.9% 1.9% 0.0% 626 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Contract Printing Services Activity Performance $96 $94 730 $92 720 $90 710 $88 700 $86 $84 690 $82 680 $80 670 Cost per contract order completed # of print contract orders requested 740 $78 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED FY 2007-08 ADOPTED Output Cost per contract order completed The FY 2007-08 budget for the Contract Printing Services Activity meets projected demand for 700 contract print requests at a cost of $94.20 per request. The FY 2006-07 budget is projected at a cost of $93.10 per request. The increase in expense is due to health/dental and pay for performance increases. The offset to increased expenditures is additional budgeted savings in FY 2007-08 as the department has seen increased turnover in FY 2006-07. Printing Services Activity 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. Mandates: Activity not mandated. Performance Analysis: Demand Number of units requested. Output Number of units completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Reprographics Totals Expenditures by Fund Reprographics Totals Staffing (FTEs) FY 2005-06 ACTUAL 28,604,979 ADOPTED 35,000,000 FY 2006-07 REVISED 35,000,000 PROJ ACT 30,000,000 FY 2007-08 ADOPTED 28,604,979 Variance (Rev. - Adopted) (6,395,021) % -18.3% 28,604,979 35,000,000 35,000,000 30,000,000 28,604,979 (6,395,021) -18.3% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% $ 0.03 $ 0.03 $ 0.03 $ 0.03 $ 0.03 $ $ $ 999,106 999,106 $ $ 835,862 835,862 $ $ 835,862 835,862 $ $ 832,248 832,248 $ $ 930,862 930,862 $ $ 95,000 95,000 11.4% 11.4% $ $ 944,985 944,985 - $ $ 935,284 935,284 - $ $ 933,822 933,822 9.90 $ $ 923,920 923,920 - $ $ 941,563 941,563 9.90 $ $ 7,741 7,741 - 0.8% 0.8% 0.0% 627 (0.00) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Printing Services Activity Performance $0.04 # of units requested 30,000,000 $0.03 29,500,000 29,000,000 $0.02 28,500,000 $0.01 28,000,000 27,500,000 Cost per unit completed 30,500,000 $0.00 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per unit completed The FY 2007-08 budget for the Printing Services Activity meets projected demand of 28,604,979 units printed at a cost of $0.03 per unit printed in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 4.9% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 28,604,979. The minor increase in projected demand reflects a conservative forecast of printing requests associated with the 2006 election year. In FY 2005-06, the County saw 27.09% growth in documents printed, 38,338,322, as compared to FY 200405 actuals of 30,165,368. This was due to an increase in County departmental printing resulting from growth in the County population and required County services. For FY 2007-08, the demand is forecasted to be relatively consistent for a non-election year. The FY 2007-08 budget therefore assumes a 4.7% decrease in demand from FY 2006-07, which is the same as FY 2005-06. The FY 2007-08 expenditures budgeted will increase by $7,741 (.08%) compared to the FY 2006-07 revised budget due to the inclusion of one-time capital expenses and fixed/variable benefit increases. Procurement Services Activity 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. Mandates: A.R.S. §11-254.01 establishing County purchasing procedures. 628 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Performance Analysis: Demand Anticipated dollar value of procurement transactions. Output Actual dollar value of procurement transactions. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 388,681,268 ADOPTED 375,000,000 FY 2006-07 REVISED 375,000,000 PROJ ACT 388,000,000 FY 2007-08 ADOPTED 388,000,000 Variance (Rev. - Adopted) 13,000,000 % 3.5% 388,681,268 375,000,000 375,000,000 388,000,000 388,000,000 13,000,000 3.5% 100.0% 100.0% 100.0% 100.0% 100.0% $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ $ 300,430 300,430 $ $ 116,959 116,959 $ $ 116,959 116,959 $ $ 118,533 118,533 $ $ 116,959 116,959 $ $ 1,407,739 1,407,739 - $ $ 1,685,996 1,685,996 - $ $ 1,529,876 1,529,876 20.90 $ $ 1,525,684 1,525,684 - $ $ 1,654,201 1,654,201 20.90 0.0% $ (0.01) - $ $ 0.0% (124,325) (124,325) - 0.0% 0.0% -8.1% -8.1% 0.0% 388,800,000 $0.005 388,600,000 $0.004 388,400,000 $0.003 388,200,000 $0.002 388,000,000 $0.001 387,800,000 387,600,000 Cost per dollar procured Anticipated Dollar Value of Procurement Transactions Procurement Servcies Activity Performance $0.000 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per dollar procured The FY 2007-08 budget for the Procurement Activity meets projected demand of $388,000,000 of procurement transactions at an average cost of $0.0043 per dollar transacted in order to achieve the result of 100%. The FY 2006-07 projected budget assumes a 0.2% decrease in demand, with results of 100% as compared to FY 2005-06 actual demand of $388,681,268. The minor decrease in demand reflects a conservative forecast of slowdown in County spending. In FY 2005-06, the County saw 10.5% growth in dollars procured as compared to FY 2004-05 actuals of $351,747,355. This was a result of an increase in County departmental spending driven by growth in the County population and required County services. The demand is forecasted to be relatively consistent for FY 2007-08. The FY 200708 budget therefore assumes a constant level compared to FY 2006-07. The FY 2007-08 expenditures budgeted will increase by $124,325 (8.1%) compared to the FY 2006-07 revised budget. This increase in the budget is largely due to market adjustments, pay for performance, and fixed and variable benefit increases. 629 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Records Management Activity 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. Mandates: A.R.S. § 41-1346 establishing State and Local document management procedures. Performance Analysis: Demand Number of customers requesting Records Management Services. Output Number of customers provided Records Management Services. Percent of Demand met Efficiency Expenditures per unit of Output $ Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 475 ADOPTED 240 FY 2006-07 REVISED 240 PROJ ACT 560 FY 2007-08 ADOPTED 660 Variance (Rev. - Adopted) 420 % 175.0% 475 240 240 560 660 420 175.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 110.17 $ 253.79 $ 254.88 $ 108.78 $ 96.43 $ 158.45 62.2% 52,328 52,328 - $ $ 60,910 60,910 - $ $ 61,172 61,172 1.00 $ $ 60,919 60,919 - $ $ 63,645 63,645 1.00 $ $ (2,473) (2,473) - -4.0% -4.0% 0.0% $115 600 $110 500 $105 400 $100 300 $95 200 $90 100 Cost per customer who receives a service Number of Records Requests Records Management Services Activity Performance 700 $85 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED FY 2007-08 ADOPTED Output Cost per customer who receives a service The FY 2007-08 budget for the Records Management Activity meets projected demand of 660 requests made for services an average cost of $96.43 per customer receiving services from Records Management. The FY 2006-07 projected budget assumes a 17.9% increase in demand as compared to FY 2005-06 actual demand of 475 customers requesting services. The increase in demand reflects a continuing trend of County departments working with their document management systems. The demand is forecasted to be steadily increasing for FY 2007-08. The FY 2007-08 budget is based on a 17.9% increase in demand from FY 2006-07. The FY 2007-08 expenditures budgeted will increase by $2,473 (4.0%) compared to the FY 2006-07 revised budget. This increase in the budget is largely due to pay for performance and fixed/variable benefit increases. 630 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Small Business Enterprise Services Activity The purpose of the Small Business Enterprise Services Activity is to provide awareness, training, and opportunities to County departments and small businesses so they can participate in all Maricopa County procurements less than or equal to $50,000. Mandates: Activity not mandated. Performance Analysis: FY 2007-08 ADOPTED Results 2500.0% Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for non-contract procurements. Demand Dollar value of all non-contract procurements less than or equal to $50,000 Output Dollars spent with small business enterprises on non-contract procurements less than or equal to $50,000. Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) 38,800,000 38,800,000 100.0% 0.00 164,719 164,719 2.00 The FY 2007-08 budget for the Small Business Enterprise Services Activity has been developed to serve as a starting point for outreach to the community being targeted. The expenditures for the Small Business Enterprise Services Activity will be budgeted at $164,719, an increase of $15,221 (10.2%) from the FY 2006-07 revised budget. This increase in the budget is due to pay for performance and fixed/variable rate increases. 631 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 1,961,265 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Phase I Market Study REVENUE 116,959 $ Subtotal $ 7,212 7,212 $ $ - $ 1,968,477 $ 116,959 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2006-07 LRP (12 month) Subtotal $ 18,699 7,067 50,428 32,249 1,016 109,459 $ $ - 2,077,936 $ 116,959 (47,516) $ 57,730 - (14,793) (3,620) 550 849 (6,800) $ - FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET: $ BASE ADJUSTMENTS: Allocation of administrative activities to Reprographics Fund 673 $ IT Study Implementation Salary & Benefits Savings increase in Small Business Enterprises Activity Salary & Benefits Savings increase for all other activities Debt Service Reallocation Increased Risk Management Cost Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 632 2,071,136 $ 116,959 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Materials Management Reprographics (673) Appropriated Budget Reconciliation EXPENDITURES $ 1,056,316 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 1,056,316 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance One Time Expenses Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET: $ FY 2007-08 ADOPTED BUDGET: $ $ 901,885 7,911 $ 1,851 14,487 (193,500) (1,724) (170,975) $ - 885,341 BASE ADJUSTMENTS: Allocation of administrative activities to Reprographics Fund 673 from Material Management Fund 100 $ IT Study Implementation Technical Budget Corrections Increase CSCA & Risk Management Debt Service Reallocation Revenue increase in Printing Services Activity Capital purchases from Fund Balance Subtotal $ REVENUE 901,885 $ 901,885 47,516 $ 23,797 (1,441) 23,440 5,137 150,000 248,449 $ 95,000 95,000 1,133,790 $ 996,885 Reprographics (673) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2005-06 ACTUAL 761,135 $ 999,106 $ 1,061,712 (62,605) $ 698,530 FY 2006-07 ADOPTED 540,452 $ 901,885 $ 1,056,316 (154,431) $ $ 386,021 633 $ FY 2006-07 REVISED 540,452 FY 2006-07 PROJECTED $ 698,530 901,885 $ 1,056,316 (154,431) $ 386,021 $ $ 859,757 $ 1,046,418 (186,660) $ 511,870 $ FY 2007-08 ADOPTED 511,870 996,885 1,133,790 (136,905) 374,965 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Medical Examiner Analysis by Hannah Lee, Management & Budget Analyst Summary Organizational Chart County Manager Director Betty Adams Chief Medical Examiner Investigations & Transport Admissions Medical Staff Examination Laboratory Administration Support Staff & I.T. Mission The Mission of the Office of the Medical Examiner is to provide medicolegal 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 effect a resolution and have closure, affix responsibility, and protect public health and safety. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By Fiscal Year 2009, the Office of the Medical Examiner will improve service to families and other agencies by completing cases within established timeframes of 90% of cases closed within 45 days and 95% of cases closed within 90 days. Status: Cumulative results year to date are at 71% and 92% respectively for this strategic performance measure. In FY 2006-07 the Office implemented enhanced front end processes through ongoing training and staffing first responders, allowing Medical Examiners to achieve their goal. 634 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Medical Examiner By Fiscal Year 2009, the Office of the Medical Examiner will receive accreditation from the American Board of Forensic Toxicologists (ABFT) in compliance with industry recognized national standards. Status: The Office finalized the required documentation of processes and protocols consistent with ABFT national standards. The Office will make an application to ABFT prior to the end of the current calendar year, and if the application is accepted, ABFT will assemble a team of inspectors to physically validate the application in early 2008. • By Fiscal Year 2010, the Office of the Medical Examiner will receive accreditation from the National Association of Medical Examiners (NAME) in compliance with industry recognized national standards. Status: The Office completed Initial procedural and protocol audits of all internal activities, and established documented procedures. The remaining objective to be satisfied is in the acceptable workload assignment to the forensic pathologists. The new business model reduces the workload factor to within the acceptable standard. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 29ME - MEDICAL EXAMINERS CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION SUPP - TRANSCRIPTION TOXI - TOXICOLOGY FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 REVISED TO ADOPTED ADOPTED VARIANCE % $ 302,768 242,730 60,038 - $ 178,794 164,336 14,458 - (48) $ - $ - 302,768 $ $ 178,794 144.2% $ 201,080 $ 173,144 (64) 28,000 99AS - ADMINISTRATIVE SERVICES PROG $ 2,814 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 186,489 390,383 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 $ 5,418,935 266,577 289,568 2,555,662 100,806 680,484 474,408 1,051,430 $ 6,079,899 283,868 180,213 202,878 3,237,436 115,258 664,596 401,613 994,037 $ 6,957,162 407,571 206,019 347,231 3,447,778 118,677 823,486 548,901 1,057,499 $ 6,631,270 346,202 179,872 390,133 3,281,176 111,471 720,914 519,946 1,081,555 $ 7,403,819 415,387 204,487 385,224 3,429,047 121,917 1,062,862 572,255 1,212,640 $ (446,657) (7,816) 1,532 (37,993) 18,731 (3,240) (239,376) (23,354) (155,141) -6.4% -1.9% 0.7% -10.9% 0.5% -2.7% -29.1% -4.3% -14.7% 99AS - ADMINISTRATIVE SERVICES PROG $ $ $ $ $ 628,811 $ (87,080) -16.1% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 5,796,923 $ 24,262 $ 8,056,892 $ $ 377,989 635 123,974 78,394 45,580 - $ 123,974 78,394 45,580 - $ $ - $ - $ $ $ 123,974 $ $ 123,974 $ $ 585,765 $ 11,721 $ 6,677,385 541,731 $ 11,721 $ 7,510,614 140,363 74,375 65,988 - 140,315 440,951 $ $ 7,072,221 $ $ 144.2% 209.6% 31.7% (12,541) -107.0% (546,278) -7.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 REVISED TO ADOPTED ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 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 83.00 10.00 2.57 9.00 26.48 2.00 11.45 10.50 11.00 83.90 10.00 2.57 9.00 27.38 2.00 11.45 10.50 11.00 0.90 0.90 - 1.1% 0.0% 0.0% 0.0% 3.4% 0.0% 0.0% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 7.00 90.00 7.00 90.90 0.90 0.0% 1.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ 259,946 130,438 390,383 $ 5,048,642 380,947 268,952 45,260 53,123 $ 5,796,923 FY 2006-07 ADOPTED $ $ 123,974 123,974 $ 6,057,562 299,016 254,038 17,188 49,581 $ 6,677,385 FY 2006-07 FY 2006-07 REVISED PROJECTED $ $ 123,925 49 123,974 $ 6,818,106 315,717 303,198 17,188 56,405 $ 7,510,614 $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED - $ 140,363 (48) 140,315 $ $ 6,245,233 450,024 325,790 17,188 33,987 $ 7,072,221 302,768 302,768 $ $ 7,245,186 409,405 330,963 16,613 54,725 $ 8,056,892 $ $ $ 178,843 (49) 178,794 144.3% -100.0% 144.2% (427,080) (93,688) (27,765) 575 1,680 (546,278) -6.3% -29.7% -9.2% 3.3% 3.0% -7.3% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL TOTAL FUNDS $ $ EXPENDITURES 100 GENERAL TOTAL FUNDS $ 5,785,151 $ 5,796,923 129,599 390,383 FY 2006-07 ADOPTED $ $ 123,974 123,974 $ 6,677,385 $ 6,677,385 FY 2006-07 REVISED $ $ 123,974 123,974 $ 7,510,614 $ 7,510,614 636 FY 2006-07 PROJECTED $ $ 140,363 140,315 $ 7,072,221 $ 7,072,221 FY 2007-08 ADOPTED $ $ REVISED TO ADOPTED VARIANCE % 302,768 302,768 $ $ 178,794 178,794 $ 8,056,892 $ 8,056,892 $ $ (546,278) (546,278) 144.2% 144.2% -7.3% -7.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Mandated vs. Non-Mandated Expenditures 9,000 8,000 7,000 6,000 5,000 Thousands 4,000 3,000 2,000 1,000 - FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 PROJECTED ADOPTED MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Medical Examiners Program The purpose of the Medical Examiners program 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. Mandates: A.R.S. §§11-591 - 11-600 mandate the county medical examiner or a licensed physician employed to perform such functions, to conduct investigation, medical examination or autopsy, and other tests of a human body when death occurs under specified circumstances to determine identity, cause and manner of death. 637 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Program Results Percent of decedents released within 1 day of exam Percent of cremation authorizations completed within 3 days of receipt Percent of removals completed within 2 hours of request (not arrived at OME due to multiple pickups). Percent of cases completed within 45 days Percent of microslides produced within three days of examination Percent of exams summaries completed by day of exam (omits denials) Percent of reports transcribed within two weeks of receipt Percent of tox reports produced within 30 days of exam FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 70.0% 78.0% 78.0% 78.0% 80.0% 2.0% 2.6% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 41.0% 50.0% 50.0% 45.0% 55.0% 5.0% 10.0% 43.0% 46.0% 46.0% 46.0% 50.0% 4.0% 8.7% 98.0% 98.0% 98.0% 98.0% 98.0% 0.0% 0.0% 97.0% 98.0% 98.0% 98.0% 98.0% 0.0% 0.0% 46.0% 60.0% 60.0% 60.0% 65.0% 5.0% 8.3% 38.0% 70.0% 70.0% 70.0% 72.0% 2.0% 2.9% Activities that comprise this program include: • Decedent Admissions • Cremation Authorizations • Decedent Transport • Decedent Medical Examinations • Histotechnology • Decedent Medical Investigations • Transcription • Toxicology Decedent Admissions Activity The purpose of Decedent Admissions activity 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. Performance Analysis: Results FY 2005-06 ACTUAL 75.0% Percent of admits released in 24 hrs Demand Number of admits required Output Number of admits completed Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 47.0% FY 2006-07 REVISED 53.0% PROJ ACT 60.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 65.0% 12.0% % 22.6% 5,156 5,424 5,424 4,836 4,850 (574) -10.6% 5,156 5,424 5,424 4,836 4,850 (574) -10.6% 0.0% (10.50) 0.0% -14.0% (7,816) (7,816) - -1.9% -1.9% 0.0% 100.0% 51.70 $ 266,577 266,577 NA $ $ 100.0% 52.34 $ 283,868 283,868 NA $ $ 100.0% 75.14 $ 407,571 407,571 10.00 $ $ 100.0% 71.59 $ 346,202 346,202 NA $ $ 100.0% 85.65 $ 415,387 415,387 10.00 $ $ FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY2006-07 revised budget due to enhancement of the Office of Medical Examiner’s front-end processes through 638 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner training and staffing of first responders. Funded staffing level remains the same. Total budgeted expenditures are increased by $7,816 (1.9%) from the FY2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Cremation Authorization Activity The purpose of Cremation Authorization activity is to provide certification for cremation to the public so that they can legally cremate a person’s remains. Mandates: A.R.S. §11-599 mandates the county medical examiner or a licensed physician to examine the death certificate prior to cremation and to certify that there is no evidence of foul play or violence. Performance Analysis: Results To be determined Demand Number of cremation authorizations requested Output Number of cremation authorizations completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% NA % 17,019 16,434 16,434 16,182 17,586 1,152 7.0% 17,019 16,434 16,434 16,182 17,586 1,152 7.0% 100.0% 10.97 $ 100.0% 12.54 $ 100.0% 11.12 $ 100.0% 11.63 $ 100.0% NA $ 0.0% 0.91 0.0% 7.2% $ $ - $ $ 78,394 78,394 $ $ 78,394 78,394 $ $ 74,375 74,375 $ $ 242,730 242,730 $ $ 164,336 164,336 209.6% 209.6% $ $ - $ $ 180,213 180,213 NA $ $ 206,019 206,019 2.57 $ $ 179,872 179,872 NA $ $ 204,487 204,487 2.57 $ $ 1,532 1,532 - 0.7% 0.7% 0.0% NA FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY2006-07 revised budget due to increase in projected number of deaths in Maricopa County. Funded staffing level remains the same. Total budgeted expenditures are decreased by $1,532 (0.7%) from the FY2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Decedent Transport Activity The purpose of Decedent Transport activity 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. 639 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Performance Analysis: FY 2005-06 ACTUAL 53.0% Results Percent of removals completed within 2 hrs of request Demand Number of removals requested (same as investigations demand, includes declines) Output Number of decedents transported (same as admits/exams) Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 39.0% FY 2006-07 REVISED 30.0% PROJ ACT 50.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 55.0% 25.0% 7,399 7,652 7,652 7,047 7,658 5,156 5,424 5,424 4,836 4,850 69.7% 56.16 $ 70.9% 37.40 $ 70.9% 64.02 $ 68.6% 80.67 $ 63.3% 79.43 $ 289,568 289,568 NA $ $ 202,878 202,878 NA $ $ 347,231 347,231 9.00 $ $ 390,133 390,133 NA $ $ 385,224 385,224 9.00 6 $ $ % 83.3% 0.1% (574) -10.6% -7.6% (15.41) -10.7% -24.1% (37,993) (37,993) - -10.9% -10.9% 0.0% FY 2007-08 budgeted expenditures do not meet projected demand, which is higher than the FY2006-07 revised budget. This is because the transporters only transport those decedents to Forensic Science Center from the scene that require physical attention of medical examiners. Funded staffing level remains the same. Total budgeted expenditures are increased by $37,993 (10.9%) from the FY200607, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Base Adjustment: Right-sizing Supplies and Services. Decedent Medical Examinations Activity The purpose of Decedent Medical Examinations activity 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. 640 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Performance Analysis: Results Percent of autopsies of total exams Results Percent of exams completed within 24 hrs of admit Demand Number of exams required (same as admits) Output Number of exams completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Medical Examiner Grant Fund Totals Expenditures by Fund General Medical Examiner Grant Fund Totals Staffing (FTEs) FY 2005-06 ACTUAL 49.0% ADOPTED 45.0% FY 2006-07 REVISED 52.0% PROJ ACT 55.0% 32.0% 31.0% 40.0% 45.0% 50.0% 10.0% 25.0% 5,156 5,424 5,424 4,836 4,850 (574) -10.6% 5,156 5,424 5,424 4,836 4,850 (574) -10.6% $ $ $ 100.0% 495.67 $ 130,502 42,642 173,144 $ 2,549,888 5,774 $ 2,555,662 NA $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 60.0% 8.0% % 15.4% 100.0% 596.87 $ 100.0% 635.65 $ 100.0% 678.49 $ 100.0% 707.02 $ 0.0% (71.37) 0.0% -11.2% 45,580 45,580 45,580 45,580 65,988 65,988 60,038 60,038 14,458 14,458 31.7% $ 3,237,436 $ 3,237,436 NA $ $ $ 3,447,778 $ 3,447,778 26.48 $ $ $ 3,281,176 $ 3,281,176 NA $ $ $ 3,429,047 $ 3,429,047 27.38 $ $ $ $ 18,731 18,731 0.90 31.7% 0.5% 0.5% 3.4% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY2006-07 revised budget due to enhancement of the Office of Medical Examiner’s front-end processes through training and staffing of first responders. The Office of Medical Examiner will be better able to evaluate many cases in the field without transporting decedents back to the Forensic Science Center. Funded staffing level increased 0.90 FTE. Total budgeted expenditures are decreased by $18,731 (0.5%) from the FY2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Base Adjustment: Right-sizing of Personal Services based on higher salary and benefit costs. Added Board Certification fee costs for 2.0 physicians. Histotechnology Activity The purpose of Histotechnology activity 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. 641 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Performance Analysis: FY 2005-06 ACTUAL 97.0% Results Percent of microslides produced within 3 days of exam Demand Number of micro slides requested Output Number of micro slides produced Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 97.0% FY 2006-07 REVISED 97.0% PROJ ACT 98.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 98.0% 1.0% % 1.0% 1,748 2,090 2,090 13,300 14,551 12,461 596.2% 1,748 2,090 2,090 13,300 14,551 12,461 596.2% 100.0% 8.38 $ 100.0% 8.38 $ 100.0% 57.67 $ 100,806 100,806 NA $ $ 100.0% 55.15 $ 115,258 115,258 NA $ $ 100.0% 56.78 $ 118,677 118,677 2.00 $ $ 111,471 111,471 NA $ $ 121,917 121,917 2.00 $ $ 0.0% 48.40 0.0% 85.2% (3,240) (3,240) - -2.7% -2.7% 0.0% FY 2007-08 budgeted expenditures meet projected demand. Comparison of performance measures for prior fiscal years is not possible, since demand and output measures have changed for FY 2007-08. Funded staffing level remains the same. Total budgeted expenditures are increased by $3,240 (2.7%) from the FY 2006-07. Decedent Medical Investigations Activity The purpose of Decedent Medical Investigations activity 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. Performance Analysis: Results Percent of investigative summaries completed by day of exam Results Percent of denials of total investigations Demand Number of investigations required Output FY 2005-06 ACTUAL 97.0% Number of investigations completed Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED NA FY 2006-07 REVISED 100.0% PROJ ACT 98.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 98.0% -2.0% 30.0% NA 29.0% 31.0% 37.0% 7,399 NA 7,652 7,047 7,658 6 0.1% 7,399 NA 7,652 7,047 7,658 6 0.1% 100.0% 91.97 NA NA 680,484 680,484 NA $ $ 664,596 664,596 NA $ $ $ 100.0% 107.62 $ 823,486 823,486 11.45 $ $ 100.0% 102.30 $ 720,914 720,914 NA 8.0% % -2.0% 100.0% 138.79 $ $ 1,062,862 $ 1,062,862 11.45 $ $ 27.6% 0.0% (31.17) 0.0% -29.0% (239,376) (239,376) - -29.1% -29.1% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increase in the projected number of deaths in Maricopa County. Total budgeted expenditures are increased by $239,376 (29.1%) from the FY 2006-07, reflecting increased volume of output and higher rate of expenditure per unit of output. 642 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Base Adjustment: Right-sizing Supplies and Services. Funding has been provided to hire 6.0 additional Investigators as a part of a change in front-end processes. Transcription Activity The purpose of Transcription activity is to provide transcribed reports, case records data entry, reports distribution, and the cause and manner of death on certificates for the Medical Examiners so that they can issue their findings and the death can be registered. Performance Analysis: Results Percent of reports transcribed within 2 weeks of receipt Demand Number of reports requested to be transcribed Output Numbers of reports transcribed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 49.0% ADOPTED 63.0% FY 2006-07 REVISED 64.0% PROJ ACT 60.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 65.0% 1.0% % 1.6% 5,156 5,378 5,378 11,745 15,728 10,350 192.5% 5,133 4,810 4,810 11,745 15,728 10,918 227.0% $ 99.6% 92.42 $ 89.4% 83.50 $ 100.0% 44.27 $ 100.0% 36.38 $ $ $ (64) $ (64) $ $ $ 474,408 474,408 NA $ $ 89.4% 114.12 $ - $ $ - $ $ - $ $ - $ $ 401,613 401,613 NA $ $ 548,901 548,901 10.50 $ $ 519,946 519,946 NA $ $ 572,255 572,255 10.50 $ $ 10.6% 77.73 11.8% 68.1% (23,354) (23,354) - -4.3% -4.3% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to adoption of digitalized dictation equipment to record notes as a digital file which is then transcribed by the transcriptionists to produce a report. Funded staffing levels remains the same. Total budgeted expenditures are increased by $23,354 (4.3%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Toxicology Activity The purpose of Toxicology activity 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. 643 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner Performance Analysis: Results Percent of toxicology reports completed within 30 days of exam Results Percent of tests completed inhouse of total tests requested Demand Number of samples requested to be completed within 30 days of exam Output Number of samples produced. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Medical Examiner Grant Fund Totals Expenditures by Fund General Medical Examiner Grant Fund Totals Staffing (FTEs) FY 2005-06 ACTUAL 49.0% ADOPTED 22.0% FY 2006-07 REVISED 22.0% PROJ ACT 70.0% 4.0% 4.0% 4.0% 98.0% $ $ 98.0% 94.0% % 227.3% 2350.0% 3,592 3,833 3,833 55,860 61,110 57,277 1494.3% 3,592 3,833 3,833 55,860 61,110 57,277 1494.3% 100.0% 19.36 $ 100.0% 19.84 $ 0.0% 256.05 100.0% 292.71 $ 28,000 28,000 $ $ 1,045,773 5,657 $ 1,051,430 NA $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 72.0% 50.0% 100.0% 259.34 $ - $ $ 994,037 994,037 NA $ $ 100.0% 275.89 $ - $ 1,057,499 $ 1,057,499 11.00 $ - $ $ 1,081,555 $ 1,081,555 NA $ $ $ $ - $ 1,212,640 1,212,640 11.00 $ $ $ 0.0% 92.8% (155,141) (155,141) - -14.7% -14.7% 0.0% FY 2007-08 budgeted expenditures meet projected demand. Comparison of performance measures for prior fiscal years is not possible, since demand and output measures have changed for FY 2007-08. Total budgeted expenditures are increased by $155,141 (14.7%) from the FY 2006-07. Base Adjustment: Chemist. Right-sizing Supplies and Services. 644 Added funding for 1.0 Forensic Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Medical Examiner General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: $ MID-YEAR ADJUSTMENTS: Staffing Admin Market Study Phase 1 $ FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments One Time Expenses Subtotal $ $ - $ 7,342,843 $ 123,974 59,074 $ 25,443 182,636 26,899 (11,440) 282,612 $ - $ $ Subtotal $ FY 2007-08 TENTATIVE BUDGET: REVENUE 123,974 $ $ BASE ADJUSTMENTS: Rightsize Transport Activity Rightsize Examination Activity Forensic Board Certification in Examination Activity Rightsize Investigation Activity (C-29-07-005-8-00) Rightsize Toxicology Activity (C-29-07-005-8-00) Rightsize Executive Management Activity IT Market Study Cremation Activity Fee Increase Examination Activity Fee Increase $ 642,977 22,481 665,458 Subtotal $ FY 2007-08 BUDGET TARGET EXPENDITURES 6,677,385 7,625,455 $ 123,974 (4,929) $ (94,798) 32,500 352,083 68,558 72,196 926 426,536 $ 164,336 14,458 178,794 $ 8,051,991 $ 302,768 BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment Charges $ Subtotal $ 4,901 4,901 $ $ - 8,056,892 $ 302,768 FY 2007-08 ADOPTED BUDGET: $ 645 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Parks & Recreation Analysis by Vic Wickersham, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Community Services William Scalzo Events Center 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 Our vision is for the Maricopa County Parks and Recreation Department to be the recognized leader in the delivery of regional park services by fully utilizing existing and future park resources. Strategic Goals • By July 31, 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 General Population Survey began in late September 2006 and was conducted through the end of November 2006. The department believes the results were not satisfactory. The percentage of the general population reporting “little or no knowledge” of County parks increased to 78%. The department is currently developing training and a benefits-based management program. The FY 2007-08 budget supports the attainment of this goal. 646 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Parks & Recreation By August 28, 2008, identify the capital improvement funding to meet the priority improvements identified in the Park System Master Plan recommendations. Status: The Parks & Recreation Department is awaiting the results of the master plan. A contract was approved with PROS consulting on November 14, 2006 to conduct a system wide master plan. Ten public forums are scheduled by June 2007 to gather input. Field visits to all the parks are taking place, along with meetings with key stakeholders. Recommendations are expected to be made by December 31, 2007. • By July 31, 2009, we will continue to expand the buffer zones around existing parks and acquire lands and trail segments identified through the Bureau of Land Management Recreation & Public Purposes 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 land initiatives during the November 2006 general elections were unsuccessful. As an alternative, the department is working on incorporating buffer zones into their system master plan. • By December 31, 2009, Parks and Recreation will become non-reliant on the general fund for park operations through alternate means of funding, which may include the development of a strong non-profit foundation or other special revenue sources. Status: The System Master Plan will evaluate the current fee schedule to determine options for adjusting the fees for the parks. The department is working with several communications agencies regarding profitable concessions for cell-towers at several parks. A Request for Proposal (RFP) has been released for new concession opportunities at Adobe Dam Regional Park. Five proposals have been received and are being evaluated. Currently, General Fund projected support of the Parks and Recreation department is 23.48%. The FY 2007-08 budget support increases to 25.33%. 647 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 30ER - PARK ED & RECREATION PRGM AREC - RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 5,044,025 3,617,274 1,175,767 250,984 $ 4,698,261 3,535,661 957,200 205,400 $ 4,839,583 3,613,569 1,020,517 205,497 $ 5,047,258 3,838,380 988,458 220,421 $ 5,041,247 3,684,237 1,125,800 231,210 $ 201,664 70,668 105,283 25,713 4.2% 2.0% 10.3% 12.5% 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 429,006 429,006 $ 373,094 373,094 $ 1,970,900 1,970,900 $ 426,884 426,884 $ 1,821,140 1,821,140 $ (149,760) (149,760) -7.6% -7.6% 62OM - OPERATIONS MANAGEMENT EVNT - EVENTS $ 23,869 23,869 $ 75,000 75,000 $ 75,000 75,000 $ 75,928 75,928 $ 75,000 75,000 $ - 99AS - ADMINISTRATIVE SERVICES PROG $ 4,771 $ - $ - $ - $ - $ - 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 825 5,502,496 $ $ 5,146,355 $ $ 6,885,483 $ $ 5,550,071 $ $ 6,937,387 $ $ 51,904 $ 2,678,722 1,572,301 370,205 736,216 $ 2,961,181 2,045,219 228,584 687,378 $ 3,040,379 2,106,778 229,931 703,670 $ 2,885,314 1,945,997 259,333 679,984 $ 3,235,416 2,207,444 283,454 744,518 $ 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 2,539,071 2,539,071 $ 3,072,227 3,072,227 $ 5,300,645 5,300,645 $ 2,797,795 2,797,795 $ 4,825,402 4,825,402 $ 475,243 475,243 9.0% 9.0% 62OM - OPERATIONS MANAGEMENT EVNT - EVENTS $ 22,149 22,149 $ 75,000 75,000 $ 75,000 75,000 $ 63,000 63,000 $ 63,000 63,000 $ 12,000 12,000 16.0% 16.0% 62CM - CAPITAL MANAGEMENT FCLT - FACILITY MANAGEMENT $ 1,852 1,852 $ - $ - $ - $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG $ 1,141,501 $ 1,207,574 $ 1,249,212 $ 1,223,040 $ 1,116,323 $ 132,889 99IT - INFORMATION TECHNOLOGY PROGRAM $ 24,074 $ 32,614 $ 32,614 $ 49,094 $ 35,632 $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 6,407,369 $ $ 26,233 7,374,829 $ $ 26,233 9,724,083 $ $ 26,225 7,044,468 $ $ 78,881 9,354,654 $ $ EXPENDITURES 30ER - PARK ED & RECREATION PRGM AREC - RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES 0.0% 0.0% 0.8% (195,037) -6.4% (100,666) -4.8% (53,523) -23.3% (40,848) -5.8% (3,018) 10.6% -9.3% (52,648) -200.7% 369,429 3.8% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 30ER - PARK ED & RECREATION PRGM AREC - RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 44.98 28.98 2.00 14.00 44.98 28.98 2.00 14.00 - 0.0% 0.0% 0.0% 0.0% 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT 32.00 32.00 32.00 32.00 - 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 14.00 90.98 15.00 91.98 1.00 1.00 The increase in FTE count is due to a Management Analyst for the Events Center being added. 648 7.1% 1.1% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ FY 2006-07 ADOPTED 238,309 3,752,088 3,284 1,508,814 5,502,496 $ 4,186,674 582,426 857,487 275,784 504,996 6,407,369 $ $ $ FY 2006-07 REVISED 468,291 3,521,764 1,156,300 5,146,355 $ 4,856,748 671,032 1,104,840 179,000 563,209 7,374,829 $ $ $ FY 2006-07 PROJECTED 2,068,291 3,623,578 1,193,614 6,885,483 $ 5,056,002 607,580 1,138,292 1,859,000 1,063,209 9,724,083 $ $ $ FY 2007-08 ADOPTED 590,365 3,699,323 205 1,260,178 5,550,071 $ 4,837,625 635,438 925,745 230,000 415,660 7,044,468 $ $ $ REVISED TO ADOPTED VARIANCE % 1,794,770 3,753,004 1,389,613 6,937,387 $ 5,313,667 669,438 1,144,417 1,600,000 627,132 9,354,654 $ $ $ (273,521) 129,426 195,999 51,904 -13.2% 3.6% (257,665) (61,858) (6,125) 259,000 436,077 369,429 -5.1% -10.2% -0.5% 13.9% 41.0% 3.8% 16.4% 0.8% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 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 376 EVENTS CENTER OPERATIONS 900 ELIMINATIONS TOTAL 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 376 EVENTS CENTER OPERATIONS 900 ELIMINATIONS TOTAL FUNDS $ $ $ $ FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % - $ 429,907 243,396 120,611 1,677,473 2,774,668 301,742 23,869 (69,169) 5,502,496 $ - $ 452,500 468,291 105,000 1,421,647 2,501,917 160,000 75,000 (38,000) 5,146,355 $ - $ 452,500 2,068,291 105,000 1,470,810 2,591,882 160,000 75,000 (38,000) 6,885,483 $ - $ 500,576 506,771 108,618 1,635,829 2,618,983 178,365 75,928 (75,000) 5,550,071 $ $ 452,500 1,794,770 130,000 1,564,554 2,830,413 160,000 75,000 (69,850) 6,937,387 $ (273,521) 25,000 93,744 238,531 (31,850) 51,904 0.0% -13.2% 23.8% 6.4% 9.2% 0.0% 0.0% 83.8% 0.8% 1,490,551 $ 394,709 400,728 120,688 1,295,262 2,601,132 149,468 24,001 (69,169) 6,407,369 $ 1,781,029 $ 699,359 563,291 105,000 1,418,033 2,611,117 160,000 75,000 (38,000) 7,374,829 $ 1,811,155 $ 699,359 2,163,291 105,000 1,967,196 2,781,082 160,000 75,000 (38,000) 9,724,083 $ 1,674,297 $ 474,624 510,320 132,805 1,593,343 2,561,727 109,351 63,000 (75,000) 7,044,468 $ 1,772,629 $ 692,638 1,794,770 130,000 1,946,554 2,864,913 160,000 63,000 (69,850) 9,354,654 $ 38,526 6,721 368,521 (25,000) 20,642 (83,831) 12,000 31,850 369,429 2.1% 1.0% 17.0% -23.8% 1.0% -3.0% 0.0% 16.0% -83.8% 3.8% In the Spur Cross Ranch Conservation Fund (225), fund balance will be used in the amount of $265,000 for one-time expenses for the Visitor Center and the Solar Oasis projects. For the Lake Pleasant Recreation Services Fund (240), fund balance will be used in the amount of $382,000 for a recreation demand study, maintenance on Sunset Ridge and one vehicle replacement for the interpretive services activity. Lastly, in the Parks Enhancement Fund (241), fund balance will be used in the amount of $34,500 for a park visitor survey conducted by Arizona State University. 649 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Mandated vs. Non-Mandated Expenditures 9,000 8,000 Thousands 7,000 6,000 5,000 4,000 3,000 2,000 1,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Park Education and Recreation Program 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 and cultural environment and have a healthy and exhilarating outdoor experience. Program Results Percent of visitors rating overall park experience as very satisfied or extremely satisfied Percent of park visitors who attend a program Percent of change in concession and souvenir revenues compared to prior year same period FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopt.) % 98.3% 94.0% 98.3% 98.3% 98.3% 0.0% 0.0% 4.8% 6.2% 6.2% 6.2% 6.5% 0.3% 4.8% 23.4% 1.5% 1.5% 1.5% 2.5% 1.0% 66.7% Activities that comprise this program include: • Recreation • Community Resource • Interpretive Services Recreation Activity The purpose of the Parks Recreation Activity is to provide facilities and opportunities to park users so they can enjoy a healthy and exhilarating experience. Mandates: None. 650 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Performance Analysis: Demand Number of all regional park users Output Number of all regional park visitors Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Spur Cross Ranch Conservation Parks & Rec. Grants Lake Pleasant Recreation Svcs Parks Enhancement Fund Eliminations Totals Expenditures by Fund General Spur Cross Ranch Conservation Parks & Rec. Grants Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Eliminations Totals Staffing (FTEs) FY 2005-06 ACTUAL 1,255,733 ADOPTED 1,311,719 FY 2006-07 REVISED 1,311,719 PROJ ACT 1,296,379 FY 2007-08 ADOPTED 1,313,389 Variance (Rev. - Adopt.) 1,670 % 0.1% 1,255,733 1,311,719 1,311,719 1,296,379 1,313,389 1,670 0.1% 100.0% 1.25 $ $ $ $ $ $ 100.0% 1.56 $ 426,325 $ 94,171 1,578,138 1,587,810 (69,169) 3,617,274 $ 445,000 267,097 1,321,847 1,501,717 3,535,661 511,872 $ 265,523 153,863 416,167 286,523 7,522 (69,169) 1,572,301 $ - 734,368 275,754 117,097 495,984 419,016 3,000 2,045,219 - $ $ $ $ 100.0% 1.61 $ 445,000 269,291 1,371,010 1,528,268 3,613,569 755,496 278,084 117,097 516,511 436,590 3,000 2,106,778 28.98 $ $ $ $ 100.0% 1.50 $ 485,526 305,789 1,494,061 1,553,003 3,838,380 663,576 315,150 119,645 470,553 373,732 3,341 1,945,997 - $ $ $ $ 100.0% 1.68 $ 445,000 124,970 1,466,554 1,647,713 3,684,237 786,138 307,876 115,742 550,408 444,280 3,000 2,207,444 28.98 $ $ $ $ 0.0% 0.07 0.0% 4.6% (144,321) 95,544 119,445 70,668 0.0% -53.6% 7.0% 7.8% (30,642) (29,792) 1,355 (33,897) (7,690) (100,666) - -4.1% -10.7% 1.2% -6.6% -1.8% 0.0% 2.0% -4.8% 0.0% 1,350,000 $1.80 $1.60 $1.40 $1.20 $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 # of Visitors 1,300,000 1,250,000 1,200,000 1,150,000 1,100,000 1,050,000 1,000,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output Cost/Visitor Recreation Activity Performance FY 2007-08 ADOPTED Cost per Visitor The FY 2007-08 budget for the Recreation Activity meets the projected demand of 1,313,389 annual visitors at all regional parks at an annual cost of $1.68 per visitor in order to achieve the result of 100% of demand. The demand for FY 2007-08 is 27,010 visitors greater than the projected amount for FY 2006-07 which represents a 1.3% increase. Community Resource Activity 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. Mandates: None. 651 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Performance Analysis: Demand Number of concession and souvenir dollars received Output Number of dollars received from special use permits Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Spur Cross Ranch Conservation Parks Souvenir Fund Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Eliminations Totals Expenditures by Fund General Parks Souvenir Fund Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Eliminations Totals Staffing (FTEs) FY 2005-06 ACTUAL 1,031,092 ADOPTED 899,500 FY 2006-07 REVISED 899,500 PROJ ACT 1,022,032 FY 2007-08 ADOPTED 1,124,235 Variance (Rev. - Adopt.) 224,735 % 25.0% 1,031,092 899,500 899,500 1,022,032 1,124,235 224,735 25.0% 100.0% 0.36 $ $ $ $ $ $ 3,582 118,861 94,459 958,366 500 1,175,767 $ 133,721 120,368 29,068 45,153 41,895 370,205 - $ $ $ 100.0% 0.25 $ 100.0% 0.26 $ 100.0% 0.25 $ 100.0% 0.25 $ 0.0% (0.00) - $ 105,000 85,000 805,200 (38,000) 957,200 $ - $ 105,000 85,000 868,517 (38,000) 1,020,517 $ 930 $ 108,618 87,556 866,354 (75,000) 988,458 $ - $ 130,000 88,000 977,650 (69,850) 1,125,800 $ 25,000 3,000 109,133 (31,850) 105,283 7,750 $ 105,000 43,244 56,090 54,500 (38,000) 228,584 $ - 7,750 $ 105,000 44,704 56,477 54,000 (38,000) 229,931 $ 2.00 85,141 $ 132,805 37,885 57,702 20,800 (75,000) 259,333 $ - 24,878 $ 130,000 47,567 96,859 54,000 (69,850) 283,454 $ 2.00 0.0% -1.4% 23.8% 3.5% 12.6% 83.8% 10.3% (17,128) -221.0% (25,000) -23.8% (2,863) -6.4% (40,382) -71.5% 0.0% 31,850 -83.8% (53,523) -23.3% 0.0% $1,150,000 $1,100,000 $1,050,000 $1,000,000 $950,000 $900,000 $850,000 $800,000 $750,000 $700,000 $0.40 $0.35 $0.30 $0.25 $0.20 $0.15 $0.10 Cost/Souvenir Dollar # of Souvenir Dollars Community Resource Activity Performance $0.05 $0.00 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output FY 2007-08 ADOPTED Cost per Souvenir Dollar The FY 2007-08 budget for the Community Resource Activity meets projected demand of $1,124,235 souvenir and concession revenue. This represents an annual cost of $0.25 per dollar collected in order to achieve the result of 100% of demand. The demand for FY 2007-08 is $102,203 greater than the projected amount for FY 2006-07 which reflects a 1% increase. The cost per unit for FY 2007-08 remains the same as the $0.25 FY 2006-07 Projected. Interpretive Services Activity The purpose of the Parks Interpretive Services Activity is to provide educational and structured opportunities to interpret and experience park resources for park visitors and requesting groups so they can more fully appreciate and enjoy the natural and cultural environment. 652 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Mandates: None. Performance Analysis: Demand Number of interpretive programs to be provided Output Number of interpretive programs provided Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Parks & Rec. Grants Parks Souvenir Fund Parks Enhancement Fund Parks Donations Fund Totals Expenditures by Fund General Spur Cross Ranch Conservation Parks & Rec. Grants Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Totals Staffing (FTEs) FY 2005-06 ACTUAL 736 ADOPTED 2,556 FY 2006-07 REVISED 2,556 PROJ ACT 3,940 FY 2007-08 ADOPTED 3,900 Variance (Rev. - Adopt.) 1,344 % 52.6% 736 2,556 2,556 3,940 3,900 1,344 52.6% 0.0% (84.40) 0.0% -30.7% 9,200 9,953 6,560 25,713 5.1% 63.1% 12.5% $ $ $ $ $ 100.0% 1,000.29 $ 12,151 1,750 205,264 31,819 250,984 212,089 49,702 12,151 67,050 391,817 3,408 736,216 - $ $ $ $ 100.0% 268.93 $ 195,000 10,400 205,400 132,105 47,184 53,883 445,006 9,200 687,378 - $ $ $ $ 100.0% 275.30 $ 195,097 10,400 205,497 134,387 47,098 54,017 458,468 9,700 703,670 14.00 $ $ $ $ 100.0% 172.58 $ 199,626 20,796 220,421 133,596 47,937 54,027 434,964 9,460 679,984 - $ $ $ $ 100.0% 190.90 $ 9,200 205,050 16,960 231,210 140,409 69,865 468,303 744,518 14.00 $ $ $ $ (6,022) (22,767) (468,303) 54,017 458,468 9,700 (40,848) - -4.5% -48.3% 100.0% 100.0% 100.0% -5.8% 0.0% $1,200 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 $1,000 $800 $600 $400 $200 Cost/Interpretive Program # of Interpretive Programs Interpretive Services Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per Program The FY 2007-08 budget for the Interpretive Services Activity meets projected demand of 3,900 programs at an annual cost of $190.90 per program in order to achieve the result of 100% of demand. The demand for FY 2007-08 is 40 programs less than the projected amount for FY 2006-07 which represents a 1% decrease. The budget is a conservative forecast since the data collected for FY 200506 was suspect due to turnover in Interpretive Ranger positions. Since the Interpretive Rangers were assigned the responsibility for collecting the data, the department believes that the reporting for that fiscal year was not complete. Base Adjustment: $12,000 in one-time funding has been added to the budget for the replacement of a club cart to be used at the Desert Outdoor Center at Lake Pleasant. 653 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopt.) % 86.7% 88.0% 86.7% 86.7% 86.7% 0.0% 0.0% Percent of park visitors rating park facilities as good to excellent. Activities that comprise this program include: • Maintenance & Development Maintenance & Development Activity The purpose of the Parks Maintenance & Development Activity is to provide new and exceptionally well-maintained facilities for park users so they can enjoy a comfortable outdoor experience. Mandates: None. Performance Analysis: FY 2005-06 ACTUAL Demand Expected number of all regional park users Output Number of visitors at all regional parks Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Spur Cross Ranch Conservation Parks & Rec. Grants Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Totals Expenditures by Fund General Spur Cross Ranch Conservation Parks & Rec. Grants Lake Pleasant Recreation Svcs Parks Enhancement Fund Parks Donations Fund Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopt.) % 1,276,609 1,311,719 1,311,719 1,315,363 1,332,712 20,993 1.6% 1,276,609 1,311,719 1,311,719 1,315,363 1,332,712 20,993 1.6% 100.0% 1.99 $ 136,249 23,333 269,424 429,006 111,286 55,624 234,714 620,254 1,421,595 95,598 2,539,071 - $ $ $ $ 100.0% 2.34 $ 7,500 201,194 14,800 149,600 373,094 436,022 338,696 446,194 600,776 1,157,239 93,300 3,072,227 - 654 $ $ $ $ 100.0% 4.04 $ 7,500 1,799,000 14,800 149,600 1,970,900 436,101 336,356 2,046,194 1,119,196 1,269,498 93,300 5,300,645 32.00 $ $ $ $ 100.0% 2.13 $ 14,120 200,982 54,213 157,570 426,884 291,901 64,785 390,675 797,696 1,176,987 75,750 2,797,795 - $ $ $ $ 100.0% 3.62 $ 7,500 1,660,600 10,000 143,040 1,821,140 433,003 303,045 1,669,828 1,006,886 1,319,340 93,300 4,825,402 32.00 $ $ $ $ 0.0% (0.42) 0.0% -10.4% (138,400) (4,800) (6,560) (149,760) 0.0% -7.7% -32.4% 3,098 33,311 376,366 112,310 (49,842) 475,243 - 0.7% 9.9% 18.4% 10.0% -3.9% 0.0% 9.0% 0.0% -4.4% -7.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation 1,350,000 $4.00 1,300,000 $3.50 1,250,000 $3.00 $2.50 1,200,000 $2.00 1,150,000 $1.50 1,100,000 $1.00 1,050,000 $0.50 1,000,000 Cost/Park User # of Park Users Maintenance & Development Activity Performance $0.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per Park User The FY 2007-08 budget for the Maintenance and Development Activity meets projected demand of 1,332,712 annual visitors at all regional parks at an annual cost of $3.62 per visitor in order to achieve the result of 100% of demand. The unit cost for FY 2007-08 is higher than FY 2006-07 due to the carry over of $1.6 million for the Buckeye Hills Shooting Range project. The demand for FY 2007-08 is 17,349 visitors greater than the projected amount for FY 2006-07 which represents a 1.3% increase. Base Adjustments: The budget includes the following adjustments: A $19,788 reduction for utilities, $250,000 in carry-over for the utility project at the visitor center at Spur Cross, $15,000 in carry-over for the Solar Oasis project at Spur Cross, $330,000 in carry-over for Sunset Ridge and a $25,000 increase to compensate for the waste management service rate increase. Also, there is a $1.6 million carry over for the Buckeye Hills Shooting Range project. Operations Management Program The purpose of the Operations Management Program is to provide ticketing and entertainment event services to the Maricopa County community and visitors so they can attend entertainment events at the Maricopa County Event Center. Program Results Percent increase in Event revenue FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopt.) 0% 0% -75% 14% 14.0% % - Activities that comprise this program include: • Events Events Activity The purpose of Events Activity is to provide entertainment services to the Maricopa County community and its visitors so they can attend entertainment events. Mandates: None. 655 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Performance Analysis: FY 2005-06 ACTUAL Revenues by Fund General Events Center Operations $ Totals $ Expenditures by Fund Events Center Operations Staffing (FTEs) $ Totals $ FY 2006-07 REVISED ADOPTED 23,869 23,869 $ 22,149 22,149 - $ $ $ 75,000 75,000 $ 75,000 75,000 - $ $ $ FY 2007-08 ADOPTED PROJ ACT 75,000 75,000 $ 75,000 75,000 - $ $ $ 75,928 75,928 $ 63,000 63,000 - $ $ $ Variance (Rev. - Adopt.) 75,000 75,000 $ 63,000 63,000 - $ $ $ % - 12,000 12,000 - 0.0% 0.0% 16.0% 16.0% Beginning in FY 2007-08, the Office of Management and Budget will work with the Parks and Recreation Department to establish an Economic Development Contract Administration Activity previously accommodated in the General Government Department. General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Pkg Market Study Admin Phase I EXPENDITURES $ 1,766,029 $ - $ 9,714 17,328 30,126 $ - 1,796,155 15,000 1,811,155 $ Subtotal $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Utilities Allocation out - Mgmt Analyst to Stadium Allocation Events Center Other Personnel Costs Risk Management increases $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 656 REVENUE $ $ - 12,429 $ 4,813 26,257 15,432 (104,456) (45,525) $ - 1,765,630 $ - (19,788) $ (12,482) 40,009 (3,897) 3,157 6,999 $ - 1,772,629 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Spur Cross Ranch Conservation Fund (225) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES $ 699,359 $ REVENUE 452,500 $ $ 452,500 2,074 $ 480 3,337 17,388 (295,000) (271,721) $ - 699,359 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET $ 427,638 $ 452,500 BASE ADJUSTMENTS: Spur Cross Visitor Center (one-time) Spur Cross Solar Oasis (one-time) $ $ Subtotal $ 250,000 15,000 265,000 $ - $ 692,638 $ 452,500 FY 2007-08 ADOPTED BUDGET: Spur Cross Recreation Area (225) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 386,543 $ $ 429,907 394,709 35,198 $ $ 421,741 $ FY 2006-07 ADOPTED 316,629 $ $ 452,500 $ 699,359 (246,859) $ 69,770 657 $ FY 2006-07 REVISED 316,629 FY 2006-07 PROJECTED $ 421,741 452,500 $ 699,359 (246,859) $ 69,770 $ $ $ FY 2007-08 ADOPTED 447,692 500,576 474,624 25,951 $ 452,500 692,638 (240,138) 447,692 $ 207,554 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Parks and Recreation Grant Fund (230) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 563,291 $ MID-YEAR ADJUSTMENTS: Buckeye Hills Shooting Range REVENUE 468,291 $ Subtotal $ 1,600,000 1,600,000 $ $ 1,600,000 1,600,000 FY 2006-07 REVISED RESTATED BUDGET: $ 2,163,291 $ 2,068,291 FY 2007-08 BUDGET TARGET $ 563,291 $ 563,291 Rev/Expend Submission (Under) Target $ BASE ADJUSTMENTS: Carry Over Buckeye Hills Shooting Range Solar Powered Fish Refuge Ponds (377,721) $ $ (377,721) $ Subtotal $ 1,600,000 9,200 1,231,479 $ 1,600,000 9,200 1,231,479 $ 1,794,770 $ 1,794,770 FY 2007-08 ADOPTED BUDGET: Parks & Recreation Grants (230) Fund Balance Summary FY 2005-06 ACTUAL 74,810 Beginning Fund Balance $ $ Revenue Expenditures Net Operating $ $ 243,396 $ 400,728 (157,332) $ Ending Fund Balance $ (82,522) $ FY 2006-07 ADOPTED 150,047 $ 468,291 $ 563,291 (95,000) $ 55,047 $ FY 2006-07 REVISED 150,047 FY 2006-07 PROJECTED $ (82,522) $ 2,068,291 $ 2,163,291 (95,000) $ 506,771 $ 510,320 (3,549) $ 55,047 (86,071) $ $ FY 2007-08 ADOPTED (86,071) 1,794,770 1,794,770 (86,071) The Parks & Recreation fund balance is negative because of the timing of revenue received from grants. It is deferred revenue as the Parks Department is reimbursed for expenditures by the grantors. 658 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Parks Souvenir Fund (239) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 105,000 $ REVENUE 105,000 FY 2006-07 REVISED RESTATED BUDGET: $ 105,000 $ 105,000 FY 2007-08 BUDGET TARGET $ 105,000 $ 105,000 $ Subtotal $ 25,000 25,000 $ $ 25,000 25,000 $ 130,000 $ 130,000 BASE ADJUSTMENTS: Increase Revenue and Expenditure FY 2007-08 ADOPTED BUDGET: Parks Souvenir (239) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2005-06 ACTUAL 25,001 $ FY 2006-07 ADOPTED 44,916 120,611 $ 120,688 (78) $ 105,000 105,000 - $ 44,916 24,923 $ 659 $ FY 2006-07 REVISED 44,916 FY 2006-07 PROJECTED $ 24,923 $ FY 2007-08 ADOPTED 736 130,000 130,000 - $ $ 105,000 105,000 - $ 108,618 $ 132,805 (24,187) $ $ 44,916 $ 736 $ 736 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Lake Pleasant Recreation Services Fund (240) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Study Admin Phase I Lake Pleasant 1-time General Maintenance Market Study FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES $ 1,418,033 $ $ $ Subtotal $ 19,719 500,000 29,444 549,163 $ 19,719 29,444 49,163 $ 1,967,196 $ 1,470,810 10,370 $ 2,464 20,222 39,302 (500,000) (427,642) $ 68,744 68,744 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET Revenue Submission Over Target $ 1,539,554 $ 1,539,554 $ - $ 25,000 40,000 330,000 12,000 $ - BASE ADJUSTMENTS: Recreation Demand Study (one-time) $ Maintenance and Development (one-time) Sunset Ridge Interpretive Services Vehicle Replacement (one-time) Maintenance and Development Waste Management Services Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 660 REVENUE 1,421,647 25,000 407,000 $ - 1,946,554 $ 1,564,554 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Lake Pleasant Recreation (240) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 1,703,149 $ 1,677,473 1,295,262 382,211 $ 2,085,360 $ FY 2006-07 ADOPTED 1,845,489 $ $ 1,421,647 1,418,033 3,614 $ 1,849,103 $ $ FY 2006-07 REVISED 1,845,489 FY 2006-07 PROJECTED $ 2,085,360 $ 1,470,810 $ 1,967,196 (496,386) $ 1,635,829 1,593,343 42,487 $ 1,564,554 1,946,554 (382,000) $ 1,349,103 2,127,847 $ 1,745,847 $ Parks Enhancement Fund (241) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 2,611,117 $ MID-YEAR ADJUSTMENTS: McDowell Track Comfort Station Market Study Admin Phase I General Maintenance Market Study $ FY 2006-07 REVISED RESTATED BUDGET: $ $ REVENUE 2,501,917 Subtotal $ 80,000 26,098 63,867 169,965 $ 26,098 63,867 89,965 $ 2,781,082 $ 2,591,882 38,021 $ 9,667 73,929 76,914 (189,200) 9,331 $ 198,531 198,531 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET $ FY 2007-08 ADOPTED 2,127,847 $ 2,790,413 $ 2,790,413 BASE ADJUSTMENTS: Park Visitor Survey by ASU 1-time $ Misc. Rev. - Paintball Complex - Adobe Dam Increase transfer from Sourvenir fund Risk Management increases Other Services Subtotal $ 34,500 25,000 9,657 5,343 74,500 $ $ 15,000 25,000 40,000 2,864,913 $ 2,830,413 FY 2007-08 ADOPTED BUDGET: $ 661 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Parks Enhancement (241) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 2,311,555 $ $ $ 2,774,668 2,601,132 173,536 $ 2,485,091 FY 2006-07 ADOPTED 2,299,802 $ FY 2006-07 REVISED 2,299,802 FY 2006-07 PROJECTED $ 2,485,091 $ FY 2007-08 ADOPTED 2,542,347 2,591,882 $ 2,781,082 (189,200) $ 2,618,983 2,561,727 57,256 $ $ 2,501,917 $ 2,611,117 (109,200) $ $ 2,830,413 2,864,913 (34,500) $ 2,190,602 2,110,602 2,542,347 $ 2,507,847 $ $ Parks Donation Fund (243) Appropriated Budget Reconciliation EXPENDITURES $ 160,000 $ REVENUE 160,000 FY 2006-07 REVISED RESTATED BUDGET: $ 160,000 $ 160,000 FY 2007-08 BUDGET TARGET $ 160,000 $ 160,000 FY 2007-08 ADOPTED BUDGET: $ 160,000 $ 160,000 FY 2006-07 ADOPTED BUDGET: Parks Donations (243) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 1,262,117 $ 301,742 149,468 152,275 $ 1,414,392 $ FY 2006-07 ADOPTED 1,184,965 $ $ 160,000 160,000 - $ 1,184,965 662 $ $ FY 2006-07 REVISED 1,184,965 $ 160,000 160,000 - $ 1,184,965 FY 2006-07 PROJECTED $ 1,414,392 $ $ $ FY 2007-08 ADOPTED 1,483,406 $ 178,365 109,351 69,014 $ 160,000 160,000 - $ 1,483,406 $ 1,483,406 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Parks & Recreation Events Center (376) Appropriated Budget Reconciliation EXPENDITURES $ - $ - FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: $ $ $ 75,000 75,000 $ 75,000 75,000 FY 2007-08 BUDGET TARGET $ 75,000 $ 75,000 (60,009) $ 48,009 (12,000) $ - FY 2006-07 ADOPTED BUDGET: BASE ADJUSTMENTS: Events Center Supplies & Services Adjustments $ Personnel Svcs Allocation in-Mgmt Analyst Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 63,000 REVENUE $ 75,000 Event Center Operations (376) Fund Balance Summary FY 2005-06 ACTUAL Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2006-07 ADOPTED - FY 2006-07 REVISED FY 2006-07 PROJECTED $ (24,181) $ $ - $ - 75,000 75,000 - $ $ 23,869 $ 48,050 (24,181) $ $ 75,000 75,000 - $ $ (24,181) $ - $ - $ $ 75,928 63,000 12,928 $ FY 2007-08 ADOPTED (11,253) $ 75,000 63,000 12,000 (11,253) $ 747 Eliminations (900) Appropriated Budget Reconciliation EXPENDITURES $ (38,000) $ FY 2006-07 ADOPTED BUDGET: REVENUE (38,000) FY 2006-07 REVISED RESTATED BUDGET: $ (38,000) $ (38,000) FY 2007-08 BUDGET TARGET $ (38,000) $ (38,000) $ (6,850) $ (6,850) Subtotal $ (25,000) (31,850) $ (25,000) (31,850) $ (69,850) $ (69,850) Submission Over Target Adjustment for Souvenir fund transfer to the Enhancement Fund FY 2007-08 ADOPTED BUDGET: 663 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Planning and Development Analysis by Monica Staats, Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Joy Rich Planning & Development Planning & Development Administration Technology Services Development Services Planning Services Mission The mission of the Planning and Development Department is to provide market competitive planning and development services in a safe and timely fashion to constituents of unincorporated Maricopa County so they can responsibly develop and enjoy real property. Vision The vision of the Planning and Development Department is to provide market competitive planning and development services that are safe, consistent, timely and convenient for our constituents so they can responsibly develop and enjoy real property. Strategic Goals • By June 30, 2009, implement Information Technology systems that can improve automated online status information for permits, development submittals, and code violation inquiries. Status: The budget supports the attainment of this goal by funding software and hardware for this task. The equipment installation is complete and the first digital submission took place on December 19, 2006. • By June 30, 2007, the first review turnaround comments from all Planning and Development reviewing entities in the One Stop Shop process will be provided within four business weeks, for 75% of permit submittals. 664 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Status: The department met and exceeded this goal with all permits receiving first review comments within two weeks of submittal. The department remains focused on maintaining these rapid service times into the future. • By June 30, 2007, One Stop Shop agencies will physically locate counter service staff within the Planning and Development Department to enhance customer service and reduce customers' travel requirements. Status: The department has achieved this goal by working collaboratively and providing dedicated workspace for its One Stop Shop partners: Air Quality, Environmental Services, MCDOT, and Flood Control, to continue to provide full service counter and to serve and assist customers with a full range of permits. • Annually, in support of the County plan, ensure that applications for development in the unincorporated areas of Maricopa County comply with the state law, are consistent with open space initiatives, and allow for the continuation of highway and roads. Status: The budget supports the attainment of this goal by continuing to fund personnel to analyze all comprehensive plan amendment, development master plan, zoning, special use, plan of development, subdivision, and variance cases for compliance with state statute and open space initiatives. • Annually, in support of the County plan, continue to preserve military installations in Maricopa County, including Luke Air Force Base. Status: The budget supports the attainment of this goal by continuing to fund personnel to analyze and ensure Maricopa County is in compliance with state statutes regarding military airbase preservation. 665 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Revenue and Expenditures by Program and Activity FY 2005-06 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 FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 16,459,472 88,477 72,650 56,930 18,910 6,325 627,050 10,857,428 345,673 4,349,760 36,270 $ 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 $ 18,413,846 36,096 10,960 54,800 4,000 1,000 1,405,948 12,266,288 400,040 4,198,714 36,000 $ 15,422,487 74,661 66,290 43,690 23,720 5,100 1,428,007 9,598,185 407,235 3,743,398 32,201 $ 17,227,710 400,122 401,118 45,000 19,348 4,658 1,605,114 9,350,591 736,055 4,598,467 67,237 $ (1,186,136) -6.4% 364,026 1008.5% 390,158 3559.8% (9,800) -17.9% 15,348 383.7% 3,658 365.8% 199,166 14.2% (2,915,697) -23.8% 336,015 84.0% 399,753 9.5% 31,237 86.8% $ $ (33,891) $ 16,425,582 $ 122,431 18,276,178 $ $ 122,431 18,536,277 $ $ 15,422,487 $ $ 17,227,710 $ $ (122,431) -100.0% (1,308,567) -7.1% $ 10,493,264 753,478 291,207 1,380,279 121,162 779,266 795,962 2,122,879 715,083 3,058,184 475,763 $ 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 $ 12,767,078 966,222 325,512 1,940,954 129,015 1,049,679 1,545,498 2,788,784 752,923 2,806,484 462,007 $ 11,828,341 973,094 372,136 1,532,813 129,238 990,950 1,101,363 2,616,334 804,485 2,818,559 489,368 $ 12,055,930 892,833 402,097 1,725,952 131,637 1,009,477 1,486,235 2,285,354 827,405 2,777,127 517,813 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 2,904,407 $ 3,309,991 $ 3,092,815 $ 2,425,412 $ 2,490,280 $ 602,535 19.5% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 1,683,652 $ 1,263,797 $ 1,535,722 $ 1,506,955 $ 1,797,077 $ (261,355) -17.0% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 378,679 15,460,001 $ $ 667,544 17,803,060 $ $ 667,544 18,063,159 $ $ 667,540 16,428,249 $ $ 850,748 17,194,035 $ $ (183,204) 869,124 -27.4% 4.8% 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 711,148 73,389 (76,585) 215,002 (2,622) 40,202 59,263 503,430 (74,482) 29,357 (55,806) 5.6% 7.6% -23.5% 11.1% -2.0% 3.8% 3.8% 18.1% -9.9% 1.0% -12.1% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 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 FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT TOTAL PROGRAMS 666 FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 170.00 13.60 5.00 35.00 2.40 13.00 10.00 33.00 11.00 39.00 8.00 170.00 13.60 5.00 35.00 2.40 14.00 11.00 31.00 11.00 39.00 8.00 1.00 1.00 (2.00) - 0.0% 0.0% 0.0% 0.0% 0.0% 7.7% 10.0% -6.1% 0.0% 0.0% 0.0% 20.00 5.00 4.00 11.00 18.00 5.00 3.00 10.00 (2.00) (1.00) (1.00) -10.0% 0.0% -25.0% -9.1% 16.00 10.00 1.00 2.00 3.00 206.00 17.00 11.00 1.00 2.00 3.00 205.00 1.00 1.00 (1.00) 6.3% 10.0% 0.0% 0.0% 0.0% -0.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Licenses & Permits Intergovernmental Charges For Service Fines & Forfeits Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ $ FY 2006-07 ADOPTED 10,504,538 5,023,630 20,630 876,783 16,425,582 $ 10,228,128 762,334 3,700,274 378,679 390,586 15,460,001 $ $ $ $ FY 2006-07 REVISED 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 $ $ $ $ FY 2006-07 PROJECTED 11,912,018 122,431 6,068,722 1,096 432,010 18,536,277 $ 12,429,975 438,490 4,046,673 374,905 773,116 18,063,159 $ $ $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 8,995,470 5,517,991 17,507 891,519 15,422,487 $ 11,440,151 478,120 3,387,994 374,905 747,080 16,428,249 $ $ $ 9,159,476 7,278,351 16,122 773,761 17,227,710 $ 12,414,426 248,722 3,517,454 428,849 584,584 17,194,035 $ $ $ (2,752,542) (122,431) 1,209,629 15,026 341,751 (1,308,567) -23.1% -100.0% 19.9% 1371.0% 79.1% -7.1% 15,549 189,768 529,219 (53,944) 188,532 869,124 0.1% 43.3% 13.1% -14.4% 24.4% 4.8% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND TOTAL FUNDS EXPENDITURES 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND TOTAL FUNDS $ $ $ $ FY 2006-07 ADOPTED 16,234,343 191,239 16,425,582 $ 15,282,111 177,890 15,460,001 $ $ $ FY 2006-07 REVISED 18,078,228 197,950 18,276,178 $ 17,608,732 194,328 17,803,060 $ $ $ FY 2006-07 PROJECTED 18,338,327 197,950 18,536,277 $ 17,868,831 194,328 18,063,159 $ $ $ FY 2007-08 ADOPTED 15,380,252 42,235 15,422,487 $ 16,271,577 156,671 16,428,249 $ $ $ REVISED TO ADOPTED VARIANCE % 17,188,856 38,854 17,227,710 $ 17,061,480 132,555 17,194,035 $ $ $ (1,149,471) (159,096) (1,308,567) 807,351 61,773 869,124 -6.3% -80.4% -7.1% 4.5% 31.8% 4.8% The FY 2007-08 budget for the Planning and Development Fee Fund includes anticipated revenue from a proposed fee increase. This proposed fee increase will generate $1,739,827 (11%) in additional revenue compared to the FY 2006-07 projected revenue. The department is planning to ask the Board of Supervisors for approval in June 2007, with the effective date July 1, 2007. If the Board of Supervisors does not approve the requested fee increase, the Planning and Development budget not be structurally balanced and OMB will adjust the budgeted expenditures accordingly. The FY 2007-08 budget for the Del Webb Fund is not structurally balanced. The expenditure variance will be supplemented using fund balance on fees previously collected for the services provided during FY 2007-08. 667 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Mandated vs. Non-Mandated Expenditures Thousands 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 - FY 2005-06 ACTUAL FY 2006-07 PROJECTED MANDATED FY 2007-08 ADOPTED NON-MANDATED Programs and Activities One Stop Shop Program The purpose of the One Stop Shop Program is to provide a single point of contact for coordinated County development services to the customer so they may complete their development projects in a faster and more cost efficient manner. 668 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Program Results Percent of violation complaints that are resolved Percent of planning elements prepared Percent of submittal reviews completed Percent of drainage site visit investigations completed Percent of drainage inspections completed Percent of drainage reviews completed Percent of permit inspections completed Percent of planning and zoning cases filed Percent of Plan Reviews distributed Percent of Board of Adjustment Cases Filed FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 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% 100.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 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% 100.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0% 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% 100.0% 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Code Enforcement • Comprehensive Planning • Customer Services • Drainage Enforcement • Drainage Inspection • Drainage Review • • • • Permit Inspections Planning and Zoning Plan Review Zoning Adjudication Code Enforcement Activity 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. Mandates: A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states it is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the County; A.R.S. §11-808 also establishes the County to appoint hearing officers to hear and determine zoning violations; A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. 669 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Performance Analysis: Results Percent of cases that complete an initial site investigation withn 30 days of receipt of violation complaint. Demand Number of violation complaints anticipated annually. Output Number of complaints resolved. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% -100.0% PROJ ACT 100.0% % -100.0% 2,500 2,623 2,623 2,623 2,750 127 4.8% 2,500 2,623 2,623 2,623 2,750 127 4.8% 0.0% 43.70 0.0% 11.9% $ 100.0% 301.39 $ 100.0% 482.03 $ 100.0% 368.37 $ 100.0% 370.99 $ 100.0% 324.67 $ $ $ 88,477 88,477 $ $ 36,096 36,096 $ $ 36,096 36,096 $ $ 74,661 74,661 $ $ 400,122 400,122 $ $ 364,026 364,026 1008.5% 1008.5% $ $ 753,478 753,478 - $ $ 1,264,362 1,264,362 - $ $ 966,222 966,222 13.60 $ $ 973,094 973,094 - $ $ 892,833 892,833 13.60 $ $ 73,389 73,389 - 7.6% 7.6% 0.0% 2,800 $400 2,750 $350 2,700 $300 2,650 $250 2,600 $200 2,550 $150 2,500 2,450 $100 2,400 $50 2,350 Cost/Complaint Reviewed # of Violation Complaints Code Enforcement Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per complaint reviewed The FY 2007-08 budget for the Code Enforcement Activity supports the projected demand of 2,750 violation complaints at an annual cost of $324.67 per complaint resolved to achieve the result of 100% of demand met. The FY 2006-07 projected budget assumes a 5% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 2,500. The department has stated that FY 2005-06 data is suspect but follow a growth curve that is analytic to the growth in Maricopa County population during the past years. FY 2006-07 metrics will be used to establish baseline data. The FY 2007-08 budget forecast is based on the 5% increase the department has historically seen in complaints for violation cases due to suburbanization of unincorporated Maricopa County. FY 2007-08 expenditures will be budgeted to decrease by $73,389 (7.6%) compared to the FY 2006-07 revised budget. The increase related to volume is $46,782 (4.8%), offset by a favorable rate variance of $118,171 (12.2%). The decrease in expenses is primarily due to removal of one-time funding for vehicle and construction equipment. 670 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Revenue is generated by fines collected and the FY 2007-08 revenue is based on fines levied through January 31, 2007. The forecast is supported by the increase in legal services. Projection could be higher if supported by a new relationship with the Department of Finance’s collection unit. Comprehensive Planning Activity The purpose of the Comprehensive Planning Enforcement Activity is to provide, 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. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on county planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes the Powers and duties; comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the board of supervisors to adopt or readopt a comprehensive long-term county plan. Performance Analysis: FY 2005-06 ACTUAL Demand Number of planning elements required. Output Number of planning elements prepared. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2006-07 REVISED 13 32 32 32 Variance (Rev. - Adopted) 32 - 13 32 32 32 32 ADOPTED FY 2007-08 ADOPTED PROJ ACT - 0.0% (2,393.28) 0.0% $ 100.0% 22,400.52 $ 100.0% 11,927.75 $ 100.0% 10,172.25 $ 100.0% 11,629.25 $ $ $ 72,650 72,650 $ $ 10,960 10,960 $ $ 10,960 10,960 $ $ 66,290 66,290 $ $ 401,118 401,118 $ $ 390,158 3559.8% 390,158 3559.8% $ $ 291,207 291,207 - $ $ 381,688 381,688 - $ $ 325,512 325,512 5.00 $ $ 372,136 372,136 - $ $ 402,097 402,097 5.00 $ $ (76,585) (76,585) - 671 100.0% 12,565.53 $ % 0.0% 0.0% -23.5% -23.5% -23.5% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Comprehensive Planning Activity Performance # of Planning Elements Required 30 $20,000 25 20 $15,000 15 $10,000 10 $5,000 5 Cost/Planning Element Prepared $25,000 35 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per planning element prepared The FY 2007-08 budget for the Comprehensive Planning Activity meets projected demand of 32 planning elements required at an average cost of $12,565.53 per comprehensive plan prepared to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 59% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 13 planning elements required. The department has stated that FY 2005-06 data is suspect and the projected FY 2006-07 is based on a straight-line forecast using first quarter actuals and will be used to establish a benchmark. Newly implemented technology (Accela) will be used to monitor, measure and track all permit submissions, review, and work flow. The projection is subject to change due to land speculators agreeing to annexation into a city or the development is delayed or cancelled. The FY 2007-08 budget forecast is based on the leveling off of the real estate market. FY 2007-08 expenditures are budgeted to be increase by $76,585 compared to the FY 2006-07 revised budget. The increase is at the request of the department for increased legal services. Revenue is generated by fees for Comprehensive Plan Amendment, Development Master Plan, and Development Master Plan Amendment. The FY 2007-08 revenue is based on adjustments to current fees in the Planning Division. Customer Service Activity The purpose of the Customer Service 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. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. 672 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Performance Analysis: Results Percent of submittal reviews completed within 30 minutes. Demand Number of submittal reviews anticipated. Output Number of submittal reviews completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 28,000 26,440 26,440 26,440 26,440 - 0.0% 28,000 26,440 26,440 26,440 26,440 - 0.0% $ 100.0% 49.30 $ 100.0% 69.61 $ 100.0% 73.41 $ 100.0% 57.97 $ 100.0% 65.28 $ $ $ 56,930 56,930 $ $ 54,800 54,800 $ $ 54,800 54,800 $ $ 43,690 43,690 $ $ 45,000 45,000 $ $ $ $ 1,380,279 1,380,279 - $ $ 1,840,557 1,840,557 - $ $ 1,940,954 1,940,954 35.00 $ $ 1,532,813 1,532,813 - $ $ 1,725,952 1,725,952 35.00 $ $ 0.0% 8.13 0.0% 11.1% (9,800) (9,800) -17.9% -17.9% 215,002 215,002 - 11.1% 11.1% 0.0% Customer Service Activity Performance $70 $65 25,000 $60 20,000 $55 15,000 $50 $45 10,000 $40 5,000 $35 Cost/Submittal Reviewed # of Submittal Reviews 30,000 $30 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per submittal reviewed The FY 2007-08 budget for the Customer Service Activity meets projected demand of 26,440 submittal reviews anticipated at an annual cost of $65.28 per submittal reviewed to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 6% decrease in demand with results of 100% as compared to FY 2005-06 actual demand of 28,000 submittals reviewed. The department has stated that FY 2005-06 data is suspect but follows a growth curve that is indicative of the real estate market activity during those years. In FY 2005-06 the department began to see a trend in builders canceling their permit applications for new homes in large subdivisions. The projected FY 2006-07 decreases in demand is based on the determination that the record construction growth in unincorporated Maricopa County would decrease and remain leveled in FY 2007-08. FY 2006-07 will be used to establish baseline data. FY 2007-08 expenditures will be budgeted to decrease by $215,002 (11.1%) compared to the FY 200607 revised budget. This decrease is primarily attributed to a reduction in other personnel services. 673 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Drainage Enforcement Activity 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. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states it is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the County. Performance Analysis: Results Percent of drainage cases in which an initial site investigation is conducted within 30 days of receipt of the violation complaint. Demand Number of drainage complaints received that warrant an initial site visit investigation. Output Number of drainage complaint cases in which an initial site investigation is conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 800 512 512 512 530 18 3.5% 800 512 512 512 530 18 3.5% $ 100.0% 151.45 $ 100.0% 245.86 $ 100.0% 251.98 $ 100.0% 252.42 $ 100.0% 248.37 $ 0.0% 3.61 0.0% 1.4% $ $ 18,910 18,910 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 23,720 23,720 $ $ 19,348 19,348 $ $ 15,348 15,348 $ $ 121,162 121,162 - $ $ 125,880 125,880 - $ $ 129,015 129,015 2.40 $ $ 129,238 129,238 - $ $ 131,637 131,637 2.40 $ $ (2,622) (2,622) - 674 383.7% 383.7% -2.0% -2.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Drainage Enforcement Activity Performance # of Drainage Complaints 800 $250 700 $200 600 500 $150 400 $100 300 200 $50 100 $- Cost/Drainage Complaint Site Visit $300 900 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per site visit investigation The FY 2007-08 budget for the Drainage Enforcement Activity meets projected demand of 530 drainage complaints that warrant a site visit at an annual cost of $248.37 per site visit conducted to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 16% decrease in demand with results of 100% as compared to FY 2005-06 actual demand of 14,000 drainage inspections completed. The department has stated that FY 2005-06 data is suspect as they were not measured separately from regular Plan Inspection Activity. The projected FY 2006-07 demand is based on a straight-line forecast using first quarter actuals and is expected to remain consistent in FY 2007-08 based on the leveling off of the real estate market and the associated inspections required. FY 2006-07 will be used to establish baseline data. The expenditure budget for Fiscal Year 2007-08 will increase due to higher personnel costs, pay for performance, and fringe benefits increases. Drainage Inspection Activity 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. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. 675 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Performance Analysis: Results Percentage of drainage inspections completed within one day of request. Demand Percent of drainage inspections requested. Output Number of drainage inspections completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 14,000 16,652 16,652 16,652 16,652 - 0.0% 14,000 16,652 16,652 16,652 16,652 - 0.0% 100.0% 55.66 $ 100.0% 39.58 $ 100.0% 63.04 $ 100.0% 59.51 $ 100.0% 60.62 $ 0.0% 2.41 0.0% 3.8% $ $ 6,325 6,325 $ $ 1,000 1,000 $ $ 1,000 1,000 $ $ 5,100 5,100 $ $ 4,658 4,658 $ $ 3,658 3,658 365.8% 365.8% $ $ 779,266 779,266 - $ $ 659,143 659,143 - $ $ 1,049,679 1,049,679 13.00 $ $ 990,950 990,950 - $ $ 1,009,477 1,009,477 14.00 $ $ 40,202 40,202 1.00 3.8% 3.8% 7.7% 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 $100 $95 $90 $85 $80 $75 $70 $65 $60 $55 $50 Cost/Drainage Inspection # of Drainage Inspection Requests Drainage Inspection Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per Drainage Inspection The FY 2007-08 budget for the Drainage Inspection Activity meets projected demand of 16,652 drainage inspections requested at an annual cost of $60.62 per drainage inspection completed to achieve the result of 100% of demand met. FY 2005-06 numbers is suspect as they were not measured separately from regular Code Enforcement. FY 2006-07 projected demand is based on a straight-line forecast using first quarter actuals and will be used to establish baseline data. Newly implemented technology (Accela) will be used to monitor, measure and track all permit submissions, review, and work flow. FY 2007-08 forecast is based on the 4% to 5% growth in complaints associated with the growth in population of Maricopa County as seen in the previous years. FY 2007-08 expenditures will be budgeted to decrease by $40,202 (3.8%) compared to the FY 2006-07 revised budget. Although this activity has an increase in personnel costs, the decrease in expenditures is due to the removal of one-time funding for vehicle and construction equipment. 676 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Drainage Review Activity 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. Mandates: A.R.S. §11-251 establishes the powers of the Board of Supervisors; A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Performance Analysis: Results Percent of drainage plan reviews completed within One-Stop Shop goals Demand Number of drainage reviews requested. Output Number of drainage reviews completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 12,000 14,596 14,596 14,596 14,596 - 0.0% 12,000 14,596 14,596 14,596 14,596 - 0.0% 100.0% 66.33 $ 100.0% 61.89 $ 100.0% 105.89 $ 100.0% 75.46 $ 100.0% 101.82 $ 0.0% 4.06 0.0% 3.8% $ $ 627,050 627,050 $ $ 1,405,948 1,405,948 $ $ 1,405,948 1,405,948 $ $ 1,428,007 1,428,007 $ $ 1,605,114 1,605,114 $ $ 199,166 199,166 14.2% 14.2% $ $ 795,962 795,962 - $ $ 903,367 903,367 - $ $ 1,545,498 1,545,498 10.00 $ $ 1,101,363 1,101,363 - $ $ 1,486,235 1,486,235 11.00 $ $ 59,263 59,263 1.00 3.8% 3.8% 10.0% Drainage Review Activity Performance # of Drainage Reviews Requested 14,000 $100 12,000 $80 10,000 $60 8,000 6,000 $40 4,000 $20 2,000 $- Cost/Drainage Reviews Completed $120 16,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per drainage review request The FY 2007-08 budget for the Drainage Review Activity meets projected demand of 14,596 drainage reviews requested at an annual cost of $101.82 per drainage review completed to achieve the result of 100% of demand met. 677 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development The FY 2006-07 budget assumed a 22% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 12,000 drainage reviews requested. The department has stated that FY 2005-06 data is suspect as they were not measured separately from regular Plan Review Activity. The projected FY 2006-07 demand is based on a straight-line forecast using first quarter actuals and is expected to remain constant in FY 2007-08 based on the leveling off of the real estate market and the associated inspections required. FY 2006-07 will be used to establish baseline data. FY 2007-08 expenditures will be budgeted to decrease by $59,263 (3.8%) compared to the FY 2006-07 revised budget. Although this activity has an increase in personnel costs, the decrease in expenditures is primarily due to reduction in other personnel services. Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide development inspections for builders so they can complete construction in compliance with approved development. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. Performance Analysis: Results Percent of scheduled inspections completed within 1 day of request Demand Number of inspectionsrequired Output Number of inspections completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Del Webb Special Fund Totals Expenditures by Fund Planning And Development Fees Del Webb Special Fund Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% -100.0% PROJ ACT 100.0% % -100.0% 175,000 173,068 173,068 173,068 173,068 - 0.0% 175,000 173,068 173,068 173,068 173,068 - 0.0% 100.0% 12.13 $ 100.0% 16.76 $ 100.0% 16.11 $ 100.0% 15.12 $ $ $ $ 10,857,428 10,857,428 $ $ $ 11,894,072 197,950 12,092,022 $ $ $ 12,068,338 197,950 12,266,288 $ $ $ 9,555,950 42,235 9,598,185 $ $ $ 2,065,330 57,548 2,122,879 - $ $ $ 2,834,211 66,696 2,900,907 - $ $ $ 2,731,136 57,648 2,788,784 33.00 $ $ $ 2,556,341 59,992 2,616,334 - 678 $ $ $ $ 100.0% 13.20 $ 9,311,737 38,854 9,350,591 2,225,179 60,175 2,285,354 31.00 $ $ $ $ 0.0% 2.91 0.0% 18.1% (2,756,601) (159,096) (2,915,697) -22.8% -80.4% -23.8% 505,957 (2,527) 503,430 (2.00) 18.5% -4.4% 18.1% -6.1% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development 200,000 195,000 190,000 185,000 180,000 175,000 170,000 165,000 160,000 155,000 150,000 $16 $14 $12 $10 $8 $6 $4 $2 Cost/Inspection Completed # of Inspections Required Permit Inspections Activity Performance $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per inspection completed The FY 2007-08 budget for the Permit Inspections Activity meets projected demand of 173,068 permit inspections required at an annual cost of $13.20 per inspection completed to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 1% decrease in demand with results of 100% as compared to FY 2005-06 actual demand of 175,000 permit inspections requested. The department has stated that FY 2005-06 data is suspect but follows a growth curve indicative of the high point in the real estate market cycle during those years. The projected FY 2006-07 demand is based on a straight-line forecast using first quarter actuals and is expected to remain constant in FY 2007-08 based on the leveling off of the real estate market and the associated inspections required. FY 2007-08 expenditures will be budgeted to decrease by $503,430 (18.1%) compared to the FY 200607 revised budget. This decrease in expenditures is due to a decrease in Other Personnel Services and the removal of one-time funding for vehicle and construction equipment. Planning and Zoning Activity 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. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on county planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes the Powers and duties; comprehensive plan; A.R.S. §11-829 Amendment of ordinance or change of zoning district boundaries; definition. A property owner or authorized agent of a property owner desiring an amendment or change in the zoning ordinance changing the zoning district boundaries within an area previously zoned shall file an application for the amendment or change. All 679 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development zoning and rezoning ordinances, regulations or specific plans adopted under this article shall be consistent with and conform to the adopted county plan. Performance Analysis: Results Percent of reports prepared by required date. Demand Number of cases anticipated. Output Number of cases filed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 420 1,484 1,484 1,484 1,484 - 0.0% 420 1,484 1,484 1,484 1,484 - 0.0% $ 100.0% 1,702.58 $ 100.0% 493.97 $ 100.0% 507.36 $ 100.0% 542.11 $ 100.0% 557.55 $ 0.0% (50.19) 0.0% -9.9% $ $ 345,673 345,673 $ $ 400,040 400,040 $ $ 400,040 400,040 $ $ 407,235 407,235 $ $ 736,055 736,055 $ $ 336,015 336,015 84.0% 84.0% $ $ 715,083 715,083 - $ $ 733,053 733,053 - $ $ 752,923 752,923 11.00 $ $ 804,485 804,485 - $ $ 827,405 827,405 11.00 $ $ (74,482) (74,482) - -9.9% -9.9% 0.0% 1,600 $1,800 1,400 $1,600 1,200 $1,400 $1,200 1,000 $1,000 800 $800 600 $600 400 $400 200 $200 Cost/Case Filed # of Cases Planning and Zoning Activity Performance $FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per cases filed The FY 2007-08 budget for the Planning and Zoning Activity meets projected demand of 1,484 cases anticipated at an annual cost of $557.55 per case filed and report prepared to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 253% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 420 cases filed. The department has stated that FY 2005-06 data is suspect. The FY 2006-07 projections are based on a basic straight-line methodology using first quarter actuals and will be used to establish a baseline. The FY 2007-08 forecast is expected to remain constant based on industry trend. FY 2007-08 expenditures will be budgeted to increase by $74,482 (9.9%) from the FY 2006-07 revised budget. This increase in expenditures is primarily due to higher personnel costs in pay for performance and fringe benefits. 680 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Plan Review Activity 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. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. Performance Analysis: Results Percent of plan reviews completed within OSS goals Demand Number of plan reviews anticipated Output Number of plan reviews Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Del Webb Special Fund Totals Expenditures by Fund Planning And Development Fees Del Webb Special Fund Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ $ $ $ $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 52,000 54,000 54,000 54,000 54,000 - 0.0% 52,000 54,000 54,000 54,000 54,000 - 0.0% 100.0% 58.81 $ 100.0% 60.83 $ 100.0% 51.97 $ 100.0% 52.20 $ 100.0% 51.43 $ 4,177,385 172,375 4,349,760 $ 2,945,553 112,631 3,058,184 - $ $ $ 4,112,881 4,112,881 $ 3,163,515 121,044 3,284,559 - $ $ $ 4,198,714 4,198,714 $ 2,676,392 130,092 2,806,484 39.00 $ $ $ 3,743,398 3,743,398 $ 2,728,260 90,300 2,818,559 - $ $ $ 4,598,467 4,598,467 $ 2,711,534 65,593 2,777,127 39.00 $ $ $ 0.0% 0.54 0.0% 1.0% 399,753 399,753 9.5% (35,142) 64,499 29,357 - -1.3% 49.6% 1.0% 0.0% 9.5% 54,500 60 54,000 58 53,500 56 53,000 54 52,500 52 52,000 Cost/Plan Review # of Plan Reviews Plan Review Activity Performance 50 51,500 51,000 48 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per plan review The FY 2007-08 budget for the Plan Review Activity meets projected demand of 54,000 plan reviews at an annual cost of $51.43 per plan review completed to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 4% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 52,000 plan reviews. The department has stated that FY 2005-06 data is suspect but follows a growth curve indicative of the high point in the real estate market cycle during those years. The projected FY 2006-07 demand is based on a straight-line forecast using first quarter 681 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development actuals and will balance out the spikes and leveling of the real estate market. The FY 2007-08 demand is expected to remain constant based on the leveling off of the real estate market. FY 2007-08 expenditures will be budgeted to decrease by $29,357 (1%) compared to the FY 2006-07 revised budget. The decrease in expenditures is primarily due to a reduction in education and training and other services. Zoning Adjudication Activity The purpose of the Zoning Adjudication Activity is to provide information, support and a recommendation to the Board of Adjustment so they are enabled to make appropriate quasi-judicial rulings. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on county planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-807 establishes the Board of Adjustments and its powers and the appeals process. Performance Analysis: Results Percent of reports prepared by required date. Demand Number of BA cases anticipated Output Number of BA cases filed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Planning And Development Fees Totals Expenditures by Fund Planning And Development Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 240 480 480 480 505 25 5.2% 240 480 480 480 505 25 5.2% 100.0% 975.44 $ 100.0% 962.51 $ 100.0% 1,982.35 $ 100.0% 1,019.52 $ 100.0% 1,025.37 $ 0.0% (62.86) 0.0% -6.5% $ $ 36,270 36,270 $ $ 36,000 36,000 $ $ 36,000 36,000 $ $ 32,201 32,201 $ $ 67,237 67,237 $ $ 31,237 31,237 86.8% 86.8% $ $ 475,763 475,763 - $ $ 468,212 468,212 - $ $ 462,007 462,007 8.00 $ $ 489,368 489,368 - $ $ 517,813 517,813 8.00 $ $ (55,806) (55,806) - -12.1% -12.1% 0.0% 682 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development 600 2,500 500 2,000 400 1,500 300 1,000 200 500 100 0 Cost/Board of Adjustment Cases Filed # of Board of Adjustment Cases Zoning and Adjudication Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per Board of Adjustment Case The FY 2007-08 budget for the Zoning Adjudication Activity meets projected demand of 505 Board of Adjustment cases anticipated at an annual cost of $1,025.37 per case filed to achieve the result of 100% of demand met. The FY 2006-07 budget assumed a 100% increase in demand with results of 100% as compared to FY 2005-06 actual demand of 240 cases. The department has stated that FY 2005-06 data is suspect as they were not measured separately from regular Plan Review Activity. The projected FY 2006-07 demand is based on a straight-line forecast using first quarter actuals. FY 2007-08 forecasted demand is based on the growth in variance requests associated with the growth in zoning variance requests of Maricopa County as seen in the previous years. FY 2007-08 expenditures will be budgeted to increase by $55,806 (12.1%) compared to the FY 200607 revised budget. The increase related to volume is $24,063 (5.2%), offset by an unfavorable rate variance of $31,743 (6.9%). The increase in expenditures is due to higher personnel costs in pay for performance and fringe benefits. 683 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Planning and Development Fee Fund (226) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Accella/Project Dox Approp Adj Accella/Project Dox Approp Adj FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments One Time Expenses Central Service Cost Allocation EXPENDITURES $ 17,608,732 $ $ $ Subtotal $ $ $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Dept submitted under target $ Increase Salary and Benefit Reduce Education & Training Customer Services Activity Reduce Education & Training Drainage Review Activity Reduce Education & Training Permit Inspections Activity Reduce Education & Training Planning and Zoning Activity Reduce Education & Training Plan Review Activity Reduce Education & Training Financial Services Activity Reduce Education & Training Code Enforcement Activity Reduce Education & Training Zoning Adjudication Activity Reduce Other Services Drainage Review Activity Reduce Other Services Plan Review Activity Reduce Administrative Program Adjustment Personnel Allocation In - MCDOT Adjustment Business Application Activity Risk Management Cost Increase Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 684 260,099 260,099 17,608,732 45,426 17,654,158 REVENUE 18,078,228 $ 260,099 260,099 18,078,228 45,426 18,123,654 145,314 $ 48,369 365,607 24,187 (824,028) (29,639) (270,190) $ - 17,383,968 $ $ $ (237,361) $ 63,193 (37,250) (10,000) (8,421) (13,704) (22,200) (8,000) (2,000) (2,000) (35,000) (35,000) (74,583) 964 772 98,102 (322,488) $ 17,061,480 $ 18,123,654 (934,798) (934,798) 17,188,856 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Planning and Development Planning and Development Fee Fund (226) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 16,431,866 $ $ $ 16,234,343 15,282,111 952,231 $ 17,384,097 FY 2006-07 ADOPTED 6,626,699 $ $ $ 18,078,228 17,608,732 469,496 $ 7,096,195 FY 2006-07 REVISED 6,626,699 FY 2006-07 PROJECTED $ 17,384,097 $ FY 2007-08 ADOPTED 16,492,772 17,188,856 17,061,480 127,376 16,620,148 $ $ 18,338,327 17,868,831 469,496 $ 15,380,252 $ 16,271,577 (891,325) $ $ 7,096,195 $ 16,492,772 $ Del Webb Fund (235) Appropriated Budget Reconciliation EXPENDITURES $ 194,328 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 194,328 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation Subtotal $ FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Budget submitted under target Adjustment to Permit Inspections Activity Adjustment to Plan Review Activity Risk Management Cost Increase FY 2007-08 ADOPTED BUDGET: $ 197,950 1,425 $ 444 3,641 (443) 5,067 $ 1,445 1,445 $ 199,395 $ (64,800) $ (1,094) (1,020) 74 (66,840) $ Subtotal $ $ REVENUE 197,950 132,555 $ 199,395 (64,800) (95,741) (160,541) $ 38,854 Del Webb Fund (235) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 646,767 $ $ $ 191,239 177,890 13,349 $ 660,116 FY 2006-07 ADOPTED 655,388 $ $ $ 197,950 194,328 3,622 $ 659,010 685 FY 2006-07 REVISED 655,388 FY 2006-07 PROJECTED $ 660,116 $ $ 197,950 194,328 3,622 $ 659,010 $ $ $ 42,235 $ 156,671 (114,437) $ 545,679 $ FY 2007-08 ADOPTED 545,679 38,854 132,555 (93,701) 451,978 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Maria Tutelman, Management & Budget Analyst Summary 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 • Increased Productivity: 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: Department is implementing the integrated case/knowledge management system, and the estimated completion date of Phase I is December 31 of 2007. • Successful Delivery of Services: 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. 686 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Status: Department is currently participating in the County’s Succession Planning Management Program to identify candidates for key positions through the program. Revenue and Expenditures by Program and Activity REVENUE 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES TOTAL PROGRAMS FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 FY 2007-08 REVISED TO ADOPTED REVISED PROJECTED ADOPTED VARIANCE % $ - $ 15,000 15,000 $ 15,000 15,000 $ 7,500 7,500 $ 15,000 15,000 $ - 0.0% 0.0% $ 771,721 407,948 75,326 288,448 771,721 $ 735,000 442,500 60,000 232,500 750,000 $ 735,000 442,500 60,000 232,500 750,000 $ 774,426 $ 418,262 62,813 293,350 781,926 $ 735,000 442,500 60,000 232,500 750,000 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 310,732 310,732 $ 481,335 481,335 $ 482,005 482,005 $ 322,531 $ 322,531 367,919 367,919 $ 114,086 114,086 23.7% 23.7% $ $ $ $ $ EXPENDITURES 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES $ 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES $ 1,708,504 576,393 585,010 547,102 $ 1,896,394 644,195 617,811 634,388 $ 1,814,225 606,293 616,526 591,406 $ 1,791,201 $ 1,934,675 632,172 619,911 566,441 658,849 592,589 655,915 $ (120,450) (13,618) (42,323) (64,509) -6.6% -2.2% -6.9% -10.9% 34IS - INVESTIGATION SERVICES PROGRAM FEXP - FINANCIAL EXPLOITATION PREV INTK - INTAKE ACTIVITY $ 176,517 55,523 120,994 $ 68,732 8,629 60,103 $ 206,320 73,714 132,606 $ 118,094 $ 36,555 81,538 249,615 79,310 170,305 $ (43,295) (5,596) (37,699) -21.0% -7.6% -28.4% 99AS - ADMINISTRATIVE SERVICES PROG $ 265,528 $ 208,459 $ 164,003 $ 270,805 178,898 $ (14,895) -9.1% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 2,461,281 $ 24,851 $ 2,755,958 $ $ (22,871) -1155.1% (87,425) -3.3% 687 $ 1,980 $ 2,656,900 $ 1,980 $ 2,668,533 $ 990 $ 2,503,621 $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Staffing by Program and Activity FY 2007-08 REVISED TO ADOPTED ADOPTED VARIANCE % FY 2006-07 REVISED FY 2007-08 RECOMM. 1.19 1.19 1.15 1.15 1.15 1.15 (0.04) (0.04) -3.4% -3.4% 30.51 10.15 10.05 10.31 30.30 9.88 10.05 10.37 30.30 9.88 10.05 10.37 (0.21) (0.27) 0.06 -0.7% -2.7% 0.0% 0.6% 34IS - INVESTIGATION SERVICES PROGRAM FEXP - FINANCIAL EXPLOITATION PREV INTK - INTAKE ACTIVITY 2.83 1.10 1.73 3.12 1.10 2.02 3.12 1.10 2.02 0.29 0.29 10.2% 0.0% 16.8% 99AS - ADMINISTRATIVE SERVICES PROG 1.47 1.43 1.43 (0.04) -2.7% 36.00 36.00 36.00 FULL TIME EQUIVALENT (FTE) 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS - 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 REVISED PROJECTED FY 2007-08 REVISED TO ADOPTED VARIANCE % ADOPTED REVENUE Charges For Service Total Revenue $ $ $ $ $ $ $ $ EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 1,997,401 32,234 414,015 17,631 $ 2,461,281 771,721 771,721 750,000 750,000 $ 2,159,647 37,296 439,068 20,889 $ 2,656,900 750,000 750,000 $ 2,169,118 39,458 439,068 20,889 $ 2,668,533 $ $ 781,926 781,926 $ 2,168,844 37,129 275,553 22,095 $ 2,503,621 750,000 750,000 $ $ $ 2,290,628 47,755 373,602 43,973 $ 2,755,958 $ $ - (121,510) (8,297) 65,466 (23,084) (87,425) 0.0% 0.0% -5.6% -21.0% 14.9% -110.5% -3.3% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL TOTAL FUNDS $ $ EXPENDITURES 100 GENERAL TOTAL FUNDS $ 2,461,281 $ 2,461,281 771,721 771,721 FY 2006-07 ADOPTED $ $ 750,000 750,000 $ 2,656,900 $ 2,656,900 FY 2006-07 FY 2006-07 REVISED PROJECTED $ $ 750,000 750,000 $ 2,668,533 $ 2,668,533 688 $ $ 781,926 781,926 $ 2,503,621 $ 2,503,621 FY 2007-08 REVISED TO ADOPTED VARIANCE % ADOPTED $ $ 750,000 750,000 $ $ $ 2,755,958 $ 2,755,958 $ $ - (87,425) (87,425) 0.0% 0.0% -3.3% -3.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Thousands Mandated vs. Non-Mandated Expenditures 2,800 2,750 2,700 2,650 2,600 2,550 2,500 2,450 2,400 2,350 2,300 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Indigent Burial Program 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. Mandates: A.R.S. § 36-831 Section B establishes the responsibility of the county to provide for burial of indigent persons, including honorably discharged veterans or their spouses. A.R.S. § 11-311 mandates that the county appoint an honorably discharged veteran to oversee the burial of discharged veterans and their families in a location designated for the burial of veterans. Program Results FY 2005-06 Percent of determinations made within five days FY 2007-08 FY 2006-07 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 96% 96% 96% 96% 96% 0% 0% Activities that comprise this program include: • Indigent Burial Services Indigent Burial Services Activity 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 health’s protected. 689 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Performance Analysis: FY 2005-06 ACTUAL NA Results Percentage of determinations made within five business days. Demand Number of referrals for indigent burial services. Output Number of eligibility assessments completed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 96.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) 96.0% 96.0% 96.0% 0.0% % 0 NA 1,040 1,040 1,040 957 (83) -8.0% NA 1,040 1,040 1,040 957 (83) -8.0% NA NA $ 100.0% 462.82 $ 100.0% 463.47 $ 100.0% 310.13 $ 100.0% 384.45 $ 0.0% 0.0% 79.02 17.0% NA NA $ $ 15,000 15,000 $ $ 15,000 15,000 $ $ 7,500 7,500 $ $ 15,000 15,000 $ $ - 310,732 310,732 NA $ $ 481,335 481,335 NA $ $ 482,005 482,005 1.19 $ $ 322,531 322,531 NA $ $ 367,919 367,919 1.15 $ $ 114,086 23.7% 114,086 23.7% (0.04) -3.4% 0.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget due to improved front-end screening prior to eligibility assessment and determination of indigence for burial or cremation services. Total budgeted expenditures are decreased by $114,086 (23.7%) from the FY 2006-07, reflecting decreased volume of output, and a lower rate of expenditure per unit of output. Base Adjustments: decreased demand. Right-sized supplies and services based on lower burial costs and Fiduciary Services Program 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. Mandates: A.R.S. §14-5602 mandates that the Public Fiduciary provide guardianship for estates mandated by the court to be in receivership of the Public Fiduciary, as well as protect the estate and receive all outstanding warrants owed to that estate. A.R.S. §14-5603 establishes the Public Fiduciary as custodian of estate funds. A.R.S. §14-5604 establishes that the Public Fiduciary has a claim against the estate of the ward, protected person, or decedent, for reasonable expenses of guardianship, conservatorship, or public administration and reasonable compensation for the Public Fiduciary's services and attorney. 690 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Program Results Percent of Estate Adminisration inventories filed with the Court on time. Percent of Court accountings filed with the Court on time. Percent of annual Guardian reports filed with the Court on time. FY 2005-06 FY 2006-07 FY 2007-08 Variance % ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 90% 92% 92% 92% 92% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 97% 96% 96% 96% 96% 0.0% 0.0% Activities that comprise this program include: • Estate Administration • Estate Operations • Guardianship Estate Administration Activity 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. Performance Analysis: Results Percentage of Estate Administration inventories filed with the Court on time. Demand Number of clients in need of estate administration inventory services. Output Number of estates administered. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 92.0% FY 2006-07 REVISED PROJ ACT 92.0% NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 92.0% 0.0% % 0 NA 450 450 450 473 23 5.1% NA 450 450 450 473 23 5.1% NA NA $ 100.0% 100.0% 100.0% 100.0% 1,431.54 $ 1,347.32 $ 1,404.83 $ 1,310.59 $ 0.0% 0.0% 36.72 2.7% $ $ 407,948 407,948 $ $ 442,500 442,500 $ $ 442,500 442,500 $ $ 418,262 418,262 $ $ 442,500 442,500 $ $ - $ $ 576,393 576,393 NA $ $ 644,195 644,195 NA $ $ 606,293 606,293 10.15 $ $ 632,172 632,172 NA $ $ 619,911 619,911 9.88 $ $ (13,618) -2.2% (13,618) -2.2% (0.27) -2.7% 0.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased Probate Court active cases requiring review, forecasted at 33,500. Total budgeted expenditures are increased by $13,618 (2.2%) from the FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustments: Increased expenditure budget in supplies, services, and capital. department will implement a new integrated case management and financial system. 691 The Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Estate Operations Activity 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. Performance Analysis: Results Percentage of Court accountings filed with the Court on time. Demand Number of clients in need of financial and accounting services. Output Number of clients provided financial and accounting services. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 100.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) 100.0% 100.0% 100.0% 0.0% % 0 NA 295 295 295 310 15 5.1% NA 295 295 295 310 15 5.1% NA NA 100.0% $ 2,094.27 $ 100.0% 100.0% 100.0% 2,089.92 $ 1,920.14 $ 2,125.32 $ 0.0% 0.0% (35.40) -1.7% $ $ 75,326 75,326 $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ 62,813 62,813 $ $ 60,000 60,000 $ $ - 0.0% 0.0% $ $ 585,010 585,010 NA $ $ 617,811 617,811 NA $ $ 616,526 616,526 10.05 $ $ 566,441 566,441 NA $ $ 658,849 658,849 10.05 $ $ (42,323) -6.9% (42,323) -6.9% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased Probate Court active cases requiring review, forecasted at 33,500. Total budgeted expenditures are increased by $42,323 (6.9%) from the FY 2006-07, reflecting increased volume of output, and a higher rate of expenditure per unit of output. Base Adjustments: Increased expenditure budget in supplies, services, and capital. department will implement a new integrated case management and financial system. The Guardianship Activity The purpose of the Guardianship Activity is to provide coordination, oversight and monitoring services for our clients’ medical and personal needs so they receive appropriate medical attention and their general well being is ensured. 692 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Performance Analysis: Results Percentage of annual Guardian reports filed with the Court on time. Demand Number of clients in need of annual Guardianship services. Output Number of Guardianship estates administered. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 96.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) 96.0% 96.0% 96.0% 0.0% % 0 NA 620 620 620 651 31 5.0% NA 620 620 620 651 31 5.0% NA NA 100.0% $ 1,023.21 $ 100.0% 953.88 $ 100.0% 100.0% 955.79 $ 1,007.55 $ $ $ 288,448 288,448 $ $ 232,500 232,500 $ $ 232,500 232,500 $ $ 293,350 293,350 $ $ 232,500 232,500 $ $ $ $ 547,102 547,102 NA $ $ 634,388 634,388 NA $ $ 591,406 591,406 10.31 $ $ 592,589 592,589 NA $ $ 655,915 655,915 10.37 $ $ 0.0% (53.67) - 0.0% -5.6% 0.0% 0.0% (64,509) -10.9% (64,509) -10.9% 0.06 0.6% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased Mental Health case filings forecasted at 1,500 and Probate Court active cases requiring review forecasted at 33,500. Total budgeted expenditures are increased by $64,509 (10.9%) from the FY 2006-07, reflecting increased volume of output, and a higher rate of expenditure per unit of output. Base Adjustments: Increased expenditure budget in supplies, services, and capital. department will implement a new integrated case management and financial system. The Investigation Services Program 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. Mandates: All activities under this program are non-mandated. Program Results Percent of financial exploitation investigations completed within 180 days. Percent of timeliness in filing mental health mandated reports and Court ordered reports. FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 68% 75% 75% 75% 75% 0.0% 0.0% 85% 96% Activities that comprise this program include: • Financial Exploitation Prevention 693 96% • 96% 96% 0.0% Public Fiduciary & Legal Coordination 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Financial Exploitation Prevention Activity 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 the remaining assets so that the court and law enforcement agencies may proceed with protective proceedings. Performance Analysis: FY 2005-06 ACTUAL NA Results Percentage of financial exploitation investigations completed within 180 days. Demand Number of referrals requiring financial exploitation investigations. Output Number of financial exploitation investigations completed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 75.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adoption) 75.0% 75.0% 75.0% 0.0% % 0 NA 35 35 35 40 5 14.3% NA 90 90 90 102 12 13.3% 257.1% 95.88 $ 257.1% 819.04 $ 257.1% 406.17 $ 255.0% 777.55 $ NA NA 55,523 55,523 NA $ $ $ 8,629 8,629 NA $ $ 73,714 73,714 1.10 $ $ 36,555 36,555 NA $ $ 79,310 79,310 1.10 $ $ -2.1% 41.50 -0.8% 5.1% (5,596) (5,596) - -7.6% -7.6% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget due to increased Probate Court active cases requiring review, forecasted at 33,500. Total budgeted expenditures are increased by $5,596 (7.6%) from the FY 2006-07, reflecting increased volume of output offset by a lower rate of expenditure per unit of output. Base Adjustments: Increased expenditure budget in supplies, services, and capital. department will implement a new integrated case management and financial system. The Public Fiduciary Intake & Legal Coordination Activity The purpose of the Public Fiduciary Intake & Legal Coordination 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. 694 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary Performance Analysis: FY 2005-06 ACTUAL NA Results Percentage of court-ordered investigations completed on time. Demand Number of intake investigations requested. Output Number of court ordered investigations completed. Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) ADOPTED 96.0% FY 2006-07 FY 2007-08 Variance REVISED PROJ ACT ADOPTED (Rev. - Adopted) 96.0% 96.0% 96.0% 0.0% % 0 NA 300 300 300 373 73 24.3% NA 80 80 80 100 20 25.0% NA NA 120,994 120,994 NA $ $ $ 26.7% 26.7% 26.7% 26.8% 751.29 $ 1,657.58 $ 1,019.23 $ 1,703.05 $ 60,103 60,103 NA $ $ 132,606 132,606 1.73 $ $ 81,538 81,538 NA $ $ 170,305 170,305 2.02 $ $ 0.1% (45.47) 0.5% -2.7% (37,699) -28.4% (37,699) -28.4% 0.29 16.8% FY 2007-08 budgeted expenditures meet 26.8% of projected demand, which is higher than the FY 2006-07 revised budget due to increased Mental Health case filings, forecasted at 1,500. Total budgeted expenditures are increased by $37,699 (28.4%) from the FY 2006-07, reflecting increased volume of output, and a higher rate of expenditure per unit of output. Base Adjustments: Increased expenditure budget in supplies, services, and capital. department will implement a new integrated case management and financial system. 695 The Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Fiduciary General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: $ MID-YEAR ADJUSTMENTS: Executive Compensation Increase (12 months) Administrative Market Adjustment $ Subtotal $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions $ FY 2007-08 Pay for Performance Annualization of Compensation Adjustments FY 2007-08 BUDGET TARGET $ $ 2,268,533 400,000 2,668,533 $ 23,583 8,543 $ $ REVENUE 750,000 750,000 750,000 - 63,240 - 1,432 - 96,798 $ - $ 2,765,331 $ 750,000 (130,379) $ 15,567 - $ BASE ADJUSTMENT: Change to Worker's Compensation & Unemployment $ Charges Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 696 8,767 2,866 11,633 $ Subtotal $ BASE ADJUSTMENTS: Right-size Burial Services Activity $ Case Management & Financial System, Burial Services Program Case Management & Financial System, Fudiciary Services Program Case Management & Financial System, Investigation Services Program Right-size Internal Service Charge Activity for Worker's Compensation Right-size Executive Management Activity - Parking Leases Subtotal $ FY 2007-08 TENTATIVE BUDGET: EXPENDITURES 2,256,900 61,400 - 9,513 - 22,378 - 12,148 - (9,373) $ - 2,755,958 $ 750,000 6,190 $ - 6,190 2,762,148 $ $ 750,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Public Health Analysis by Hannah Lee, Management & Budget Analyst Summary Organizational Chart County Manager Deputy County Manager Public Health 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 • By June 2008, increase by 20% the number of strategic public/private partnerships that target effective strategies to improve the public health outcome of residents of Maricopa County. Status: A committee will be formed to address this goal. 697 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Public Health By June 2010, assure that the Department controls communicable diseases by investigating and intervening in all reported cases of disease within the Arizona Administrative Code timelines and accepted standards of Public Health practice. Status: The Department formed a committee which: established the protocol for assessment of diseases; selected groups of diseases to be assessed; developed a work plan to include an epidemiology contract position with grant funds to carry out the assessment. A survey will be done to ascertain the current status of training of health care providers. • By June 2010, implement two new strategies that contribute to the Healthy People 2010 goals of increasing the quality and years of healthy life and elimination of health disparities. Status: This will be completed as part of the Community Health Services Division’s strategic planning efforts by July 1, 2007. • By June 2010, ensure that the County is prepared to respond to a public health emergency. Status: - 80 - 90% of the Department’s employees are trained in Incident Command System (ICS) courses 100 and 700, which are the core Federal Emergency Management Agency courses for designated emergency workers. - Public Health Emergency Management (PHEM) staff are in the process of being certified in ICS courses 200, 300, 400, and 800, which are command and control in nature. - The Department amended job descriptions for all new employees to include a requirement that employees will respond as needed or appropriate in a public health emergency. - All PHEM staff and selected others (e.g., Health Director, Epidemiologists) are designated as ICS staff with specific job descriptions for activities at the Public Health Incident Command Center. - Other emergency response roles for Public Health employees are being reviewed as roles will be event-driven. - Supplemental training is in development. - Personal preparedness recommendations for employees and family are currently available by accessing the PHEM portion of the Department’s website. - The Department submitted emergency response strategies twice a year to Arizona Department of Health Services. - PHEM recently staffed its Training/Exercise Supervisor position, so emergency response exercise strategies are now being developed comprehensively. PHEM’s first ever largescale mass dispensing exercise is taking place on May 19, 2007. • By June 2008, increase the effectiveness of the Department’s internal administrative functions as defined by service-specific standards. Status: The Department centralized administrative services and consulted Materials Management ensuring County standards are followed in all programs. Medical Records and other areas will be addressed in FY 2007-08. The Department worked with the Office of Enterprise Technology to develop a three year plan to ensure up-to-date equipment and improved usage of information technology. This includes security procedures, software usage communication lines and server replacements. The Department is meeting with municipalities and other agencies in order to share facilities in a partnering situation. 698 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Revenue and Expenditures by Program and Activity REVENUE 86CM - HIV/HCV SERVICES HICP - HIV PREV COMM PLANNING GROUP HICT - HIV COUNSELING & TESTING HIRC - HIV PARTNER COUNSEL & REFERRAL HISV - HIV SURVEILLANCE HIVP - HIV/HCV PREVENTION EDUCATION FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ 622,659 62,144 254,449 173,159 132,907 $ 1,005,484 65,454 591,969 128,568 219,493 $ 1,005,484 65,454 591,969 128,568 219,493 $ 503,122 503,122 $ $ $ $ 960,790 65,454 278,090 244,090 197,893 175,263 $ 523,981 523,981 $ 547,060 547,060 $ $ 86CS - CLINIC SUPPORT SVCS PROGRAM PHPM - PUBLIC HEALTH PHARMACY $ 6,322,077 6,322,077 $ 7,301,301 7,301,301 $ 6,762,760 6,762,760 $ 3,677,768 3,677,768 $ 20,000 20,000 86EG - EPI & GEN DISEASE SURVEILLANCE EPIR - EPI REPORTING $ $ $ $ - $ - $ 86EM - PH EMERGENCY MANAGEMENT EMRP - EMERGENCY RESPONSE PLANNING EMRT - EMERGENCY RESPONSE TRAINING $ 2,423,772 2,423,772 $ 2,571,785 2,571,785 $ 2,586,156 2,586,156 $ 2,958,054 1,479,027 1,479,027 $ 86FH - FAMILY HEALTH FHPT - FAMILY HEALTH PARTNERSHIPS PRCN - PREGNANCY CONNECTION $ 735,412 $ (5,244) 740,656 746,543 19,195 727,348 $ 746,543 99,750 646,793 $ 579,435 18,874 560,561 $ 457,954 128,498 329,456 86FP - FAMILY PLANNING FMPL - FAMILY PLANNING $ 506,923 506,923 531,674 531,674 $ 303,621 303,621 $ 499,518 499,518 $ 86HI - HEALTHCARE FOR HOMELESS HCHL - HEALTHCARE FOR THE HOMELESS $ 2,450,265 2,450,265 $ 2,103,818 2,103,818 $ 2,103,818 2,103,818 $ 2,059,458 2,059,458 86HL - PROMOTING HEALTHLY LIFESTYLES PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SCHOOL-BASED NUTRITION EDU WICC - WOMEN INFANTS & CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 7,091,894 125,283 154,292 6,146,292 666,027 $ 8,283,583 121,818 385,572 7,395,645 380,548 $ 8,432,009 148,757 385,572 7,458,563 439,117 86HS - HEALTH START PROGRAM CMGT - CASE MANAGEMENT HEED - HEALTH EDUCATION SCRF - SCREENING AND REFERRALS $ - $ - $ 86ID - INFECTIOUS DISEASE CONTROL CONT - CON-TENTS HANS - HANSENS DISEASE HERF - HEALTH EXAM & TREATMNT FOR REF $ 515,276 20,472 29,288 465,515 $ 620,597 22,500 30,000 568,097 $ 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS $ 7,821,648 362,934 7,458,713 $ 5,401,763 401,042 5,000,721 86OH - ORAL HEALTH DTSL - DENTAL SEALANTS DTSV - DENTAL SURVEILLANCE $ $ 382,620 352,967 29,653 - $ 2,571,785 2,571,785 $ 699 336,364 302,364 34,000 530,787 530,787 712,370 78,713 305,206 95,280 233,171 REVISED TO ADOPTED VARIANCE % 86CP - CANCER PREVENTION & TREATEMENT WWHC - WELL WOMAN HEALTHCHECK 28,019 28,019 530,787 530,787 FY 2007-08 ADOPTED - (44,694) (313,879) 244,090 69,325 (44,230) 53.9% -20.2% 16,273 16,273 3.1% 3.1% $ (6,742,760) (6,742,760) -4.4% 0.0% -53.0% -99.7% -99.7% 386,269 1,479,027 (1,092,758) -42.5% $ (288,589) 28,748 (317,337) -38.7% 28.8% -49.1% 65,000 65,000 $ (238,621) (238,621) -78.6% -78.6% $ 2,146,854 2,146,854 $ 43,036 43,036 2.0% 2.0% $ 6,603,403 94,148 204,202 5,915,856 389,197 $ 8,304,526 145,455 350,333 7,444,180 364,558 $ (127,483) (3,302) (35,239) (14,383) (74,559) -1.5% -2.2% -9.1% -0.2% -17.0% - $ - $ 363,637 181,819 90,909 90,909 $ 363,637 181,819 90,909 90,909 620,597 22,500 30,000 568,097 $ 445,123 23,743 21,482 399,898 $ 571,157 29,636 541,521 $ (49,440) -8.0% (22,500) -100.0% (364) -1.2% (26,576) -4.7% $ 5,401,763 401,042 5,000,721 $ 3,428,179 364,443 3,063,736 $ 8,040,442 433,860 7,606,582 $ 2,638,679 32,818 2,605,861 48.8% 8.2% 52.1% $ $ $ 352,272 315,436 36,836 $ 15,908 13,072 2,836 4.7% 4.3% 8.3% 336,364 302,364 34,000 230,989 213,991 16,998 15.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Revenue and Expenditures by Program and Activity (Continued) FY 2005-06 ACTUAL REVENUE (contd.) 86RW - RYAN WHITE TITLE I SERV DTIS - DENTAL INSURANCE RWPC - RYAN WHITE PLAN COUNCIL SUP FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ (26,457) $ (4,937) (21,520) 269,236 50,454 218,782 $ 269,236 50,454 218,782 $ 124,935 23,441 101,494 $ 247,453 51,147 196,306 $ (21,783) 693 (22,476) -8.1% 1.4% -10.3% 86SF - CHILD SAFETY CCSS - CHIL CARSEAT SAFETY ED & DISTR LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PAND - PREV ABUSE & NEGLCT THRU DENTL PRSP - PARENT SUPPORT ACTIVITY $ 383,816 46,122 310,707 26,987 $ 418,247 39,981 335,776 42,490 $ 592,165 70,592 479,083 42,490 $ 351,164 698 36,327 272,169 41,970 $ 870,015 75,296 718,882 29,636 46,201 $ 277,850 4,704 239,799 29,636 3,711 46.9% 86ST - STD CONTROL PROGRAM STEX - STD EXAMINATIONS STIN - STD CASE INVESTIGATION STSV - STD SURVEILLANCE STTR - STD TREATMENT $ 699,943 699,943 $ 791,891 791,891 $ 791,891 791,891 $ 660,637 660,637 $ 687,031 309,294 145,072 232,665 - $ (104,860) -13.2% 309,294 145,072 232,665 (791,891) -100.0% 86TB - TB CONTROL TBIN - TB INVESTIGATIONS TBTE - TB TESTING TBTR - TB TREATMENT $ 762,979 762,979 $ 878,563 878,563 $ 878,563 878,563 $ 729,406 729,406 $ 876,624 241,062 161,404 474,158 $ (1,939) 241,062 161,404 (404,405) 3,734,580 981,513 378,518 1,808,789 38,262 527,498 $ 8.7% -0.2% -46.0% 86TP - TOBACCO USE PREVENTION $ 3,130,076 $ 3,342,556 TUCE - TOBACCO USE CESSATION TUPO - TOBACCO USE PREVENTN OUTREACH TUPV - TOBACCO USE PREVENTION 3,135,481 3,304,217 TUTR - TOBACCO USE PREV TRAINING (5,405) 38,339 TUWW - WORKSITE WELLNESS CONSULTING - $ 3,742,136 3,703,797 38,339 - $ 3,342,814 3,325,285 17,529 - $ 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS $ 2,487,970 2,303,764 184,206 $ 2,680,382 2,496,870 183,512 $ 2,680,382 2,496,870 183,512 $ 2,550,023 2,450,742 99,281 $ 2,835,554 2,664,827 170,727 $ 155,172 167,957 (12,785) 5.8% 6.7% -7.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 2,269,739 $ 1,491,606 $ 1,509,606 $ 4,263,615 $ 1,293,892 $ (215,714) -14.3% 99GV - GENERAL GOVERNMENT $ 2,261,379 $ 1,559,027 $ 1,559,027 $ 779,508 $ 1,816,211 $ 257,184 16.5% 99IT - INFORMATION TECHNOLOGY PROGRAM $ $ $ $ 200,866 $ 701,191 $ 272,787 63.7% $ 34,349,349 $ 37,850,297 TOTAL PROGRAMS 6,221 $ 41,379,352 401,734 $ 41,266,941 700 428,404 $ 41,266,941 (7,556) 981,513 378,518 (1,895,008) (77) 527,498 6.7% 50.1% $ (3,416,644) -0.2% -51.2% -0.2% -8.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Revenue and Expenditures by Program and Activity (Continued) EXPENDITURES 86CM - HIV/HCV SERVICES HICP - HIV PREV COMM PLANNING GROUP HICT - HIV COUNSELING & TESTING HIRC - HIV PARTNER COUNSEL & REFERRAL HISV - HIV SURVEILLANCE HIVP - HIV/HCV PREVENTION EDUCATION FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ 674,739 61,550 293,414 166,614 153,161 $ 1,051,190 65,454 591,969 174,274 219,493 $ 1,051,188 65,454 591,969 174,272 219,493 $ 535,070 535,070 $ $ $ $ 1,001,901 65,143 276,457 242,691 243,217 174,393 $ 573,436 573,436 49,287 311 315,512 (242,691) (68,945) 45,100 $ 545,816 545,816 4.7% 0.5% 53.3% -39.6% 20.5% $ (15,029) (15,029) -2.8% -2.8% 1,126,154 268,962 517,496 339,696 $ 6,597,711 (268,962) 46,943 6,819,730 85.4% $ 86CS - CLINIC SUPPORT SVCS PROGRAM MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY $ 6,692,286 393,993 6,298,294 $ 8,310,833 552,099 7,758,734 $ 7,723,865 564,439 7,159,426 $ 4,599,605 511,023 4,088,582 $ 86EG - EPI & GEN DISEASE SURVEILLANCE EPIR - EPI REPORTING SCII - SINGLE CASE INVEST & INTRV REP $ 1,171,371 863,742 307,629 $ 1,651,026 1,322,177 328,849 $ 1,721,640 1,331,690 389,950 $ 1,566,318 1,261,870 304,448 $ 1,972,608 919,139 1,053,469 $ 86EM - PH EMERGENCY MANAGEMENT EMRP - EMERGENCY RESPONSE PLANNING EMRT - EMERGENCY RESPONSE TRAINING $ 1,439,780 1,439,780 $ 2,571,785 2,571,785 $ 2,571,785 2,571,785 $ 3,671,404 3,671,404 $ 2,951,835 1,475,918 1,475,917 $ 86FH - FAMILY HEALTH FHPT - FAMILY HEALTH PARTNERSHIPS PRCN - PREGNANCY CONNECTION $ 1,379,406 661,559 717,847 $ 1,464,783 737,435 727,348 $ 1,456,606 809,813 646,793 $ 1,375,799 691,696 684,103 $ 1,136,083 808,182 327,901 $ 320,523 1,631 318,892 22.0% 0.2% 49.3% 86FP - FAMILY PLANNING FMPL - FAMILY PLANNING $ $ $ $ 594,211 594,211 $ 507,058 507,058 $ 35,743 35,743 6.6% 6.6% 86HI - HEALTHCARE FOR HOMELESS HCHL - HEALTHCARE FOR THE HOMELESS $ 2,298,328 2,298,328 $ 2,103,818 2,103,818 $ 2,103,818 2,103,818 $ 2,100,179 2,100,179 $ 2,138,550 2,138,550 $ (34,732) (34,732) -1.7% -1.7% 86HL - PROMOTING HEALTHLY LIFESTYLES PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SCHOOL-BASED NUTRITION EDU WICC - WOMEN INFANTS & CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 7,998,452 134,088 567,754 6,889,229 407,380 $ 8,636,662 121,818 738,651 7,395,645 380,548 $ 8,768,151 148,757 721,714 7,458,563 439,117 $ 8,731,107 114,959 653,029 7,567,191 395,927 $ 8,718,109 144,833 707,003 7,502,959 363,314 $ 50,042 3,924 14,711 (44,396) 75,803 0.6% 2.6% 2.0% -0.6% 17.3% 86HS - HEALTH START PROGRAM CMGT - CASE MANAGEMENT HEED - HEALTH EDUCATION SCRF - SCREENING AND REFERRALS $ - $ - $ - $ - $ 361,614 180,808 90,403 90,403 $ (361,614) (180,808) (90,403) (90,403) 86ID - INFECTIOUS DISEASE CONTROL CONT - CON-TENTS HANS - HANSENS DISEASE HERF - HEALTH EXAM & TREATMNT FOR REF $ 552,128 17,946 26,067 508,116 $ 840,335 19,417 30,000 790,918 $ 781,037 19,417 30,000 731,620 $ 768,531 10,552 32,961 725,017 $ 658,638 29,636 629,002 $ 122,399 19,417 364 102,618 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION $ 8,561,640 389,831 8,171,808 - $ 7,001,178 346,084 6,655,094 - $ 6,788,312 346,084 6,442,228 - $ 5,076,769 377,426 4,699,343 - $ 9,277,804 431,158 8,743,181 103,465 86OH - ORAL HEALTH DTSL - DENTAL SEALANTS DTSV - DENTAL SURVEILLANCE $ $ $ $ $ 442,612 405,776 36,836 435,222 392,450 42,772 701 521,318 521,318 425,783 391,783 34,000 530,787 530,787 978,313 62,003 449,230 296,365 170,715 REVISED TO ADOPTED VARIANCE % 86CP - CANCER PREVENTION & TREATEMENT WWHC - WELL WOMAN HEALTHCHECK 537,120 537,120 530,787 530,787 FY 2007-08 ADOPTED 542,801 542,801 425,800 391,800 34,000 417,228 387,818 29,410 8.3% 95.3% (250,968) -14.6% 412,551 31.0% (663,519) -170.2% (380,050) (1,475,918) 1,095,868 -14.8% 42.6% 15.7% 100.0% 1.2% 14.0% $ (2,489,492) (85,074) (2,300,953) (103,465) -36.7% -24.6% -35.7% (16,812) (13,976) (2,836) -3.9% -3.6% -8.3% $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Revenue and Expenditures by Program and Activity (Continued) FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED $ 282,237 47,062 235,175 $ 269,236 50,454 218,782 $ 269,236 50,454 218,782 $ 246,441 46,228 200,212 $ 246,551 50,867 195,684 $ 22,685 (413) 23,098 8.4% -0.8% 10.6% 86SF - CHILD SAFETY CCSS - CHIL CARSEAT SAFETY ED & DISTR LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PAND - PREV ABUSE & NEGLCT THRU DENTL PRSP - PARENT SUPPORT ACTIVITY $ 667,714 186,556 42,788 393,622 44,747 $ 768,183 212,018 39,981 473,694 42,490 $ 902,034 161,677 70,592 627,275 42,490 $ 748,934 185,197 57,998 462,190 43,549 $ 1,032,060 165,155 74,829 716,550 29,636 45,890 $ (130,026) (3,478) (4,237) (89,275) (29,636) (3,400) -14.4% -2.2% -6.0% -14.2% 86ST - STD CONTROL PROGRAM STEX - STD EXAMINATIONS STIN - STD CASE INVESTIGATION STSV - STD SURVEILLANCE STTR - STD TREATMENT $ 2,095,066 2,095,066 $ 2,446,133 2,446,133 $ 2,443,927 2,443,927 $ 2,087,581 2,087,581 $ 2,385,433 1,100,371 575,384 447,959 261,719 $ 86TB - TB CONTROL TBIN - TB INVESTIGATIONS TBTE - TB TESTING TBTR - TB TREATMENT $ 2,029,555 2,029,555 $ 3,117,634 3,117,634 $ 3,274,134 3,274,134 $ 2,803,121 2,803,121 $ 3,123,577 975,050 698,179 1,450,348 $ 86TP - TOBACCO USE PREVENTION $ 3,436,902 TUCE - TOBACCO USE CESSATION TUPO - TOBACCO USE PREVENTN OUTREACH TUPV - TOBACCO USE PREVENTION 3,400,216 TUTR - TOBACCO USE PREV TRAINING 36,686 TUWW - WORKSITE WELLNESS CONSULTING - $ 3,342,556 3,304,217 38,339 - $ 3,742,136 3,703,797 38,339 - $ 3,191,777 3,155,650 36,127 - $ 3,721,362 976,894 377,414 1,803,704 38,107 525,243 $ 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS $ 2,360,833 785,075 1,575,759 $ 1,974,212 906,421 1,067,791 $ 1,984,104 811,424 1,172,680 $ 2,061,229 785,391 1,275,838 $ 2,475,378 1,166,197 1,309,181 $ (491,274) (354,773) (136,501) -24.8% -43.7% -11.6% 99AS - ADMINISTRATIVE SERVICES PROG $ 2,029,284 $ 3,618,389 $ 3,707,449 $ 4,831,527 $ 3,341,954 $ 365,495 9.9% 99GV - GENERAL GOVERNMENT $ 1,756,450 $ 1,768,476 $ 1,768,476 $ 1,768,471 $ 2,079,432 $ (310,956) -17.6% 99IT - INFORMATION TECHNOLOGY PROGRAM $ $ 923,901 $ 1,030,468 $ 705,332 $ 1,484,348 $ (453,880) -44.0% $ 53,338,218 $ 53,587,754 $ 48,897,312 $ 50,728,877 $ EXPENDITURES (contd.) 86RW - RYAN WHITE TITLE I SERV DTIS - DENTAL INSURANCE RWPC - RYAN WHITE PLAN COUNCIL SUP TOTAL PROGRAMS 703,681 $ 47,637,264 702 FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FY 2005-06 ACTUAL 58,494 (1,100,371) (575,384) (447,959) 2,182,208 150,557 (975,050) (698,179) 1,823,786 20,774 (976,894) (377,414) 1,900,093 232 (525,243) 2,858,877 -8.0% 2.4% 89.3% 4.6% 55.7% 0.6% 51.3% 0.6% 5.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Staffing by Program and Activity FY 2006-07 REVISED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 86CM - HIV/HCV SERVICES HICP - HIV PREV COMM PLANNING GROUP HICT - HIV COUNSELING & TESTING HIRC - HIV PARTNER COUNSEL & REFERRAL HISV - HIV SURVEILLANCE HIVP - HIV/HCV PREVENTION EDUCATION 18.00 1.00 11.35 3.65 2.00 17.80 1.00 5.25 4.50 4.25 2.80 86CP - CANCER PREVENTION & TREATEMENT WWHC - WELL WOMAN HEALTHCHECK 4.00 4.00 4.00 4.00 86CS - CLINIC SUPPORT SVCS PROGRAM MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY 13.00 7.25 5.75 16.85 6.00 7.25 3.60 3.85 6.00 (2.15) 86EG - EPI & GEN DISEASE SURVEILLANCE EPIR - EPI REPORTING SCII - SINGLE CASE INVEST & INTRV REP 18.00 14.00 4.00 18.00 10.00 8.00 0.0% (4.00) -28.6% 4.00 100.0% 86EM - PH EMERGENCY MANAGEMENT EMRP - EMERGENCY RESPONSE PLANNING EMRT - EMERGENCY RESPONSE TRAINING 17.00 17.00 20.00 10.00 10.00 3.00 10.00 (7.00) -41.2% 86FH - FAMILY HEALTH FHPT - FAMILY HEALTH PARTNERSHIPS PRCN - PREGNANCY CONNECTION 20.85 9.35 11.50 14.35 9.35 5.00 (6.50) (6.50) -31.2% 0.0% -56.5% 5.45 5.45 5.45 5.45 27.10 27.10 26.70 26.70 (0.40) (0.40) -1.5% -1.5% 176.05 2.00 10.00 159.05 5.00 175.80 2.00 10.50 159.30 4.00 (0.25) 0.50 0.25 (1.00) -0.1% 0.0% 5.0% 0.2% -20.0% 86FP - FAMILY PLANNING FMPL - FAMILY PLANNING 86HI - HEALTHCARE FOR HOMELESS HCHL - HEALTHCARE FOR THE HOMELESS 86HL - PROMOTING HEALTHLY LIFESTYLES PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SCHOOL-BASED NUTRITION EDU WICC - WOMEN INFANTS & CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH 86HS - HEALTH START PROGRAM CMGT - CASE MANAGEMENT HEED - HEALTH EDUCATION SCRF - SCREENING AND REFERRALS - 86ID - INFECTIOUS DISEASE CONTROL HERF - HEALTH EXAM & TREATMNT FOR REF 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION 86OH - ORAL HEALTH DTSL - DENTAL SEALANTS 703 (0.20) (6.10) 4.50 0.60 0.80 - - -1.1% 0.0% -53.7% 16.4% 40.0% 0.0% 0.0% 29.6% 0.0% -37.4% 17.6% 0.0% 0.0% 6.50 3.25 1.63 1.63 6.50 3.25 1.63 1.63 9.75 9.75 8.00 8.00 (1.75) (1.75) -17.9% -17.9% 28.60 2.60 26.00 - 30.10 4.10 25.00 1.00 1.50 1.50 (1.00) 1.00 5.2% 57.7% -3.8% 3.60 3.60 3.60 3.60 - 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Staffing by Program and Activity (Continued) FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 86RW - RYAN WHITE TITLE I SERV DTIS - DENTAL INSURANCE RWPC - RYAN WHITE PLAN COUNCIL SUP FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 2.90 0.90 2.00 2.90 0.90 2.00 - 0.0% 0.0% 0.0% 86SF - CHILD SAFETY CCSS - CHIL CARSEAT SAFETY ED & DISTR LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRSP - PARENT SUPPORT ACTIVITY 12.00 2.00 1.50 7.50 1.00 12.00 2.00 1.50 7.50 1.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 86ST - STD CONTROL PROGRAM STEX - STD EXAMINATIONS STIN - STD CASE INVESTIGATION STSV - STD SURVEILLANCE STTR - STD TREATMENT 37.75 37.75 36.00 10.75 13.50 10.25 1.50 (1.75) 10.75 13.50 10.25 (36.25) -4.6% 86TB - TB CONTROL TBIN - TB INVESTIGATIONS TBTE - TB TESTING TBTR - TB TREATMENT 43.25 43.25 39.50 10.33 10.24 18.93 (3.75) 10.33 10.24 (24.32) 86TP - TOBACCO USE PREVENTION TUCE - TOBACCO USE CESSATION TUPO - TOBACCO USE PREVENTN OUTREACH TUPV - TOBACCO USE PREVENTION TUTR - TOBACCO USE PREV TRAINING TUWW - WORKSITE WELLNESS CONSULTING 42.50 42.00 0.50 - 42.50 14.85 3.55 16.35 0.50 7.25 14.85 3.55 (25.65) 7.25 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS 99AS - ADMINISTRATIVE SERVICES PROG 29.00 10.36 18.64 51.50 30.00 10.52 19.48 36.50 1.00 0.16 0.84 (15.00) 3.4% 1.5% 4.5% -29.1% 10.00 570.30 9.00 555.55 (1.00) (14.75) -10.0% -2.6% 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS -96.0% -8.7% -56.2% 0.0% -61.1% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 FY 2006-07 REVISED PROJECTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Other Financing Sources Total Revenue $ 36,697,022 $ 37,620,669 4,675,902 3,600,172 (22,613) 1,100 29,040 45,000 $ 41,379,352 $ 41,266,941 $ 37,620,669 3,600,172 1,100 45,000 $ 41,266,941 $ 28,798,324 3,475,824 14,772 2,060,429 $ 34,349,349 EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ 24,343,287 14,322,217 7,023,148 1,787,057 161,555 $ 47,637,264 $ 31,969,787 13,260,088 6,316,042 1,743,440 298,397 $ 53,587,754 $ 29,339,981 8,919,359 6,580,591 3,758,869 298,512 $ 48,897,312 $ 32,384,184 13,088,447 5,911,150 1,743,440 210,997 $ 53,338,218 704 FY 2007-08 ADOPTED $ $ $ $ 33,975,644 3,777,200 52,453 45,000 37,850,297 33,167,276 8,420,342 7,670,339 1,196,079 274,841 50,728,877 REVISED TO ADOPTED VARIANCE % $ $ $ $ (3,645,025) 177,028 51,353 (3,416,644) -9.7% 4.9% 4668.5% 0.0% -8.3% (1,197,489) 4,839,746 (1,354,297) 547,361 23,556 2,858,877 -3.7% 36.5% -21.4% 31.4% 7.9% 5.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS TOTAL FUNDS $ 2,576 4,572,538 36,804,237 $ 41,379,352 EXPENDITURES 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS TOTAL FUNDS FY 2006-07 ADOPTED $ 3,523,807 37,743,134 $ 41,266,941 FY 2006-07 REVISED $ 3,523,807 37,743,134 $ 41,266,941 FY 2006-07 PROJECTED $ 5,376,581 28,972,767 $ 34,349,349 REVISED TO ADOPTED FY 2007-08 ADOPTED $ VARIANCE $ $ 3,665,586 34,184,711 37,850,297 $ 8,456,471 $ 12,074,428 $ 12,323,964 $ 10,567,712 $ 3,508,999 3,520,656 3,520,656 3,302,197 35,671,794 37,743,134 37,743,134 35,027,403 $ $ 47,637,264 $ 53,338,218 $ 53,587,754 $ 48,897,312 $ 12,878,580 3,665,586 34,184,711 50,728,877 $ $ $ $ % 141,779 (3,558,423) (3,416,644) 4.0% -9.4% -8.3% (554,616) (144,930) 3,558,423 2,858,877 -4.5% -4.1% 9.4% 5.3% Mandated vs. Non-Mandated Expenditures 60,000 Thousands 50,000 40,000 30,000 20,000 10,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities HIV/HCV Services Program The purpose of the HIV/HCV Services program is to provide education, counseling and support to HIV prevention organizations and individuals at risk for, or infected with HIV or Hepatitis C so that they can reduce the spread of HIV and HCV in the community. 705 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Program Results Percent of investigated individuals who receive HIV prevention education Percent of participating inmates attaining a score of 80% or above on class post-test Percent of clients who said that their HIV test result was explained clearly and simply Percent of HIV Prevention Community Planning Group members supporting the direction of the plan FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 56.0% 60.0% 60.0% 75.0% 60.0% 0.0% 0.0% 89.0% 93.0% 93.0% 88.0% 94.0% 1.0% 1.1% 89.0% 80.0% 80.0% 85.0% 90.0% 10.0% 12.5% 97.0% 90.0% 90.0% 95.0% 92.0% 2.0% 2.2% Activities that comprise this program include: • HIV Prevention Community Planning Group Support • HIV Counseling & Testing • HIV Partner Counseling & Referral • • HIV Surveillance HIV/HCV Prevention Education HIV Prevention Community Planning Group Support Activity The purpose of the HIV Prevention Community Planning Group Support activity is to provide meetings of HIV prevention agencies in Maricopa and Pinal Counties so that they may plan and improve service delivery. Mandates: Technically not a mandated service, but US Public Laws 101-381, 104-146, and 106-345 provide emergency assistance to eligible EMAs. Only the local health department may apply, receive, and administer funds. Performance Analysis: Results Percent of CPG members that report the group's planning efforts are effective in improving HIV Prevention services in Maricopa and Pinal Counties. Demand Number of meetings required Output Number of meetings held Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED 85.0% ADOPTED 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.0% -10.0% PROJ ACT NA % -11.8% 9 6 6 10 10 4 66.7% 9 6 6 10 10 4 66.7% 100.0% 6,838.87 $ 100.0% 10,909.00 $ 100.0% 10,909.00 $ 100.0% 6,200.27 $ 100.0% 6,514.30 $ 0.0% 4,394.70 0.0% 40.3% $ $ 62,144 62,144 $ $ 65,454 65,454 $ $ 65,454 65,454 $ $ 78,713 78,713 $ $ 65,454 65,454 $ $ - 0.0% 0.0% $ $ 61,550 61,550 NA $ $ 65,454 65,454 NA $ $ 65,454 65,454 1.00 $ $ 62,003 62,003 NA $ $ 65,143 65,143 1.00 $ $ 311 311 - 0.5% 0.5% 0.0% 706 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are decreased by $311 (0.5%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. HIV Counseling & Testing Activity The purpose of the HIV Counseling & Testing activity is to provide counseling and testing services for people at risk for HIV infection so that they can reduce the likelihood of contracting HIV or get early intervention services if already infected with HIV. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. ARS §36-663 mandates that if the county engages in HIV testing, that it follow certain procedures and maintain specific confidentiality standards in regards to the tests. ARS §36-663 also mandates HIV counseling following any positive test. ARS §36-664 mandates the confidentiality requirements that the Public Health Department must adhere to concerning communicable diseases. Performance Analysis: Results Percent of clients testing positive who are referred for services Demand Number of individuals anticipated to present for counseling Output Number of individuals counseled Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED 82.0% ADOPTED 82.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 18.0% PROJ ACT NA % 22.0% 8,104 8,200 8,200 7,000 7,750 (450) -5.5% 4,537 6,000 6,000 4,800 4,800 (1,200) -20.0% 56.0% 64.67 $ 73.2% 98.66 $ 73.2% 98.66 $ 68.6% 93.59 $ 61.9% 57.60 $ -11.2% 41.07 -15.4% 41.6% $ $ 254,449 254,449 $ $ 591,969 591,969 $ $ 591,969 591,969 $ $ 305,206 305,206 $ $ 278,090 278,090 $ $ (313,879) (313,879) -53.0% -53.0% $ $ 293,414 293,414 NA $ $ 591,969 591,969 NA $ $ 591,969 591,969 11.35 $ $ 449,230 449,230 NA $ $ 276,457 276,457 5.25 $ $ 315,512 315,512 (6.10) 53.3% 53.3% -53.7% FY 2007-08 budgeted expenditures do not meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels decreased due to a reduction in a Grant award. Total budgeted expenditures are decreased by $315,512 (53.3%) from the FY 2006-07, reflecting decreased volume of output and lower rate of expenditure per unit of output. HIV Partner Counseling & Referral Activity The purpose of the HIV Partner Counseling & Referral activity is to provide exposure notification to sexual and needle-sharing partners of individuals testing positive for HIV so that they can be encouraged to receive counseling and testing services. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. 707 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of notified contacts who submit to HIV counseling and testing Results Number of contacts agreeing to test who test positive Demand Number of HIV contacts anticipated Output Number of HIV contacts notified Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 20.0% NA NA NA NA NA NA NA NA 1,100 NA NA NA NA 1,100 NA NA NA NA NA NA NA NA 2.0% $ 100.0% 220.63 $ $ - $ $ - $ $ - $ $ - $ $ 244,090 244,090 $ $ 244,090 244,090 $ $ - $ $ - $ $ - $ $ - $ $ 242,691 242,691 4.50 $ $ (242,691) (242,691) NA NA NA % NA This is a new activity established for FY 2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. HIV Surveillance Activity The purpose of the HIV Surveillance activity is to provide verification and follow-up of reported and suspected cases of HIV and AIDS to individuals testing positive for HIV so that they can avoid spreading HIV in the community. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. Performance Analysis: Results Percent of investigations closed within 30 days Results Infection rate of HIV in Maricopa County Demand Number of HIV investigation cases Output Number of HIV investigation cases closed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) $ FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.0% % 1540.0% 1,675 1,300 1,300 1,400 1,750 450 34.6% 1,480 1,300 1,300 1,400 1,500 200 15.4% 88.4% 112.58 $ 100.0% 134.06 $ 100.0% 134.06 $ 100.0% 211.69 $ 85.7% 162.14 $ -14.3% (28.09) -14.3% -21.0% $ $ 173,159 173,159 $ $ 128,568 128,568 $ $ 128,568 128,568 $ $ 95,280 95,280 $ $ 197,893 197,893 $ $ 69,325 69,325 53.9% 53.9% $ $ $ 27,860 138,754 166,614 NA $ $ $ 45,706 128,568 174,274 NA $ $ $ 45,704 128,568 174,272 3.65 $ $ $ 41,904 254,461 296,365 NA $ $ $ 46,335 196,882 243,217 4.25 $ $ $ (631) (68,314) (68,945) 0.60 -1.4% -53.1% -39.6% 16.4% 708 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health FY 2007-08 budgeted expenditures does not meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels are increased. Total budgeted expenditures are increased by $68,945 (39.6%) from the FY 2006-07, reflecting increased volume of output and higher rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. HIV/HCV Prevention Education Activity The purpose of the HIV/HCV Prevention Education activity is to provide disease transmission education to prison and jail inmates so that they can avoid contracting HIV and Hepatitis C. Mandates: This is a non-mandated activity. Performance Analysis: Results Percent of participants with increased knowledge of HIV/HCV transmission as indicated by a score > 80% on class post-test Demand Anticipated number of inmates to be educated Output Number of inmates educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 89.0% $ FY 2006-07 REVISED 95.0% ADOPTED 95.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 94.0% -1.0% PROJ ACT 93.0% % -1.1% 602 1,050 1,050 600 600 (450) -42.9% 602 1,050 1,050 600 600 (450) -42.9% 100.0% 284.52 $ 100.0% 290.66 $ 0.0% (81.61) 0.0% -39.0% 100.0% 254.42 $ 100.0% 209.04 $ 100.0% 209.04 $ $ $ 132,907 132,907 $ $ 219,493 219,493 $ $ 219,493 219,493 $ $ 233,171 233,171 $ $ 175,263 175,263 $ $ (44,230) (44,230) -20.2% -20.2% $ $ 153,161 153,161 NA $ $ 219,493 219,493 NA $ $ 219,493 219,493 2.00 $ $ 170,715 170,715 NA $ $ 174,393 174,393 2.80 $ $ 45,100 45,100 0.80 20.5% 20.5% 40.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels are increased. Total budgeted expenditures are decreased by $45,100 (20.5%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Cancer Prevention & Treatment Program The purpose of the Cancer Prevention & Treatment program is to provide education, screening, diagnosis and treatment of cancer to Maricopa County residents so that they can avoid or be successfully treated for cancer. Program Results Percent of clients returning for annual re-screening for breast and cervical cancer FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 55.0% 52.0% 52.0% 60.0% 60.0% 8.0% Activities that comprise this program include: • Well Woman Healthcheck 709 % 15.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Well Woman Healthcheck Activity The purpose of the Well Woman Healthcheck activity is to provide breast and cervical cancer education, early screening, diagnosis and treatment to targeted groups of women so that they can avoid or be treated for breast and cervical cancer earlier. Mandates: This is a non-mandated activity. Performance Analysis: Results Percent of clients returning for annual re-screening for breast and cervical cancer Demand Anticipated number of women to be served Output Number of women served Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 55.0% FY 2006-07 REVISED 52.0% ADOPTED 52.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 60.0% 8.0% PROJ ACT 52.0% % 15.4% NA 1,100 1,100 1,540 1,675 575 52.3% NA 1,100 1,100 1,540 1,675 575 52.3% NA NA $ 100.0% 482.53 $ 100.0% 482.53 $ 100.0% 372.36 $ 100.0% 325.86 $ 0.0% 156.67 0.0% 32.5% $ $ 503,122 503,122 $ $ 530,787 530,787 $ $ 530,787 530,787 $ $ 523,981 523,981 $ $ 547,060 547,060 $ $ 16,273 16,273 3.1% 3.1% $ $ 535,070 535,070 NA $ $ 530,787 530,787 NA $ $ 530,787 530,787 4.00 $ $ 573,436 573,436 NA $ $ 545,816 545,816 4.00 $ $ (15,029) (15,029) - -2.8% -2.8% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $15,029 (2.8%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Clinic Support Services Program The purpose of the Clinic Support Services program is to provide professional and cost-effective ancillary health services to healthcare providers and patients so that they can better manage patient care and treatment. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) NA NA NA NA 85% % Percent of cost savings on lab tests Percent of registration error rate Percent of savings over wholesale price: Rifampin 300 mg NA NA NA NA 15.0% 63.0% 66.0% 66.0% 66.0% 67.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Medical Records • Public Health Laboratory 710 • Public Health Pharmacy 1.0% 1.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Medical Records Activity The purpose of the Medical Records activity is to provide documentation of patient care and treatment to healthcare providers, patients, and other stakeholders so that they can comply with legal mandates and properly manage patient care and treatment. Performance Analysis: Results Percent files located and delivered on time Demand Number of records required to be processed Output Number of records processed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA 15,000 NA NA NA NA 15,000 NA NA NA NA NA NA NA NA - $ $ NA - $ $ NA - $ $ NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 15.0% $ - $ $ NA % 100.0% 17.93 268,962 268,962 6.00 $ $ (268,962) (268,962) This is a new activity established for FY 2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. Public Health Laboratory Activity The purpose of the Public Health Laboratory activity is to provide accurate and timely lab results to MCDPH healthcare providers so that they can properly diagnose patient health conditions in a cost effective manner. Performance Analysis: Results Accuracy score on proficiency testing program Results cost savings on lab tests (compared to private lab) Demand Number of lab tests requested Output Number of lab results reported Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 99.0% NA $ $ $ $ FY 2006-07 REVISED 99.0% ADOPTED 99.0% NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 99.0% 0.0% PROJ ACT 99.0% NA NA % 0.0% 85.0% 134,346 155,000 155,000 150,000 160,000 5,000 3.2% 134,346 155,000 155,000 150,000 160,000 5,000 3.2% 100.0% 2.93 $ 387,287 6,706 393,993 NA $ $ $ 100.0% 3.56 $ 552,099 552,099 NA $ $ $ 100.0% 3.64 $ 564,439 564,439 7.25 $ $ $ 100.0% 3.41 $ 511,023 511,023 NA $ $ $ 100.0% 3.23 $ 517,496 517,496 7.25 $ $ $ 0.0% 0.41 46,943 46,943 - 0.0% 11.2% 8.3% 8.3% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are decreased 711 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health by $46,943 (8.3%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Public Health Pharmacy Activity The purpose of the Public Health Pharmacy activity is to provide discounted medications to MCDPH clients so that they can reduce their expenses related to treating their health conditions. Performance Analysis: Results Percent savings over wholesale price: Rifampin 300 mg Results Percent savings over wholesale price: PZA 500 mg Results Percent savings over wholesale price: Myambutol 400 mg Results Percentsavings over wholesale price: Isoniazid 300 mg Demand Number of prescriptions requested Output Number of prescriptions filled Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 63.0% 55.0% $ $ $ $ $ FY 2006-07 REVISED 66.0% ADOPTED 66.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 67.0% 1.0% PROJ ACT 66.0% NA NA 55.0% NA NA NA NA 54.0% NA NA NA NA 73.0% % 1.5% 66.0% 52,861 58,500 58,500 18,000 18,000 (40,500) -69.2% 52,820 58,000 58,000 18,000 18,000 (40,000) -69.0% 99.9% 119.24 $ 99.1% 133.77 $ 99.1% 123.44 $ 100.0% 227.14 $ 100.0% 18.87 $ 0.9% 104.57 0.9% 84.7% 1,366,470 4,955,607 6,322,077 $ 125,159 313,435 5,859,700 6,298,294 NA $ $ $ 17,766 7,283,535 7,301,301 $ 459,868 15,331 7,283,535 7,758,734 NA $ $ $ 17,766 6,744,994 6,762,760 $ 399,101 15,331 6,744,994 7,159,426 5.75 $ $ $ 23,724 3,654,044 3,677,768 416,676 11,669 3,660,238 4,088,582 NA $ $ $ 20,000 20,000 321,692 18,004 339,696 3.60 $ $ $ 2,234 12.6% (6,744,994) -100.0% (6,742,760) -99.7% 77,409 19.4% (2,673) -17.4% 6,744,994 100.0% 6,819,730 95.3% (2.15) -37.4% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are decreased by $6,819,730 (95.3%) from the FY 2006-07, reflecting decreased volume of output, and lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Epidemiology and General Disease Surveillance Program The purpose of the Epidemiology and General Disease Surveillance program is to provide timely data and reporting to County residents and interested stakeholders so that they can halt the spread of disease and increase the overall health of Maricopa County residents. 712 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Program Results Percent of data requests filled Percent of general health surveillance reports investigated FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 100.0% 95.0% 95.0% 95.0% 95.0% 0.0% 15.0% 20.0% 20.0% 20.0% 21.0% 1.0% % 0.0% 5.0% Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. ARS §36-621 mandates that a person who is aware of a contagious disease must report the disease and pertinent information to the nearest board of health. AZ Admin Code R9-6-202 mandates communicable disease reporting requirements for health care providers and correctional health care facilities. AZ Admin Code R9-6-302 mandates that Public Health review each report of communicable diseases submitted to the department, confirm each diagnosis, conduct investigations, facilitate contact with concerned individuals, determine communicable trends, implement necessary control measures and ensure necessary surveillance by the department and health care providers. Activities that comprise this program include: • Epidemiological Reporting • Single Case Investigations and Interventions Epidemiological Reporting Activity The purpose of the Epidemiological Reporting activity is to provide data and information to interested stakeholders and the general public regarding disease trends in Maricopa County so that they can halt the spread of disease in the community. Performance Analysis: Results Percent of required reports that were produced Results Percent of disease reports completed within the appropriate time frame Demand Number of reports anticipated Output number of reports Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 60.0% NA 147 147 610 628 481 327.2% NA 147 147 610 628 481 327.2% NA NA $ 100.0% 8,994.40 $ 100.0% 9,059.12 $ 100.0% 2,068.64 $ 100.0% 1,463.60 $ $ $ 28,019 28,019 $ $ - $ $ - $ $ - $ $ - $ $ $ 625,464 198,408 39,871 863,742 NA $ 980,307 341,870 1,322,177 NA $ 998,661 333,029 1,331,690 14.00 $ 1,001,142 260,728 1,261,870 NA $ 825,357 93,782 919,139 10.00 $ $ % $ 713 $ $ $ $ 0.0% 7,595.52 0.0% 83.8% 173,304 239,247 412,551 (4.00) 17.4% 71.8% 31.0% -28.6% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are decreased by $412,551 (31.0%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Single Case Investigations and Interventions Activity The purpose of the Single Case Investigations and Interventions activity is to collect, analyze and disseminate information in a timely manner for the community and interested stakeholders so that they can intervene & prevent disease spread in the community. Performance Analysis: Results Percent of communicable disease cases investigated within the appropriate time frame Results Perent of those requiring intervention receiving intervention within the appropriate time frame Demand Number of cases required to be investigated Output Number of cases investigated according to guidelines Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Public Health Fees Totals $ Staffing (FTEs) FY 2005-06 ACTUAL NA FY 2006-07 REVISED 35.0% ADOPTED 35.0% NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 25.0% -10.0% PROJ ACT NA NA NA % -28.6% 50.0% 30,380 13,000 13,000 31,291 32,230 19,230 147.9% 30,380 3,600 3,600 31,291 32,230 28,630 795.3% 100.0% 10.13 $ 27.7% 91.35 $ 100.0% 9.73 $ 100.0% 32.69 $ 307,629 307,629 NA $ $ 328,849 328,849 NA $ $ 27.7% 108.32 $ 389,950 389,950 4.00 $ $ 304,448 304,448 NA $ $ 959,987 93,482 1,053,469 8.00 $ $ 72.3% 261.1% 75.63 69.8% (570,037) -146.2% (93,482) (663,519) -170.2% 4.00 100.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are increased by $663,519 (170.2%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Public Health Emergency Management Program The purpose of the Public Health Emergency Management program is to provide preparedness and response planning and training to community partners, volunteers, MCDPH staff, and the community as a whole so that they can be prepared in the event of a public health emergency. 714 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) Percent of MCDPH employees to be 90.0% 90.0% 90.0% 90.0% 99.0% 9.0% trained to respond to a public health disaster or emergency within Maricopa County who attended formal training % 10.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Emergency Response Planning • Emergency Response Training Emergency Response Planning Activity The purpose of the Emergency Response Planning activity is to provide plans, alert systems and communications to all Maricopa County residents so that they can be prepared in the event of a public health emergency. Performance Analysis: Results Percent of percent of MOUs executed and current Demand Anticipated number MOUs/IGAs to be developed or retained Output Number of MOUs/IGAs developed or retained Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% NA NA NA NA 36 NA NA NA NA 36 NA NA NA NA NA NA NA NA $ 100.0% 40,997.72 $ $ - $ $ - $ $ - $ $ - $ $ 1,479,027 1,479,027 $ $ 1,479,027 1,479,027 $ $ - $ $ - $ $ - $ $ - $ $ 1,475,918 1,475,918 10.00 $ $ (1,475,918) (1,475,918) NA NA NA NA % This is a new activity established for FY 2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Emergency Response Training Activity The purpose of the Emergency Response Training activity is to provide on-line and in-person training to community partners, volunteers, and MCDPH staff so that they can understand their roles and responsibilities in public health emergencies. 715 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency Results Percent of exercise evaluations rated as good or excellent Demand Number of people requiring training Output Number of people trained Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 10.0% PROJ ACT NA NA NA % 11.1% 90.0% 1,751 14 14 500 1,205 1,191 8507.1% 1,751 14 14 500 1,205 1,191 8507.1% 100.0% 822.26 $ $ FY 2006-07 REVISED 90.0% ADOPTED 90.0% 100.0% 183,698.93 $ 100.0% 183,698.93 $ 100.0% 7,342.81 $ 100.0% 1,224.83 $ 0.0% 182,474.10 0.0% 99.3% $ $ 2,423,772 2,423,772 $ $ 2,571,785 2,571,785 $ $ 2,571,785 2,571,785 $ $ 2,586,156 2,586,156 $ $ 1,479,027 1,479,027 $ $ (1,092,758) (1,092,758) -42.5% -42.5% $ $ 1,439,780 1,439,780 NA $ $ 2,571,785 2,571,785 NA $ $ 2,571,785 2,571,785 17.00 $ $ 3,671,404 3,671,404 NA $ $ 1,475,917 1,475,917 10.00 $ $ 1,095,868 1,095,868 (7.00) 42.6% 42.6% -41.2% This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. The historical performance measures and amounts refer to a single activity that has been split into two new Emergency Response activities in FY 2007-08; therefore, can not be used for comparative analysis. Family Health Program The purpose of the Family Health program is to provide assessment and services to families and community organizations so that they can reduce health disparities among women and children. Program Results Percent of Coalition members who report that there is progress towards implementation of plan goals. Percent of pregnancy clients who, at delivery, had received 6 or more prenatal care visits FY 2005-06 FY 2006-07 FY 2007-08 Variance ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) ACTUAL 91.0% 70.0% 70.0% 70.0% 70.0% 0.0% 84.0% 80.0% 80.0% 85.0% 85.0% 5.0% % 0.0% 6.2% Mandates: This is a non-mandated program. Activities that comprise this program include: • Family Health Partnerships • Pregnancy Connection Family Health Partnerships Activity The purpose of the Family Health Partnerships activity is to provide technical assistance to local programs so that they can expand their capacities to improve maternal/child health outcomes. 716 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of coalition members who report that there is progress towards implementation of plan to improve maternal-child health outcomes Demand Anticipated number of partnerships to be developed or retained Output Number of partnerships developed or retained Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 91.0% % 0.0% 350 350 7 7 (343) -98.0% 7 350 350 7 7 (343) -98.0% 100.0% 94,508.38 $ $ $ (5,244) $ (5,244) $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 70.0% 0.0% PROJ ACT 70.0% 7 $ $ FY 2006-07 REVISED 70.0% ADOPTED 70.0% 625,120 36,439 661,559 NA $ $ 100.0% 2,106.96 $ 100.0% 2,313.75 $ 100.0% 98,813.75 $ 100.0% 115,454.57 $ 0.0% 0.0% (113,140.82) -4889.9% 19,195 19,195 $ $ 99,750 99,750 $ $ 18,874 18,874 $ $ 128,498 128,498 $ $ 28,748 28,748 28.8% 28.8% 718,240 19,195 737,435 NA $ 710,063 99,750 809,813 9.35 $ 658,372 33,324 691,696 NA $ 679,995 128,187 808,182 9.35 $ 30,068 (28,437) 1,631 - 4.2% -28.5% 0.2% 0.0% $ $ $ $ FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels remained the same. Total budgeted expenditures are increased by $1,631 (0.2%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Pregnancy Connection Activity The purpose of the Pregnancy Connection activity is to provide intervention and prevention services to uninsured pregnant adolescents/women so that they can access early prenatal care and prevent premature births and low birth weights. 717 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of pregnancy clients who, at delivery, had received 6 or more prenatal care visits Results Percent of clients who deliver full term (>/= 36 weeks) babies Results Percent of client babies who weigh >/= 2500g (5lb8oz) at birth Demand Anticipated number clients to be educated Output Number of clients educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 84.0% FY 2006-07 REVISED 75.0% ADOPTED 75.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 85.0% 10.0% PROJ ACT 80.0% NA NA NA NA 70.0% NA NA NA NA 70.0% % 13.3% 520 1,850 1,850 400 440 (1,410) -76.2% 520 1,850 1,850 400 440 (1,410) -76.2% $ 100.0% 1,380.47 $ 100.0% 393.16 $ 100.0% 349.62 $ 100.0% 1,710.26 $ 100.0% 745.23 $ 0.0% 0.0% (395.61) -113.2% $ $ 740,656 740,656 $ $ 727,348 727,348 $ $ 646,793 646,793 $ $ 560,561 560,561 $ $ 329,456 329,456 $ $ (317,337) (317,337) -49.1% -49.1% $ $ 717,847 717,847 NA $ $ 727,348 727,348 NA $ $ 646,793 646,793 11.50 $ $ 684,103 684,103 NA $ $ 327,901 327,901 5.00 $ $ 318,892 318,892 (6.50) 49.3% 49.3% -56.5% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are decreased by $318,892 (49.3%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Family Planning Program The purpose of the Family Planning program is to provide affordable well-woman health examinations and family planning services to uninsured women so that they can plan their pregnancies and remain healthy through pregnancy. Program Results Percent of women with abnormal cancer screening (Pap test) findings referred for colposcopy FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 54.0% 55.0% 55.0% 55.0% 55.0% 0.0% % 0.0% Activities that comprise this program include: • Family Planning Family Planning Activity The purpose of the Family Planning activity is to provide affordable well-woman health examinations and family planning services to uninsured women so that they can plan their pregnancies and remain healthy through pregnancy. Mandates: This is a non-mandated activity. 718 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of women with abnormal cancer screening (Pap test) findings referred for colposcopy Results Percent of clients who avoid unplanned pregnancies Demand Anticipated number of client encounters Output Number of client encounters Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 54.0% NA $ $ $ $ $ $ $ FY 2006-07 REVISED 50.0% ADOPTED 50.0% NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 55.0% 5.0% PROJ ACT 55.0% NA NA % 10.0% 50.0% 6,181 5,000 5,000 6,316 6,995 1,995 39.9% 6,181 5,000 5,000 6,316 6,995 1,995 39.9% 0.0% 36.07 0.0% 33.2% 100.0% 86.90 $ 64,992 441,931 506,923 100.0% 104.26 $ 100.0% 108.56 $ 100.0% 94.08 $ $ $ $ 75,567 456,107 531,674 $ $ $ 75,567 228,054 303,621 $ $ $ 70,251 429,267 499,518 (1,744) $ 44,510 494,354 $ 537,120 $ NA 65,211 456,107 521,318 NA $ 249,536 65,211 228,054 542,801 5.45 $ 106,405 487,806 594,211 NA $ $ $ $ $ $ $ $ $ 100.0% 72.49 $ 65,000 65,000 445,612 61,446 507,058 5.45 $ $ $ $ $ (10,567) -14.0% (228,054) -100.0% (238,621) -78.6% (196,076) -78.6% 3,765 5.8% 228,054 100.0% 35,743 6.6% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remained the same. Total budgeted expenditures are decreased by $35,743 (6.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Healthcare for Homeless Program The purpose of the Healthcare for Homeless program is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so that they can achieve an optimal level of health. Program Results Percent of homeless in Maricopa County seen at least once in the clinic FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 36.0% 52.0% 52.0% 45.0% 45.0% -7.0% % -13.5% Activities that comprise this program include: • Healthcare for the Homeless Healthcare for the Homeless Activity The purpose of the Healthcare for the Homeless activity is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so that they can achieve an optimal level of health. Mandates: This is a non-mandated activity. 719 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of homeless in Maricopa County seen at least once in the clinic Demand Number of client encounters anticipated Output Number of client encounters Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 36.0% $ FY 2006-07 REVISED 51.0% ADOPTED 51.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 45.0% -6.0% PROJ ACT 45.0% % -11.8% 24,751 33,000 33,000 25,989 27,288 (5,712) -17.3% 24,751 33,000 33,000 25,989 27,288 (5,712) -17.3% 100.0% 92.86 $ 100.0% 63.75 $ 100.0% 63.75 $ 100.0% 80.81 $ 100.0% 78.37 $ 0.0% (14.62) 0.0% -22.9% $ $ 2,450,265 2,450,265 $ $ 2,103,818 2,103,818 $ $ 2,103,818 2,103,818 $ $ 2,059,458 2,059,458 $ $ 2,146,854 2,146,854 $ $ 43,036 43,036 2.0% 2.0% $ 4,788 2,293,539 2,298,328 NA $ 2,103,818 2,103,818 NA $ 2,103,818 2,103,818 27.10 $ 2,100,179 2,100,179 NA $ 2,138,550 2,138,550 26.70 $ (34,732) (34,732) (0.40) -1.7% -1.7% -1.5% $ $ $ $ $ $ FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are increased by $34,732 (1.7%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Promoting Healthy Lifestyles Program The purpose of the Promoting Healthy Lifestyles program is to provide education on nutrition and physical activity to children and adults so that they can incorporate physical activity and healthy eating habits into their daily lives to prevent obesity and other nutrition-related disorders. Program Results Percent of students educated who incorporate physical activity into their daily lives as evidenced by their achievement of the President's Physical Activity Award Percent increase on post-survey vs. pre-survey: Indication that student consumes more calcium foods and drinks Percent of clients redeeming nutritional food drafts Percent of women participating who increase their number of steps by 2,000 per day FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 21.0% 10.0% 10.0% 20.0% 20.0% 10.0% 100.0% 37.4% 40.0% 40.0% 40.0% 40.0% NA NA NA NA 84.0% 58.0% 50.0% 50.0% 55.0% 60.0% Mandates: This is a non-mandated program. 720 0.0% 0.0% 10.0% 20.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Activities that comprise this program include: • Promoting Lifetime Activity for Youth (PLAY) • School-Based Nutrition Education • • Women, Infants & Children Women Together for Health Promoting Lifetime Activity for Youth Activity The purpose of the Promoting Lifetime Activity for Youth activity is to provide education and motivation to students in grades four through eight so that they can incorporate physical activity into their daily lives to prevent obesity. Performance Analysis: FY 2005-06 ACTUAL 21.0% Results Percent of students educated who receive the President's Physical Activity Award Demand Anticipated number students to be educated Output Number of students educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) $ FY 2006-07 REVISED 10.0% ADOPTED 10.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 20.0% 10.0% 100.0% PROJ ACT 10.0% 3,240 3,500 3,500 3,500 4,000 500 14.3% 3,240 3,500 3,500 3,500 4,000 500 14.3% 0.0% 6.29 0.0% 14.8% 100.0% 41.39 $ 100.0% 34.81 $ 100.0% 42.50 $ 100.0% 32.85 $ 100.0% 36.21 $ $ $ 125,283 125,283 $ $ 121,818 121,818 $ $ 148,757 148,757 $ $ 94,148 94,148 $ $ 145,455 145,455 $ $ (3,302) (3,302) -2.2% -2.2% $ $ 134,088 134,088 NA $ $ 121,818 121,818 NA $ $ 148,757 148,757 2.00 $ $ 114,959 114,959 NA $ $ 144,833 144,833 2.00 $ $ 3,924 3,924 - 2.6% 2.6% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remained the same. Total budgeted expenditures are decreased by $3,924 (2.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. School-Based Nutrition Education Activity The purpose of the School-Based Nutrition Education activity is to provide nutrition education to school children so that they can incorporate healthy eating habits into their daily lives to prevent obesity. 721 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: FY 2005-06 ACTUAL NA Results Increase (percent) on post-survey vs. pre-survey: Identification of five or more as the correct number of fruits/vegetables to eat each day Results Increase on post-survey vs. presurvey: Can identify which foods contain fiber Results Increase on post-survey vs. presurvey: Can identify which foods contain vitamins A and C Results Percentage increase on postsurvey vs. pre-survey: Correct identification of what constitutes a serving size Demand Anticipated number students to be educated Output Number of students educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED 40.0% ADOPTED 40.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 15.0% -25.0% PROJ ACT NA NA NA NA NA 45.0% NA NA NA NA 40.0% NA NA NA NA 40.0% % -62.5% 4,978 80 80 5,500 6,000 5,920 7400.0% 4,978 80 80 5,500 6,000 5,920 7400.0% 100.0% 114.05 $ 10,392 143,900 154,292 $ 284,047 9,573 274,134 567,754 NA $ $ $ 100.0% 9,233.14 $ 100.0% 9,021.43 $ 9,400 376,172 385,572 $ 9,400 376,172 385,572 $ 354,367 8,112 376,172 738,651 NA $ 337,430 8,112 376,172 721,714 10.00 $ $ $ $ $ 100.0% 118.73 $ 12,022 192,180 204,202 331,966 8,440 312,624 653,029 NA $ $ $ 100.0% 117.83 $ 10,184 340,149 350,333 358,888 9,676 338,439 707,003 10.50 $ $ $ 0.0% 8,903.59 0.0% 98.7% 784 (36,023) (35,239) 8.3% -9.6% -9.1% (21,458) (1,564) 37,733 14,711 0.50 -6.4% -19.3% 10.0% 2.0% 5.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are decreased by $14,711 (2.0%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Women, Infants & Children Activity The purpose of the Women, Infants & Children activity is to provide supplemental food and nutrition education for pregnant, breastfeeding, postpartum women, infants and children (up to age five) so that they can adopt lifetime nutrition habits for better nutritional/health status. 722 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Number of clients redeeming nutritional food drafts Demand Number of client encounters anticipated Output Number of client encounters Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 84.0% PROJ ACT NA % 994,050 1,038,000 1,038,000 999,200 1,020,000 (18,000) -1.7% 994,050 1,038,000 1,038,000 999,200 1,020,000 (18,000) -1.7% 0.0% (0.17) 0.0% -2.4% 100.0% 6.93 $ 100.0% 7.12 $ 100.0% 7.19 $ 100.0% 7.57 $ 100.0% 7.36 $ $ $ 6,146,292 6,146,292 $ $ 7,395,645 7,395,645 $ $ 7,458,563 7,458,563 $ $ 5,915,856 5,915,856 $ $ 7,444,180 7,444,180 $ $ (14,383) (14,383) -0.2% -0.2% $ $ 6,889,229 6,889,229 NA $ $ 7,395,645 7,395,645 NA $ $ 7,458,563 7,458,563 159.05 $ $ 7,567,191 7,567,191 NA $ $ 7,502,959 7,502,959 159.30 $ $ (44,396) (44,396) 0.25 -0.6% -0.6% 0.2% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are increased by $44,396 (0.6%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Women Together for Health Activity The purpose of the Women Together for Health activity is to provide education, motivation and support to women of childbearing age so that they can incorporate healthier eating habits and increased physical activity into their daily lives. Performance Analysis: FY 2005-06 ACTUAL NA Results healthier eating habits and an increase in their daily physical activity Results Demand Anticipated number women to be educated Output Number of women attending each educational session Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) NA $ FY 2006-07 REVISED 50.0% ADOPTED 50.0% NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 60.0% 10.0% PROJ ACT NA NA NA % 20.0% 75.0% 4,128 5,000 5,000 2,500 2,500 (2,500) -50.0% 4,128 5,000 5,000 2,500 2,500 (2,500) -50.0% 0.0% (57.50) 0.0% -65.5% 100.0% 98.69 $ 100.0% 76.11 $ 100.0% 87.82 $ 100.0% 158.37 $ 100.0% 145.33 $ $ $ 666,027 666,027 $ $ 380,548 380,548 $ $ 439,117 439,117 $ $ 389,197 389,197 $ $ 364,558 364,558 $ $ (74,559) (74,559) -17.0% -17.0% $ $ 407,380 407,380 NA $ $ 380,548 380,548 NA $ $ 439,117 439,117 5.00 $ $ 395,927 395,927 NA $ $ 363,314 363,314 4.00 $ $ 75,803 75,803 (1.00) 17.3% 17.3% -20.0% 723 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels were decreased. Total budgeted expenditures are decreased by $75,803 (17.3%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Healthy Start Program The purpose of the Healthy Start program is to provide case management, health education and referrals to pregnant, postpartum and interconceptional women and infants in a South Phoenix target area so that they can improve their overall health and wellness. Program Results This is a new program created after restructuring of the Department activities and programs. Mandates: This is a non-mandated program. Activities that comprise this program include: • Case Management • Health Education • Screening and Referrals Case Management Activity The purpose of the Case Management activity is to provide case management services to pregnant and parenting families so that they can raise healthy infants who live beyond their first year of life. Performance Analysis: Results Infant mortality rate in South Phoenix Demand Number of participants expected to enroll Output Number of participants enrolled Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 1.0% NA NA NA NA 259 NA NA NA NA 259 NA NA NA NA NA NA NA NA $ 100.0% 698.10 $ $ - $ $ - $ $ - $ $ - $ $ 181,819 181,819 $ $ 181,819 181,819 $ $ - $ $ - $ $ - $ $ - $ $ 180,808 180,808 3.25 $ $ (180,808) (180,808) NA NA NA NA % This is a new activity established for FY2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Health Education Activity The purpose of the Health Education activity is to provide educational sessions to families so that they can adopt healthy behaviors. 724 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of clients demonstrating application of knowledge of healthy behaviors Demand Anticipated number of participants to be educated Output Number of participants educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% NA NA NA NA 14,227 NA NA NA NA 14,227 NA NA NA NA NA NA NA NA $ 100.0% 6.35 $ $ - $ $ - $ $ - $ $ - $ $ 90,909 90,909 $ $ 90,909 90,909 $ $ - $ $ - $ $ - $ $ - $ $ 90,403 90,403 1.63 $ $ (90,403) (90,403) NA NA NA NA % This is a new activity established for FY2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Screening and Referrals Activity The purpose of the Screening and Referrals activity is to provide referrals to pregnant and parenting families so that they can obtain appropriate services needed to achieve and maintain health and wellness. Performance Analysis: Results Percent following through on referrals Demand Anticipated number of participants to be screened Output Number of participants screened Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 65.0% NA NA NA NA 578 NA NA NA NA 578 NA NA NA NA $ 100.0% 156.41 $ $ - $ $ - $ $ - $ $ - $ $ 90,909 90,909 $ $ 90,909 90,909 $ $ - $ $ - $ $ - $ $ - $ $ 90,403 90,403 1.63 $ $ (90,403) (90,403) 1.63 NA NA - NA % This is a new activity established for FY2007-08, and does not have any performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Infectious Disease Control Program The purpose of the Infectious Disease Control program is to provide treatment and education to clients with identified communicable diseases so that they can avoid spreading them to uninfected individuals. 725 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Program Results Clinic appointment show rate for clients seen in Hansen's Clinic Percent of refugees identified with TB infection who receive preventive therapy Percent of refugees identified with treatable parasites placed on treatment FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 77.0% 70.0% 70.0% 70.0% 70.0% 0.0% % 0.0% 88.0% 90.0% 90.0% 95.0% 100.0% 10.0% 11.1% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Con-Tents • Hansen’s Disease Treatment • Health Exam & Treatment for Refugees Con-Tents Activity The purpose of the Con-Tents activity is to provide assessment of the health of individuals facing incarceration for non-violent offenses to determine their suitability for outdoor incarcerated work release programs. Performance Analysis: Results Number of inmates deemed suitable for work release Demand Number of inmates requiring screening Output Number of inmates screened Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Totals Expenditures by Fund Public Health Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 0.0% PROJ ACT NA % 799 700 700 700 - (700) -100.0% 584 525 525 575 - (525) -100.0% 73.1% 30.73 $ 75.0% 36.98 $ 75.0% 36.98 $ 82.1% 18.35 $ - $ $ $ 20,472 20,472 $ $ 22,500 22,500 $ $ 22,500 22,500 $ $ 23,743 23,743 $ $ - $ $ $ $ 17,946 17,946 NA $ $ 19,417 19,417 NA $ $ 19,417 19,417 NA $ $ 10,552 10,552 NA $ $ - $ $ 36.98 100.0% (22,500) -100.0% (22,500) -100.0% 19,417 19,417 100.0% 100.0% - Base Adjustment: This activity is deleted in FY 2007-08. Hansen’s Disease Treatment Activity The purpose of the Hansen’s Disease Treatment activity is to provide treatment to individuals suspected or confirmed with the disease so that they can be cured of it and thus avoid spreading it in the community. 726 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Incidence rate of Hansen's Disease in Maricopa County Demand Number of people requiring treatment Output Number of people treated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA FY 2006-07 REVISED 85.0% ADOPTED 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -85.0% -100.0% PROJ ACT NA 92 90 90 80 70 (20) -22.2% 92 90 90 80 70 (20) -22.2% $ 100.0% 283.34 $ 100.0% 333.33 $ 100.0% 333.33 $ 100.0% 412.01 $ 100.0% 423.37 $ 0.0% (90.04) 0.0% -27.0% $ $ 29,288 29,288 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 21,482 21,482 29,636 29,636 $ (364) (364) -1.2% -1.2% $ $ 26,067 26,067 NA $ $ 30,000 30,000 NA $ $ 30,000 30,000 NA $ $ 32,961 32,961 NA $ 364 364 1.2% 1.2% $ $ 29,636 29,636 NA FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Total budgeted expenditures are decreased by $364 (1.2%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Health Exam & Treatment for Refugees Activity The purpose of the Health Exam & Treatment for Refugees activity is to provide necessary communicable disease screening and treatment (if applicable) to newly-arrived refugees in Maricopa County so that they can be treated for communicable diseases, and thus avoid spreading them. 727 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of refugees identified with TB infection who receive preventive therapy Results Percent of refugees who receive Hepatitis B screening Results Percent of refugees identified with treatable parasites placed on treatment Results Percent receiving HIV screening Demand Number of refugees requiring screening and treatment Output Number of refugees screened Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 88.0% $ $ $ $ $ FY 2006-07 REVISED 97.0% ADOPTED 97.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 3.0% PROJ ACT 90.0% 98.0% NA NA 98.0% 98.0% 100.0% NA NA 100.0% 100.0% 95.0% NA NA 94.0% 95.0% % 3.1% 7,552 5,500 5,500 7,000 8,000 2,500 45.5% 7,552 5,500 5,500 7,000 8,000 2,500 45.5% 0.0% 54.40 0.0% 40.9% (20,350) (6,226) (26,576) -64.9% -1.2% -4.7% 77,612 16,603 8,403 102,618 (1.75) 46.2% 61.4% 1.6% 14.0% -17.9% 100.0% 67.28 $ 21,658 443,858 465,515 $ 80,744 29,182 398,191 508,116 NA $ $ $ 100.0% 143.80 $ 31,350 536,747 568,097 $ 227,117 27,054 536,747 790,918 NA $ $ $ 100.0% 133.02 $ 31,350 536,747 568,097 $ 167,819 27,054 536,747 731,620 9.75 $ $ $ 100.0% 103.57 $ 17,460 382,438 399,898 $ 172,914 21,125 530,978 725,017 NA $ $ $ 100.0% 78.63 $ 11,000 530,521 541,521 $ 90,207 10,451 528,344 629,002 8.00 $ $ $ FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are decreased by $102,618 (14.0%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Immunization Services Program The purpose of the Immunization Services program is to provide immunizations to eligible children and adults, and education to immunization providers, so that they can avoid the contracting and spreading of vaccine-preventable diseases among themselves or their clients. Program Results Percent of children 0-2 years old receiving full complement of immunizations Percent improvement in scores on immunization knowledge (as measured in pre/post tests) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 57.0% 55.0% 55.0% 55.0% 55.0% 0.0% 27.0% 25.0% 728 25.0% 25.0% 25.0% 0.0% % 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Activities that comprise this program include: • Adult Immunizations • Childhood Immunizations • Immunization Education Adult Immunizations Activity The purpose of the Adult Immunizations activity is to provide recommended or required immunizations to individuals planning to travel outside the United States or to meet immunization requirements in the United States so that they can avoid contracting a variety of diseases. Mandates: This is a non-mandated activity. Performance Analysis: Results Percent of clients choosing to receive all recommended shots for travel Demand Number of immunizations anticipated Output Number of immunizations provided Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Totals Expenditures by Fund Public Health Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 87.0% PROJ ACT NA % 5,686 4,200 4,200 6,254 6,844 2,644 63.0% 5,686 4,000 4,000 6,254 6,844 2,844 71.1% 95.2% 86.52 $ 95.2% 86.52 $ 4.8% 23.52 5.0% 27.2% 100.0% 68.56 $ 100.0% 60.35 $ 100.0% 63.00 $ $ $ 362,934 362,934 $ $ 401,042 401,042 $ $ 401,042 401,042 $ $ 364,443 364,443 $ $ 433,860 433,860 $ $ 32,818 32,818 $ $ 389,831 389,831 NA $ $ 346,084 346,084 NA $ $ 346,084 346,084 2.60 $ $ 377,426 377,426 NA $ $ 431,158 431,158 4.10 $ $ (85,074) (85,074) 1.50 8.2% 8.2% -24.6% -24.6% 57.7% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are increased by $85,074 (24.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. administrative market study. Provided additional funding for Childhood Immunizations Activity The purpose of the Childhood Immunizations activity is to provide immunizations to children 0 to 18 so that they can avoid contracting and spreading vaccine-preventable diseases. Mandates: ARS §36-671-674 outlines the tobacco tax account and specifies that a certain percentage of the revenues may be used by the state to contract with counties for the treatment of preventable diseases in children. AZ Admin Code R9-6-703 requires the county health department to immunize any child for the diseases listed and upon request of the parent or guardian. 729 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of children 0-2 years old receiving theri full complement of immunizations Demand Number of immunizations anticipated Output Number of immunizations provided Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 57.0% $ $ $ $ $ FY 2006-07 REVISED 50.0% ADOPTED 50.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 55.0% 5.0% PROJ ACT 55.0% % 0.1 208,493 35,000 35,000 225,000 225,000 190,000 542.9% 208,493 35,000 35,000 225,000 225,000 190,000 542.9% 100.0% 190.15 $ 100.0% 184.06 $ 100.0% 39.19 $ 240 7,458,473 7,458,713 $ 1,449,715 6,722,093 8,171,808 NA $ $ $ 5,000,721 5,000,721 $ 1,654,373 5,000,721 6,655,094 NA $ $ $ 5,000,721 5,000,721 $ 1,441,507 5,000,721 6,442,228 26.00 $ $ $ 100.0% 20.89 $ 3,063,736 3,063,736 $ 1,443,858 3,255,485 4,699,343 NA $ $ $ 100.0% 38.86 $ 7,606,582 7,606,582 $ 1,162,749 7,580,432 8,743,181 25.00 $ $ $ 0.0% 145.21 0.0% 78.9% 2,605,861 2,605,861 52.1% 52.1% 278,758 (2,579,711) (2,300,953) (1.00) 19.3% -51.6% -35.7% -3.8% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were reduced. Total budgeted expenditures are increased by $2,300,953 (35.7%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Immunizations Education Activity The purpose of the Immunizations Education activity is to provide classes to childhood immunization providers in the community so that they can properly administer immunizations and increase the immunization coverage rates for their clients. Mandates: ARS §36-673 mandates that the local health department provide all required immunizations for school children attending school, train school nurses upon request of schools to administer immunizations, and coordinate with schools to ensure compliance with required immunizations. Performance Analysis: Results Percent improvement in scores on immunization knowledge Demand Anticipated number of providers to be educated Output Number of classes Percent of Demand met Efficiency $ Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 57.0% ADOPTED NA FY 2006-07 REVISED NA 918 NA NA 650 650 918 NA NA 650 650 NA NA NA NA 100.0% - NA $ $ NA 730 $ $ $ NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 55.0% PROJ ACT 55.0% 100.0% - $ $ $ NA $ $ 100.0% 159.18 103,465 103,465 1.00 $ $ (103,465) (103,465) % Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health This activity was not budgeted in FY 2006-07 and does not have performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Oral Health Program The purpose of the Oral Health program is to provide data, education, preventive care, and treatment services to targeted children, adults and healthcare providers so that they can detect and reduce oral health disease. Program Results Amount of money saved by preventing tooth decay Percent of children with urgent oral health conditions (pain and/or infection) whose families are contacted and referred for dental appointments FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) $973,678 $930,000 $930,000 $930,000 $940,000 $10,000 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% % 1.1% 0.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Dental Sealants • Dental Surveillance Dental Sealants Activity The purpose of the Dental Sealants activity is to provide dental sealants to uninsured, AHCCCS- and KidsCare-eligible second and sixth grade students in Maricopa County so that they can avoid cavities and tooth decay. Performance Analysis: FY 2005-06 ACTUAL NA Results Demand Number of students expected to require sealants Output Number of students served Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 50.0% PROJ ACT NA % 6,330 7,200 7,200 5,800 6,000 (1,200) -16.7% 6,330 7,200 7,200 5,800 6,000 (1,200) -16.7% 0.0% (13.21) 0.0% -24.3% 100.0% 62.00 $ 100.0% 54.41 $ 100.0% 54.42 $ 100.0% 66.87 $ 100.0% 67.63 $ $ $ 352,967 352,967 $ $ 302,364 302,364 $ $ 302,364 302,364 $ $ 213,991 213,991 $ $ 315,436 315,436 $ $ 13,072 13,072 4.3% 4.3% $ 88,972 303,477 392,450 NA $ 89,419 302,364 391,783 NA $ 89,436 302,364 391,800 3.60 $ 113,110 274,707 387,818 NA $ 91,148 314,628 405,776 3.60 $ (1,712) (12,264) (13,976) - -1.9% -4.1% -3.6% 0.0% $ $ $ $ $ $ FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $13,976 (3.6%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. 731 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Base Adjustment: Right-sized Supplies and Services. Dental Surveillance Activity The purpose of the Dental Surveillance activity is to provide the collection of Oral Health Basic Screening Survey data to ADHS and other stakeholders, and to provide a determination of the need for dental sealant placement to parents of school children so that parents can obtain sealants for their children, and survey stakeholders may conduct planning activities aimed at reducing oral disease in the community. Performance Analysis: Results Percent of parents obtaining sealants for kids who need them Demand Anticipated number of students to be screened Output Number of students screened Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 34.0% PROJ ACT NA % 7,359 10,000 10,000 8,500 8,500 (1,500) -15.0% 7,359 10,000 10,000 8,500 8,500 (1,500) -15.0% 0.0% -27.5% $ 100.0% 5.81 $ 100.0% 3.40 $ 100.0% 3.40 $ 100.0% 3.46 $ 100.0% 4.33 $ 0.0% (0.93) $ $ 29,653 29,653 $ $ 34,000 34,000 $ $ 34,000 34,000 $ $ 16,998 16,998 $ $ 36,836 36,836 $ $ 2,836 2,836 8.3% 8.3% $ $ 42,772 42,772 NA $ $ 34,000 34,000 NA $ $ 34,000 34,000 NA $ $ 29,410 29,410 NA $ $ 36,836 36,836 - $ $ (2,836) (2,836) -8.3% -8.3% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Total budgeted expenditures are increased by $2,836 (8.3%) from the FY 2006-07, reflecting decreased volume of output offset by higher rate of expenditure per unit of output. Ryan White Title I Services Program The purpose of the Ryan White Title I Services program is to provide planning, procurement, execution and monitoring of medical, health and support service agreements to people living with HIV/AIDS so that they can improve their overall health. Program Results Percent of Executive Committee members who indicate they are satisfied with Planning Council Support's performance of administrative duties Percent HIV/AIDS client satisfaction with the Office of Oral Health FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 91.0% 91.0% Activities that comprise this program include: • Dental Insurance 732 91.0% • 85.0% 91.0% 0.0% Ryan White Planning Council Support % 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Dental Insurance Activity The purpose of the Dental Insurance activity is to provide review of applications and dental insurance enrollment services to people living with HIV/AIDS in Maricopa and Pinal Counties so that they can receive dental services when needed. Mandates: This is a non-mandated activity. Performance Analysis: Results Percent of Ryan White-eligible HIV/AIDS clients satisfied with dental services Demand Number of applications for Ryan White Title I Dental Insurance Output Number of applications reviewed for eligibility determination Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 91.0% FY 2006-07 REVISED 91.0% ADOPTED 91.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 80.0% -11.0% -0.1209 PROJ ACT 91.0% 1,779 1,200 1,200 1,450 1,600 400 33.3% 1,779 1,200 1,200 1,450 1,600 400 33.3% 0.0% 10.25 0.0% 24.4% $ 100.0% 26.45 $ 100.0% 42.05 $ 100.0% 42.05 $ 100.0% 31.88 $ 100.0% 31.79 $ $ $ (4,937) $ (4,937) $ 50,454 50,454 $ $ 50,454 50,454 $ $ 23,441 23,441 $ $ 51,147 51,147 $ $ 693 693 1.4% 1.4% 50,454 50,454 NA $ $ 50,454 50,454 0.90 $ $ 46,228 46,228 NA $ $ 50,867 50,867 0.90 $ $ (413) (413) - -0.8% -0.8% 0.0% $ $ 47,062 47,062 NA $ $ FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $413 (0.8%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Ryan White Planning Council Support Activity The purpose of the Ryan White Planning Council Support activity is to provide facilitated meetings to the members of the Ryan White Planning Council so that they can meet their legislatively mandated roles and responsibilities. Mandates: Administrative Mandate of the Ryan White Title I grant. 733 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Results of the Planning Council's evaluation of the Ryan White Title I staff administrative duties (performance) Demand Number of meetings scheduled Output Number of meetings held Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% 5.0% PROJ ACT 100.0% % 5.9% 114 90 90 90 96 6 6.7% 114 90 90 90 96 6 6.7% $ 100.0% 2,062.94 $ $ $ (21,520) $ (21,520) $ $ $ FY 2006-07 REVISED 85.0% ADOPTED 85.0% 235,175 235,175 NA $ $ 100.0% 2,430.91 $ 100.0% 2,430.91 $ 100.0% 2,224.58 $ 100.0% 2,038.38 $ 0.0% 392.54 0.0% 16.1% 218,782 218,782 $ $ 218,782 218,782 $ $ 101,494 101,494 $ $ 196,306 196,306 $ $ (22,476) (22,476) -10.3% -10.3% 218,782 218,782 NA $ $ 218,782 218,782 2.00 $ $ 200,212 200,212 NA $ $ 195,684 195,684 2.00 $ $ 23,098 23,098 - 10.6% 10.6% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are decreased by $23,098 (10.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Child Safety Program The purpose of the Child Safety program is to provide education, case management and support to families and professionals so that they can identify and mitigate child safety hazards. Program Results Car seats inspected and distributed Percent of babies referred from the Newborn Intensive Care Unit that receive a home visit Percent of children with urgent oral health conditions (pain and/or infection) whose families are contacted and referred for dental appointments Percent of clients that improve in post-intervention evaluations FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 2,099 1,800 1,800 1,800 1,800 0 % 0.0% 97.0% 80.0% 80.0% 80.0% 80.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 78.0% 75.0% 75.0% 90.0% 90.0% 15.0% 20.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Child Car Seat Safety Education and distribution • Lead Hazard Reduction • Newborn Intensive Care 734 • • Preventing Abuse & Neglect through Dental Awareness Parent Support Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Child Car Seat Safety Education and Distribution Activity The purpose of the Child Car Seat Safety Education and Distribution activity is to provide education on the proper installation and use of car seats, and car seats as needed, to families with young children so that they can protect their children from injury. Performance Analysis: Results Percent people satisfied with services Results Percent of people who indicate they always use a car seat to protect their child(ren) from injury Demand Anticipated number of people to be educated Output Number of people educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) $ FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% 80.0% 5,898 7,000 7,000 6,000 7,000 - 0.0% 5,898 7,000 7,000 6,000 7,000 - 0.0% 100.0% 31.63 $ 100.0% 30.29 $ 100.0% 23.10 $ 100.0% 30.87 $ 100.0% 23.59 $ $ $ - $ $ - $ $ - $ $ 698 698 $ $ - $ $ $ 186,556 186,556 NA $ 212,018 212,018 NA $ 161,677 161,677 2.00 $ 184,499 698 185,197 NA $ 165,155 165,155 2.00 $ $ % $ $ $ $ $ 0.0% (0.50) 0.0% -2.2% (3,478) (3,478) - -2.2% -2.2% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is same as the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $3,478 (2.2%) from the FY 2006-07, reflecting the same volume of output at higher rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Lead Hazard Reduction Activity The purpose of the Lead Hazard Reduction activity is to provide education to families residing in homes which test positive for lead hazards so that they can reduce or eliminate their children’s lead exposure. 735 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent participants with normal blood lead levels at completion of education Demand Anticipated number of families to be educated Output Number of families educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% PROJ ACT NA % 11 100 100 100 100 - 0.0% 11 100 100 100 100 - 0.0% 100.0% 399.81 $ 100.0% 705.92 $ 100.0% 579.98 $ 100.0% 748.29 $ 100.0% 3,889.85 $ 0.0% (42.37) 0.0% -6.0% $ $ 46,122 46,122 $ $ 39,981 39,981 $ $ 70,592 70,592 $ $ 36,327 36,327 $ $ 75,296 75,296 $ $ 4,704 4,704 6.7% 6.7% $ $ 42,788 42,788 NA $ $ 39,981 39,981 NA $ $ 70,592 70,592 1.50 $ $ 57,998 57,998 NA $ $ 74,829 74,829 1.50 $ $ (4,237) (4,237) - -6.0% -6.0% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is same as the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $4,237 (6.0%) from the FY 2006-07, reflecting the same volume of output at higher rate of expenditure per unit of output. Newborn Intensive Care Activity The purpose of the Newborn Intensive Care activity is to provide in-home nursing visits to families of babies who were critically ill at birth so that they can improve the physical, developmental, social and environmental status of their babies. Performance Analysis: Results Percent of families referred from NIC units receiving education to improve the health status of their infants Demand Number of home visits anticipated Output Number of home visits Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL 97.0% $ FY 2006-07 REVISED 80.0% ADOPTED 80.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 0.0% PROJ ACT 97.0% 0 2,589 1,000 1,000 2,200 3,500 2,500 250.0% 2,589 2,200 2,200 2,200 3,500 1,300 59.1% -120.0% 80.40 -54.5% 28.2% 239,799 239,799 50.1% 50.1% 100.0% 152.04 $ 220.0% 215.32 $ 220.0% 285.13 $ 100.0% 210.09 $ 100.0% 204.73 $ $ $ 310,707 310,707 $ $ 335,776 335,776 $ $ 479,083 479,083 $ $ 272,169 272,169 $ $ 718,882 718,882 $ $ $ 51,902 341,720 393,622 NA $ 137,918 335,776 473,694 NA $ 148,192 479,083 627,275 7.50 $ 98,071 364,119 462,190 NA $ 716,550 716,550 7.50 $ $ % $ $ $ $ $ 148,192 100.0% (237,467) -49.6% (89,275) -14.2% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are increased by $89,275 (14.2%) from the FY 2006-07, reflecting higher volume of output offset by lower rate of expenditure per unit of output. 736 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Preventing Abuse & Neglect through Dental Awareness Activity The purpose of the Preventing Abuse & Neglect through Dental Awareness activity is to provide awareness education to dental healthcare professionals so that they can recognize and report symptoms of child abuse in their patients. Performance Analysis: Results Percent of dental healthcare professionals indicating they will report suspected family violence Demand Anticipated number of dental healthcare professionals to be educated Output Number of dental healthcare professionals educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.0% NA NA NA NA 400 NA NA NA NA 400 NA NA NA NA NA NA NA NA $ 100.0% 74.09 $ $ - $ $ - $ $ - $ $ - $ $ 29,636 29,636 $ $ 29,636 29,636 $ $ - $ $ - $ $ - $ $ - $ $ 29,636 29,636 - $ $ (29,636) (29,636) NA NA NA NA % This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Parent Support Activity The purpose of the Parent Support activity is to provide parenting education and supportive services to parents so that they can avoid committing child abuse and other acts of domestic violence. Performance Analysis: FY 2005-06 ACTUAL 78.0% Results Percent of clients who improve their parenting skills as measured by post-intervention evaluations Demand Anticipated number of families to be educated Output Number of families educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) ADOPTED NA FY 2006-07 REVISED NA 243 NA NA 225 230 243 NA NA 225 230 NA NA NA NA $ 100.0% 184.14 $ $ 26,987 26,987 $ $ 42,490 42,490 $ $ $ $ 44,747 44,747 NA $ $ 42,490 42,490 NA $ $ 737 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% PROJ ACT 75.0% % $ 100.0% 193.55 $ 100.0% 199.52 42,490 42,490 $ $ 41,970 41,970 $ $ 46,201 46,201 $ $ 3,711 3,711 8.7% 8.7% 42,490 42,490 1.00 $ $ 43,549 43,549 NA $ $ 45,890 45,890 1.00 $ $ (3,400) (3,400) - -8.0% -8.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health FY 2007-08 budgeted expenditures meet projected demand. Demand and output data for FY 2006-07 revised budget are not available. Funded staffing levels remain the same. Total budgeted expenditures are increased by $3,400 (8.0%) from the FY 2006-07. Sexually Transmitted Disease (STD) Control Program The purpose of the Sexually Transmitted Disease (STD) Control program is to provide surveillance, investigation, testing and treatment for those exposed to STDs (other than HIV) so that they can be treated for disease if necessary, and avoid spreading it in the community. Program Results Percent of clients initiated for syphilis who are preventively treated or treated for infection within 7 days Percent of early syphilis clients interviewed by communicable disease investigators FY 2005-06 FY 2006-07 FY 2007-08 Variance ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) ACTUAL 86.0% 85.0% 85.0% 84.0% 82.0% -3.0% Rate per 100,000 of early syphilis cases in Maricopa County % -3.5% 93.0% 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% 8.2 8.0 8.0 8.8 9.0 1.0 12.5% Mandates: AZ Admin Code R9-6-312 requires that the local health agency treat anyone potentially exposed to Chlamydia for the disease. R9-6-330 requires that the local health agency treat anyone potentially exposed to gonorrhea for the disease. R9-6-368 requires that the local health agency treat anyone potentially exposed to syphilis for the disease. Activities that comprise this program include: • STD Examinations • STD Case Investigation • • STD Surveillance STD Treatment STD Examinations Activity The purpose of the STD Examinations activity is to provide timely testing, diagnosis and counseling to people who may have contracted an STD or are at risk of developing STD (other than HIV), so that infected persons can be disease free and avoid transmitting the disease to others. 738 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of clients receiving exams who test positive for a STD Demand Number of persons needing exams Output Number of persons receiving exams Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA 16,500 NA NA NA NA 16,500 NA NA NA NA NA NA NA NA $ $ $ $ - $ - $ $ $ NA - $ - $ $ $ NA - $ - $ $ $ NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 18.0% $ - $ - $ $ $ NA % 100.0% 66.69 62,047 247,247 309,294 $ 802,203 51,698 246,470 1,100,371 10.75 $ $ $ 62,047 247,247 309,294 (802,203) (51,698) (246,470) (1,100,371) This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. STD Case Investigation Activity The purpose of the STD Case Investigation activity is to locate and refer positive STD clients and contacts to a medical provider in a timely manner so that they can receive testing and treatment and limit spreading the disease to others. Performance Analysis: Results Percent of cases brought in for exam examined and treated within 7 days Demand Number of case investigations Output Number of case investigations closed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 70.0% NA NA NA NA 3,700 NA NA NA NA 3,700 NA NA NA NA NA NA NA NA $ 100.0% 155.51 $ $ - $ $ - $ $ - $ $ - $ $ 145,072 145,072 $ $ 145,072 145,072 $ - $ - $ - $ - $ 431,401 143,983 575,384 13.50 $ (431,401) (143,983) (575,384) $ NA $ NA 739 $ NA $ NA $ $ % Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. STD Surveillance Activity The purpose of the STD Surveillance activity is to review and submit to the State all positive STD reports in Maricopa County and refer all untreated clients for case investigation and medical treatment so that infected persons can be disease free and avoid transmitting the disease to others. Performance Analysis: Results Percent of reports reviewed within 24 hours Demand Number of positive STD case reports Output Number of positive STD case reports reviewed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA 16,400 NA NA NA NA 16,400 NA NA NA NA NA NA NA NA $ $ $ $ NA - $ - $ $ $ NA - $ - $ $ $ NA - $ - $ $ $ NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% $ - $ - $ $ $ % 100.0% 27.31 167,141 65,524 232,665 $ 209,284 173,618 65,057 447,959 10.25 $ $ $ 167,141 65,524 232,665 (209,284) (173,618) (65,057) (447,959) This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. STD Treatment Activity The purpose of the STD Treatment activity is to provide timely and effective treatment and counseling to persons tested positive for STD and persons exposed to confirmed STD cases so that they may be disease free and avoid transmitting the disease to others. 740 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent testing positive who are treated Demand Number of persons requiring treatment Output Number of persons treated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ $ $ $ $ FY 2006-07 REVISED NA ADOPTED NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 97.0% PROJ ACT NA % 6,813 15,750 15,750 10,221 11,857 (3,893) -24.7% 6,813 6,964 6,964 10,221 11,857 4,893 70.3% 100.0% 204.24 $ 100.0% 22.07 $ 100.0% 307.51 $ 187,362 512,581 699,943 $ 1,346,868 242,221 505,977 2,095,066 NA $ $ $ 44.2% 351.25 $ 225,000 566,891 791,891 $ 1,685,076 194,166 566,891 2,446,133 NA $ $ $ 44.2% 350.94 $ 225,000 566,891 791,891 $ 1,682,870 194,166 566,891 2,443,927 37.75 $ $ $ 233,521 427,116 660,637 $ 1,406,064 208,326 473,191 2,087,581 NA $ $ $ - $ 261,719 261,719 1.50 $ $ $ 55.8% 126.2% 328.86 93.7% (225,000) -100.0% (566,891) -100.0% (791,891) -100.0% 1,421,151 84.4% 194,166 100.0% 566,891 100.0% 2,182,208 89.3% (36.25) -96.0% This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. The historical performance measures and amounts refer to a single activity that has been split into various STD activities in FY 2007-08; therefore, can not be used for comparative analysis. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. 0.14 FTE Nurse Practitioner/Physician Assistant in Con-Tents activity is moved to this activity after the deletion of Con-Tents activity in FY 2007-08. Tuberculosis Control (TB) Program The purpose of the TB Control program is to provide identification, testing and treatment for those exposed to TB so that they can be treated for the disease if necessary, and avoid spreading it in the community. Program Results Percent of TB suspects/cases who receive intervention Percent of contacts placed on preventive therapy FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 72.0% 70.0% 70.0% 70.0% 75.0% 5.0% % 0.0% 7.1% Mandates: ARS §36-717 mandates that the local board of health provide for the care and control of tuberculosis in the county. ARS §36-718-738 mandates the procedures, authorities, and requirements for the local board of health in the care and control of tuberculosis in the county. AZ Admin Code R9-6373 outlines the requirements the county must follow for the control of tuberculosis cases. Activities that comprise this program include: • TB Investigations • TB Testing 741 • TB Treatment Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health TB Investigations Activity The purpose of the TB Investigations activity is to identify individuals with TB and their contacts and arrange TB testing and treatment, so that they can be free of TB and reduce the spread of TB in the community. Performance Analysis: Results Percent of identified individuals who are tested Demand Number of individuals identified or suspected Output Number of individuals evaluated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund General Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.3% NA NA NA NA 2,471 NA NA NA NA 2,471 NA NA NA NA NA NA NA NA $ 100.0% 394.60 $ $ - $ $ - $ $ - $ $ - $ $ 241,062 241,062 $ $ 241,062 241,062 $ - $ - $ - $ - $ 735,076 239,974 975,050 10.33 $ (735,076) (239,974) (975,050) $ NA $ NA $ NA $ NA $ % $ This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. TB Testing Activity The purpose of the TB Testing activity is to provide testing to individuals with potential TB and contacts who might have been exposed to someone with TB, so that they can be free of TB and reduce the spread of TB in the community. 742 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent testing positive who are treated Demand Number of TB tests indicated Output Number of TB tests performed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA NA NA 12,000 NA NA NA NA 12,000 NA NA NA NA NA NA NA NA $ $ $ $ - $ - $ $ $ NA - $ - $ $ $ NA - $ - $ $ $ NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% $ - $ - $ $ $ NA % 100.0% 58.18 60,800 100,604 161,404 $ 540,710 57,456 100,013 698,179 10.24 $ $ $ 60,800 100,604 161,404 (540,710) (57,456) (100,013) (698,179) This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. TB Treatment Activity The purpose of the TB Treatment activity is to provide treatment to individuals with latent and active TB, so that they can be free of TB and reduce the spread of TB in the community. Performance Analysis: Results Percent of diagnosed TB cases who complete treatment within 12 months Demand Number of TB cases identified for which treatment is indicated Output Number of TB cases identified that are treated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Public Health Grants Totals Expenditures by Fund General Public Health Fees Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 96.0% -4.0% PROJ ACT NA % -4.0% NA 24,000 24,000 NA 879 (23,121) -96.3% NA 24,000 24,000 NA 879 (23,121) -96.3% 100.0% 129.90 $ 100.0% 136.42 NA NA 100.0% 1,650.00 $ 0.0% (1,513.58) 0.0% -1109.5% 474,158 474,158 $ (60,800) (343,605) (404,405) -100.0% -42.0% -46.0% 978,554 471,794 1,450,348 18.93 $ 1,425,349 52,468 345,969 1,823,786 (24.32) 59.3% 100.0% 42.3% 55.7% -56.2% NA NA $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% $ 50,289 712,690 762,979 $ 1,426,810 47,995 554,750 2,029,555 NA $ $ $ 60,800 817,763 878,563 $ 2,247,403 52,468 817,763 3,117,634 NA $ $ $ 60,800 817,763 878,563 $ 2,403,903 52,468 817,763 3,274,134 43.25 $ $ $ $ 50,992 678,414 729,406 $ 2,010,696 46,581 745,844 2,803,121 NA $ $ $ $ $ This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. The historical performance measures and amounts refer to a single activity that has 743 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health been split into various TB activities in FY 2007-08; therefore, can not be used for comparative analysis. FY 2007-08 budgeted expenditures meet projected demand. Base Adjustment: Budget right-sizing was accomplished using historical spending patterns of activities that have been mapped to this activity. Tobacco Use Prevention Program The purpose of the Tobacco Use Prevention program is to provide education, support, outreach and technical assistance to children and adults in Maricopa County so that they can avoid tobacco use and secondhand smoke, or quit tobacco use. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) 1 2 2 2 2 0 Hours per contracted school for intensive, school-based prevention Percent of adult clients quitting tobacco use NA 20.0% 20.0% 20.0% 20.0% 0.0% % 0.0% 0.0% Mandates: This is a non-mandated program. Activities that comprise this program include: • Tobacco Use Cessation • Tobacco Use Prevention Outreach • Tobacco Use Prevention • • Tobacco Use Prevention Training Worksite Wellness Consulting Tobacco Use Cessation Activity The purpose of the Tobacco Use Cessation activity is to provide classroom courses and smoking cessation aides to tobacco users so that they can empower themselves to quit tobacco use. Performance Analysis: Results Percent of adult clients who have quit using tobacco by the end of the last cessation session Demand Anticipated number of people to be educated Output Number of people educated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 40.0% NA NA NA NA 2,000 NA NA NA NA 2,000 NA NA NA NA NA NA NA NA $ 100.0% 488.45 $ $ - $ $ - $ $ - $ $ - $ $ 981,513 981,513 $ $ 981,513 981,513 $ $ - $ $ - $ $ - $ $ - $ $ 976,894 976,894 14.85 $ $ (976,894) (976,894) NA NA NA NA % This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. 744 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Tobacco Use Prevention Outreach Activity The purpose of the Tobacco Use Prevention Outreach activity is to provide community health promotion events to residents of Maricopa County so that they can understand the dangers of tobacco use. Performance Analysis: Results Rate of tobacco use among adults Demand Anticipated number of people to be reached Output Number of people reached Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 20.0% NA NA NA NA 40,000 NA NA NA NA 40,000 NA NA NA NA NA NA NA NA $ 100.0% 9.44 $ $ - $ $ - $ $ - $ $ - $ $ 378,518 378,518 $ $ 378,518 378,518 $ $ - $ $ - $ $ - $ $ - $ $ 377,414 377,414 3.55 $ $ (377,414) (377,414) NA NA NA NA % This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Tobacco Use Prevention Activity The purpose of the Tobacco Use Prevention activity is to provide intensive tobacco use prevention education to students in the fourth through eighth grades so that they can avoid tobacco use. Performance Analysis: Results Rate of tobacco use among schoolaged children Demand Anticipated number of students completing educational program Output Number of students completing educational program Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA $ FY 2006-07 REVISED 20.0% ADOPTED 20.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 10.0% -10.0% PROJ ACT NA % -50.0% 18,973 11,800 11,800 20,000 20,000 8,200 69.5% 18,973 11,800 11,800 20,000 20,000 8,200 69.5% 100.0% 179.21 $ 100.0% 280.02 $ 100.0% 313.88 $ 100.0% 157.78 $ 100.0% 90.19 $ 0.0% 223.70 0.0% 71.3% $ $ 3,135,481 3,135,481 $ $ 3,304,217 3,304,217 $ $ 3,703,797 3,703,797 $ $ 3,325,285 3,325,285 $ $ 1,808,789 1,808,789 $ $ (1,895,008) (1,895,008) -51.2% -51.2% $ $ 3,400,216 3,400,216 NA $ $ 3,304,217 3,304,217 NA $ $ 3,703,797 3,703,797 42.00 $ $ 3,155,650 3,155,650 NA $ $ 1,803,704 1,803,704 16.35 $ $ 1,900,093 1,900,093 (25.65) 51.3% 51.3% -61.1% This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. The historical performance measures and amounts refer to various activities from FY 745 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health 2006-07 that have been split into various Tobacco activities in FY 2007-08; therefore, can not be used for comparative analysis. FY 2007-08 budgeted expenditures meet projected demand. Tobacco Use Prevention Training Activity The purpose of the Tobacco Use Prevention Training activity is to provide curriculum and training that emphasizes the oral health manifestations of tobacco use to dental health providers in Maricopa County so that they can improve their ability and capacity to incorporate the knowledge into their practice. Performance Analysis: Results Percent of attendee satisfaction with oral health tobacco use training session Demand Number of dental healthcare professionals requesting training Output Number of dental healthcare professionals trained Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% 0.0% PROJ ACT NA 858 3,450 3,450 600 600 858 500 500 600 600 100.0% 60.21 $ 100.0% 63.51 $ $ 100.0% 42.76 $ $ $ (5,405) $ (5,405) $ $ $ FY 2006-07 REVISED 90.0% ADOPTED 90.0% 36,686 36,686 NA $ $ 14.5% 76.68 $ 14.5% 76.68 $ (2,850) 100 % 0.0% -82.6% 20.0% 85.5% 590.0% 13.17 17.2% 38,339 38,339 $ $ 38,339 38,339 $ $ 17,529 17,529 $ $ 38,262 38,262 $ $ (77) (77) -0.2% -0.2% 38,339 38,339 NA $ $ 38,339 38,339 0.50 $ $ 36,127 36,127 NA $ $ 38,107 38,107 0.50 $ $ 232 232 - 0.6% 0.6% 0.0% FY 2007-08 budgeted expenditures meet projected demand, which is lower than the FY 2006-07 revised budget. Funded staffing levels remain the same. Total budgeted expenditures are decreased by $232 (0.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Worksite Wellness Consulting Activity The purpose of the Worksite Wellness Consulting activity is to provide consulting and technical assistance to business and organizations in Maricopa County so that they can maintain smoke-free worksite environments. 746 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of worksites that implement cessation referral programs Demand Number of work sites expected to participate Output Number of work sites participating Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Grants Totals Expenditures by Fund Public Health Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA FY 2007-08 Variance ADOPTED (Rev. - Adopted) 25.0% NA NA NA NA 650 NA NA NA NA 650 NA NA NA NA NA NA NA NA $ 100.0% 808.07 $ $ - $ $ - $ $ - $ $ - $ $ 527,498 527,498 $ $ 527,498 527,498 $ $ - $ $ - $ $ - $ $ - $ $ 525,243 525,243 7.25 $ $ (525,243) (525,243) NA NA NA NA % This is a new activity established for FY 2007-08, and does not have any comparable performance measure history. FY 2007-08 budgeted expenditures meet projected demand. Vital Registration Program The purpose of the Vital Registration program is to provide birth and death registrations and certificate copies to public health professionals and others entitled to them so that they can quickly and accurately detect disease and death patterns and conduct personal business. Program Results Percent of birth and death certificate copies provided within two working days Percent of births and deaths registered within one working day FY 2005-06 FY 2006-07 FY 2007-08 Variance ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) ACTUAL 93.0% 100.0% 100.0% 90.0% 90.0% -10.0% 91.0% 100.0% 100.0% 95.0% 95.0% -5.0% % -10.0% -5.0% Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. 747 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Activities that comprise this program include: • Birth and Death Certificates • Birth and Death Records Birth and Death Certificates Activity The purpose of the Birth and Death Certificates activity is to provide copies of birth and death certificates on request to private individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Performance Analysis: Results Percentage of birth and death certificate copies provided within two working days Demand Number of copies of birth and death certificates requested Output Number of certified copies of birth and death certificates provided Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Totals Expenditures by Fund Public Health Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 93.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% -10.0% PROJ ACT 100.0% % -10.0% 311,980 298,107 298,107 320,000 329,600 31,493 10.6% 311,980 298,107 298,107 320,000 329,600 31,493 10.6% 100.0% 2.52 $ 100.0% 3.04 $ 100.0% 2.72 $ 100.0% 2.45 $ 100.0% 3.54 $ 0.0% (0.82) $ $ 2,303,764 2,303,764 $ $ 2,496,870 2,496,870 $ $ 2,496,870 2,496,870 $ $ 2,450,742 2,450,742 $ $ 2,664,827 2,664,827 $ $ 167,957 167,957 $ $ 785,075 785,075 NA $ $ 906,421 906,421 NA $ $ 811,424 811,424 10.36 $ $ 785,391 785,391 NA $ $ 1,166,197 1,166,197 10.52 $ $ (354,773) (354,773) 0.16 0.0% -30.0% 6.7% 6.7% -43.7% -43.7% 1.5% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are increased by $354,773 (43.7%) from the FY 2006-07, reflecting increased volume of output and higher rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. Provided additional funding for administrative market study. Increased revenue and expenditures due to implementation of VitalChek. Birth and Death Records Activity The purpose of the Birth and Death Records activity is to provide 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. 748 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Performance Analysis: Results Percent of births and deaths registered within one working day Demand Number of reported births (registered by Maricopa County) and deaths within Maricopa County Output Number of births and deaths registered Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Public Health Fees Totals Expenditures by Fund Public Health Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL 91.0% $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% -5.0% PROJ ACT 100.0% % -5.0% 29,051 27,506 27,506 30,000 31,245 3,739 13.6% 29,051 27,506 27,506 30,000 31,245 3,739 13.6% 100.0% 54.24 $ 100.0% 38.82 $ 100.0% 42.63 $ 100.0% 42.53 $ 100.0% 41.90 $ 0.0% 0.73 0.0% 1.7% $ $ 184,206 184,206 $ $ 183,512 183,512 $ $ 183,512 183,512 $ $ 99,281 99,281 $ $ 170,727 170,727 $ $ (12,785) (12,785) -7.0% -7.0% $ $ 1,575,759 1,575,759 NA $ $ 1,067,791 1,067,791 NA $ $ 1,172,680 1,172,680 18.64 $ $ 1,275,838 1,275,838 NA $ $ 1,309,181 1,309,181 19.48 $ $ (136,501) (136,501) 0.84 -11.6% -11.6% 4.5% FY 2007-08 budgeted expenditures meet projected demand, which is higher than the FY 2006-07 revised budget. Funded staffing levels were increased. Total budgeted expenditures are increased by $136,501 (11.6%) from the FY 2006-07, reflecting increased volume of output offset by lower rate of expenditure per unit of output. Base Adjustment: Right-sized Supplies and Services. administrative market study. 749 Provided additional funding for Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health General Fund (100) Appropriated Budget Reconciliation $ EXPENDITURES 12,074,428 $ - $ Subtotal $ $ 249,536 249,536 12,323,964 $ $ $ - 113,923 $ 42,236 288,100 74,704 (222,700) 296,263 $ 12,620,227 $ - (700) $ (20,193) (15,770) (4,592) (56,232) (432) (12,884) (27,516) (1,208) - Subtotal $ $ (2,560) (44,544) (37,094) (64,050) (52,593) (36,723) (81,654) 420,324 18,478 38,337 83,005 101,399 $ 12,721,626 $ - BASE ADJUSTMENT: Change to Worker's Compensation & Unemployment Charges $ West Nile Virus and Newly Emerging Diseases Savings in Est. Health & Dental Premiums Due to Open Enrollment Subtotal $ FY 2007-08 ADOPTED BASE: $ 10,116 $ 198,200 (51,362) 156,954 $ 12,878,580 $ - FY 2007-08 ADOPTED BUDGET: 12,878,580 - FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Family Health Program FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Mid-Year Adjustments One Time Expenses $ Subtotal $ $ FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Right-size HIV/HCV Services Program Right-size Clinic Support Services Program Right-size Epi & Gen Disease Surveillance Program Right-size Family Health Program Right-size Family Planning Program Right-size Promoting Healthy Lifestyles Right-size Infectious Disease Control Program Right-size Immunization Services Program Right-size Oral Health Program Right-size Child Safety Program Right-size STD Control Program Right-size TB Control Program Right-size Administrative Services Program Right-size Information Technology Program Right-size Rate of a TB Physician Delete a Counselor in Human Resources Ongoing Cost for Information Technology Studies Transfer 0.14 FTE from Fee Fund to General Fund Information Technology Market Study Administrative Market Study FY 2007-08 TENTATIVE BUDGET: $ $ 750 REVENUE $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Public Health Fees (265) Appropriated Budget Reconciliation $ EXPENDITURES 3,520,656 $ REVENUE 3,523,807 FY 2006-07 REVISED RESTATED BUDGET: $ 3,520,656 $ 3,523,807 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ 27,635 $ - FY 2006-07 ADOPTED BUDGET: Retirement Contributions FY 2007-08 Pay for Performance One Time Expenses 7,842 - 56,722 - (54,000) Structural Balance - - Central Service Cost Allocation FY 2007-08 BUDGET TARGET 27,419 Subtotal $ $ (7,629) 30,570 $ 3,551,226 $ $ (21,253) $ 27,419 3,551,226 BASE ADJUSTMENTS: Delete Con-Tents Activity Right-size Adult Immunization Activity (25,000) (698) - (60,620) - (5,900) - Right-size Epidemiology Reporting Activity (3,113) - Right-size Single Case Invest & Intrv Rep Activity (3,113) - Administrative Market Study 69,697 - Right-size Birth and Death Cert Activity Right-size Birth and Death Records Activity Vital Check Network Agreement 150,000 150,000 Subtotal $ 125,000 $ 125,000 $ 3,676,226 $ 3,676,226 $ 2,453 $ 2,453 FY 2007-08 TENTATIVE BUDGET: BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment Charges and Vital Registration Revenue Savings in Est. Health & Dental Premiums Due to Open Enrollment Subtotal $ FY 2007-08 ADOPTED BUDGET: $ (13,093) (13,093) (10,640) $ (10,640) 3,665,586 $ 3,665,586 Public Health Fees (265) Fund Balance Summary FY 2005-06 ACTUAL $ 633,349 FY 2006-07 ADOPTED $ 395,118 FY 2006-07 REVISED $ 395,118 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ 1,762,889 $ 3,837,273 Revenue Expenditures Net Operating $ $ $ 3,523,807 3,520,656 3,151 $ $ 3,523,807 3,520,656 3,151 $ $ 4,572,538 3,508,999 1,063,540 Ending Fund Balance $ 1,696,889 $ 398,269 $ 398,269 Beginning Fund Balance 751 $ $ 5,376,581 3,302,197 2,074,384 $ 3,665,586 3,665,586 - $ 3,837,273 $ 3,837,273 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Public Health Public Health Grant (532) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: EXPENDITURES 44,178,638 $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Central Service Cost Allocation $ Subtotal $ $ REVENUE 44,178,638 44,178,638 $ (6,435,504) 37,743,134 $ 252,550 $ 65,255 479,511 (61,938) 735,378 $ 735,378 735,378 FY 2007-08 BUDGET TARGET $ 38,478,512 BASE ADJUSTMENTS: Grants Reduction $ (4,207,898) $ (4,207,898) FY 2007-08 TENTATIVE BUDGET: $ 34,270,614 $ 34,270,614 $ 22,418 $ 22,418 BASE ADJUSTMENTS: Change to Worker's Compensation & Unemployment Charges and Childhood Immunizations Revenue Savings in Est. Health & Dental Premiums Due to Open Enrollment (108,321) Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 44,178,638 (6,435,504) 37,743,134 $ (108,321) (85,903) $ 34,184,711 38,478,512 $ (85,903) 34,184,711 Public Health Grant (532) Fund Balance Summary Beginning Fund Balance FY 2005-06 FY 2006-07 FY 2006-07 FY 2006-07 FY 2007-08 ACTUAL ADOPTED REVISED PROJECTED ADOPTED $ (5,729,144) $ (5,554,850) $ (5,554,850) $ (4,596,701) $ (8,492,044) Revenue Expenditures Net Operating $ 36,804,237 35,671,794 $ 1,132,443 Ending Fund Balance $ (4,596,701) $ (5,554,850) $ (5,554,850) $ (8,492,044) $ $ 37,743,134 37,743,134 $ - 752 $ 37,743,134 37,743,134 $ - $ 28,972,767 $ 35,027,403 $ (3,895,343) $ 34,184,711 34,184,711 (8,492,044) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Recorder Analysis by Monica Staats, Management & Budget Analyst Summary Organizational Chart Maricopa County Citizens Recorder Helen Purcell, County Recorder Micrographics Administration Public Records Mail out 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 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 • By June 30, 2007, input legal descriptions, parcel numbers and addresses on all recordings so the data will be available to the public in a searchable format. Status: The efforts to achieve this goal have shifted to include protecting selective information from public view. The department is reviewing auto indexing products which will allow them to create a new system to redact certain data. • By December 31, 2007, implement selective block information from public view. 753 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Status: The FY 2007-08 budget supports the attainment of this goal by funding personnel and increasing expenditures in information technology resources, Business Application Development (BUAS) activity, to ensure the completion of the Recorder’s Redaction Project and auto indexing system. • By June 30, 2008, increase the percentage of documents recorded from digital and electronic sources by 5% per fiscal year of total recordings compared to 46.73% at June 30, 2006. Status: Realizing that many entities are not aware of the department’s ability to accept electronic submissions, the department has developed a resource collaboration with Property Records Education Partners (PREP). PREP meets with various organizations, agencies, and network channels who submit recorded documents, such as title companies and law firms, to discuss changes and trends in the industry. In an effort to achieve this goal, the Recorder’s staff will work with Property Records Education Partners to aide them in informing and educating potential customers on electronic filing. • By December 31, 2007, increase the percentage of eligible customers who submit recorded documents electronically from 22.9% at November 30, 2006 to 27.0%. Status: Through the first 2 quarters of FY 2006-07, the department has reported 152 of 595 eligible customers were submitting recorded documents electronically (25.5%). Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT PASS - PUBLIC ASSISTANCE 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS EXPENDITURES 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT PASS - PUBLIC ASSISTANCE 99AS - ADMINISTRATIVE SERVICES PROG $ $ $ $ $ 17,668,044 16,002,475 111,990 900,212 653,367 FY 2006-07 ADOPTED $ 13,246,000 12,001,000 95,000 600,000 550,000 (45,398) $ 7,968,318 25,590,965 $ $ 2,459,417 $ 871,420 812,332 512,925 262,740 $ 516,888 99IT - INFORMATION TECHNOLOGY PROGRAM $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ FY 2006-07 REVISED $ FY 2006-07 PROJECTED 13,245,997 12,000,001 94,999 600,000 550,997 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 14,010,932 12,699,579 104,005 634,137 573,211 $ 13,245,997 12,000,001 94,999 600,000 550,997 $ - 0.0% 0.0% 0.0% 0.0% 0.0% - $ 3 $ - $ 3 $ - 0.0% 6,300,000 19,546,000 $ $ 6,300,000 19,546,000 $ $ 6,516,273 20,527,205 $ $ 6,300,000 19,546,000 $ $ - 0.0% 0.0% 2,317,411 $ 901,822 652,018 498,286 265,286 3,283,000 1,892,275 485,401 546,939 358,385 $ (646,272) (918,020) 286,245 22,295 (36,792) -24.5% -94.2% 37.1% 3.9% -11.4% $ 657,375 $ (35,739) -5.7% 2,475,653 $ 910,293 724,966 540,425 299,969 $ 584,060 5,933,094 $ 8,909,399 $ $ 2,636,728 $ 974,255 771,646 569,234 321,593 $ 621,636 5,716,982 $ 7,582 8,784,277 $ $ 754 $ 690,018 5,667,243 $ 8,810,395 $ 5,066,400 $ 600,843 10.6% 16,580 8,942,187 $ $ 5,538 11,823,362 $ $ 6,816 9,013,591 $ 9,764 (71,404) 58.9% -0.8% $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT PASS - PUBLIC ASSISTANCE 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 38.25 23.50 3.75 5.00 6.00 38.25 23.50 3.75 5.00 6.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 8.00 8.00 - 0.0% 38.00 84.25 38.00 84.25 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ FY 2006-07 ADOPTED (45,398) $ 23,649,923 1,986,439 25,590,965 $ $ $ 4,061,277 971,248 3,279,477 597,397 8,909,399 $ $ FY 2006-07 REVISED 18,000,000 1,546,000 19,546,000 $ 4,482,129 1,383,400 1,408,748 1,510,000 8,784,277 $ $ $ FY 2006-07 PROJECTED 18,000,002 1,545,998 19,546,000 $ 4,837,825 1,343,821 1,408,748 1,351,793 8,942,187 $ $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 18,893,380 1,633,825 20,527,205 $ 4,289,012 645,948 6,390,034 498,368 11,823,362 $ $ $ 18,000,002 1,545,998 19,546,000 $ 4,886,910 1,208,850 1,757,831 1,160,000 9,013,591 $ - $ (49,085) 134,971 (349,083) 191,793 (71,404) $ 0.0% 0.0% 0.0% -1.0% 10.0% -24.8% 14.2% -0.8% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL 236 RECORDERS SURCHARGE TOTAL FUNDS EXPENDITURES 100 GENERAL 236 RECORDERS SURCHARGE TOTAL FUNDS $ $ $ $ 17,668,044 7,922,920 25,590,965 2,169,774 6,739,625 8,909,399 FY 2006-07 ADOPTED $ $ $ $ 13,246,000 6,300,000 19,546,000 2,349,174 6,435,103 8,784,277 FY 2006-07 REVISED $ $ $ $ 13,246,000 6,300,000 19,546,000 2,507,084 6,435,103 8,942,187 FY 2006-07 PROJECTED $ $ $ $ 14,010,932 6,516,273 20,527,205 2,336,900 9,486,462 11,823,362 FY 2007-08 ADOPTED $ $ $ $ 13,246,000 6,300,000 19,546,000 2,638,611 6,374,980 9,013,591 REVISED TO ADOPTED VARIANCE % $ $ $ $ (131,527) 60,123 (71,404) 0.0% 0.0% 0.0% -5.2% 0.9% -0.8% To continue to provide public access to information, the FY 2007-08 budget includes one-time funding for technology upgrades in the amount of $1,759,000. 755 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Mandated vs. Non-Mandated Expenditures Thousands 12,000 10,000 8,000 6,000 4,000 2,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Recorder’s Program The purpose of the Recorder’s Program is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % Percent of documents presented for 98.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% recording Percent of documents delivered 98.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of documents scanned 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of copies made 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Document Operations • Mail out • Micrographics • Public Assistance 756 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 establishes that the Recorder shall have custody of and shall keep all records, maps and papers deposited in the Recorder's Office, instruments offered for Recording, record identification to uniquely identify each instrument and to fix its position within the sequence of recordings, and record location to enable each instrument to be retrieved for purposes of inspection; A.R.S. §11-462 establishes the numeration of indices: A.R.S. §11-463 establishes the manner of keeping indices; A.R.S. §11-464 establishes that the Recorder shall record master forms in the official records, indexing the forms in such manner that they can be easily located; A.R.S. §11-465 establishes that the Recorder shall record, without fee, the discharge papers of officers and enlisted personnel of the military and naval forces of the United States; A.R.S. §11-466 establishes the Recorder shall file and record the certified copies of judgments affecting real property; A.R.S. §11-468 establishes place of recording instruments; A.R.S. §11-469 establishes the instruments are deemed recorded by indicating the time (hour, day, month and year of recording) and the record identification of the instrument; A.R.S. §11-470 establishes when an instrument authorized by law to be recorded is deposited in the recorder's office for record, the recorder shall give to the person depositing the instrument, if required, a receipt specifying the particulars thereof; A.R.S. §11-471 establishes the manner of recording; A.R.S. §11-472 establishes keeping of blotter; A.R.S. §11-473 establishes the inspection of records by any person; A.R.S. §11-474 establishes certification of copies of documents; A.R.S. §11-475 establishes the Recorder’s fees; A.R.S. §11-476 establishes the preservation of County records, transcription and certification; A.R.S. §11-477 establishes the liability for neglect or misfeasance; A.R.S. §11-478 establishes the reproduction and microphotography of records; A.R.S. §11-479 establishes the requirements and exceptions for destruction of records; A.R.S. §11-480 establishes the requirements for form of instruments; A.R.S. §11-481 establishes title and size prerequisites for recording maps and plats, recording fees, and exceptions; A.R.S. §11-482 establishes any recorded instrument may be incorporated by reference and that a legal description be sufficient to determine the physical location of real property; A.R.S. §11-483 establishes definitions for confidentiality for records maintained by county Recorder. Performance Analysis: FY 2005-06 ACTUAL 100.0% Results Demand Number of recorded documents presented for indexing. Output Number of documents recorded. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Recorders Surcharge Totals Staffing (FTEs) $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -100.0% -100.0% PROJ ACT 100.0% 1,942,233 1,850,000 2,000,500 2,000,500 2,060,515 60,015 3.0% 1,942,233 1,850,000 2,000,500 2,000,500 2,060,515 60,015 3.0% 100.0% 0.45 $ 100.0% 0.49 $ 100.0% 0.49 $ 100.0% 0.45 $ 100.0% 0.92 $ $ $ 16,002,475 16,002,475 $ $ 12,001,000 12,001,000 $ $ 12,000,001 12,000,001 $ $ 12,699,579 12,699,579 $ $ 12,000,001 12,000,001 $ $ $ 871,420 871,420 - $ 910,293 910,293 - $ 974,255 974,255 23.50 $ 901,822 901,822 - $ 1,053,884 838,391 1,892,275 23.50 $ $ $ 757 $ $ $ $ 0.0% (0.43) (79,629) (838,391) (918,020) - 0.0% -88.6% 0.0% 0.0% -8.2% -94.2% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder 2,080,000 2,060,000 2,040,000 2,020,000 2,000,000 1,980,000 1,960,000 1,940,000 1,920,000 1,900,000 1,880,000 $1.00 $0.90 $0.80 $0.70 $0.60 $0.50 $0.40 $0.30 $0.20 $0.10 $0.00 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost/Document Processed # of Documents Document Operations Activity Performance FY 2007-08 ADOPTED Cost per document processed The FY 2007-08 budget for the Document Operations Activity meets the projected demand of 2,060,515 recorded documents presented for indexing at an annual cost of $0.92 per document processed in order to achieve the result of 100% of number of documents indexed. The FY 2006-07 revised budget assumed a 3% increase in demand compared to FY 2005-06 actuals. This occurred as a result of slower growth in population, home building and other recording activities. The increase in demand of 3% for FY 2007-08 is based on the assumption that the County will continue to see slow growth in the housing market as well as County population growth of 3%. FY 2007-08 budgeted expenditures are anticipated to increase by $918,020 (94.2%) from the FY 200607 Revised budget. The increase includes one-time funding to complete phase I and II of the State mandated Document Redaction Project. The funding is needed to complete the project as well as align with the Board of Supervisors’ goal to ensure the safety and protection of its citizens from identity theft. The increase is also due to market adjustments, pay for performance, and fixed and variable benefit increases. Mail Out Activity The purpose of the Mail Out Activity is to provide and prepare outgoing recorded documents for businesses and the general public so that they can receive original documents in a timely manner for business and/or personal use. Mandates: A.R.S. §11-469 establishes that instrument shall be considered recorded from the time it is accepted for record. The recorder shall certify every instrument so recorded, indicating the hour, day, month and year of recording and the record identification of the instrument. The recorder upon demand shall make and deliver certified copies of instruments recorded in the Recorder’s office. 758 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Performance Analysis: Results Average time to return documents. Demand Number of documents recorded for delivery. Output Number of documents delivered. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 97.5% ADOPTED 97.5% FY 2007-08 Variance ADOPTED (Rev. - Adopted) % 0.0% -97.5% -100.0% PROJ ACT 100.0% 1,027,756 1,000,000 1,000,000 1,058,589 1,090,346 90,346 9.0% 1,027,756 975,000 975,000 1,058,589 1,090,346 115,346 11.8% $ 100.0% 0.50 $ 97.5% 0.55 $ 97.5% 0.58 $ 100.0% 0.47 $ 100.0% 0.50 $ 2.5% 0.08 2.6% 14.1% $ $ 900,212 900,212 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 634,137 634,137 $ $ 600,000 600,000 $ $ - 0.0% 0.0% $ $ 512,925 512,925 - $ $ 540,425 540,425 - $ $ 569,234 569,234 5.00 $ $ 498,286 498,286 - $ $ 546,939 546,939 5.00 $ $ 22,295 22,295 - 3.9% 3.9% 0.0% $0.52 1,100,000 1,090,000 1,080,000 1,070,000 1,060,000 1,050,000 1,040,000 1,030,000 1,020,000 1,010,000 1,000,000 990,000 $0.51 $0.50 $0.49 $0.48 $0.47 $0.46 Cost/Document Delivered # of Documents Recorded for Delivery Mail Out Activity Performance $0.45 FY 2005-06 ACTUAL Demand Output FY 2006-07 PROJECTED FY 2007-08 ADOPTED Cost per document recorded for delivery The FY 2007-08 budget for the Mail Out Activity meets the projected demand of 1,090,346 documents recorded for delivery at an annual cost of $0.50 per document delivered in order to achieve the result of 100% of the goal reached. The FY 2006-07 projected budget assumes a 3% increase in demand, with results of 100% as compared to FY 2005-06 actual demand of 1,027,756. The increase in demand reflects a conservative forecast of population growth in Maricopa County. In FY 2005-06, the County’s increase in documents recorded for delivery was 25.25% (1,027,756) as compared to FY 2004-05 actuals of 820,584. This was a result of real estate transactions and growth in County population. The FY 2007-08 growth is forecasted to be level at 3%. The FY 2007-08 budgeted expenditures are anticipated to decrease by $22,295 (3.9%) from the FY 2006-07 Revised budget. This decrease in the budget is largely due to expected lower County Revenue. Base Adjustment: With FY 2007-08 County revenue expected to be lower than previous years, the Recorder’s Office worked closely with the Office of Management and Budget to gain 759 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder efficiencies equaling $40,000 while the expected result of preparing 100% of outgoing recorded documents for businesses and the general public should be met. OMB will continue to work with the department and monitor the efficiency gains throughout FY 2007-08. Micrographics Activity The purpose of the Micrographics Activity is to provide film and computer disks for the general public, vendors and title companies so that they may gain access to recorded documents. Mandates: A.R.S. §11-478 establishes the reproduction and microphotography of records. Performance Analysis: Results The percentage of daily CD Master Reports completed within three work days following presentation. Demand Number of documents presented for scanning. Output Number of documents scanned. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Recorders Surcharge Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 26.0% -74.0% PROJ ACT 100.0% 12,513,972 8,000,000 8,000,000 12,889,391 13,276,073 5,276,073 66.0% 12,513,972 8,000,000 8,000,000 12,889,391 13,276,073 5,276,073 66.0% 100.0% 0.06 $ $ 100.0% 0.09 $ 100.0% 0.10 $ 100.0% 0.05 $ 100.0% 0.04 $ $ $ 111,990 111,990 $ $ 95,000 95,000 $ $ 94,999 94,999 $ $ 104,005 104,005 $ $ 94,999 94,999 $ $ $ 126,949 685,383 812,332 - $ 154,395 570,571 724,966 - $ 171,646 600,000 771,646 3.75 $ $ $ 101,662 550,356 652,018 - $ $ $ 185,401 300,000 485,401 3.75 $ $ % -74.0% $ $ $ 0.0% 0.06 (13,755) 300,000 286,245 - 0.0% 62.1% 0.0% 0.0% -8.0% 50.0% 37.1% 0.0% 13,400,000 $0.07 13,200,000 $0.06 13,000,000 $0.05 12,800,000 $0.04 12,600,000 $0.03 12,400,000 $0.02 12,200,000 $0.01 12,000,000 Cost/Document Scanned # of Documents Presented for Scanning Micrographics Activity Performance $0.00 FY 2005-06 ACTUAL Demand Output FY 2006-07 PROJECTED FY 2007-08 ADOPTED Cost per document presented for scanning The FY 2007-08 demand in the Micrographics Activity expects an increase from 12,889,391 to 13,276,073 documents scanned. This increase in demand is forecasted to grow 3% from the FY 200607 projected demand due to the completion of the Recorder's Elections Document Conversion Archival Project (REDCAP). The REDCAP project includes scanning of older documents, which had not previously been scanned and were included beginning in the FY 2005-06 counts. The cost per 760 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder document scanned will decrease from FY 2006-07 revised ($0.10/unit) to $0.04 in FY 2007-08 due to volume increases. Savings in FY 2007-08 for Micrographics Activity is to be $286,245 less than the current appropriation. This reduction resulted from a new micrographics contract in FY 2006-07. Public Assistance Activity 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. Mandates: A.R.S. §11-472 establishes keeping of blotter; A.R.S. §11-473 establishes the inspection of records by any person. Performance Analysis: FY 2005-06 ACTUAL 100.0% Results The percentage of all copy requests of fewer than 10 pages completed within one hour and of all larger requests completed within 24 hours. Demand Number of copies requested. Output Number of copies made. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) $ FY 2006-07 REVISED 100.0% ADOPTED 100.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 100.0% 0.0% PROJ ACT 100.0% 79,384 275,000 275,000 80,000 81,000 (194,000) -70.5% 79,384 275,000 275,000 80,000 81,000 (194,000) -70.5% 100.0% 3.32 $ 100.0% 4.42 $ 100.0% 3.31 $ 100.0% 1.09 $ 100.0% 1.17 $ $ $ 653,367 653,367 $ $ 550,000 550,000 $ $ 550,997 550,997 $ $ 573,211 573,211 $ $ 550,997 550,997 $ $ $ $ 262,740 262,740 - $ $ 299,969 299,969 - $ $ 321,593 321,593 6.00 $ $ 265,286 265,286 - $ $ 358,385 358,385 6.00 $ $ 81,500 $5.00 $4.50 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 81,000 80,500 80,000 79,500 79,000 78,500 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand 761 Output Cost per direct labor hour Cost/Copy Public Assistance Activity Performance # of Copies % 0.0% 0.0% 0.0% (3.26) -278.3% (36,792) (36,792) - 0.0% 0.0% -11.4% -11.4% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder The FY 2007-08 budget for the Public Assistance Activity allows for the increase in projected demand for FY 2007-08 (80,000 to 81,000 request for copies). This increase in demand of 1.0% is due to a steady increase in population growth and the trend of more customers obtaining copies on-line. The Fiscal Year 2007-08 budget reflects an increase of 11.4% compared to fiscal year 2006-07 due to increased personnel costs (pay for performance adjustments, fixed and variable benefits). The increase related to rate is $36,792 (11.4%) and is offset by a favorable volume variance of $226,869 (70.5%). General Fund (100) Appropriated Budget Reconciliation $ EXPENDITURES 2,349,174 $ REVENUE 13,246,000 $ Subtotal $ 157,910 157,910 $ $ - $ 2,507,084 $ 13,246,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Subtotal $ 30,604 13,860 50,195 78,956 173,615 $ $ - 2,680,699 $ 13,246,000 (2,729) $ (40,000) 641 (42,088) $ - FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Administrative Market Study FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Adjustment to Variable Benefits Reduction to Mailout Activity Risk Management Cost Increase $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 762 2,638,611 $ 13,246,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Recorder Recorder’s Surcharge (236) Appropriated Budget Reconciliation EXPENDITURES $ 6,435,103 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance One Time Expenses $ Subtotal $ FY 2007-08 BUDGET TARGET 6,435,103 REVENUE 6,300,000 $ 6,300,000 27,665 $ 9,862 73,629 (2,843,650) (2,732,494) $ - $ 3,702,609 $ 6,300,000 74,400 383,000 $ - BASE ADJUSTMENTS: Increase to Information Technology Program for IT market studies $ One-time expense Phase I Document Redaction Project One-Time Phase II Document Redaction Project Document Operations Activity One-Time Increase to Business Application Development and Support Activity Technology Upgrade Risk Management Cost Increase Subtotal $ 455,391 - 1,759,000 580 2,672,371 $ - FY 2007-08 ADOPTED BUDGET: 6,374,980 $ 6,300,000 $ Recorder’s Surcharge (236) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 10,075,797 $ $ $ 7,922,920 6,739,625 1,183,295 $ 11,259,092 FY 2006-07 ADOPTED 9,132,526 $ FY 2006-07 REVISED 9,132,526 FY 2006-07 PROJECTED $ 11,259,092 $ 6,300,000 $ 6,435,103 (135,103) $ 6,300,000 $ 6,435,103 (135,103) $ $ 8,997,423 8,997,423 763 $ $ $ 6,516,273 $ 9,486,462 (2,970,189) $ 8,288,903 $ FY 2007-08 ADOPTED 8,288,903 6,300,000 6,374,980 (74,980) 8,213,923 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting Research & Reporting Analysis by Tara Acuña, Management & Budget Analyst Summary 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 June 30, 2009, develop and implement a succession plan to assure continuity of services provided by Research and Reporting. Status: The Research and Reporting department is currently working with the Deputy County Manager in the development of a succession plan framework. The development of a succession plan does not require additional funds so the budget does not include funding for this goal. • By January 1, 2008, acquire a communications system allowing supervisor monitoring of all telephone interviewing conducted in the department. Status: The Research and Reporting department is looking into a new phone system that would permit monitoring. There will be no additional funding to help reach this goal until the department is able to find a system that meets their needs. • By June 30, 2009, complete an evaluation of the desirability and feasibility of conducting the Employee Satisfaction Survey 'on-line'. Status: The Research and Reporting department has not been able to find software that would meet employee satisfaction survey needs. The department will continue to seek out software 764 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting that will meet their needs. Once the department has found a suitable software system, they will work with OMB to identify resources to fund it. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 46RR - RESEARCH AND REPORTING SURV - COUNTY SPONSORED SURVEYS OACS - OUTSIDE AGENCY CONTRACT SURVEY TOTAL PROGRAMS EXPENDITURES 46RR - RESEARCH AND REPORTING CDCS - COUNTY DEPT CONTRACTED SURVEYS SURV - COUNTY SPONSORED SURVEYS OACS - OUTSIDE AGENCY CONTRACT SURVEY FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ 306,178 $ 227,420 78,758 - $ - $ 67,782 67,782 $ - $ $ 306,178 - $ - $ 67,782 $ - $ $ 271,763 $ 65,912 175,250 30,601 268,032 $ (0) 268,033 - 303,462 303,462 - $ $ 271,209 $ 271,209 - 293,818 $ 293,818 - - (9,644) (9,644) - -3.3% -3.3% 99AS - ADMINISTRATIVE SERVICES PROG $ 117,313 $ 77,863 $ 76,921 $ 87,381 $ 73,736 $ 3,185 4.1% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 34,502 423,578 $ $ 349,072 $ $ 370,739 $ $ 355,413 $ $ 1,557 378,755 $ $ (1,557) (8,016) -2.2% Staffing by Program and Activity FY 2006-07 REVISED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 46RR - RESEARCH AND REPORTING SURV - COUNTY SPONSORED SURVEYS 5.60 5.60 5.60 5.60 - 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 0.90 6.50 0.90 6.50 - 0.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 227,420 78,758 306,178 $ 211,980 5,764 18,619 185,477 1,738 423,578 $ - $ 321,754 5,998 19,580 1,740 349,072 $ $ $ 765 $ $ - $ 343,421 5,998 19,580 1,740 370,739 $ $ $ 67,782 67,782 $ 334,745 6,000 12,929 1,739 355,413 $ $ $ - $ 359,015 6,000 12,000 1,740 378,755 $ $ $ - (15,594) (2) 7,580 (8,016) -4.5% 0.0% 38.7% 0.0% -2.2% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL 260 RESEARCH & REPORTING TOTAL FUNDS EXPENDITURES 100 GENERAL 260 RESEARCH & REPORTING TOTAL FUNDS $ $ $ $ 306,178 306,178 423,578 423,578 $ - $ $ 349,072 349,072 $ $ - $ $ $ 370,739 370,739 $ $ $ $ 67,782 67,782 355,413 355,413 $ - $ $ $ 378,755 378,755 $ - $ $ $ (8,016) (8,016) -2.2% -2.2% Mandated vs. Non-Mandated Expenditures Thousands 450 400 350 300 250 200 150 100 50 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Research and Reporting Program The purpose of the Research and Reporting Program is to provide survey data services to County managers and external agencies so they can have statistically valid data upon which to base informed decisions. Program Results: FY 2005-06 FY 2006-07 FY 2007-08 ACTUAL ADOPTED REVISED PROJ ACT ADOPTED Percent of eligible respondents who 93.0% 85.0% 86.0% 89.0% 94.0% are interviewed Activities that comprise this program include: • County Department Contracted Surveys • County Sponsored Surveys 766 • Variance (Rev. - Adopted) % 8.0% 9.3% Outside Agency Contracted Surveys Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting County Department Contracted Surveys Activity 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. Mandates: Activity. There are no mandates associated with the County Department Contracted Surveys Performance Analysis: Demand Number of eligible respondents. Output Number of interviews conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Research & Reporting Totals Expenditures by Fund General Research & Reporting Totals Staffing (FTEs) FY 2005-06 ACTUAL 5,603 ADOPTED 2,200 FY 2006-07 REVISED 6,325 PROJ ACT 6,250 FY 2007-08 ADOPTED 4,615 Variance (Rev. - Adopted) (1,710) % -27.0% 5,510 2,000 5,750 5,752 4,595 (1,155) -20.1% 98.3% 11.96 $ 90.9% $ 90.9% $ 92.0% $ 99.6% $ 8.7% - 9.5% - - - - $ - $ - $ - $ - - $ $ $ $ $ 65,912 65,912 $ n/a $ $ $ - $ n/a $ $ $ - $ - $ $ $ - $ n/a $ $ - $ - County Department Contracted Surveys Activity Performance # of Interviews Conducted 7,000 6,000 5,000 4,000 3,000 2,000 1,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Demand FY 2007-08 ADOPTED Output Output The FY 2007-08 budget for the County Department Contracted Surveys Activity meets projected demand of 4,615 average number of interviews conducted at an annual cost of $16,000 which is charged directly to the corresponding department. The FY 2006-07 budget assumed a 11.5% increase in demand from the prior year, based on an ad hoc survey that will be completed for the Parks department. In the County Department Contracted Surveys Activity, different departments contract with Research and Reporting to conduct surveys that may not be on an annual basis thus creating fluctuations in the demand and output for the department. The FY 2007-08 budget assumes a decrease based on the known survey agreements between Research and Reporting and other County departments. 767 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting Since the Parks survey will only be conducted in FY 2006-07, the only surveys that can be included in the demand and output forecasts for FY 2007-08 are for Employee Health Initiatives (EHI) with a demand of about 1,000 and a cost of approximately $10,000 and Human Resources with a demand of about 3,615 and a cost of approximately $6,000. Each department that Research and Reporting conducts a survey for requires different and varying assignments; as a result, the costs differ. For example, the survey given for EHI requires Research and Reporting to telephonically survey a predetermined percent of the County workforce and then review the results thus taking a lot more time and effort than the survey for HR in which the surveys have already been conducted and Research and Reporting is only responsible for reviewing the data and reporting back to HR on the outcome. Additional resources will not be needed for FY 2007-08 in the County Department Contracted Surveys Activity. Base Adjustment: There were no base adjustments in the County Department Contracted Surveys since all of the costs associated with this Activity are charged to the corresponding departments. County Sponsored Surveys Activity 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. Mandates: There are no mandates associated with the County Sponsored Surveys Activity. Performance Analysis: Demand Number of eligible respondents. Output Number of interviews conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Research & Reporting Totals Expenditures by Fund General Research & Reporting Totals Staffing (FTEs) FY 2005-06 ACTUAL 12,648 ADOPTED 12,000 FY 2006-07 REVISED 12,000 PROJ ACT 12,000 FY 2007-08 ADOPTED 13,000 Variance (Rev. - Adopted) 1,000 % 8.3% 11,120 10,000 10,000 10,500 12,000 2,000 20.0% 9.0% (4.09) 10.8% -13.9% $ $ $ $ $ n/a 87.9% 15.76 $ 227,420 227,420 175,250 175,250 83.3% 27.12 $ 83.3% 29.38 $ 87.5% 25.53 $ 92.3% 25.29 $ $ - $ - $ - $ - $ $ 271,209 $ 293,818 $ 268,033 $ 303,462 $ (9,644) -3.3% $ n/a 271,209 $ 293,818 5.60 $ n/a 268,033 $ 303,462 5.60 $ (9,644) - -3.3% 0.0% $ 768 $ $ $ $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting 14,000 30 12,000 25 10,000 20 8,000 15 6,000 10 4,000 Cost/Interview # of Eligible Respondents County Sponsored Surveys Activity Performance 5 2,000 0 FY 2005-06 ACTUAL Demand Demand FY 2006-07 PROJECTED Output Output FY 2007-08 ADOPTED Efficiency Cost per interview conducted The FY 2007-08 budget for the County Sponsored Surveys Activity meets projected demand of 13,000 eligible survey respondents at an annual cost of $25.29 per interview in order to achieve the result of 92.3% of eligible respondents interviewed. The FY 2006-07 budget assumed a (-5.1%) decrease in demand, with results of 87.5% of eligible respondents interviewed. The decrease in demand was due to a portion of the Trial Courts department (Adult Probation) deciding to have surveys given bi-annually, and the rest of the courts agreeing to be on board for annual surveys. Since Adult Probation was surveyed in FY 2005-06, they will not be surveyed in FY 2006-07. The FY 2007-08 budget therefore assumes an 8.3% increase in demand. Additional resources will not be necessary to meet demand in this Activity. Base Adjustment: The base adjustments in the County Sponsored Surveys Activity include the reduction of education and training based on historical spending, an increase in regular pay and benefits to accommodate for Pay for Performance increases, and a decrease in the budget to accommodate for an increased personnel savings rate, resulting in an efficiency rate close to the projected rate for FY 2006-07. These adjustments will not have an effect on the department’s ability to meet their demand and output. Outside Agency Contracted Surveys Activity The purpose of the Outside Agency Contracted Surveys Activity is to assist other government and/or non-profit agencies with their survey data needs so that Maricopa County and its residents can benefit from the data collected. Mandates: There are no mandates associated with the Outside Agency Contracted Surveys Activity. 769 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting Performance Analysis: Demand Number of eligible respondents. Output Number of interviews conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Research & Reporting Totals Expenditures by Fund General Research & Reporting Totals Staffing (FTEs) FY 2005-06 ACTUAL 6,667 6,478 $ $ $ $ $ n/a 97.2% 4.72 $ 78,758 78,758 30,601 30,601 FY 2006-07 REVISED ADOPTED $ $ $ $ n/a FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % - - - - - - - - - - 0.0% $ 0.0% $ 0.0% $ 0.0% $ - - - $ $ $ - $ - $ $ $ $ n/a 67,782 67,782 - $ - $ $ - $ - 0.0% - $ - $ $ - $ - The FY 2007-08 budget for the County Sponsored Contracted Surveys Activity is currently $0 because there are no Intergovernmental Agreements (IGAs) in place for FY2007-08. The FY 2006-07 budget is also $0. Since 1992 Arizona Department of Economic Security has contracted with Research and Reporting to conduct a child care market range survey bi-annually. The Governor’s Office and other state agencies also contract with Research and Reporting on an ad hoc basis. The child care survey is still expected to occur in FY 2006-07; however, until the IGA is in place, Research and Reporting will not be able to forecast the demand/output measures or associated costs. Base Adjustment: There are no base adjustments associated with the Outside Agency Contracted Surveys Activity. 770 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Research & Reporting General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 349,072 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Package Admin Market Study Phase I $ $ Subtotal $ 5,488 16,179 21,667 $ - $ 370,739 $ - $ $ Subtotal $ 3,980 1,347 6,303 10,953 22,583 - $ 393,322 $ - (7,096) $ 452 - (9,737) - 2,571 - (1,000) - FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Budget submission below target Right-sized Internal Service Fund charges in County Sponsored Surveys Activity Increased personnel savings (salary and benefits) in County Sponsored Surveys Activity and Administrative Services Activities $ Increased regular pay and benefits in County Sponsored Surveys to account for current year pay for performance Reduced education and training in County Sponsored Surveys Activity Increased Risk Management Unemployment and Workers Compensation charges Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 771 - 243 (14,567) $ - 378,755 - $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Risk Management Analysis by Tara Acuña, Management & Budget Analyst Summary 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 the end of FY 2006-07, Risk Management will establish an Enterprise Risk Management program to identify and address areas of risk that adversely effect either County operations or citizen perceptions of County services. Status: This program has been drafted and presented to County Management. It is slated for implementation in spring, 2007. • Each year through 2012, no more than 0.5% of the County's denied workers compensation claims will result from failure to timely provide the third party administrator with necessary human resource information. Status: This goal was established in FY 2006-07 by Risk Management. The department will work with other departments including Human Resources in an effort to ensure continuous timely data transfer between HR and the third party administrator (TPA). In addition, the adopted budget includes an increase in the staff complement of one FTE to work specifically in 772 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management the Worker’s Compensation Activity. This addition should allow the timely processing of data related to this activity to assist them in achieving this goal. • By the end of FY06/07, the County’s injury incident rate will be reduced by 2% from the prior three year average. Status: This is a new goal established by the Risk Management in FY 2006-07. The Risk Management department is taking a more proactive role in an effort to reduce injury incident rates and encourage a safe workplace. Risk Management will be focusing on departments with high injury incident rates and administering more safety training classes, instruction and consultations and getting the departments/districts to take on more responsibility for their share of the County’s injury incident rate thus assisting them in achieving this goal by the end of the fiscal year. • Each year through 2012, the cost of risk (Risk Management expenses divided by the total County's expenses) will be 1% or less. Status: This is a new goal established in FY 2006-07 by the Risk Management department. In FY 2005-06 the cost of risk was 1.20% (total Risk expenditures of $28,435,029 divided by total County Expenditures including Districts $2,357,283,370). Risk Management should be able to meet this goal by the end of the fiscal year. • Each year though 2012, Risk Management’s voluntary, non-retirement employee turnover rate shall not exceed 10%. Status: Historically, the Risk Management department has had a high voluntary non-retirement turnover rate (33% in FY 2004-05, and 42% in FY 2005-06). The current YTD turnover rate is at 10%, and they are fully staffed as of March 2007. Consistent with this recent trend, the FY 2007-08 budget assumes a lower turnover rate. 773 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 75CR - CLAIMS AND INSURANCE PROGRAM ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS' COMPENSATION MMCI - MEDICAL MALPRACTICE $ FY 2006-07 ADOPTED 25,727,067 25,727,067 - $ FY 2006-07 REVISED 26,750,000 26,750,000 - $ FY 2006-07 PROJECTED 26,750,000 26,750,000 - $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 26,556,940 26,556,940 - $ $ $ 37,303,357 1,013,123 844,293 17,923,582 1,597,379 906,382 7,945,692 7,072,906 $ 558,000 558,000 $ 10,553,357 1,013,123 844,293 (8,826,418) 1,597,379 906,382 7,945,692 7,072,906 39.5% -33.0% 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS $ 3,251 3,251 $ - $ - $ 1,424 1,424 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES $ - $ - $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG $ - $ - $ - $ - $ 460,263 $ 460,263 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 25,730,318 $ $ 26,750,000 $ $ 26,750,000 $ $ 26,558,364 $ $ 194,503 39,272,014 $ $ 194,503 12,522,014 $ 32,634,886 32,634,886 - $ 27,723,475 27,723,475 - $ 27,827,142 27,796,027 31,115 - $ 33,247,838 33,241,586 6,252 - $ 34,094,271 925,967 771,661 16,381,675 1,459,962 828,409 7,262,150 6,464,447 $ (6,267,129) -22.5% (925,967) (771,661) 11,414,352 41.1% (1,459,962) (828,409) (7,231,035) -23239.7% (6,464,447) 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS $ 334,550 334,550 $ 515,560 515,560 $ 502,166 502,166 $ 502,392 502,392 $ 510,001 510,001 $ (7,835) (7,835) -1.6% -1.6% 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES $ 582,123 582,123 $ 590,425 590,425 $ 640,294 640,294 $ 619,730 619,730 $ 690,864 690,864 $ (50,570) (50,570) -7.9% -7.9% $ 420,665 $ (223,609) -113.5% $ 177,771 $ 35,893,572 $ (59,839) (6,608,982) -50.7% -22.6% EXPENDITURES 75CR - CLAIMS AND INSURANCE PROGRAM ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS' COMPENSATION MMCI - MEDICAL MALPRACTICE 99AS - ADMINISTRATIVE SERVICES PROG $ 196,678 $ 337,198 $ 197,056 $ 197,482 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 117,794 33,866,031 $ $ 117,932 29,284,590 $ $ 117,932 29,284,590 $ $ 117,932 34,685,375 755,891 755,891 558,000 558,000 755,891 755,891 46.8% Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 75CR - CLAIMS AND INSURANCE PROGRAM ALCI - AUTO LIABILITY GLCI - GENERAL LIABILITY APDA - AUTO PROPERTY DAMAGE MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS' COMPENSATION 8.73 8.18 0.55 10.51 0.70 3.98 1.35 1.90 0.70 0.10 1.79 1.79 0.70 (4.20) 1.35 1.90 0.70 0.10 1.24 225.0% 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS 1.50 1.50 1.81 1.81 0.31 0.31 20.8% 20.8% 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES 7.98 7.98 8.04 8.04 0.06 0.06 0.8% 0.8% 1.09 3.25 38.8% 15.5% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 2.80 21.00 774 3.89 24.25 20.5% -51.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 22,460,153 3,270,165 25,730,318 1,416,532 47,009 32,263,045 117,794 21,651 33,866,031 $ 26,000,000 750,000 26,750,000 $ $ 1,576,899 59,000 27,521,759 117,932 9,000 29,284,590 $ $ 26,000,000 750,000 26,750,000 $ $ 1,576,899 59,000 27,521,759 117,932 9,000 29,284,590 $ $ $ $ $ 25,556,940 1,001,424 26,558,364 1,556,426 57,994 32,943,840 117,932 9,183 34,685,375 $ $ $ $ 38,272,014 1,000,000 39,272,014 1,754,734 65,000 33,882,067 177,771 14,000 35,893,572 $ $ 12,272,014 250,000 12,522,014 47.2% 33.3% 46.8% $ $ $ $ $ $ (177,835) (6,000) (6,360,308) (59,839) (5,000) (6,608,982) -11.3% -10.2% -23.1% -50.7% -55.6% -22.6% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 675 RISK MANAGEMENT TOTAL FUNDS EXPENDITURES 675 RISK MANAGEMENT TOTAL FUNDS $ $ 25,730,318 25,730,318 $ $ 26,750,000 26,750,000 $ $ 26,750,000 26,750,000 $ $ 26,558,364 26,558,364 $ $ 39,272,014 39,272,014 $ $ 12,522,014 12,522,014 46.8% 46.8% $ $ 33,866,031 33,866,031 $ $ 29,284,590 29,284,590 $ $ 29,284,590 29,284,590 $ $ 34,685,375 34,685,375 $ $ 35,893,572 35,893,572 $ $ (6,608,982) (6,608,982) -22.6% -22.6% Mandated vs. Non-Mandated Expenditures Thousands 36,000 35,500 35,000 34,500 34,000 33,500 33,000 32,500 FY 2005-06 ACTUAL MANDATED FY 2006-07 PROJECTED FY 2007-08 ADOPTED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Claims and Insurance Program The purpose of the Claims and Insurance Program is to provide claims and insurance services to Maricopa County departments, districts, and trust members so they can reduce or manage the cost of claims, expenses, and obtain insurance coverage at the best possible cost to the County. 775 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 1.2% 1.2% 1.2% 1.2% 1.0% -0.2% -16.7% Cost of Risk Activities that comprise this program include: • General Liability • Auto Liability • Medical Malpractice • Auto Property Damage • • • Property Damage Unemployment Worker’s Compensation Historically, Risk Management has not tracked claims data by line of business. As a result, there is no historical data for comparisons. However, claims have been tracked overall as shown in the chart below; they have increased at an average rate of 20% since FY 2002-03. Overall Claims FY02/03 FY03/04 FY04/05 FY05/06 FY06/07 742 941 970 1375 1505 26.82% 3.08% 41.75% 9.45% Due to a change in the activity structure of the department in FY 2007-08, an activity level budget comparison is not possible. However, when reviewing budgeted revenue and expenditure for Claims and Insurance at the program level, the FY 2007-08 adopted revenues are increasing by $10,533,357 or 39.5% as compared to the FY 2006-07 revised budget. The adopted FY 2007-08 expenditures are also increasing by 22.5% or $6,267,129. These increases are largely due to the increase in the number of claims filed, the recent experience of higher claims settlements, and an increase in verdicts not favorable to the County. Prior budgets and estimates were based on actuarial estimates based on a 50% confidence level which have proven to be too low. The FY 2007-08 budget assumes an 80% confidence level, which based on recent experience, is closer to actual expenditures. These items combined to cause the extraordinary increase in the department’s budget. General Liability Activity The purpose of the General Liability Activity is to provide general liability claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain general liability insurance at the best possible cost to the County. Mandates: Administrative mandate. 776 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Performance Analysis: Results Percent of County expenditures spent on Risk Management (Cost of Risk). Demand Number of GL claims opened and pending. Output Number of GL claims closed . Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL 2.1% FY 2006-07 REVISED 1.3% ADOPTED 1.3% FY 2007-08 ADOPTED PROJ ACT 1.7% Variance (Rev. - Adopted.) % 1.6% 120.0% 2.9% Not Reported Not Reported Not Reported 1,524 1,829 - Not Reported Not Reported Not Reported 962 1,152 - 63.1% 34,554.66 $ 63.0% 14,220.20 $ $ - $ - $ - $ (14,220.20) $ $ 25,727,067 25,727,067 $ $ 26,750,000 26,750,000 $ $ 26,750,000 26,750,000 $ $ 26,556,940 26,556,940 $ $ 17,923,582 17,923,582 $ $ (8,826,418) (8,826,418) -33.0% -33.0% $ $ n/a 32,634,886 32,634,886 $ $ n/a 27,723,475 27,723,475 $ $ 27,796,027 27,796,027 8.18 $ $ n/a 33,241,586 33,241,586 $ $ 16,381,675 16,381,675 3.98 $ $ 11,414,352 11,414,352 (4.20) 41.1% 41.1% -51.4% # of General Liability Claims Open and Pending General Liability Activity Performance 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output The FY 2007-08 budget for the General Liability Activity meets projected demand of 1,829 claims open and pending at a cost of $14,220.20 per claim closed in order to achieve the results of 63% of demand met. General Liability claims involve complex negligence questions, many times requiring expert testimony, and sometimes involving larger damage amounts. As a result, it takes on average 279 days to process a general liability claim. The FY 2007-08 demand is estimated to be 1,829 General Liability claims open and pending based on historical annual average growth of overall claims of approximately 20%. The projected demand for FY 2006-07 assumes that 660 claims will carry-over from the prior fiscal year, and 864 claims will be filed for a total of 1,524. Auto Liability Activity The purpose of the Auto Liability Activity is to provide auto liability claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto liability insurance at the best possible cost to the County. Mandates: Administrative mandate. 777 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Performance Analysis: Demand Number of AL claims opened and pending. Output Number of AL claims closed . Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported Not Reported Not Reported Not Reported $ - $ - $ - PROJ ACT 142 FY 2007-08 ADOPTED 171 105 127 $ 73.9% $ Variance (Rev. - Adopted) - 74.3% 7,291.08 $ $ $ - $ $ - $ $ - $ $ - $ $ 1,013,123 1,013,123 $ $ $ $ n/a - $ $ n/a - $ $ - $ $ n/a - $ $ 925,967 0.70 $ $ - % - (7,291.08) 1,013,123 1,013,123 (925,967) 0.70 The FY 2007-08 budget for the Auto Liability Activity meets projected demand of 171 claims open and pending at a cost of $7,291.08 per claim closed in order to achieve the results of 74.3% of demand met. Auto Liability claims usually involve simple negligence questions and do not require expert testimony, and normally involve smaller damage amounts. Auto Liability Claims are processed in 160 days on average. The FY 2007-08 demand is estimated to be 171 Auto Liability claims open and pending based on historical annual average growth of overall claims of approximately 20%. The projected demand for FY 2006-07 assumes that 28 claims will carry-over from the prior fiscal year, and 114 claims will be filed for a total of 142. Medical Malpractice Activity The purpose of the Medical Malpractice Activity is to provide medical malpractice claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain medical malpractice insurance at the best possible cost to the County. Mandates: Administrative mandate. Performance Analysis: Demand Output Number of MM claims closed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported Not Reported Not Reported Not Reported $ - $ - $ - PROJ ACT 137 FY 2007-08 ADOPTED 165 70 84 $ 51.1% $ Variance (Rev. - Adopted) % - 50.9% 76,957.70 $ (76,957.70) $ $ - $ $ - $ $ - $ $ - $ $ 7,072,906 7,072,906 $ $ 7,072,906 7,072,906 $ $ n/a - $ $ n/a - $ $ - $ $ n/a - $ $ 6,464,447 6,464,447 1.90 $ $ (6,464,447) (6,464,447) 1.90 - 778 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management # of Medical Malpractice Claims Open and Pending Medical Malpractice Activity Performance 200 150 100 50 FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output The FY 2007-08 budget for the Medical Malpractice Activity meets projected demand of 165 claims open and pending at a cost of $76,957.70 per claim closed in order to achieve the results of 50.9% of demand met. Medical Malpractice claims almost always require expert testimony, and the damages are usually very significant. As a result, it takes on average 530 days to process a medical malpractice claim. The FY 2007-08 demand is estimated to be 165 Medical Malpractice claims open and pending based on historical annual average growth of overall claims of approximately 20%. The projected demand for FY 2006-07 assumes that 79 claims will carry-over from the prior fiscal year, and 58 claims will be filed for a total of 137. Auto Property Damage Activity The purpose of the Auto Property Damage Activity is to provide auto property damage claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto property damage insurance at the best possible cost to the County. Mandates: Administrative mandate. 779 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Performance Analysis: Demand Number of APD claims opened and pending. Output Number of APD claims closed . Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported Not Reported Not Reported Not Reported $ - $ - $ FY 2007-08 ADOPTED PROJ ACT 615 483 - $ 78.5% $ Variance (Rev. - Adopted) % 738 - 583 - 79.0% 1,323.60 $ (1,323.60) $ $ - $ $ - $ $ - $ $ - $ $ 844,293 844,293 $ $ 844,293 844,293 $ $ n/a - $ $ n/a - $ $ - $ $ n/a - $ $ 771,661 771,661 1.35 $ $ (771,661) (771,661) 1.35 - # of Auto Property Damage Claims Open and Pending Auto Property Damage Activity Performance 800 700 600 500 400 300 200 100 FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output The FY 2007-08 budget for the Auto Property Damage Activity meets projected demand of 738 claims open and pending at a cost of $1,323.60 per claim closed in order to achieve the results of 79% of demand met. Auto Property Damage claims can be extended for extensive periods due to the lag between when a claim is filed and when repairs are actually completed. As a result, it takes an average of 136 days to close an auto liability claim. The FY 2007-08 demand is estimated to be 738 Auto Property Damage claims open and pending based on historical annual average growth of overall claims of approximately 20%. The projected demand for FY 2006-07 assumes that 101 claims will carry-over from the prior fiscal year, and 514 claims will be filed for a total of 615. Property Damage Activity The purpose of the Property Damage Activity is to provide property damage claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain property damage insurance at the best possible cost to the County. Mandates: Administrative mandate. 780 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Performance Analysis: Demand Number of PD claims opened and pending. Output Number of PD claims closed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported Not Reported Not Reported Not Reported $ - $ - $ - PROJ ACT 104 FY 2007-08 ADOPTED 125 82 99 $ 78.8% $ Variance (Rev. - Adopted) % - - 79.2% 14,747.09 $ 0.0% (14,747.09) $ $ - $ $ - $ $ - $ $ - $ $ 1,597,379 1,597,379 $ $ 1,597,379 1,597,379 $ $ n/a - $ $ n/a - $ $ - $ $ n/a - $ $ 1,459,962 1,459,962 0.70 $ $ (1,459,962) (1,459,962) 0.70 - The FY 2007-08 budget for the Property Damage Activity meets projected demand of 125 claims open and pending at a cost of $14,747.09 per claim closed in order to achieve the results of 79.2% of demand met. The average number of days it took to close a Property Damage claim between FY 2000 and FY 2005 was 163 days. The FY 2007-08 demand is estimated to be 125 Property Damage claims open and pending based on historical annual average growth of overall claims of approximately 20%. The projected demand for FY 2006-07 assumes that 17 claims will carry-over from the prior fiscal year, and 87 claims will be filed for a total of 104. Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses. Mandates: Administrative mandate. Performance Analysis: Demand Total Number of Unemployment claims. Output Number of non-protestable claims. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported Not Reported Not Reported Not Reported $ - $ - $ FY 2007-08 ADOPTED PROJ ACT 632 302 - $ 47.8% $ Variance (Rev. - Adopted) % 656 - 326 - 49.7% 2,541.13 $ (2,541.13) $ $ - $ $ - $ $ - $ $ - $ $ 906,382 906,382 $ $ 906,382 906,382 $ $ n/a - $ $ n/a - $ $ - $ $ n/a - $ $ 828,409 828,409 0.10 $ $ (828,409) (828,409) 0.10 - The FY 2007-08 budget for the Unemployment Activity meets projected demand of 656 total claims opened at a cost of $2,541.13 per non-protestable claim in order to achieve the results of 49.7% of demand met. The percentage of non-protestable claims to all claims filed in a period indicates the claims are required to be paid by statute. 781 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management The projected demand for the FY 2006-07 budget is 632 claims and the projection for FY 2007-08 is 656. These projections are based on market trends and conservative growth estimates. Worker’s Compensation Activity The purpose of the Worker’s Compensation Activity is to provide worker’s compensation claims oversight and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain workers compensation insurance at the best possible cost to the County. Mandates: Administrative mandate. Performance Analysis: FY 2005-06 ACTUAL 1,727 ADOPTED 1,865 FY 2006-07 REVISED 1,865 PROJ ACT 1,865 FY 2007-08 ADOPTED 2,033 Variance (Rev. - Adopted) 168 % 9.0% 1,141 1,232 1,232 1,232 1,331 99 8.0% $ 66.1% $ 66.1% $ 66.1% 25.26 $ 66.1% 5.07 $ $ $ - $ $ - $ $ - - $ $ 7,945,692 7,945,692 $ $ $ $ n/a - $ $ n/a - $ $ 31,115 31,115 0.55 6,252 6,252 $ $ 7,262,150 7,262,150 1.79 $ $ Demand Number of WC claims opened and pending. Output Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) $ $ $ $ n/a 65.5% 5,456.16 $ -0.6% -0.9% (5,430.91) -21503.7% 7,945,692 7,945,692 (7,231,035) -23239.7% (7,231,035) -23239.7% 1.24 225.0% The FY 2007-08 budget for the Worker’s Compensation Activity meets projected demand of 2,033 claims open and pending at a cost of $5,456.16 per claim closed in order to achieve the results of 65.5% of claims closed. Claims often remain open for extended periods of time due to rulings of continuing disability which requires payment of continuing medical treatment and/or payment of lost earnings capacity. The projected demand for the FY 2006-07 budget is 1,865 claims opened and pending. This projection is based on number of Worker’s Compensation claims through the end of January of 2007 and historical trends which are influenced by fluctuations in the employee population and the impact of training provided by the safety department. Safety Management Program The purpose of the Employee Development program is to provide safety management services to Maricopa County departments, districts and trust members so they can ensure standards compliance and control and/or prevent losses. Program Results % reduction of County injury incident rate from the prior 3-year average rate FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % -7.6% 10.0% 10.0% 5.0% 5.0% -5.0% -50.0% Activities that comprise this program include: • Safety Management Services 782 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Safety Management Services Activity The purpose of the Safety Management Services Activity is to provide consultation, technical, and training services to the Maricopa County departments, districts and trust members so they can ensure standards compliance and control and/or prevent losses. Mandates: The Safety Management Services Activity has several mandates. The OSHA Compliance Requirement: Section 5(a)(1) of the OSHA Act, often referred to as the General Duty Clause, requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”. The OSHA Training requirement: 1926.21(b)(2) The employer shall instruct each employee in the recognition and avoidance of unsafe conditions and the regulations applicable to his work environment to control or eliminate any hazards or other exposure to illness or injury. #49 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. Performance Analysis: FY 2005-06 ACTUAL -7.6% Results Percent reduction/increase of County quarterly injury incident rate compared to a 3-year average rate. Demand Number of County employees. Output Number of County employees not injured. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2006-07 REVISED 10.0% ADOPTED 10.0% FY 2007-08 ADOPTED PROJ ACT 5.0% 5.0% 16,607 17,337 17,337 16,856 17,109 15,533 13,600 13,600 15,676 16,254 Variance (Rev. - Adopted) -5.0% % -50.0% (228) -1.3% 19.5% 16.6% 4.58 21.1% 9.7% $ 93.5% 37.48 $ 78.4% 43.41 $ 78.4% 47.08 $ 93.0% 39.53 $ $ $ - - $ $ - - $ $ 755,891 755,891 $ $ 755,891 755,891 590,425 590,425 $ $ 640,294 640,294 7.98 619,730 619,730 $ $ 690,864 690,864 8.04 $ $ (50,570) (50,570) 0.06 $ $ n/a 582,123 582,123 $ $ $ $ n/a $ $ $ $ n/a 95.0% 42.50 $ 2,654 -7.9% -7.9% 0.8% # of County Employees 43.00 42.00 17,000 41.00 16,500 40.00 39.00 16,000 38.00 15,500 37.00 36.00 15,000 35.00 14,500 34.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output Cost per County Employees Not Injured Safety Managemenet Activity Performance 17,500 FY 2007-08 ADOPTED Cost per The FY 2007-08 budget for the Safety Management Activity meets projected demand of 17,109 County employees (including Maricopa Integrated Health Services (MIHS)) at a cost of $42.50 per employee in order to achieve the results of 95% of County employees not injured. 783 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management The FY 2006-07 projected budget assumes a 2.8% increase in demand and a 1.3% increase in output. The minor increase in demand reflects a conservative increase in the overall staff at Maricopa County including MIHS. Total FY 2007-08 expenditures are 7.9% greater ($50,570) than FY 2006-07 due primarily to the anticipated increase in telecom and equipment services charges and market-based salary increases. Environmental Services Program The purpose of the Environmental Services program is to provide environmental technical services to Maricopa County departments, districts and trust members so they can minimize or eliminate liabilities. Program Results % reduction/increase in possible environmental liability exposures FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 3.0% 2.00% 2.00% 2.00% 2.00% 0.0% 0.0% Activities that comprise this program include: • Environmental Services Activity Environmental Services Activity The purpose of the Environmental Services Activity is to provide environmental management services for Maricopa County departments, districts and trust members so they can identify and mitigate potential liabilities. Mandates: The Environmental Services Activity has the following mandates: 40 CFR: Protection of the Environment ARS Title 49 (formerly Title 18) – The Environment sets up guidelines for department employees, legal counsel, powers and duties of the department and director, state wide application of rules, hazardous materials emergency response operations, county regulations, standards, fees, audits, appeals of agency decisions, unpaid amounts, and penalties. Performance Analysis: FY 2005-06 ACTUAL 3.0% Results Demand Number of environmental projects open and pending. Output Number of environmental projects closed. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Risk Management Totals Expenditures by Fund Risk Management Totals Staffing (FTEs) FY 2007-08 ADOPTED 2.0% PROJ ACT 2.0% Variance (Rev. - Adopted) 0.0% % 0.0% 29 78 78 78 72 (6) -7.7% 17 25 25 25 21 (4) -16.0% -2.9% (4,199.12) -9.0% -20.9% $ 58.6% 19,679.41 $ $ $ 3,251 3,251 $ $ n/a FY 2006-07 REVISED 2.0% ADOPTED 2.0% 334,550 334,550 $ $ $ $ n/a 32.1% 20,622.40 $ 32.1% 20,086.64 $ - $ $ - 515,560 515,560 $ $ 502,166 502,166 1.50 784 $ $ $ $ n/a 32.1% 20,095.68 $ 29.2% 24,285.76 $ 1,424 1,424 $ $ 558,000 558,000 $ $ 502,392 502,392 $ $ 510,001 510,001 1.81 $ $ 558,000 558,000 (7,835) (7,835) 0.31 -1.6% -1.6% 20.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management 90 80 70 60 50 40 30 20 10 30,000.00 25,000.00 20,000.00 15,000.00 10,000.00 5,000.00 FY 2006-07 PROJECTED Demand Cost per Environmental Project Closed Number of Environmental Projects open and pending Environmental Services Activity Performance FY 2007-08 ADOPTED Output Cost per The FY 2007-08 budget for the Environmental Services Activity meets projected demand of 72 environmental projects open and pending at a cost of $24,285.76 per project in order to achieve the results of 29.2% of projects closed. Environmental Service Projects can take months, or, for cases requiring involvement of the Environmental Protection Agency or the Arizona Department of Environmental Quality, years to resolve. The FY 2007-08 demand assumes an 8% decrease in demand based on historical data. The projected Environmental Services Claims demand for the FY 2006-07 assumes that 60 projects will carry-over from the prior fiscal year, and 18 projects will be opened. Total FY 2007-08 expenditures are 1.6% greater ($7,835) than FY 2006-07 due primarily to marketbased salary increases. 785 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Risk Management Risk Fund (675) Appropriated Budget Reconciliation EXPENDITURES $ 29,284,590 $ FY 2006-07 ADOPTED BUDGET: REVENUE 26,750,000 MID-YEAR ADJUSTMENTS: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance 29,284,590 $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Budget submission over target $ Increased Revenue and Expenditures to account for higher Risk charges (including Unemployment and Workers Compensation) Decreased Interest Earnings in Claims-related Activities New Position in the Workers Compensation Activity to improve timeliness and efficiency in processing Worker's Compensation claims and reduce costs associated with Third Party Administrator Reduced Workers Compensation Third Party Administrator Fees as a result of increase in staff complement in the Worker's Compensation Activity New Accountant Position allocated to various Administrative Services Program Activities Reduced Overtime Salary and Benefits in various Activities Reduced Broker fees in various Activities Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 26,750,000 16,168 $ 5,992 44,800 63,826 $ 2,598,416 2,598,416 29,348,416 $ 29,348,416 3,251,020 3,294,136 $ 1,480,102 8,943,496 47,694 (500,000) - (47,694) - 54,060 - (31,037) (23,023) 6,545,156 $ 35,893,572 9,923,598 $ 39,272,014 Risk Fund (675) Fund Balance Summary Unreserved Beginning Fund Balance Designations Unreserved/Undesignated Beginning Fund Balance Revenue Expenditures Net Operating Changes to Balance Sheet Impacting Fund Balance Unreserved/Undesignated Ending Fund Balance Unreserved Ending Fund Balance $ $ $ $ $ FY 2005-06 ACTUAL 17,620,205 (5,150,000) 12,470,205 25,730,318 33,866,031 (8,135,713) 2,507,670 6,842,162 11,992,162 786 $ $ $ $ $ FY 2006-07 ADOPTED 16,368,598 16,368,598 26,750,000 29,284,590 (2,534,590) 13,834,008 13,834,008 $ $ $ $ $ FY 2006-07 REVISED 16,368,598 16,368,598 26,750,000 29,284,590 (2,534,590) 13,834,008 13,834,008 $ $ $ $ $ FY 2006-07 PROJECTED 11,992,165 11,992,165 26,558,364 34,685,375 (8,127,011) 3,865,154 3,865,154 $ $ $ $ $ FY 2007-08 ADOPTED 3,865,154 3,865,154 39,272,014 35,893,572 3,378,442 7,243,596 7,243,596 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Sheriff Analysis by Bradley Kendrex, Management & Budget Analyst Summary Organizational Chart Sheriff Joseph M. Arpaio Chief Deputy Enforcement Patrol Resources Patrol Investigations Custody Special Operations Criminal Intelligence Support Services Research and Development Custody Region I 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 June 2008, 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. Status: The Sheriff's Office has met this goal. One of the projects has been to secure funding for hand-held iris scan technology for the jails from the National Institute of Justice (NIJ). The Sheriff’s Office has negotiated funding for a joint project with the Integrated Criminal Justice Information System (ICJIS) through the Arizona Criminal Justice Commission (ACJC) for the Homeland Security Arrest Capture/Data Collection (AC/DC) system. The Sheriff’s Office continues implementation of its mobile data computing terminals pilot. • By July 2008, the Sheriff’s Office will participate in at least six multi-agency partnerships that result in safer communities. 787 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Status: The Sheriff's Office has met this goal through continued participation in: the Maricopa County Neighborhood Narcotics Enforcement Team (MCNNET); three Crime Inhibiting Task Force Groups with the Federal Bureau of Investigation (FBI); a participation agreement with Drug Enforcement Administration (DEA); and High Intensity Drug Trafficking Area (HIDTA), Joint Drug Intelligence Group (JDIG), and State Homeland Security Initiative groups. In addition, MCSO has entered into an agreement with Immigration and Customs Enforcement (ICE) to train designated deputies on immigration law. • By January 2008, the Sheriff’s Office will increase the average annual case clearance for investigations cases to 62% using innovative and cooperative (inter and intra agency) strategies. Status: The Sheriff's Office reports progress in this area, with 33% more cases cleared in the second quarter of FY 2006-07 than in the first quarter. However, a substantial backlog impacts the clearance rate. It must be noted that MCSO qualified that the data may not be complete due to uneven use and reporting in RMS. • By January 2008, the Sheriff's Office will respond to 50% of Priority 1 calls within five minutes. Status: The Sheriff's Office has experienced difficulty meeting this goal. One possible explanation is the high number of vacancies in deputy sheriff positions in the Patrol Activity. In the first half of FY 2006-07, 33.5% of Priority 1 calls were responded to within 5 minutes. A market salary adjustment was implemented for Enforcement personnel in December 2006. While this will likely improve response times, noticeable results may not be obvious until the second quarter of FY 2007-08 due to the fact that the hiring and training process frequently surpasses a year in length. • 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 reports that this goal is being met. 788 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL FY 2006-07 ADOPTED $ 40,339,840 247,784 12,825,506 341,399 12,173 130,500 26,782,478 $ 41,975,611 348,477 389,026 130,500 13,581,552 12,000 27,514,056 $ 41,751,932 161,844 321,135 1 140,800 13,581,552 12,799 19,745 27,514,056 $ $ - $ 1 1 50EN - ENFORCEMENT $ 11,166,433 CVPR - CIVIL PROCESS DISP - DISPATCH DSTR - DISASTER & DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE 684,890 INTL - INTELLIGENCE 553,982 INVT - INVESTIGATIONS 2,981,911 OUTR - COMMUNITY OUTREACH PATR - PATROL 6,945,650 PPEV - PROPERTY AND EVIDENCE SRCH - SEARCH AND RESCUE - $ 15,673,376 532,000 2,135,506 4,000 70,400 3,652,821 73,123 9,205,526 - $ 17,259,048 532,000 1 3,013,528 3,200 65,401 3,436,952 38,564 10,164,403 4,999 - 99AS - ADMINISTRATIVE SERVICES PROG FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT $ 951,835 939,917 2,519 9,399 $ 514,917 509,917 5,000 - $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 379,423 379,423 $ 52,837,531 $ $ 58,163,904 $ REVENUE 50CM - CUSTODY MANAGEMENT IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION INLA - INMATE LABOR INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS ISTP - INMATE SKILLS TRAINING MANS - INMATE RELATED MANDATES MEAL - INMATE MEALS NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT 50CO - CENTRALIZED MCSO OPERATIONS MCSI - INFORMATION TECHNOLOGY - 789 FY 2006-07 REVISED $ FY 2006-07 PROJECTED $ 39,836,456 $ 164,948 338,742 150,013 13,752,582 16,949 (0) 25,413,221 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 41,447,833 115,978 324,197 140,800 12,042,042 10,060 50 19,744 28,794,962 $ 1,805 1,805 $ 10,698 10,698 $ $ 15,315,557 468,780 52,223 1,033,067 1,333 65,655 3,032,227 68,847 10,575,684 17,741 - $ 15,712,307 475,000 69,538 1,767,334 5,390 65,000 2,959,834 5,050 10,343,111 22,000 50 $ 510,159 505,159 5,000 - $ 499,435 499,435 - $ 59,521,140 $ $ 55,653,253 $ $ 500,800 $ 500,800 2,780 57,674,418 $ $ (304,099) -0.7% (45,866) -28.3% 3,062 1.0% (1) -100.0% 0.0% (1,539,510) -11.3% (2,739) -21.4% 50 (1) 0.0% 1,280,906 4.7% 10,697 10,697 (1,546,741) (57,000) 69,537 (1,246,194) 2,190 (401) (477,118) (33,514) 178,708 17,001 50 -9.0% -10.7% -41.4% 68.4% -0.6% -13.9% -86.9% 1.8% 340.1% (9,359) -1.8% (4,359) -0.9% (5,000) -100.0% 2,780 (1,846,722) -3.1% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Revenue and Expenditures by Program and Activity (continued) FY 2005-06 ACTUAL REVISED TO ADOPTED VARIANCE % FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED Expenditures 50CM - CUSTODY MANAGEMENT $ 134,442,494 IARP - INMATE ADDICTIVE RECOVERY 523,323 IEPA - INMATE EDUCATION IFID - INMATE FINGERPRINT IDENTIFICATION 407,249 INLA - INMATE LABOR 285,429 INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS 5,902,118 INTR - INMATE TRANSPORT ISTP - INMATE SKILLS TRAINING MANS - INMATE RELATED MANDATES 13,152,705 MEAL - INMATE MEALS 16,815,878 NTAK - INTAKE 22,809,473 PRDM - ADULT DETENTION MANAGEMENT 74,546,320 SMIT - INMATE SMI ADDICTIVE RECOV - $ 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 $ 151,523,895 1,749,127 1,651,281 2,215,011 54,568 3,806,858 4,221,628 15,935,914 42,395 9,181,580 14,588,794 14,452,495 82,914,057 710,187 $ 139,698,950 636,049 1,207,467 1,429,682 2,617 3,934,070 4,077,705 15,803,930 273,090 6,523,109 14,306,006 13,726,877 77,729,528 48,820 $ 164,257,402 1,606,357 1,838,032 2,246,364 965,720 4,211,765 4,660,882 17,840,798 34,788 9,726,962 16,562,842 16,029,996 87,808,135 724,761 $ (12,733,507) -8.4% 142,770 8.2% (186,751) -11.3% (31,353) -1.4% (911,152) -1669.8% (404,907) -10.6% (439,254) -10.4% (1,904,884) -12.0% 7,607 17.9% (545,382) -5.9% (1,974,048) -13.5% (1,577,501) -10.9% (4,894,078) -5.9% (14,574) -2.1% 50CO - CENTRALIZED MCSO OPERATIONS $ 13,924,032 FMGT - FLEET MANAGEMENT 372,228 MCSI - INFORMATION TECHNOLOGY 7,037,215 PROF - EMPLOYEE PROFESSIONAL STANDAR 1,080,575 TRAG - MANDATED ENF AND DET TRAINING 5,434,015 $ 17,556,000 340,167 9,336,696 1,769,048 6,110,089 $ 17,999,770 344,336 8,598,192 2,888,078 6,169,164 $ 15,423,426 688,942 7,966,254 1,376,694 5,391,535 $ 12,444,925 762,302 1,978,231 3,072,548 6,631,844 $ 5,554,845 30.9% (417,966) -121.4% 6,619,961 77.0% (184,470) -6.4% (462,680) -7.5% 50EN - ENFORCEMENT $ 65,570,564 CVPR - CIVIL PROCESS DISP - DISPATCH 2,049,452 DSTR - DISASTER & DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE 12,912,688 EXTR - EXTRADITIONS INTL - INTELLIGENCE 8,490,302 INVT - INVESTIGATIONS 14,381,114 OUTR - COMMUNITY OUTREACH PATR - PATROL 26,416,310 PPEV - PROPERTY AND EVIDENCE SMIA - SMI APPREHEN INTERVEN SRCH - SEARCH AND RESCUE WRNT - WARRANTS INFO PROCESSING 1,320,699 $ 71,245,804 3,832,216 2,604,447 2,150,282 10,834,205 976,914 3,146,677 15,858,427 79,835 27,716,991 742,640 1,175,991 2,127,179 $ 78,082,996 3,952,792 2,869,962 3,034,115 12,023,913 1,317,952 3,143,487 16,198,718 51,690 31,081,812 1,083,658 1,045,467 19,562 2,259,868 $ 73,402,246 4,288,724 2,166,700 1,922,855 13,968,741 1,529,830 2,719,930 14,738,867 865 28,654,072 1,009,706 338,077 7,211 2,056,668 $ 78,813,652 4,278,212 2,672,248 1,792,307 13,040,243 1,442,613 3,236,075 16,208,475 174,104 31,869,960 1,014,924 675,254 173,418 2,235,819 $ (730,656) -0.9% (325,420) -8.2% 197,714 6.9% 1,241,808 40.9% (1,016,330) -8.5% (124,661) -9.5% (92,588) -2.9% (9,757) -0.1% (122,414) -236.8% (788,148) -2.5% 68,734 6.3% 370,213 35.4% (153,856) -786.5% 24,049 1.1% 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS $ $ 2,040,091 2,040,091 $ 2,033,125 2,033,125 $ 2,039,289 2,039,289 $ 2,491,338 2,491,338 $ (458,213) (458,213) -22.5% -22.5% 99AS - ADMINISTRATIVE SERVICES PROG $ 17,857,939 $ 13,905,727 $ 10,802,613 $ 10,478,614 $ 10,705,147 $ 97,466 0.9% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 234,006,941 $ 8,619,052 $ 257,391,746 $ 8,636,760 $ 269,079,159 $ 7,219,540 $ 248,262,066 $ $ 12,583,760 288,092,712 $ $ 2,211,911 2,211,911 790 FY 2007-08 ADOPTED (3,947,000) (19,013,553) -45.7% -7.1% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Staffing by Program and Activity FY 2006-07 FY 2007-08 REVISED TO ADOPTED REVISED ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK 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 ISTP - INMATE SKILLS TRAINING MANS - INMATE RELATED MANDATES MEAL - INMATE MEALS NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT SMIT - INMATE SMI ADDICTIVE RECOV - 1.00 1.00 1.00 1.00 2,622.00 11.00 35.00 49.00 80.00 29.50 267.50 1.00 158.00 202.00 268.00 1,518.00 3.00 2,609.00 11.00 34.00 49.00 16.00 80.00 27.50 267.50 1.00 158.00 202.00 268.00 1,492.00 3.00 50CO - CENTRALIZED MCSO OPERATIONS FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY PROF - EMPLOYEE PROFESSIONAL STANDARDS TRAG - MANDATED ENF AND DET TRAINING 214.00 4.00 67.00 41.00 102.00 154.20 4.00 7.20 41.00 102.00 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 844.50 54.00 41.00 151.00 4.00 38.00 162.00 330.50 13.00 8.00 43.00 844.50 54.00 41.00 148.80 4.00 38.00 162.00 2.20 330.50 13.00 8.00 43.00 (2.20) 2.20 - 47.00 47.00 47.00 47.00 - 0.0% 0.0% 123.00 126.00 3.00 2.4% 3,850.50 67.80 3,849.50 67.80 (1.00) 0.0% 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 791 (13.00) (1.00) 16.00 (2.00) (26.00) - -0.5% 0.0% -2.9% 0.0% 0.0% -6.8% 0.0% 0.0% 0.0% 0.0% 0.0% -1.7% 0.0% (59.80) -27.9% 0.0% (59.80) -89.3% 0.0% 0.0% 0.0% 0.0% 0.0% -1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Licenses & Permits $ 53,500 Intergovernmental 8,014,553 Charges For Service 30,280,541 Fines & Forfeits 1,048,054 13,440,882 Miscellaneous Revenues Total Revenue $ 52,837,531 EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ 194,590,743 20,159,303 16,463,136 135,779 2,657,980 $ 234,006,941 FY 2006-07 ADOPTED $ FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 66,000 8,853,635 34,461,217 1,100,700 13,682,352 $ 58,163,904 $ 66,000 9,474,929 35,197,159 1,100,700 13,682,352 $ 59,521,140 $ 51,604 6,745,780 34,083,970 910,879 13,861,020 $ 55,653,253 $ 66,000 7,634,102 36,707,176 1,101,000 12,166,140 57,674,418 $ $ 214,031,722 18,517,401 20,852,779 51,563 3,938,281 $ 257,391,746 $ 224,144,705 18,368,243 20,406,342 51,563 6,108,306 $ 269,079,159 $ 206,425,457 18,930,801 17,358,101 51,563 5,467,907 $ 248,233,829 $ 240,749,086 18,476,586 23,809,544 49,838 5,007,658 $ 288,092,712 $ $ $ $ (1,840,827) 1,510,017 300 (1,516,212) (1,846,722) 0.0% -19.4% 4.3% 0.0% -11.1% -3.1% (16,604,381) (108,343) (3,403,202) 1,725 1,100,648 (19,013,553) -7.4% -0.6% -16.7% 3.3% 18.0% -7.1% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVENUE 100 GENERAL $ 7,325,152 203 SHERIFF DONATIONS 17,485 212 SHERIFF RICO FUND 1,019,149 214 SHERIFF JAIL ENHANCEMENT 1,645,654 251 SHERIFF GRANTS 4,946,990 252 INMATE SERVICES 13,301,944 254 INMATE HEALTH SERVICES 139,535 255 DETENTION OPERATIONS 24,441,622 TOTAL FUNDS $ 52,837,531 9,648,261 16,400 1,100,000 2,050,000 6,303,635 13,581,552 149,715 25,314,341 $ 58,163,904 $ 10,384,205 16,400 1,100,000 2,050,000 6,924,927 13,581,552 149,715 25,314,341 $ 59,521,140 $ 10,973,705 19,403 909,774 1,651,568 4,584,568 13,752,582 106,997 23,654,656 $ 55,653,253 EXPENDITURES 100 GENERAL $ 59,990,396 203 SHERIFF DONATIONS 10,285 212 SHERIFF RICO FUND 1,028,046 214 SHERIFF JAIL ENHANCEMENT 1,588,240 251 SHERIFF GRANTS 4,351,984 252 INMATE SERVICES 6,376,360 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS 160,661,630 TOTAL FUNDS $ 234,006,941 $ 68,092,509 16,400 1,100,000 2,050,000 6,303,635 11,192,105 489,187 168,147,910 $ 257,391,746 $ 72,244,594 16,400 1,100,000 2,050,000 6,924,927 11,192,105 489,187 175,061,946 $ 269,079,159 $ 68,011,901 8,056 916,836 1,487,828 4,805,979 6,308,390 163,060 166,560,016 $ 248,262,066 $ FY 2007-08 ADOPTED $ $ 10,636,912 16,400 1,100,000 2,050,000 5,084,102 12,042,042 149,715 26,595,247 57,674,418 $ 71,117,264 16,400 1,100,000 2,050,000 5,084,102 12,042,042 149,715 196,533,189 $ 288,092,712 REVISED TO ADOPTED VARIANCE % $ 252,707 (1,840,825) (1,539,510) 1,280,906 (1,846,722) 2.4% 0.0% 0.0% 0.0% -26.6% -11.3% 0.0% 5.1% -3.1% 1,127,330 1,840,825 (849,937) 339,472 (21,471,243) $ (19,013,553) 1.6% 0.0% 0.0% 0.0% 26.6% -7.6% 69.4% -12.3% -7.1% $ $ General Adjustments Right-size Detention and Law Enforcement Pay for Performance: Detention and Law Enforcement Officers received a market compensation increase in FY 2006-07. In order to right-size pay-for-performance based upon market salary increases, the expenditure budget was increased by $198,554 in the General Fund and by $468,510 in the Detention Fund. Right-size Shift Differential and Regular Over Budget: Shift differential and regular over budget were right-sized, leading to a decrease in expenditures of $2,509,095 in the General Fund and an increase of $246,315 in the Detention Fund. 792 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Adjust ‘Transfer Out’ to Debt Service Fund: The General Fund transfer to the Debt Service Fund was reduced by $1,725. Reduce Grant Fund Revenue and Expenditures: Sheriff’s Grant Fund budgeted expenditures were reduced by $2,057,110 and revenue was reduced by $1,922,011 due to lower than expected grant revenue. Annualize Detention and Law Enforcement Market Increases: Detention and Law Enforcement Officers received a market compensation increase in FY 2006-07. In order to annualize this increase, the Inmate Services Fund expenditure budget was increased by $4,661. Right-size Personnel Savings and Overtime for Shift Coverage: Based on FY 2006-07 projected expenditures, Personnel Savings was increased from 4.7% to 7.5%, a reduction of $2,684,328 in the General Fund. As a result of right-sizing personnel savings and overtime to account for shift coverage and expected vacancies, the Detention Fund expenditure budget was increased by $735,563. Personnel savings was increased from 7.2% to 7.5%. Workers’ Compensation / Unemployment Insurance Workers Compensation and Unemployment Insurance rates have been updated for FY 2007-08. An additional $16,470 has been added to the expenditure budget to fund the increased expense. Risk Management Charges Risk Management charges have been updated for FY 2007-08 an additional $2,023,741 has been added to the expenditure budget to fund the increased expense. Programs and Activities Custody Management Program The purpose of the Custody Management Program is to provide safe and secure environment to inmates and Maricopa County Sheriff’s Office staff so that the inmates can be properly and expeditiously processed through the system. Mandates A.R.S. §§11-441 and 31-121 establish that the Sheriff’s Office is responsible for the operation of County jails and detention, including receiving and providing food, clothing, and bedding for all persons who are committed to jail. 793 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Program Results Percent of Inmates not assaulted by other inmates while in custody Percent of staff not assaulted by inmates while on duty Percent of requested items sold Percent of net revenue for inmate programs Percent of available inmate labor hours worked Percent of MEAL Activity food costs avoided using donated food Percent of fingerprint sets processed Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years Percent of Alpha Program participants that complete program and graduate Percent of Seriously Mentally Ill Addictive Treatment program completers who don't return to jail within 2 Years Percent of Seriously Mentally Ill Addictive Treatment participants that complete treatment Percent of Accurate inmate releases Percent of persons booked and classified or released within 24 hours FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adpt.) % 98.8% 98.6% 98.8% 98.8% 98.8% 0.0% 0.0% 97.2% 97.2% 97.2% 97.2% 0.0% 0.0% 71.0% Not Reported Not Reported Not Reported 78.0% Not Reported Not Reported Not Reported 78.0% 0.0% 0.0% Not Reported 87.0% Not Reported 88.0% Not Reported 88.0% Not Reported Not Reported Not Reported Not Reported Not Reported 81.0% Not Reported 88.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 30.0% 30.0% Not Reported 30.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported 99.0% 100.0% 99.0% 0.0% 99.0% 0.0% 0.0% Not Reported 100.0% 100.0% Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported Not Reported 78.0% Not Reported 64.0% Not Reported 12.0% Activities that comprise this program include: • Adult Detention Management Activity • Inmate Canteen and Special Services Activity • Inmate Labor Activity • Inmate Education Activity • Inmate Related Mandates Activity • Inmate Meals Activity • Inmate Fingerprint Identification Activity • • • • • • Inmate Addictive Recovery Activity Seriously Mentally Ill Addictive Treatment Activity Inmate Release Activity Inmate Skills Training Activity Inmate Transport Activity Intake Activity Adult Detention Management Activity The purpose of the Adult Detention Management Activity is provide security, safety, care, custody, and control services to Maricopa County Sheriff’s Office staff and inmates so that they can live and work in safe and secure facilities. 794 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Mandates: This activity supports the overall mandate of the Custody Management Program. Performance Analysis: Results Percent of Inmates not assaulted by other inmates while in custody Results Percent of staff not assaulted by inmates while on duty Demand Number of inmates requiring detention Output Number of inmates detained Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Jail Enhancement Fund Sheriff Grants Inmate Health Services Detention Operations Totals Expenditures by Fund Sheriff Rico Fund Sheriff Jail Enhancement Fund Sheriff Grants Inmate Services Inmate Health Services Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL 98.8% ADOPTED 98.6% 97.2% $ FY 2006-07 REVISED 98.8% PROJ ACT 98.8% FY 2007-08 ADOPTED 98.8% Variance (Rev. - Adpt.) 0.0% % 0.0% 97.2% 97.2% 97.2% 0.0% 0.0% Not Reported 9,733 10,216 10,216 8,972 9,450 (766) -7.5% 9,733 10,216 10,216 8,972 9,450 (766) -7.5% 100.0% 8,663.57 $ 100.0% 9,291.87 $ 0.0% (1,175.77) 0.0% -14.5% 100.0% 7,659.13 $ 100.0% 6,995.03 $ 100.0% 8,116.10 $ $ 1,645,654 585,454 131,289 24,420,080 $ 26,782,478 $ 2,050,000 149,715 25,314,341 $ 27,514,056 $ 2,050,000 149,715 25,314,341 $ 27,514,056 $ 1,651,568 106,997 23,654,656 $ 25,413,221 $ 2,050,000 149,715 26,595,247 $ 28,794,962 $ $ $ $ $ $ $ 104,873 1,025,406 523,873 56,623 72,835,546 $ 74,546,320 NA 1,204,690 489,187 69,767,350 $ 71,461,227 NA 1,204,690 489,187 81,220,180 $ 82,914,057 1,518.00 858,842 163,060 76,707,626 $ 77,729,528 NA 1,204,690 149,715 86,453,730 $ 87,808,135 1,492.00 $ $ 1,280,906 1,280,906 339,472 (5,233,550) (4,894,078) (26.00) 0.0% 0.0% 5.1% 4.7% 0.0% 69.4% -6.4% -5.9% -1.7% The FY 2007-08 budget for the Adult Detention Management Activity assumes a 7.5% decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. FY 2007-08 budgeted expenditures increased by $4.8 million (5.8%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Personnel costs from the Inmate Labor Activity were charged to this activity in FY 2006-07, thus contributing to the Detention Fund FY 2006-07 budget. This has been corrected in the FY 2007-08 budget. Increase for Fuel: In order to right-size the budget for fuel, the expenditure budget has been increased by $54,298 in the Detention Operations Fund. Inmate Canteen and Special Services Activity The purpose of the Inmate Canteen and Special Services Activity is to provide a self-supporting 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. Mandates: This is not a mandated function of the Sheriff’s Office. A.R.S. §31-121 allows for the creation of an inmate canteen at the discretion of the Board of Supervisors and dictates that proceeds are to be deposited into a special revenue fund that supports canteen operations. 795 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of requested items sold Results Percent of net revenue for inmate programs Demand Number of items requested Output Number of items sold Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Inmate Services Totals Expenditures by Fund Sheriff Donations Inmate Services Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED 64.0% Not Reported $ FY 2006-07 REVISED Not Reported PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported Not Reported Not Reported Not Reported Not Reported Variance (Rev. - Adpt.) 450,510 477,541 477,541 410,668 422,988 (54,553) -11.4% 355,258 376,573 376,573 324,423 334,160 (42,413) -11.3% 0.1% (2.74) 0.2% -24.4% (1,539,510) (1,539,510) -11.3% -11.3% 78.9% 16.61 $ 78.9% 0.49 $ 78.9% 11.21 $ 79.0% 12.58 $ 79.0% 13.95 $ $ 12,825,506 $ 12,825,506 $ 13,581,552 $ 13,581,552 $ 13,581,552 $ 13,581,552 $ 13,752,582 $ 13,752,582 $ 12,042,042 $ 12,042,042 $ $ $ $ $ $ $ $ $ % 5,902,078 40 5,902,118 NA $ 4,516,602 4,516,602 NA $ 4,220,569 1,059 4,221,628 29.50 $ 4,078,636 1,405 4,080,041 NA $ 10,860 4,647,893 2,129 4,660,882 27.50 $ (10,860) (427,324) -10.1% (1,070) -101.0% (439,254) -10.4% (2.00) -6.8% The FY 2007-08 budget for the Inmate Canteen and Special Services Activity assumes an 11% decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. Results data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $783,942 (18.6%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Reduce Inmate Service Fund Revenue: Beginning in FY 2006-07, the Sheriff’s Office converted long distance phone calls from a ‘collect call’ system to an inmate calling card system. Since collect calls generate much more revenue than calls using a calling card, revenue is expected to decline significantly. As a result, FY 2007-08 revenue in the Inmate Services Fund was reduced by $1,539,510. Increase Inmate Service Fund Expenditures: The FY 2007-08 budget includes an increase of $701,280 in the Inmate Services Fund to allow for additional expenditure authority. Inmate Labor Activity 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. Mandates: Inmate labor programs are not mandated functions of the Sheriff’s Office. A.R.S. §11-455 and A.R.S. Title 31, Chapter 1, Article 3 (§§31-141 through 31-146) establish that the Sheriff’s Office may require convicted inmates to perform labor as part of their sentence. The Sheriff’s Office is responsible for maintaining management and supervision of inmates who are performing labor. 796 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of available inmate labor hours worked Demand Number of Inmate labor hours available FY 2005-06 ACTUAL Not Reported ADOPTED 12.0% 2,280,000 2,785,263 FY 2006-07 REVISED PROJ ACT Not Not Reported Reported 2,785,263 3,509,352 FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) 3,509,352 724,089 26.0% 724,116 26.0% 2,280,000 2,785,236 2,785,236 3,509,352 3,509,352 Output Number of inmate labor hours worked Percent of Demand met 100.0% 100.0% 100.0% 100.0% 100.0% Efficiency $ 0.13 $ 0.02 $ 0.02 $ 0.00 $ 0.28 $ Expenditures per unit of Output Expenditures by Fund Detention Operations $ 285,429 $ 424,876 $ 54,568 $ 2,617 $ 965,720 $ Totals $ 285,429 $ 424,876 $ 54,568 $ 2,617 $ 965,720 $ Staffing (FTEs) NA NA NA 16.00 % 0.0% 0.0% (0.26) -1304.6% (911,152) -1669.8% (911,152) -1669.8% 16.00 The performance measures and data collection methodologies for this activity were refined at the beginning of FY 2006-07; therefore, the data reported for FY 2005-06 Actual and FY 2006-07 Adopted/Revised are estimates. The FY 2007-08 budget assumes over 3.5 million inmate labor hours will be available (demand) and worked (output), which is consistent with FY 2006-07 projected trends. In FY 2006-07, personnel costs were primarily charged to the Adult Detention Management Activity, thus the budget was reduced accordingly. This has been corrected in the FY 2007-08 budget. Results data was not reported for this activity. Inmate Education Activity 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. Mandates: A.R.S. §§15-913.01 and 31-121 establish that the Sheriff’s Office must offer an education program for inmates under the age of 18 and disabled inmates under the age of 21. The teaching method for this program is to be determined by the Sheriff’s Office and the Office of the Superintendent of Schools. 797 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: FY 2005-06 ACTUAL NA ADOPTED NA Demand Number of Inmate population eligible for education classes NA NA Output Number of Inmates participating in education classes Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Grants Totals Expenditures by Fund Sheriff Grants Inmate Services Detention Operations Totals Staffing (FTEs) NA NA NA NA NA NA $ 389,026 389,026 $ $ 398,543 827,171 $ 1,225,714 NA $ Results NA NA $ $ NA NA NA NA NA $ FY 2006-07 REVISED PROJ ACT 17.0% Not Reported 4,334 4,334 1,752 FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 17.0% 0.0% 1,752 40.4% 942.51 $ 321,135 321,135 $ $ 323,419 1,237,694 90,168 $ 1,651,281 35.00 $ 40.4% 662.04 $ 338,742 338,742 $ $ 310,631 723,432 125,831 $ 1,159,893 NA $ % 0.0% 4,334 - 0.0% 1,752 - 0.0% 40.4% 1,049.11 $ 0.0% (106.59) 324,197 324,197 $ $ 326,977 1,417,687 93,368 $ 1,838,032 34.00 $ $ 3,062 3,062 (3,558) (179,993) (3,200) (186,751) (1.00) 0.0% -11.3% 1.0% 1.0% -1.1% -14.5% -3.5% -11.3% -2.9% This was a new activity in FY 2006-07; therefore, historical data is not available. The FY 2007-08 budget for the Inmate Education Activity assumes no growth in demand or output when compared with FY 2006-07 Revised. FY 2007-08 budgeted expenditures increased by $186,751 (11.3%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Inmate Related Mandates Activity 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. Mandates: This activity supports the overall mandate of the Custody Management Program. 798 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results To be developed Demand Number of prisoners requiring inmate related mandates services Output Number of prisoners receiving inmate related mandated services Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Donations Sheriff Grants Totals Expenditures by Fund Sheriff Donations Sheriff Jail Enhancement Fund Sheriff Grants Inmate Services Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported 9,733 ADOPTED Not Reported 10,216 FY 2006-07 REVISED Not Reported 10,216 PROJ ACT Not Reported 8,972 9,733 10,216 10,216 8,972 100.0% 1,351.35 $ 100.0% 0.39 $ 100.0% 898.75 $ 14,642 326,757 341,399 $ 12,000 12,000 $ 3,718 287,677 275,914 1,515 12,583,881 $ 13,152,705 NA $ 69,133 194,321 14,771,803 $ 15,035,257 NA $ $ $ $ $ $ - $ 69,133 528,452 8,583,995 $ 9,181,580 158.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adpt.) Not Reported 9,450 (766) 9,450 100.0% 727.24 $ - $ 53,537 442,949 6,028,332 $ 6,524,818 NA $ $ 100.0% 1,029.31 $ 50 50 $ 50 69,133 404,838 9,252,941 $ 9,726,962 158.00 $ $ $ $ % -7.5% (766) -7.5% 0.0% (130.56) 0.0% -14.5% 50 50 (50) 123,614 (668,946) (545,382) - 0.0% 23.4% -7.8% -5.9% 0.0% The FY 2007-08 budget for the Inmate Related Mandates Activity assumes a 7.5% decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. Results data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $545,382 (5.9%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Inmate Meals Activity The purpose of the Inmate Meals Activity is to provide healthy meals to inmates so that mandated daily food requirements can be met most cost effectively. Mandates: This activity supports the overall mandate of the Custody Management Program. 799 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results FY 2005-06 ACTUAL 78.0% ADOPTED 71.0% FY 2006-07 REVISED 78.0% 15,104,392 16,333,200 16,161,699 14,480,074 14,914,476 (1,247,223) -7.7% 15,104,392 16,333,200 16,161,699 14,480,074 14,914,476 (1,247,223) -7.7% 0.0% (0.21) 0.0% -23.0% Percent of MEAL Activity food costs avoided using donated food Demand FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 78.0% 0.0% PROJ ACT Not Reported % 0.0% Number of Inmate meals needed Output Number of Inmate meals served Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Detention Operations Totals Expenditures by Fund Inmate Services Detention Operations Totals Staffing (FTEs) $ 100.0% 1.11 $ $ $ 12,173 12,173 $ $ 157,385 16,658,492 $ 16,815,878 NA $ $ 100.0% 0.95 $ - $ $ 2,280,197 13,315,856 $ 15,596,053 NA $ 100.0% 0.90 $ - $ $ 1,594,695 12,994,099 $ 14,588,794 202.00 $ 100.0% 0.99 $ - $ $ 102,598 14,203,408 $ 14,306,006 NA $ 100.0% 1.11 $ - $ $ 1,917,856 14,644,986 $ 16,562,842 202.00 $ - (323,161) (1,650,887) $ (1,974,048) - -20.3% -12.7% -13.5% 0.0% The FY 2007-08 budget for the Inmate Meals Activity assumes a 7.7% decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. Results data was not reported for this activity. FY 200708 budgeted expenditures increased by $1.1 million (7.8%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Increase Inmate Meals Activity: In order to right-size the Inmate Meals Activity, the expenditure budget was increased by $344,688 in the Inmate Services Fund and $487,129 in the Detention Operations Fund. Inmate Fingerprint Identification Activity 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. Mandates: This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11-441 and 31121, which require the Sheriff’s Office to be responsible for county jails and inmate detention. 800 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of fingerprint sets processed Demand Number of fingerprint sets taken FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported FY 2006-07 REVISED Not Reported PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) 336,577 365,210 365,210 200,453 206,467 (158,743) -43.5% 38,736 32.7% 113,159 118,466 118,466 152,624 157,202 Output Number of fingerprint sets verified (processed) Percent of Demand met 33.6% 32.4% 32.4% 76.1% 76.1% $ 3.60 $ - $ 18.70 $ 9.37 $ 14.29 $ Efficiency Expenditures per unit of Output Expenditures by Fund Detention Operations $ 407,249 $ 2,324,760 $ 2,215,011 $ 1,429,682 $ 2,246,364 $ Totals $ 407,249 $ 2,324,760 $ 2,215,011 $ 1,429,682 $ 2,246,364 $ NA NA 49.00 NA 49.00 Staffing (FTEs) % 43.7% 4.41 134.7% 23.6% (31,353) (31,353) - -1.4% -1.4% 0.0% The FY 2007-08 budget for the Inmate Fingerprint Identification Activity assumes a 3% increase in the number of fingerprint sets to be taken (demand) and the number of fingerprint sets processed (output) when compared with FY 2006-07 projected. Prior year demand included backlog in the calculation. This is corrected with FY 2006-07 projected and FY 2007-08 adopted. Results data was not reported for this activity. Inmate Addictive Recovery Activity The purpose of the Inmate Addictive Recovery Activity is to provide addictive recovery treatment and rehabilitation service to adult and juvenile inmates so that they will not return to jail. Mandates: This Activity is not a mandated function of the Sheriff’s Office. 801 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years Results Percent of Alpha Program participants that complete program and graduate Demand Number of Alpha Program applicants Output Number of Alpha Program participants Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Grants Totals Expenditures by Fund Sheriff Grants Inmate Services Totals Staffing (FTEs) FY 2005-06 ACTUAL 87.0% ADOPTED 88.0% Not Reported $ Not Reported Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 88.0% 0.0% Not Reported % 0.0% Not Reported 1,505 1,674 1,595 1,586 1,595 - 0.0% 950 1,272 1,196 932 1,196 - 0.0% 63.1% 550.87 $ 76.0% 1,488.03 $ 75.0% 1,462.48 $ 58.8% 689.09 $ 75.0% 1,343.11 $ 0.0% 119.37 0.0% 8.2% 348,477 348,477 $ $ 161,844 161,844 $ $ 164,948 164,948 $ $ 348,477 1,544,296 $ 1,892,773 NA $ 163,479 1,585,625 $ 1,749,127 11.00 $ 158,799 483,407 642,229 NA $ $ $ 247,784 247,784 $ $ $ 290,743 232,580 523,323 NA $ $ FY 2006-07 REVISED PROJ ACT 88.0% 81.0% $ 115,978 115,978 $ $ (45,866) (45,866) -28.3% -28.3% 115,978 1,490,357 $ 1,606,357 11.00 $ 47,501 95,268 142,770 - 29.1% 6.0% 8.2% 0.0% $ Due to difficulty in recruiting counselors, FY 2006-07 projected expenditures and output are significantly lower than budgeted in the Inmate Addictive Recover Activity. A market increase was implemented during FY 2006-07, which is already having a positive effect on recruitment efforts in this area. The FY 2007-08 budget for the Inmate Addictive Recovery Activity assumes no growth in demand or output when compared with FY 2006-07 Revised. With the market increases, both the number of participants (output) and the percent of inmates graduating from “Alpha” classes with no return to jail in two years (result) are expected to increase to adopted budget levels. Seriously Mentally Ill Addictive Treatment Activity 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. Mandates: This Activity is not a mandated function of the Sheriff’s Office. 802 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of Seriously Mentally Ill Addictive Treatment program completers who don't return to jail within 2 Years Results Percent of Seriously Mentally Ill Addictive Treatment participants that complete treatment Demand Number of Inmates referred or diverted to seriously mentally ill treatment program FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA 30.0% 30.0% Not Reported NA Not Reported Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 30.0% 0.0% Not Reported Not Reported 300.0% NA 500 300 Not Reported Output Number of Seriously Mentally Ill Addictive Treatment program participants Percent of Demand met NA 240 285 Not Reported 285 NA 48.0% 95.0% 95.0% Efficiency Expenditures per unit of Output Expenditures by Fund Inmate Services Detention Operations Totals Staffing (FTEs) NA $ 2,299.50 $ 2,491.88 Not Reported Not Reported NA NA NA NA $ 551,880 $ 551,880 NA $ 710,164 23 $ 710,187 3.00 $ $ 40,121 23 40,144 NA (297) $ 2,543.02 $ $ 724,739 22 724,761 3.00 $ $ $ % 0.0% -99.0% - 0.0% 0.0% (51.14) 0.0% -2.1% (14,575) 1 (14,574) - -2.1% 4.3% -2.1% 0.0% The Seriously Mentally Ill Addictive Recovery Activity was initially funded in FY 2004-05; however, delays in implementation due to recruitment problems and program development have slowed the progress off this initiative. As a result, projected FY 2006-07 expenditures and output are projected to be significantly lower than budgeted. The FY 2007-08 budget provides full funding for this activity; however, no growth in demand or output over FY 2006-07 Revised is planned. Inmate Release Activity 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. Mandates: This activity supports the overall mandate of the Custody Management Program. 803 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of Accurate inmate releases Demand Number of inmates ordered for release Output Number of inmates released Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Grants Totals Expenditures by Fund Sheriff Jail Enhancement Fund Sheriff Grants Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED 100.0% FY 2006-07 REVISED PROJ ACT 99.0% Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 99.0% 0.0% % 0.0% NA 124,760 134,626 126,592 130,389 (4,237) -3.1% NA 119,199 134,626 126,592 130,389 (4,237) -3.1% 0.0% (4.02) 0.0% -14.2% NA NA $ NA NA $ $ NA NA NA NA NA $ 95.5% 29.16 $ 130,500 130,500 $ $ 120,982 130,500 3,224,634 $ 3,476,116 NA $ 100.0% 28.28 $ 140,800 140,800 $ $ 120,982 139,165 3,546,711 $ 3,806,858 80.00 $ 100.0% 31.08 $ 150,013 150,013 $ $ 40,324 189,489 3,704,257 $ 3,934,070 NA $ 100.0% 32.30 $ 140,800 140,800 $ $ 120,982 140,800 3,949,983 $ 4,211,765 80.00 $ $ (1,635) (403,272) (404,907) - 0.0% 0.0% 0.0% -1.2% -11.4% -10.6% 0.0% The FY 2007-08 budget for the Inmate Release Activity assumes a 3.1 % decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. FY 2007-08 budgeted expenditures increased by $404,907 (10.69 %) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Inmate Skills Training Activity 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. Mandates: A.R.S. §§15-913.01 and 31-121 establish that the Sheriff’s Office must offer an education program for all inmates under the age of 18 and disabled inmates under the age of 21. The teaching method for this program is to be determined by the Sheriff’s Office and the Office of the Superintendent of Schools. 804 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results To be developed Demand Number of Inmates eligible for Skills Training Output Number of Inmate Skills Training participants Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Donations Totals Expenditures by Fund Inmate Services Detention Operations Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA Not Not Reported Reported NA NA 7,344 7,344 7,344 FY 2007-08 Variance ADOPTED (Rev. - Adpt.) Not Reported 7,344 - NA NA NA NA NA NA $ 100.0% 5.77 $ 100.0% 39.50 $ 100.0% 4.74 $ NA NA NA NA $ $ 12,799 12,799 $ $ 16,949 16,949 $ $ 10,060 10,060 NA NA NA NA NA NA NA NA $ 42,372 23 42,395 1.00 $ 290,063 23 $ 290,086 NA $ 34,766 22 34,788 1.00 $ 7,344 7,344 $ - % 0.0% 0.0% 0.0% 1.04 0.0% 17.9% $ $ (2,739) (2,739) -21.4% -21.4% $ 7,606 1 7,607 - 18.0% 4.3% 17.9% 0.0% $ This was a new activity in FY 2006-07; therefore, historical data is not available. The FY 2007-08 budget for the Inmate Skills Training Activity assumes no growth in demand or output when compared with FY 2006-07 Revised. Result data was not reported for this activity. Inmate Transport Activity 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. Mandates: This activity supports the overall mandate of the Custody Management Program. 805 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results To be developed Demand Number of Court Ordered Transports FY 2005-06 ACTUAL Not Reported 142,802 Output 142,802 Number of Inmates transported to court Percent of Demand met 100.0% $ Efficiency Expenditures per unit of Output Expenditures by Fund Sheriff Jail Enhancement Fund $ Detention Operations Totals $ NA Staffing (FTEs) ADOPTED Not Reported Not Reported FY 2006-07 REVISED Not Reported 152,749 PROJ ACT Not Reported 142,756 FY 2007-08 ADOPTED Not Reported 147,038 152,749 142,756 147,038 208,656 Not Reported $ 74.87 $ 100.0% 104.33 $ $ $ $ 69,133 15,553,755 $ 15,622,888 NA 69,133 15,866,781 $ 15,935,914 267.50 100.0% 110.71 $ 27,163 15,776,767 $ 15,803,930 NA $ Variance (Rev. - Adpt.) (5,711) -3.7% (5,711) -3.7% 0.0% (17.01) 0.0% -16.3% (1,904,884) $ (1,904,884) - 0.0% -12.0% -12.0% 0.0% 100.0% 121.33 $ 69,133 17,771,665 $ 17,840,798 267.50 % $ The FY 2007-08 budget for the Inmate Transport Activity assumes a 3.7% decrease in demand and output when compared with FY 2006-07 Revised. This reduction reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. FY 2007-08 budgeted expenditures increased by $1.9 million (12%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Intake Activity 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 within 24 hours. Mandates: This activity supports the overall mandate of the Custody Management Program. 806 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of persons booked and classified or released within 24 hours Demand Number of persons required to be booked and classified Output Number of persons booked and classified or released Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Grants Totals Expenditures by Fund Sheriff Jail Enhancement Fund Sheriff Grants Inmate Services Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported $ $ $ ADOPTED 100.0% PROJ ACT Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 100.0% 0.0% % 0.0% 125,505 132,246 134,290 128,290 134,290 - 0.0% 125,505 133,481 134,290 128,280 134,290 - 0.0% 100.0% 181.74 $ 130,500 130,500 $ $ 126,584 26,180 22,656,708 $ 22,809,473 NA $ $ FY 2006-07 REVISED 100.0% 100.9% 89.13 $ - $ $ 69,133 225,875 11,601,918 $ 11,896,926 NA $ 100.0% 107.62 $ 19,745 19,745 $ $ 69,133 19,745 220,771 14,142,846 $ 14,452,495 268.00 $ 100.0% 107.01 $ - $ $ 50,984 28,952 67,184 13,580,550 $ 13,727,669 NA $ 100.0% 119.37 $ 0.0% (11.75) 0.0% -10.9% (1) (1) 0.0% 0.0% 1 402 (1,577,904) $ (1,577,501) - 0.0% 0.0% 0.2% -11.2% -10.9% 0.0% 19,744 19,744 $ $ 69,133 19,744 220,369 15,720,750 $ 16,029,996 268.00 $ The FY 2007-08 budget for the Intake Activity assumes no growth in demand and output when compared with FY 2006-07 Revised, which reflects continued progress on lowering the average length of stay (ALOS) of jail inmates. FY 2007-08 budgeted expenditures increased by $1.6 million (11.2%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Enforcement Program The purpose of the Enforcement Program is to provide law enforcement response relative to crime, criminal activity, and events that disrupt order and threaten public safety so the public feels safe and secure in the community. Mandates A.R.S. §11-441 establishes that the Sheriff’s Office is responsible for preserving the peace, preventing and suppressing breaches of the peace, and arresting all persons who attempt to commit or who have committed a public offense. 807 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Program Results Percent of Priority 1 calls dispatched under threshold Percent of zero-injury Special Resources Bureau responses Percent of Court employees surveyed who respond they feel reasonably secure at work Percent of intelligence items forwarded to law enforcement Percent of forwarded Percent of Percent of criminal intelligence items to law enforcement cases cleared by arrest cases cleared Percent of Priority 1 calls responded to within 5 minutes or less Percent of program participant respondents who are better informed from attending an MCSO Community Outreach event. Percent of subjects returned to Arizona within court requested time frame Percent of item records managed with automation Percent of missions resulting in rescue Percent of Calls for SMI evaluations resulting in transport to a non-jail facility FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adpt.) % 0.0% 83.0% 83.0% 86.4% 83.0% 0.0% 0.0% 100.0% 100.0% 95.0% 100.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 94.0% 96.0% 96.0% 96.0% 96.0% Not Reported Not Reported Not Reported Not Reported Not Reported 6.0% 0.0% 34.0% 8.0% 75.0% 45.0% 8.0% 75.0% 34.0% 4.8% 0.0% 34.0% 4.8% 75.0% 34.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 85.0% 30.0% Not Reported 85.0% Not Reported 91.0% Not Reported 88.0% Not Reported Not Reported Not Reported NA Activities that comprise this program include: • Dispatch Activity • Enforcement Support and Specialized Response Activity • Jail and Criminal Intelligence Activity • Investigations Activity • Patrol Activity • Warrants Information Processing Activity Not Reported 75.0% • • • • • • • 0.0% 0.0% 0.0% 0.0% -3.2% 0.0% 0.0% -40.0% 0.0% 0.0% 3.0% 3.5% Civil Process Activity Community Outreach Activity Disaster and Community Threat Disruption Response Activity Extraditions Activity Property and Evidence Activity Search and Rescue Activity Seriously Mentally Ill Apprehension Intervention Activity Dispatch Activity 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 threshold. Mandates: This activity supports the overall mandate of the Enforcement Program. 808 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of Priority 1 calls dispatched under threshold Demand Number of incoming police service communications Output Number of police service calls dispatched Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED 83.0% FY 2006-07 REVISED PROJ ACT 83.0% 86.4% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 83.0% 0.0% % 0.0% 222,080 847,015 228,742 221,777 228,742 - 0.0% 221,310 527,105 221,310 221,777 221,310 - 0.0% $ 99.7% 9.26 $ 62.2% 4.94 $ 96.8% 12.97 $ $ $ - - 1 1 $ 1,805,936 243,516 $ 2,049,452 NA $ $ $ 2,360,615 243,832 $ 2,604,447 NA $ $ $ 2,626,107 243,855 $ 2,869,962 41.00 $ $ 100.0% 9.77 $ 52,223 52,223 $ 1,922,850 243,850 $ 2,166,700 NA $ $ 96.8% 12.07 $ 0.0% 0.89 69,538 69,538 $ $ 69,537 69,537 $ 2,417,911 254,337 $ 2,672,248 41.00 $ 208,196 (10,482) 197,714 - $ 0.0% 6.9% 7.9% -4.3% 6.9% 0.0% The FY 2007-08 budget for the Dispatch Activity assumes no growth in demand and output when compared with FY 2006-07 Revised. The percent of Priority 1 calls dispatched under threshold is projected to increase from 83% to 86.4% in FY 2006-07. The same result is expected with the FY 2007-08 budget. Enforcement Support and Specialized Response Activity 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. Mandates: This activity supports the overall mandate of the Enforcement Program. 809 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of zero-injury Special Resources Bureau responses Results Percent of Court employees surveyed who respond they feel reasonably secure at work Demand Number of Calls for Service requiring Patrol Resource Bureau assistance Output Number of Calls for Service Responses by Patrol Resources Bureau units Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Donations Sheriff Grants Totals Expenditures by Fund General Sheriff Donations Sheriff Rico Fund Sheriff Jail Enhancement Fund Sheriff Grants Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% ADOPTED Not Reported FY 2006-07 REVISED 100.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 4,588 4,633 Not Reported Not Reported Not Reported 4,588 4,633 Not Reported Not Reported Not Reported Not Not Not $ Reported Reported Reported $ $ FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 100.0% 0.0% PROJ ACT 95.0% 1,700 683,190 684,890 $ 9,719,424 286,895 56,560 672,363 2,177,446 $ 12,912,688 NA $ 4,000 4,000 $ $ 8,736,595 188,572 153,982 1,755,056 $ 10,834,205 NA $ $ 3,200 3,200 $ 9,419,273 188,572 153,982 2,262,086 $ 12,023,913 151.00 $ $ Not Reported 100.0% 3,044.63 $ 1,333 1,333 $ 11,406,452 140,175 107,431 2,314,683 $ 13,968,741 NA % 0.0% $ $ 100.0% 2,814.64 5,390 5,390 $ 10,492,697 5,390 188,572 153,982 2,199,602 $ 13,040,243 148.80 $ $ 2,190 2,190 $ (1,073,424) (5,390) 62,484 $ (1,016,330) (2.20) 68.4% 68.4% -11.4% 0.0% 0.0% 2.8% -8.5% -1.5% The FY 2007-08 budget for the Enforcement Support and Specialized Response Activity assumes a slight increase (1%) in demand and output when compared with FY 2006-07 Projected. Performance data was not reported for this activity in prior years. FY 2007-08 budgeted expenditures increased by over $1 million (8.5%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. Jail and Criminal Intelligence Activity The purpose of the Jail and Criminal 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. Mandates: This activity supports the overall mandates of the Enforcement Program and Custody Management Program. 810 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of intelligence items forwarded to law enforcement Results Percent of criminal intelligence items forwarded to law enforcement Demand Number of intelligence items/requests (jail and criminal) received Output Number of intelligence items (jail and criminal) processed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Sheriff Grants Totals Expenditures by Fund General Sheriff Rico Fund Sheriff Jail Enhancement Fund Sheriff Grants Detention Operations Totals Staffing (FTEs) FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) 94.0% 96.0% 96.0% 96.0% 96.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported 9,026 11,149 9,297 15,000 15,000 5,703 61.3% 4,766 4,905 4,909 14,000 14,000 9,091 185.2% 40.5% 409.20 76.8% 63.9% (401) (401) -0.6% 15,998 (108,586) (92,588) - 10.2% 0.0% 0.0% 52.8% $ 1,781.43 $ 44.0% 641.52 $ 52.8% 640.35 $ 93.3% 194.28 $ 93.3% 231.15 $ $ 70,400 70,400 $ 65,401 65,401 $ 65,655 65,655 $ 65,000 65,000 $ $ 4,479,691 $ 165,067 (25) 71,190 69,133 4,975 4,005,660 2,841,287 $ 8,490,302 $ 3,146,677 NA NA $ 157,350 71,190 69,133 2,845,814 $ 3,143,487 38.00 $ 81,943 29,498 41,246 2,567,243 $ 2,719,930 NA $ 141,352 71,190 69,133 2,954,400 $ 3,236,075 38.00 $ $ % 0.0% 547,731 6,251 553,982 $ $ $ $ $ $ $ -0.6% -3.8% -2.9% 0.0% The FY 2007-08 budget for the Jail and Criminal Intelligence Activity assumes no increase in demand and output when compared with FY 2006-07 Projected. Demand will always exceed output in this activity as many of the intelligence items/requests received (demand) are reviewed and immediately dismissed without further analysis (output). Per the Sheriff’s Office, the data reported in prior years is questionable. The Office is working to improve data collection efforts in this activity. Investigations Activity 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. Mandates: This activity supports the overall mandate of the Enforcement Program. 811 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results FY 2005-06 ACTUAL 6.0% Percent of cases cleared by arrest Results Percent of cases cleared Demand Number of cases assigned/undertaken Output Number of cases investigated (open cases) Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Rico Fund Sheriff Grants Totals Expenditures by Fund General Sheriff Donations Sheriff Rico Fund Sheriff Jail Enhancement Fund Sheriff Grants Detention Operations Totals Staffing (FTEs) $ ADOPTED 8.0% FY 2006-07 REVISED 8.0% Not Reported 10,219 75.0% 75.0% 7,187 7,037 68.9% 2,043.64 $ PROJ ACT 4.8% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 4.8% -3.2% 75.0% 7,187 Not Reported 12,690 14,919 7,732 107.6% 6,988 7,037 7,571 7,751 714 10.1% 97.2% 2,269.38 $ 97.9% 2,301.94 $ 59.7% 1,946.75 $ 52.0% 2,091.15 $ $ 1,019,149 1,962,762 $ 2,981,911 $ 1,100,000 2,552,821 $ 3,652,821 $ 1,100,000 2,336,952 $ 3,436,952 $ 909,774 2,122,453 $ 3,032,227 $ $ 9,006,829 470 557,569 79,501 1,869,521 2,867,223 $ 14,381,114 NA $ 8,606,909 776,549 86,416 2,552,821 3,835,732 $ 15,858,427 NA $ 9,170,478 776,549 86,416 2,329,520 3,835,755 $ 16,198,718 162.00 $ 8,534,089 654,066 118,674 1,596,372 3,835,666 $ 14,738,867 NA $ 0.0% % -40.0% 1,100,000 1,859,834 2,959,834 $ 9,634,720 765,149 86,416 1,859,834 3,862,356 $ 16,208,475 162.00 $ $ $ $ 0.0% -46.0% 210.79 -46.9% 9.2% (477,118) (477,118) 0.0% -20.4% -13.9% (464,242) 11,400 469,686 (26,601) (9,757) - -5.1% 1.5% 0.0% 20.2% -0.7% -0.1% 0.0% The FY 2007-08 budget for the Investigations Activity assumes a 17.6% increase in the number of cases/assigned/undertaken (demand) and a 2.4% increase in the number of cases investigated (output) when compared with FY 2006-07 projected. The increase in demand includes a sharp increase in sex offender notifications. At present, only 4.8% of cases are being cleared by arrest, which is down from 6% in FY 2005-06. Patrol Activity The purpose of the Patrol Activity is to provide preventative 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. Mandates: This activity supports the overall mandate of the Enforcement Program. 812 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: FY 2005-06 ACTUAL 34.0% Results Percent of Priority 1 calls responded to within 5 minutes or less Demand Number of radio calls for service dispatched to patrol (INCIDENTS) Output Number of radio call for service responses (RESPONSES) Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Sheriff Grants Expenditures by Fund General Sheriff Rico Fund Sheriff Jail Enhancement Fund Sheriff Grants Detention Operations Staffing (FTEs) ADOPTED 45.0% Not Reported 195,868 Not Reported $ 134.87 $ 6,320,781 624,869 Totals $ 6,945,650 $ FY 2006-07 REVISED 34.0% PROJ ACT 34.0% FY 2007-08 ADOPTED 34.0% Variance (Rev. - Adpt.) 0.0% % 0.0% 242,074 226,084 219,616 226,084 - 0.0% 242,074 195,470 219,177 225,180 29,710 15.2% 100.0% 114.50 $ 86.5% 159.01 $ 99.8% 130.73 $ 99.6% 141.53 $ $ 8,540,861 664,665 $ 9,205,526 $ 9,276,803 887,600 $ 10,164,403 $ 9,865,072 710,612 $ 10,575,684 $ 9,494,676 848,435 $ 10,343,111 $ $ 23,182,434 $ 25,486,990 (1,335) 22,976 (20,922) 586,712 664,665 2,669,421 1,542,360 Totals $ 26,416,310 $ 27,716,991 NA NA $ 28,519,197 22,976 863,981 1,675,658 $ 31,081,812 330.50 $ 26,351,371 14,074 626,484 1,662,143 $ 28,654,072 NA $ 27,660,531 22,976 848,435 3,338,018 $ 31,869,960 330.50 $ $ $ 13.1% 17.48 15.2% 11.0% 217,873 (39,165) 178,708 2.3% -4.4% 1.8% 858,666 15,546 (1,662,360) (788,148) - 3.0% 0.0% 1.8% -99.2% -2.5% 0.0% The FY 2007-08 budget for the Patrol Activity assumes no growth in the number of calls for service dispatched to patrol (demand), but the number of radio calls for service responded to (output) is expected to increase by 15.2% when compared with FY 2006-07 Revised. The increase in output is consistent with FY 2006-07 projected trends and population growth. The number of Priority 1 calls responded to within five minutes or less is expected to remain flat at 34% going into FY 2007-08. FY 2007-08 budgeted expenditures increased due to an increase in employee benefits and market increases for Law Enforcement Officers; however, these costs were offset by reduction in shift differential. Overall, the FY 2007-08 budget reflects an increase of $540,286 (1.7%), resulting in a slightly higher rate of expenditure per unit of output. Amendment to Stadium District IGA: Due to an amendment in the IGA between the Sheriff’s Office and the Maricopa County Stadium District for event security, the Patrol Activity revenue and expenditure budgets were increased by $100,000 in the General Fund. Increase for Fuel: In order to right-size the budget for fuel, the expenditure budget has been increased by $207,862 in the General Fund. Warrants Information Processing Activity 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. Mandates: This activity supports the overall mandate of the Enforcement Program. 813 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results To be developed Demand Number of Items received FY 2005-06 ACTUAL Not Reported 101,301 FY 2006-07 REVISED Not Reported 103,137 ADOPTED Not Reported Not Reported FY 2007-08 ADOPTED Not Reported 103,137 PROJ ACT Not Reported 94,964 Variance (Rev. - Adpt.) 66,958 Not 72,423 65,851 72,423 Output Number of Items processed Reported Percent of Demand met 66.1% Not Reported 70.2% 69.3% 70.2% Efficiency $ 19.72 Not $ 31.20 $ 31.23 $ 30.87 $ Expenditures per unit of Output Reported Expenditures by Fund General $ 1,314,539 $ 2,127,179 $ 2,258,592 $ 2,055,009 $ 2,233,166 $ Sheriff Jail Enhancement Fund 6,159 Detention Operations 1,276 1,659 2,653 Totals $ 1,320,699 $ 2,127,179 $ 2,259,868 $ 2,056,668 $ 2,235,819 $ Staffing (FTEs) NA NA 43.00 NA 43.00 % - 0.0% - 0.0% 0.0% 0.33 0.0% 1.1% 25,426 1.1% (1,377) -107.9% 24,049 1.1% 0.0% The FY 2007-08 budget for the Warrants Information Processing Activity assumes no growth in demand or output when compared with FY 2006-07 Revised. Result data was not reported for this activity. Civil Process Activity 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. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to serve process and notices as prescribed by the courts. A.R.S. §11-445 sets forth the fees to be collected by the Sheriff’s Office for service of process. Performance Analysis: Results To be developed Demand Number of items received for action Output Number of items served or processed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL NA NA ADOPTED Not Reported 814,336 FY 2006-07 REVISED Not Reported 108,080 PROJ ACT Not Reported 114,600 NA 273,712 60,927 59,467 NA NA $ 33.6% 14.00 $ NA NA $ $ NA NA NA NA $ 3,831,758 458 $ 3,832,216 NA 532,000 532,000 814 $ $ 56.4% 64.88 $ 532,000 532,000 $ 3,952,311 481 $ 3,952,792 54.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 48.7% 51.9% 72.12 $ 468,780 468,780 $ 4,288,283 441 $ 4,288,724 NA $ $ % 124,914 16,834 15.6% 60,927 - 0.0% 48.8% 70.22 $ -7.6% (5.34) -13.5% -8.2% 475,000 475,000 $ $ (57,000) (57,000) -10.7% -10.7% $ 4,278,190 22 $ 4,278,212 54.00 $ (325,879) 459 (325,420) - -8.2% 95.4% -8.2% 0.0% $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff This was a new activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to various activities within the Enforcement Program. The FY 2007-08 budget for the Civil Process Activity assumes a 15.6% increase in the number of items received for action (demand); however, no growth in the number of items served or processed (output) is expected when compared with FY 2006-07 Revised. The increase in demand is consistent with FY 2006-07 projected trends and population growth. The Sheriff’s Office contends that staffing shortages are affecting their ability to improve output in this area. A staffing study for the Civil Process Activity is currently under review by OMB. Significant input from the Sheriff’s Office is still required in order to move closer to a final recommendation for additional Civil Process staff. Result data was not reported for this activity. Community Outreach Activity The purpose of the Community Outreach Activity is to promote safety and crime prevention in the community so that the public is better informed. Mandates: This is not a mandated function of the Sheriff’s Office. Performance Analysis: Results Percent of program participant respondents who are better informed from attending an MCSO Community Outreach event. Demand Number of community outreach program participants Output Number of participants who benefit as a result of attending an MCSO crime prevention program Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Donations Sheriff Grants Totals Expenditures by Fund General Sheriff Donations Sheriff Grants Detention Operations Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA Not Not Not Reported Reported Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) - NA 38,000 37,542 31,667 37,542 NA 36,860 36,416 27,994 34,726 NA NA $ NA NA NA $ NA NA NA NA NA NA $ $ $ 97.0% 2.17 $ 73,123 73,123 $ 6,712 73,123 79,835 NA $ $ $ 97.0% 1.42 $ 38,564 38,564 $ 6,766 44,901 23 51,690 - $ $ $ 88.4% 0.03 $ 68,847 68,847 $ 54 788 23 865 NA $ $ $ 92.5% 5.01 $ 50 5,000 5,050 $ 169,032 50 5,000 22 174,104 2.20 $ $ $ % 0.0% (1,690) -4.6% -4.5% (3.59) -4.6% -253.2% 50 (33,564) (33,514) -87.0% -86.9% (162,266) -2398.3% (50) 39,901 88.9% 1 4.3% (122,414) -236.8% 2.20 This was a newly-tracked activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to the Enforcement Support and Specialized Response Activity. The FY 2007-08 budget for the Community Outreach Activity assumes no growth in the number of community outreach program participants (demand), but the number of participants who benefit as a result of attending an MCSO crime prevention program (output) is expected to decline by 815 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff 4.6% when compared with FY 2006-07 Revised. The decline in output is consistent with FY 2006-07 projected trends. Result data was not reported for this activity. Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide support to the Nation 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. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to “prevent and suppress all affrays, breaches of the peace, riots, and insurrections which may come to the knowledge of the sheriff.” Performance Analysis: Results To be developed Demand FY 2005-06 ACTUAL NA NA ADOPTED Not Reported Not Reported FY 2006-07 REVISED Not Reported 365 PROJ ACT Not Reported 365 FY 2007-08 ADOPTED Not Reported 365 Variance (Rev. - Adpt.) - 0.0% 365 365 365 - 0.0% % Number of days MCSO is required to be prepared to respond Output Number of days MCSO is prepared to respond Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Grants Totals Expenditures by Fund General Sheriff Rico Fund Sheriff Grants Detention Operations Totals Staffing (FTEs) NA Not Reported NA NA Not Reported 100.0% 100.0% Not $ 8,312.64 $ 5,268.10 $ Reported NA NA $ 2,135,506 $ 2,135,506 $ 3,013,528 $ 3,013,528 $ 1,033,067 $ 1,033,067 NA NA NA NA NA NA $ $ $ 9,657 5,119 2,135,506 $ 2,150,282 NA 8,439 5,119 3,020,534 23 $ 3,034,115 - 9,854 36,222 1,876,756 23 $ 1,922,855 NA 100.0% 4,910.43 $ 0.0% 3,402.21 0.0% 40.9% $ 1,767,334 $ 1,767,334 $ (1,246,194) $ (1,246,194) -41.4% -41.4% $ $ 8,432 16,519 1,767,334 22 $ 1,792,307 - 7 0.1% (11,400) -222.7% 1,253,200 41.5% 1 4.3% $ 1,241,808 40.9% - This was a new activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to the Enforcement Support and Specialized Response Activity. The Sheriff’s Office maintains disaster readiness 365 days per year (represents both demand and output). FY 2007-08 budgeted expenditures reflect a reduction of over $1.7 million (41%) when compared to FY 2006-07 Revised. The reduction in budget capacity is due to the loss of various Homeland Security grants. Extraditions Activity 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 they can appear in court when requested. 816 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Mandates: A.R.S. Title 13, Chapter 38, Article 5 (§§13-3841 through 13-3870.02) establishes the rules for and conditions under which a law enforcement agency is required to facilitate extraditions from other jurisdictions. Performance Analysis: Results Percent of subjects returned to Arizona within court requested time frame Demand Number of requests for return of subjects Output Number of subjects returned Percent of Demand met Efficiency FY 2005-06 ACTUAL NA FY 2006-07 REVISED Not Reported PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) % NA Not Reported 819 810 819 - 0.0% NA Not Reported Not Reported Not Reported 819 810 819 - 0.0% NA NA Expenditures per unit of Output Expenditures by Fund General Detention Operations Totals Staffing (FTEs) ADOPTED Not Reported NA NA NA NA $ $ 976,914 976,914 NA $ 100.0% 1,609.22 $ $ $ 45,573 1,272,379 $ 1,317,952 4.00 100.0% 1,888.68 $ 15,725 1,514,105 $ 1,529,830 NA $ 100.0% 1,761.43 $ 45,566 1,397,047 $ 1,442,613 4.00 $ $ 0.0% (152.21) 0.0% -9.5% 7 (124,668) (124,661) - 0.0% -9.8% -9.5% 0.0% This was a new activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to the Enforcement Support and Specialized Response Activity. The FY 2007-08 budget for the Extraditions Activity assumes no growth in demand or output when compared with FY 2006-07 Revised. Results data was not reported for this Activity. Property and Evidence Activity 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. Mandates: A.R.S. §13-3920 states that all seized property related to a criminal arrest shall be retained by the arresting agency for use as evidence until directed otherwise by the court. 817 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: ADOPTED 30.0% FY 2006-07 REVISED Not Reported NA Not Reported Output Number of items of property and evidence stored Percent of Demand met NA NA Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Sheriff Rico Fund Sheriff Jail Enhancement Fund Detention Operations Totals Staffing (FTEs) NA Results Percent of item records managed with automation Demand Number of items of property and evidence required to be stored FY 2005-06 ACTUAL NA PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported Not Reported 43,522 44,828 Not Reported Not Reported 43,522 44,828 Not Reported Not Reported Not Reported Not Reported 100.0% 100.0% Variance (Rev. - Adpt.) $ 23.20 $ 22.64 4,999 4,999 $ $ 17,741 17,741 $ $ 22,000 22,000 $ $ 861,328 5,119 34,567 182,644 $ 1,083,658 13.00 $ 809,688 1,704 11,518 186,796 $ 1,009,706 NA $ 596,599 5,119 34,567 378,639 $ 1,014,924 13.00 $ NA NA $ $ - $ $ NA NA NA NA NA NA $ 700,160 5,119 34,567 2,794 $ 742,640 NA $ $ 17,001 17,001 % 340.1% 340.1% 264,729 30.7% 0.0% 0.0% (195,995) -107.3% 68,734 6.3% 0.0% This was a new activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to various activities within the Enforcement Program. The FY 2007-08 budget for the Property and Evidence Activity assumes 3% growth in demand and output when compared with FY 2006-07 Projected. Results data was not reported for this Activity. Search and Rescue Activity The purpose of the Search and Rescue Activity is to provide aid in mission involving the life or health of any person so that individuals can be rescued or recovered. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to conduct or coordinate search and rescue operations involving the life or health of a person. 818 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of missions resulting in rescue Demand Number of search and rescue incidents Output Number of search and rescue missions undertaken Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Sheriff Donations Totals Expenditures by Fund General Sheriff Donations Detention Operations Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA 85.0% 91.0% FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 88.0% 3.0% % 3.5% NA NA 23 35 35 12 52.2% NA NA 23 35 35 12 52.2% NA NA NA NA $ 100.0% 850.52 $ 100.0% 206.03 $ NA NA NA NA $ $ - $ $ - $ $ 50 50 $ $ NA NA NA NA NA NA NA NA NA NA $ 19,539 23 19,562 - $ 7,188 23 7,211 NA $ 173,346 50 22 173,418 - $ $ $ $ 100.0% 0.0% 0.0% 4,954.80 $ (4,104.28) -482.6% $ 50 50 (153,807) -787.2% (50) 1 4.3% (153,856) -786.5% - This was a new activity in FY 2006-07; therefore, historical data is not available. Prior to FY 2006-07, funding for this activity was allocated to the Enforcement Support and Specialized Response Activity. The FY 2007-08 budget for the Search and Rescue Activity assumes over 52% growth in demand and output when compared with FY 2006-07 Revised. The growth in output and demand is supported by current trends as noted in FY 2006-07 Projected. The FY 2007-08 budget assumes 88% of missions will result in rescue, a decrease of 3.5% when compared with FY 2006-07 Revised. Seriously Mentally Ill Apprehension Intervention Activity 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. Mandates: This is not a mandated function of the Sheriff’s Office. 819 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results FY 2005-06 ACTUAL NA Percent of Calls for SMI evaluations resulting in transport to a non-jail facility Demand ADOPTED 75.0% FY 2006-07 REVISED PROJ ACT Not Not Reported Reported FY 2007-08 ADOPTED Not Reported Variance (Rev. - Adpt.) % NA 2,600 2,600 2,600 2,600 - 0.0% NA 1,300 750 750 750 - 0.0% 28.8% 450.77 $ 28.8% 900.34 $ Number of Local law enforcement requests for SMI Evaluations Output Number of SMI Evaluations performed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Detention Operations Totals Staffing (FTEs) NA NA $ 50.0% 904.61 $ NA NA NA NA $ 1,175,991 $ 1,175,991 NA 28.8% 1,393.96 $ $ 1,045,444 23 $ 1,045,467 8.00 $ 338,054 23 $ 338,077 NA $ $ 675,232 22 675,254 8.00 $ $ 0.0% 493.62 370,212 1 370,213 - 0.0% 35.4% 35.4% 4.3% 35.4% 0.0% The Sheriff’s Office established the Seriously Mentally Ill Apprehension Intervention Activity as a results initiative request funded in FY 2006-07. Since this Activity was not staffed and operational until January 2007, there is no projected demand growth for FY 2007-08 until historical experience is built. Centralized MCSO Operations Program The purpose of the Centralized MCSO Operations Program is to provide comprehensive Enforcement and Custody Management Program 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. Program Results Percent of applicants that meet new hire standards Percent of FTE meeting mandated proficiency standards Percent of vehicles receiving APMs in 2 hours or less FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev.-Adpt.) % 99.0% Not 98.0% Not 98.0% 0.0% 0.0% Reported Reported 71.4% 100.0% 71.4% 66.1% 71.4% 0.0% 0.0% Not Reported Not Reported Activities that comprise this program include: • Employee Professional Standards Activity • Mandated Enforcement and Detention Training Activity 820 Not Reported • • 86.0% 93.0% MCSO Fleet Management Activity MCSO Information Technology Management Activity Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Employee Professional Standards Activity 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. Mandates: Programs. This activity supports the mandates of the Enforcement and Custody Management Performance Analysis: Results Percent of applicants that meet new hire standards Demand Number of new hire standards reviews required Output Number new hire standards reviews conducted Percent of Demand met FY 2005-06 ACTUAL 990.0% ADOPTED Not Reported FY 2006-07 REVISED PROJ ACT 98.0% Not Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 98.0% 0.0% Not Reported Not Reported Not Reported 4,588 4,588 Not Reported Not Reported Not Reported 3,205 3,205 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 69.9% 69.9% $ 1,538,585 230,463 $ 1,769,048 NA $ 1,219,372 1,668,706 $ 2,888,078 41.00 Efficiency Expenditures per unit of Output Expenditures by Fund General $ 311,040 Detention Operations 769,535 Totals $ 1,080,575 NA Staffing (FTEs) $ $ 429.55 $ % 0.0% 958.67 (333,622) $ 1,618,130 1,710,316 1,454,418 $ 1,376,694 $ 3,072,548 NA 41.00 $ $ (398,758) 214,288 (184,470) - -32.7% 12.8% -6.4% 0.0% The FY 2007-08 budget for the Employee Professional Standards Activity assumes no growth in demand and output when compared with FY 2006-07 Projected. Performance data, including result measures, was not consistently reported for this Activity. Mandated Enforcement and Detention Training Activity 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. Mandates: Programs. This activity supports the mandates of the Enforcement and Custody Management 821 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Performance Analysis: Results Percent of FTE meeting mandated proficiency standards Demand Number of MSCO FTEs who are required to meet mandated proficiency standards FY 2005-06 ACTUAL 71.4% ADOPTED 100.0% 2,683 FY 2006-07 REVISED PROJ ACT 71.4% 66.1% 3,000 3,023 FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 71.4% 0.0% 2,815 3,023 Not 3,000 3,023 2,815 3,023 Output Reported Number of Mandated proficiency standards training program participants Percent of Demand met Not Reported 100.0% 100.0% 100.0% 100.0% Efficiency Not $ 2,036.70 $ 2,040.74 $ 1,915.29 $ 2,193.80 $ Reported Expenditures per unit of Output Expenditures by Fund General $ 2,373,618 $ 2,471,710 $ 2,364,297 $ 2,371,274 $ 2,430,436 $ Detention Operations 3,060,397 3,638,379 3,804,867 3,020,261 4,201,408 Totals $ 5,434,015 $ 6,110,089 $ 6,169,164 $ 5,391,535 $ 6,631,844 $ Staffing (FTEs) NA NA 102.00 NA 102.00 % 0.0% - 0.0% - 0.0% 0.0% (153.05) 0.0% -7.5% (66,139) (396,541) (462,680) - -2.8% -10.4% -7.5% 0.0% The FY 2007-08 budget for the Mandated Enforcement and Detention Training Activity assumes no growth in demand and output when compared with FY 2006-07 Revised. FY 2007-08 budgeted expenditures increased by $462,680 (7.5%) from FY 2006-07 due largely to an increase in employee benefits and market increases, resulting in a higher rate of expenditure per unit of output. MCSO Fleet Management Activity The purpose of the MCSO Fleet Management Activity is to provide vehicle management services to the MCSO employees so that they can accomplish their assignments. Mandates: This is not a mandated activity of the Sheriff’s Office. Performance Analysis: FY 2005-06 ACTUAL Results Not Percent of vehicles receiving APMs in Reported 2 hours or less 661 Demand Number of MCSO vehicles in fleet Output Number of Vehicles managed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Detention Operations Staffing (FTEs) $ ADOPTED Not Reported FY 2006-07 REVISED PROJ ACT Not 86.0% Reported FY 2007-08 Variance ADOPTED (Rev. - Adpt.) 93.0% % 628 675 675 675 - 0.0% 647 628 662 662 662 - 0.0% 97.9% 575.31 $ 100.0% 541.67 $ $ 249,586 122,642 Totals $ 372,228 NA $ 266,716 73,451 $ 340,167 NA 98.1% 98.1% 520.15 $ 1,040.70 $ $ 270,861 73,475 $ 344,336 4.00 $ 615,588 73,354 $ 688,942 NA $ $ 98.1% 1,151.51 $ 458,126 304,176 762,302 4.00 $ $ 0.0% 0.0% (631.37) -121.4% (187,265) -69.1% (230,701) -314.0% (417,966) -121.4% 0.0% The FY 2007-08 budget for the MCSO Fleet Management Activity assumes no growth in demand and output when compared with FY 2006-07 Revised. The percent of vehicles receiving basic preventative 822 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff maintenance (APM) in two hours or less is expected to improve from 86% to 93% with the FY 2007-08 budget. MCSO Information Technology Management Activity The purpose of the MCSO Information Technology Management Activity is to provide IT leadership and service to MCSO bureaus so that communication and processes can be accomplished more efficiently through automation. Mandates: This is not a mandated activity of the Sheriff’s Office. Performance Analysis: Results To be developed Demand Number of Days information/telecommunications systems required Output Number of Days information/telecommunications systems operational (24x7) Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Detention Operations Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported 365 ADOPTED Not Reported 365 FY 2006-07 REVISED Not Reported 365 PROJ ACT Not Reported 365 FY 2007-08 ADOPTED Not Reported 365 Variance (Rev. - Adpt.) - 0.0% 363 365 363 363 363 - 0.0% 99.3% 99.9% 99.5% 99.5% $ 19,410.87 $ 25,612.97 $ 23,686.48 $ 21,945.60 $ $ $ - $ 3,468,384 3,568,831 $ 7,037,215 NA $ $ - $ 5,228,731 4,107,965 $ 9,336,696 NA $ $ 1 1 $ 4,752,403 3,845,789 $ 8,598,192 67.00 $ $ 1,805 1,805 $ 3,922,691 4,043,563 $ 7,966,254 NA $ $ 99.5% 0.0% 5,449.67 $ 18,236.81 10,698 10,698 $ 1,202,658 775,573 $ 1,978,231 7.20 $ $ % 0.0% 77.0% 10,697 10,697 $ 3,549,745 3,070,216 $ 6,619,961 (59.80) 74.7% 79.8% 77.0% -89.3% The FY 2007-08 budget for the MCSO Information Technology Management Activity assumes no growth in demand and output when compared with FY 2006-07 Revised. The budget for this activity is being transitioned to the County Information Technology Program. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Right-size Elected Official Retirement: The Elected Official Retirement Plan (EORP) will see a rate increase of 9.1% for FY 2007-08, therefore an additional $8,250 was added to the Executive Management Activity in the General Fund expenditure budget. Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. 823 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Annualize IT Market Increases: IT staff received a market compensation increase in FY 200607. In order to annualize this increase, the General Fund expenditure budget was increased by $684,808. Building Operations and Maintenance Program 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. Building and Grounds Maintenance Activity The purpose of the Buildings and Grounds Activity is to provide outsourced cleaning and other services for specified County departments and agencies so that they may work in facilities that are cleaned and serviced to contract standards. Annualize General Maintenance Market Increase: General Maintenance staff received a market compensation increase in FY 2006-07. In order to annualize this increase, the Detention Fund expenditure budget was increased by $191,806. 824 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff General Fund (100) Appropriated Budget Reconciliation: EXPENDITURES $ 67,507,004 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Executive Compensation Increase Amendment to Town of Queen Creek IGA Law Enforcement Market Increase Lease-Purchase of Replacement Radios Detention Officer Market Increase Amendment to Town of Queen Creek IGA $ Subtotal $ 6,338 723,582 3,140,811 155,674 125,680 4,152,085 $ 735,944 735,944 FY 2006-07 REVISED BUDGET: $ 71,659,089 $ 9,802,660 Restatements Stadium District (Chase Field) Security IGA; Security Bldg. Parking $ 585,505 $ 581,545 $ 72,244,594 $ 10,384,205 728,060 $ 1,070,837 1,967,082 2,512,762 154,861 577,807 (237,337) 50,819 (649,730) 6,175,161 $ 91,828 91,828 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Adjust Hours Per FTE Annualization of FY 2007 Initiatives Annualization of FY 2006-07 LRP One Time Expenses $ REVENUE 9,066,716 $ Subtotal $ FY 2007-08 BUDGET TARGET *continued on subsequent page $ 825 78,419,755 $ 10,476,033 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff General Fund (100) Appropriated Budget Reconciliation (Continued) EXPENDITURES BASE ADJUSTMENTS: Request over/(under) target Amendment to Stadium District IGA Annualize IT Market Increases PFP Detention/Law Enforcement Right-size Shift Diff./Reg. Over Budget Right-size Personnel Savings Right-size Elected Official Retirement Adjust Transfer Out to Debt Service Fund $ Subtotal $ FY 2007-08 TENTATIVE BUDGET: $ BASE ADJUSTMENTS: Youngstown Dispatch IGA Overfunded IT Market Increase Fully Fund General Maintenance Market Increases Increase for Fuel Workers Compensation / Unemployment Insurance $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ REVENUE (3,414,533) $ 100,000 684,808 198,554 (2,509,095) (2,684,328) 8,250 (1,725) (7,618,069) $ 70,801,686 20,761 100,000 120,761 $ 10,596,794 40,118 $ (106,449) 5,197 207,862 168,850 315,578 $ 40,118 40,118 71,117,264 $ Sheriff Donations Fund (203) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 16,400 $ 10,636,912 REVENUE 16,400 FY 2006-07 REVISED RESTATED BUDGET: $ 16,400 $ 16,400 FY 2007-08 BUDGET TARGET $ 16,400 $ 16,400 FY 2007-08 ADOPTED BUDGET: $ 16,400 $ 16,400 Sheriff Donations Fund (203) Fund Balance Summary FY 2005-06 ACTUAL $ 32,417 FY 2006-07 ADOPTED $ 38,033 FY 2006-07 REVISED $ 38,033 FY 2006-07 PROJECTED $ 39,618 FY 2007-08 ADOPTED $ 50,966 Revenue Expenditures Net Operating $ $ $ 19,403 8,056 11,348 $ $ 16,400 16,400 - $ $ 16,400 16,400 - $ $ 17,485 10,285 7,200 $ 16,400 16,400 - Ending Fund Balance $ 39,617 $ 38,033 $ 38,033 $ 50,966 $ 50,966 Beginning Fund Balance 826 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Sheriff RICO Fund (212) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 1,100,000 $ REVENUE 1,100,000 FY 2006-07 REVISED RESTATED BUDGET: $ 1,100,000 $ 1,100,000 FY 2007-08 BUDGET TARGET $ 1,100,000 $ 1,100,000 FY 2007-08 ADOPTED BUDGET: $ 1,100,000 $ 1,100,000 Sheriff RICO Fund (212) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 FY 2006-07 ACTUAL ADOPTED $ (25,532) $ 28,884 FY 2006-07 REVISED $ 28,884 FY 2006-07 FY 2007-08 PROJECTED ADOPTED $ (34,430) $ 104 $ $ $ $ 1,019,149 $ 1,028,046 (8,897) $ 1,100,000 1,100,000 - $ (34,429) $ 28,884 $ 1,100,000 1,100,000 - $ 28,884 $ 909,774 840,810 34,534 $ $ 1,100,000 1,100,000 - $ 104 $ 104 Sheriff Jail Enhancement Fund (214) Appropriated Budget Reconciliation EXPENDITURES $ 2,050,000 $ FY 2006-07 ADOPTED BUDGET: REVENUE 2,050,000 FY 2006-07 REVISED RESTATED BUDGET: $ 2,050,000 $ 2,050,000 FY 2007-08 BUDGET TARGET $ 2,050,000 $ 2,050,000 FY 2007-08 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 2005-06 ACTUAL $ 544,001 FY 2006-07 ADOPTED $ 699,946 FY 2006-07 REVISED $ 699,946 FY 2006-07 PROJECTED $ 601,415 FY 2007-08 ADOPTED $ 765,155 $ $ $ $ $ $ 1,645,654 1,588,240 57,414 $ 601,415 $ 2,050,000 2,050,000 - $ 699,946 827 $ 2,050,000 2,050,000 - $ 699,946 $ 1,651,568 1,487,828 163,740 $ 2,050,000 2,050,000 - $ 765,155 $ 765,155 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Sheriff Grants Fund (251) Appropriated Budget Reconciliation EXPENDITURES $ 6,303,635 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Grant Reconcilliation REVENUE 6,303,635 $ Subtotal $ 621,292 621,292 $ 621,292 621,292 $ 6,924,927 $ 6,924,927 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Subtotal $ 19,386 20,600 38,302 137,997 216,285 $ $ 81,186 81,186 7,141,212 $ 7,006,113 FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Request over/(under) target $ FY 2007-08 ADOPTED BUDGET: $ 828 (2,057,110) $ 5,084,102 $ (1,922,011) 5,084,102 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Inmate Services Fund (252) Appropriated Budget Reconciliation EXPENDITURES $ 11,192,105 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 13,581,552 $ 11,192,105 $ 13,581,552 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Subtotal $ 55,646 11,246 60,437 16,667 143,996 $ $ - 11,336,101 $ 13,581,552 4,661 $ (1,539,510) - FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Request over/(under) target $ Annualize Detention and Law Enforcement Officer Market Increases Increase Expenditure Authority Subtotal $ 701,280 705,941 $ (1,539,510) FY 2007-08 TENTATIVE BUDGET: $ 12,042,042 $ 12,042,042 BASE ADJUSTMENTS: Increase Inmate Meals Activity $ 344,688 $ - FY 2007-08 ADOPTED BUDGET: $ 12,386,730 $ 12,042,042 Inmate Services Fund (252) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 11,223,476 FY 2006-07 ADOPTED $ 17,844,846 FY 2006-07 REVISED $ 17,844,846 FY 2006-07 PROJECTED $ 18,149,060 FY 2007-08 ADOPTED $ 25,621,489 $ $ $ $ $ $ 13,301,944 6,376,360 6,925,584 $ 18,149,060 $ 13,581,552 11,192,105 2,389,447 $ 20,234,293 829 $ 13,581,552 11,192,105 2,389,447 $ 20,234,293 $ 13,752,582 6,280,153 7,472,429 $ 12,042,042 12,042,042 - $ 25,621,489 $ 25,621,489 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Inmate Health Services Fund (254) Appropriated Budget Reconciliation EXPENDITURES $ 489,187 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One Time Expenses 489,187 REVENUE 149,715 $ 149,715 (339,472) - FY 2007-08 BUDGET TARGET $ 149,715 $ 149,715 FY 2007-08 ADOPTED BUDGET: $ 149,715 $ 149,715 Inmate Health Services Fund (254) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 198,520 FY 2006-07 ADOPTED $ 339,472 $ $ $ 139,535 139,535 $ $ 338,055 $ FY 2006-07 REVISED $ 339,472 149,715 $ 489,187 (339,472) $ - 830 $ FY 2006-07 PROJECTED $ 338,056 149,715 $ 489,187 (339,472) $ - $ FY 2007-08 RECOMM. $ 281,993 FY 2007-08 ADOPTED $ 281,993 106,997 $ 163,060 (56,063) $ 149,715 149,715 - $ 149,715 149,715 - 281,993 281,993 $ 281,993 $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Sheriff Detention Operations Fund (255) Appropriated Budget Reconciliation EXPENDITURES $ 168,147,910 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Lease-Purchase of Replacement Radios Detention Officer Market Increase FY 2006-07 REVISED RESTATED BUDGET: $ Subtotal $ 123,322 6,790,714 6,914,035 $ - $ 175,061,945 $ 25,314,341 1,955,493 $ 1,241,459 3,632,998 5,782,617 123,321 380,000 (63,000) 13,052,888 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Adjust Hours Per FTE One Time Expenses Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Request over/(under) target $ Annualize General Maintenance Market Increases PFP for Detention and Law Enforcement Officer Market Increase Right-size Shift Differential and Regular Over Budget Right-size Personnel Savings and Overtime for Shift Coverage Subtotal $ $ REVENUE 25,314,341 188,114,833 $ 25,314,341 3,565,673 191,806 468,510 $ 1,280,906 - 246,315 735,563 - 5,207,867 $ 1,280,906 $ 193,322,700 $ 26,595,247 BASE ADJUSTMENTS: Workers Compensation / Unemployment Insurance $ Risk Management Charges Fully Fund General Maintenance Market Increases Increase for Fuel Increase Inmate Meals Activity Subtotal $ 453,515 2,023,741 191,806 54,298 487,129 3,210,489 $ $ - 196,533,189 $ 26,595,247 FY 2007-08 TENTATIVE BUDGET: FY 2007-08 ADOPTED BUDGET: $ 831 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Solid Waste Management Analysis by Jamie Rullo, Principal Management & Budget Analyst Summary 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 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 • 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. 832 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Status: The budget supports attainment of this goal by providing funds for the operation of new waste tire facilities. Construction of a waste tire collection site at the Hassayampa station has begun. • 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: Funding has been provided in the budget to meet this goal. The design plan has been completed; construction has not yet begun. • 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 illegally disposed solid wastes. Status: Funding has not yet been identified to enable the Department to meet this goal. • 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: Funding was provided in the Fiscal Year 2006-07 budget to accomplish the rebuilding of these transfer stations. Construction of the Morristown transfer station has begun. The Fiscal Year 2007-08 budget contains funds to rebuild two more stations: New River and Rainbow Valley. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 67SW - SOLID WASTE MANAGEMENT TIRE - WASTE TIRE MONT - LANDFILL POST-CLOSURE MONITOR TRAN - TRANSFER STATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 67SW - SOLID WASTE MANAGEMENT HOUS - HOUSEHOLD HAZARDOUS WASTE TIRE - WASTE TIRE MONT - LANDFILL POST-CLOSURE MONITOR TRAN - TRANSFER STATION FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 5,668,720 4,881,882 300,450 486,387 $ 5,644,500 4,840,000 740,000 64,500 $ 5,644,500 4,840,000 740,000 64,500 $ 6,230,130 5,280,129 850,001 100,000 $ 6,050,000 5,455,000 420,000 175,000 $ 405,500 7.2% 615,000 12.7% (320,000) -43.2% 110,500 171.3% $ $ (6,883) $ 5,661,836 $ 5,644,500 $ $ 5,644,500 $ $ 6,230,130 $ $ 6,050,000 $ $ 405,500 $ 6,026,192 105,082 3,819,019 1,887,628 214,462 $ 7,777,751 6,283,609 746,188 747,954 $ 7,974,301 6,304,826 909,147 760,328 $ 7,642,202 5,981,839 905,574 754,790 $ 8,052,707 6,757,150 880,209 415,348 $ -43.3% -45.5% -2.3% 99AS - ADMINISTRATIVE SERVICES PROG $ 139,787 $ 143,135 $ 148,524 $ 153,639 $ 212,880 $ (78,406) (452,324) 28,938 344,980 (64,356) 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 89,041 6,255,020 $ $ 93,863 8,014,749 $ $ 93,863 8,216,688 $ $ 93,860 7,889,701 $ $ 136,538 8,402,125 $ $ (42,675) (185,437) 833 7.2% -1.0% -7.2% 3.2% 45.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 67SW - SOLID WASTE MANAGEMENT HOUS - HOUSEHOLD HAZARDOUS WASTE ILLG - ILLEGAL DUMPING TIRE - WASTE TIRE MONT - LANDFILL POST-CLOSURE MONITOR TRAN - TRANSFER STATION 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 16.00 8.00 2.95 5.05 21.00 10.00 5.95 5.05 2.00 2.00 18.00 23.00 5.00 2.00 3.00 5.00 31.3% 25.0% 101.7% 0.0% 0.0% 27.8% Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE % REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Other Financing Sources Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ $ $ $ 4,904,745 103,040 651,234 2,817 5,661,836 690,388 78,527 5,341,526 89,041 55,539 6,255,020 $ $ $ $ 5,100,000 104,500 440,000 5,644,500 814,757 81,746 5,096,848 75,683 1,945,715 8,014,749 $ $ $ $ 5,100,000 104,500 440,000 5,644,500 855,055 81,746 5,258,489 75,683 1,945,715 8,216,688 $ 5,400,000 180,000 650,130 6,230,130 $ $ 813,053 96,756 5,273,776 75,683 1,630,434 7,889,701 $ $ 5,175,000 255,000 620,000 6,050,000 $ $ 1,290,683 96,367 4,984,088 78,259 1,952,728 8,402,125 $ $ $ $ $ 75,000 150,500 180,000 405,500 1.5% 144.0% 40.9% (435,628) (14,621) 274,401 (2,576) (7,013) (185,437) -50.9% -17.9% 5.2% -3.4% -0.4% -2.3% 7.2% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED FY 2007-08 ADOPTED VARIANCE % REVENUE 290 WASTE TIRE $ 580 SOLID WASTE MANAGEMENT TOTAL FUNDS $ 4,881,882 779,955 5,661,836 EXPENDITURES 290 WASTE TIRE $ 580 SOLID WASTE MANAGEMENT TOTAL FUNDS $ 3,858,626 2,396,394 6,255,020 $ $ $ $ 4,840,000 804,500 5,644,500 6,327,487 1,687,262 8,014,749 $ $ $ $ 4,840,000 804,500 5,644,500 6,348,704 1,867,984 8,216,688 $ $ $ $ 5,280,129 950,001 6,230,130 6,026,225 1,863,476 7,889,701 $ $ $ $ 5,455,000 595,000 6,050,000 6,844,916 1,557,209 8,402,125 $ $ $ $ 615,000 (209,500) 405,500 12.7% -26.0% 7.2% (496,212) 310,775 (185,437) -7.8% 16.6% -2.3% In the Waste Tire Fund (290), expenditures do include $1,950,000 of one-time funding for waste tire site infrastructure. Recurring revenue of $5,455,000 will support on-going expenditures of $4,894,916. The Solid Waste Management Fund (580) does not have recurring revenue to support the expenditures; however, $880,209 will be expensed to the landfill monitoring liability account. All Landfill Post-Closure Monitor Activity expenditures are expensed to this account that was set up for the ongoing liability of monitoring and maintaining landfills for 30 years after the closure date. The Solid Waste Management Department will also undertake a fee study of transfer station service charges, which should reduce the deficit in this fund. 834 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Mandated vs. Non-Mandated Expenditures Thousands 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED MANDATED NON-MANDATED Programs and Activities Solid Waste Management Program The purpose of the Solid Waste Management Program is to provide convenient, safe and economical waste disposal services for residents of Maricopa County and perform landfill closure and post-closure services to protect public health and the environment. Program Results Percent of closed landfills maintained and monitored FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of closed landfills maintained and monitored that are in compliance with State and Federal requirements 89.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of tons of solid waste collected at transfer stations that are disposed of in a safe manner 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of tons of waste tires that have been dropped off at County facility that are properly disposed of 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Household Hazardous Waste Collection • Illegal Dumping Clean Up • Landfill Post-Closure Monitoring and Maintenance • • Transfer Station Waste Tire Household Hazardous Waste Collection Activity The purpose of the Household Hazardous Waste (HHW) Collection Activity is to provide waste collection services for batteries, oil, paint, and antifreeze (BOPA) for residents of Maricopa County so that they can have an environmentally safe disposal outlet for BOPA wastes. 835 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Mandates: Administrative mandate Performance Analysis: FY 2005-06 ACTUAL Demand Number of tons of Household Hazardous Waste collected. Output Number of tons of Household Hazardous Waste disposed in a safe manner. Percent of Demand met Efficiency Cost per ton Revenues by Fund Waste Tire Solid Waste Management Totals Expenditures by Fund Waste Tire Solid Waste Management Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) - 9 - - 100 100 - 9 - - 100 100 - $ 105,082 105,082 - 100.0% $ $ - $ $ - $ - - $ $ - $ $ - $ - $ - $ $ - $ - $ - 100.0% $ $ - $ $ - $ - % - $ - $ $ - $ - No funding has been allocated to this activity in Fiscal Years 2006-07 or 2007-08. Funding may be appropriated from the Board of Supervisors Departments as determined by each Supervisor during the year. Illegal Dumping Clean-Up Activity The purpose of the Illegal Dumping Activity is to provide for the cleanup of illegally disposed of solid wastes for Maricopa County residents so that they can be provided with a safe environment and protection of public health. Mandates: Administrative mandate Performance Analysis: A funding source for this activity has not yet been determined. Landfill Post-Closure Monitoring and Maintenance Activity 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. Mandates: 40CFR258 (Code of Federal Regulations) establishes groundwater monitoring rules via the Environmental Protection Agency; ARS §49-761B establishes rules for solid waste land disposal facilities. 836 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Performance Analysis: FY 2005-06 ACTUAL Results Percent of closed landfills that are in compliance with State and Federal requirements Demand Number of closed landfills to be maintained and monitored. Output Number of closed landfills that are maintained and monitored. Percent of Demand met Efficiency Cost per landfill Revenues by Fund Waste Tire Solid Waste Management Totals Expenditures by Fund Waste Tire Solid Waste Management Totals Staffing (FTEs) 0.0% $ $ $ $ $ FY 2006-07 REVISED ADOPTED 100.0% FY 2007-08 ADOPTED PROJ ACT 100.0% 100.0% Variance (Rev. - Adopted) 100.0% 0.0% % 0.0% 9 9 9 9 10 1 11.1% 9 9 9 9 10 1 11.1% 100.0% 209,736.49 $ 300,450 300,450 $ 1,887,628 1,887,628 - $ 100.0% 82,909.78 $ $ $ 740,000 740,000 746,188 746,188 - $ $ $ $ 100.0% 101,016.33 $ 100.0% 100,619.29 $ 740,000 740,000 850,001 850,001 909,147 909,147 2.95 $ $ $ $ 905,574 905,574 - $ $ $ $ 100.0% 88,020.90 $ 420,000 420,000 880,209 880,209 5.95 $ $ $ $ 0.0% 12,995.43 0.0% 12.9% (320,000) (320,000) -43.2% -43.2% 28,938 28,938 3.00 3.2% 3.2% 101.7% Landfill Post-Closure Monitoring & Maintenance Activity Performance $250,000 $200,000 10 Cost/Landfill # of Landfills Monitored/Maintained 11 $150,000 $100,000 9 $50,000 8 $0 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED FY 2007-08 ADOPTED Output Cost per closed landfill The Fiscal Year 2007-08 expenditure budget for the Landfill Post-Closure Monitoring and Maintenance Activity supports the demand of an additional landfill (Queen Creek), which is planned to close in May 2007. The Department will now have a total of 10 landfills which require monitoring and maintaining. The cost of monitoring and maintaining a landfill has decreased by $12,996 or 12.9%, from $101,016 in Fiscal Year 2006-07 to $88,021 in Fiscal Year 2007-08. The Department increased spending for maintenance and repair projects in Fiscal Year 2006-07 in order to comply with environmental regulations. The revenue budget has decreased by $400,000 due to the closing of the Queen Creek landfill and the resultant termination of the IGA with the Town. The revenue loss will be somewhat offset by an increase of $80,000 in interest earnings. Base Adjustment: In order to conduct all of the routine and Arizona Department of Environmental Quality-required maintenance and monitoring of the landfills, three full-time 837 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Equipment Operators have been added to the activity budget at a rate of $19.60 per hour beginning July 2007. Total pay and benefits for the three positions is $162,237. Transfer Station Activity 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. Mandates: ARS §49-741 Provide or otherwise ensure proper arrangements are made for public facilities at such intervals and as conveniently as the governing body deems necessary for the safe and sanitary disposal of solid waste generated within its jurisdiction but need not duplicate a service provided by a private enterprise or another political subdivision. Performance Analysis: FY 2005-06 ACTUAL Results Percent increase of visits to Maricopa County transfer stations compared to previous year Demand Number of tons of solid waste collected at Transfer Stations. Output Number of tons of solid waste collected and disposed of in a safe manner. Percent of Demand met Efficiency Cost per ton Revenues by Fund Waste Tire Solid Waste Management Totals Expenditures by Fund Waste Tire Solid Waste Management Totals Staffing (FTEs) 0.0% $ $ $ $ $ FY 2006-07 REVISED ADOPTED 0.0% FY 2007-08 ADOPTED PROJ ACT 0.0% Variance (Rev. - Adopted) 12.6% 12.6% 12.6% 521 1,667 1,667 687 1,200 (467) -28.0% 521 1,667 1,667 687 1,200 (467) -28.0% 0.0% 109.98 0.0% 24.1% 100.0% 411.64 $ 486,387 486,387 214,462 214,462 - $ $ $ $ 100.0% 448.68 $ 100.0% 456.11 $ 100.0% 1,098.67 $ 64,500 64,500 64,500 64,500 100,000 100,000 747,954 747,954 - $ $ $ $ 760,328 760,328 5.05 $ $ $ $ 754,790 754,790 - $ $ $ $ 100.0% 346.12 $ 175,000 175,000 415,348 415,348 5.05 $ $ $ $ 1,400 $1,200 1,200 $1,000 1,000 $800 800 $600 600 $400 400 $200 200 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand 838 Output Cost per ton Cost/Ton of Waste Collected Transfer Station Activity Performance # of Tons of Waste Collected % 110,500 110,500 171.3% 171.3% 344,980 344,980 - 45.4% 45.4% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management In Fiscal Year 2006-07, the Transfer Station activity was funded to rebuild two transfer stations (Morristown and Hassayampa) and to increase operating days from two to six per week. A portion of that funding, $476,000, was for one-time expenditures, which is why the Fiscal Year 2007-08 budget has been reduced. The reduction has been offset by increases in personnel costs due to pay for performance and higher fixed and variable benefits for the five positions in this activity. Additional expenditures budgeted for this activity are enumerated in the “Base Adjustments” section below. The Department has experienced some delays in completing these projects, which is why the projected output (tons of disposed waste) in Fiscal Year 2006-07 is less than half of what was anticipated. The projected unit cost of $1,099 per ton is high because of the one-time rebuild costs. The Fiscal Year 2007-08 unit cost will, therefore, be lower at $353 per ton. The added days of operation will result in a demand of 1,200 tons. Some efficiencies and economies of scale will result in a lower unit cost. Additional revenue should be generated; based on a demand of 1,200 tons, $175,000 in charges should be realized. Base Adjustments: Revenue: Charges for Services was reduced by $75,000 from $250,000 to $175,000. Based on the current fee structure, revenue per ton is $146.56. The revenue expected for 1,200 tons is approximately $175,000. Expenditures: Regular Pay and Benefits were decreased by $710 after the budgeted rates of two positions were revised to reflect updated filled position data. Regular Pay and Benefits was then increased by $28,991 to share the cost (50/50) of a new position added to Fund 290: Program Coordinator. Other Services was increased by $45,000 to accommodate additional tipping fees paid for the disposal of the added waste tonnage. Utilities were increased by $18,000 to accommodate higher electrical costs for the transfer stations created by higher rates and added capacity. Additional funding of $15,464 was provided for operating costs of the New River and Rainbow Valley transfer stations, which will be operational five days a week instead of two. This funding is for tipping fees, utilities, uniforms, and training. Waste Tire Activity 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. Mandates: ARS §44-1305 establishes a waste tire fund consisting of monies that are distributed to counties which are required to establish waste tire programs. 839 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Performance Analysis: FY 2005-06 ACTUAL Demand Number of tons of waste tires to be dropped off at a designated County facility. Output Number of tons of waste tires dropped off and properly disposed of. Percent of Demand met Efficiency Cost per ton Revenues by Fund Waste Tire Solid Waste Management Totals Expenditures by Fund Waste Tire Solid Waste Management Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED ADOPTED FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 58,083 97,590 97,590 86,590 60,000 (37,590) -38.5% 58,083 97,590 97,590 86,590 60,000 (37,590) -38.5% 100.0% 65.75 $ 100.0% 64.39 $ 100.0% 64.61 $ 100.0% 69.08 $ 100.0% 112.62 $ 0.0% (48.01) 0.0% -74.3% 4,881,882 4,881,882 $ $ $ 4,840,000 4,840,000 3,819,801 $ (782) 3,819,019 $ - 6,283,609 6,283,609 - $ $ $ 4,840,000 4,840,000 $ 6,304,826 6,304,826 8.00 $ $ $ 5,280,129 5,280,129 $ 5,981,839 5,981,839 - $ $ $ 5,455,000 5,455,000 $ 6,757,150 6,757,150 10.00 $ $ $ 615,000 615,000 12.7% (452,324) (452,324) 2.00 -7.2% 12.7% -7.2% 25.0% $120 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 $100 $80 $60 $40 $20 Cost/Ton of Waste Collected # of Tons of Waste Collected Waste Tire Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per ton Expenditures in the Waste Tire Activity have remained fairly steady at $66 to $69 per ton of waste tires collected. The Fiscal Year 2007-08 expenditure budget shows a significant increase to $113 per ton because of additional one-time funding to include waste tire collections at the County’s New River and Rainbow Valley transfer stations. This one-time funding is noted below in the Base Adjustments section. The higher unit cost is also driven by higher personnel costs due to pay for performance adjustments and fringe benefit increases. Demand and output increased in Fiscal Year 2006-07 because of a backlog of stored tires that needed to be disposed. The Fiscal Year 2007-08 demand of 60,000 tons of tires reverts to normal annual increases based on the County’s population growth. Revenue has also increased in this activity. Revenue is generated by State-shared sales tax on the sale of tires as well as charges for service at the waste tire collection sites and interest earnings. Tire sales are expected to increase as the population increases in Arizona. Charges for services will increase due to the additional tonnage expected. Total revenue has been budgeted at $5,455,000 in Fiscal Year 2007-08, an increase of 12.7% over Fiscal Year 2006-07. 840 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Base Adjustments: Regular Pay and Benefits were increased by $832 after the budgeted rates of two positions were revised to reflect updated filled position data. An additional $28,992 was added for the addition of a Program Coordinator that will be shared 50/50 with Fund 580 in the Transfer Station activity. Other Services has been increased by $375,000 to accommodate the added recycling costs charged by our contractor, CRM America. The Solid Waste Department contracts with CRM America to recycle its tires into crumb rubber. The contract payment is adjusted annually based on the current Producer Price Index (PPI), which results in an 8% increase for Fiscal Year 2007-08. Infrastructure has been increased by $1,950,000 to rebuild the New River and Rainbow Valley transfer stations by adding waste tire collections sites. The funding will be one-time and come from available fund balance monies. Lastly, Regular Pay and Benefits have been increased by $36,293 with the addition of two full-time Public Service Representatives (cashiers) who will work at the new tire collection facilities at the New River and Rainbow Valley stations. The cashier at the New River facility is budgeted to start in November 2007 (8 months of pay and benefits), and the cashier at the Rainbow Valley facility is budgeted to start March 2008 (4 months of pay and benefits). 841 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Waste Tire Fund (290) Appropriated Budget Reconciliation EXPENDITURES $ 6,327,487 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Market Study Phase 1 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives One Time Expenses Central Service Cost Allocation $ Subtotal $ 21,217 21,217 $ $ - $ 6,348,704 $ 4,840,000 4,890 $ 1,188 6,393 11,412 99,630 (2,021,000) (634) (1,898,121) $ - $ Subtotal $ FY 2007-08 BUDGET TARGET REVENUE 4,840,000 $ 4,450,583 $ 4,840,000 375,000 36,292 832 $ 615,000 - BASE ADJUSTMENTS: Waste tire revenue submitted above target $ Increased Other Services in Waste Tire activity for more recycling Increased Pay and Benefits in Waste Tire activity; added 2 FTEs Corrected Pay and Benefits (updated Position Cube) Increased Pay and Benefits for Program Coordinator (50% shared with Fund 580) Increased Risk Management charges Increased Infrastructure in Waste Tire activity for waste tire collection sites (one-time costs) Subtotal $ 1,950,000 2,394,333 $ 615,000 FY 2007-08 ADOPTED BUDGET: 6,844,916 $ 5,455,000 28,992 3,217 $ - Waste Tire (290) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2005-06 ACTUAL 5,823,815 $ $ $ 4,881,882 3,858,626 1,023,255 $ 6,847,070 $ $ FY 2006-07 ADOPTED 6,627,940 $ 4,840,000 $ 6,327,487 (1,487,487) $ 5,140,453 842 $ FY 2006-07 REVISED 6,627,940 FY 2006-07 PROJECTED $ 6,847,070 4,840,000 $ 6,348,704 (1,508,704) $ 5,119,236 $ $ 5,280,129 $ 6,026,225 (746,096) $ 6,100,974 $ FY 2007-08 ADOPTED 6,100,974 5,455,000 6,844,916 (1,389,916) 4,711,058 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Solid Waste Management Waste Management Fund (580) Appropriated Budget Reconciliation EXPEND EXPENDITURES $ 1,687,262 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Market Study Phase 1 Landfill Consultant Study General Maintenance Market Study $ REVENUE 804,500 $ Subtotal $ 16,098 163,300 1,324 180,722 $ - $ 1,867,984 $ 804,500 6,112 $ 2,130 13,786 9,322 29,618 (639,300) (1,425) (579,757) $ 427,227 56,500 483,727 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Structural Balance Annualization of FY 2007 Initiatives One Time Expenses Central Service Cost Allocation $ Subtotal $ FY 2007-08 BUDGET TARGET $ 1,288,227 BASE ADJUSTMENTS: Revenue submitted under target $ Decreased Charges for Services in Transfer Station Activity Corrected Pay and Benefits (updated Position Cube) Increased Pay and Benefits for Program Coordinator (50% shared with Fund 580) Increased Other Services for transfer station tipping fees Increased Utilities for more electric usage at transfer stations Increased various items for new waste tire facilities that will be operational Increased Pay and Benefits for monitoring activity; added 3 FTEs Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 1,288,227 - $ (710) (618,227) (75,000) - 28,991 45,000 18,000 $ - 15,464 162,237 268,982 $ (693,227) 1,557,209 $ 595,000 Solid Waste Management (580) Fund Balance Summary FY 2005-06 ACTUAL 14,341,783 Beginning Fund Balance $ $ Revenue Expenditures Net Operating $ $ 779,955 $ 2,396,394 (1,616,439) $ Ending Fund Balance $ 12,725,344 $ FY 2006-07 ADOPTED 13,754,358 $ 804,500 $ 1,687,262 (882,762) $ 12,871,596 843 $ FY 2006-07 REVISED 13,754,358 FY 2006-07 PROJECTED $ 13,922,825 804,500 $ 1,867,984 (1,063,484) $ 12,690,874 $ $ 950,001 $ 1,863,476 (913,475) $ 13,009,350 $ FY 2007-08 ADOPTED 13,009,350 595,000 1,557,209 (962,209) 12,047,141 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Star Call Center STAR Call Center Analysis by Monica Staats, Management & Budget Analyst Summary 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 Maricopa County STAR Call Center is to provide information with accuracy and courtesy to callers of the Treasurer, Assessor, Recorder, Elections and the Clerk of the Superior Court offices so they can conduct their business with the County confidently and conveniently. Vision To increase STAR Center efficiency by expanding the information available on the 24-hour automated system. Strategic Goals • By January 1, 2008, implement new technology that meets the growth of Maricopa County and the increasing demand for customer service. Status: The department has advised the Office of Management and Budget (OMB) that they are currently researching new technologies. The FY 2007-08 budget supports the current levels of technology support. • By January 1, 2008, the STAR Call Center will meet the requirements to provide multi-lingual automated information retrieval in accordance with the Help America Vote Act of 2002. Status: The department has advised OMB that they are currently researching new technology that will enable them to meet the multi-lingual reporting requirements of the Help America Vote 844 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Star Call Center Act. The FY 2007-08 budget supports the current practice of offering differential pay to multilingual customer service telephone staff. • Annually, the STAR Center will maintain customer service at above the 90% composite level of customer service satisfaction as measured by Research and Reporting. Status: The FY 2007-08 budget supports the attainment of this goal. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % EXPENDITURES 14SC - STAR CENTER TELE - CUSTOMER SERVICE TELEPHONE $ 1,468,207 1,468,207 $ 1,552,236 1,552,236 $ 1,682,520 1,682,520 $ 1,661,539 1,661,539 $ 1,630,710 1,630,710 $ (51,810) (51,810) 99AS - ADMINISTRATIVE SERVICES PROG $ 3,720 $ 131,203 $ 919 $ 66,457 $ 122,800 $ 121,881 13262.4% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,471,927 $ $ 3,534 1,686,973 $ $ 3,534 1,686,973 $ $ 3,531 1,731,527 $ $ 5,624 1,759,134 $ $ 2,090 (72,161) -3.1% -3.1% 59.1% -4.3% Staffing by Program and Activity FY 2006-07 REVISED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED FULL TIME EQUIVALENT (FTE) 14SC - STAR CENTER TELE - CUSTOMER SERVICE TELEPHONE 33.00 33.00 32.00 32.00 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 33.00 1.00 33.00 (1.00) (1.00) - -3.0% -3.0% 0.0% Revenue and Expenditures by Category FY 2005-06 ACTUAL EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ 1,354,512 12,441 76,495 28,479 1,471,927 FY 2006-07 ADOPTED $ $ FY 2006-07 REVISED 1,554,474 11,240 92,741 28,518 1,686,973 $ $ FY 2006-07 PROJECTED 1,556,111 10,819 76,530 43,513 1,686,973 $ $ 1,519,421 9,789 169,907 32,410 1,731,527 REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 1,583,707 10,773 104,041 60,613 1,759,134 $ $ (27,596) 46 (27,511) (17,100) (72,161) -1.8% 0.4% -35.9% -39.3% -4.3% Revenue and Expenditures by Fund FY 2005-06 ACTUAL EXPENDITURES 100 GENERAL TOTAL FUNDS $ $ 1,471,927 1,471,927 FY 2006-07 ADOPTED $ $ 1,686,973 1,686,973 FY 2006-07 REVISED $ $ 845 1,686,973 1,686,973 FY 2006-07 PROJECTED $ $ 1,731,527 1,731,527 FY 2007-08 ADOPTED $ $ 1,759,134 1,759,134 REVISED TO ADOPTED VARIANCE % $ $ (72,161) (72,161) -4.3% -4.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Star Call Center Mandated vs. Non-Mandated Expenditures Thousands 1,800 1,600 1,400 1,200 1,000 800 600 400 200 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities STAR Center Program 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. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % Percent of calls answered within 30 75.8% 80.0% 80.0% 81.0% 80.0% 0.0% 0.0% seconds. Activities that comprise this program include: • Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone Activity is to provide information for residents of Maricopa County so that they can make accurate, timely and informed decisions with a single telephone call. Mandates: Activity not mandated. 846 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Star Call Center Performance Analysis: Results Percent of demand met. Demand Number of calls projected to be offered. Output Number of calls answered within 30 seconds. $ Efficiency Expenditures per unit of Output Expenditures by Fund GENERAL $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 77.0% FY 2006-07 REVISED 82.0% ADOPTED 82.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% -2.0% PROJ ACT 80.0% % -2.4% 984,470 1,400,000 1,400,000 1,160,000 1,210,000 (190,000) -13.6% 758,226 1,148,000 1,148,000 928,000 968,000 (180,000) -15.7% 1.94 $ 1.35 $ 1.47 $ 1.79 $ 1.68 $ 1,468,207 1,468,207 - $ $ 1,552,236 1,552,236 - $ $ 1,682,520 1,682,520 33.00 $ $ 1,661,539 1,661,539 - $ $ 1,630,710 1,630,710 32.00 $ $ 0.22 51,810 51,810 (1.00) 14.9% 3.1% 3.1% -3.0% 1,400,000 $2.00 $1.95 $1.90 $1.85 $1.80 $1.75 $1.70 $1.65 $1.60 $1.55 1,200,000 # of Calls 1,000,000 800,000 600,000 400,000 200,000 FY 2005-06 ACTUAL Demand FY 2006-07 PROJECTED Output Cost/Call Customer Service Telephone Activity Performance FY 2007-08 ADOPTED Average Cost Per Call The FY 2007-08 budget for the Customer Service Telephone Activity allows for the increase in projected demand for FY 2007-08 (1,160,000 to 1,210,000 calls). This increase in demand is forecasted higher than the FY 2006-07 projected demand due to the Presidential Preferential Primary election. This primary election historically generates increased volumes of questions from the County’s citizens. Another contributing factor in the projected increase are calls from citizens regarding the mailing of the Assessor’s Office Notice of Valuation which is projected to show an increase in assessed property values for most areas. The cost per call should decrease compared to FY 2006-07 due to the increased volume of calls projected in FY 2007-08. Base Adjustment: With FY 2007-08 County revenue expected to be lower than previous years, the STAR Call Center budget will be able to absorb $749 in expenditures while attaining the result of answering 80% of all calls within thirty (30) seconds. 847 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Star Call Center General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 1,686,973 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE - $ 1,686,973 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Subtotal $ 21,207 5,524 41,303 4,876 72,910 $ $ - 1,759,883 $ - (1,677) $ 928 (749) $ - FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Adjustment to Customer Service Telephone Activity $ Risk Management Cost Increase Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 848 1,759,134 $ - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools Superintendent of Schools Analysis by Vic Wickersham, Management & Budget Analyst Summary Organizational Chart Maricopa County Citizens Superintendent of Schools Superintendent of Schools Sandra E. Dowling, Ed.D. Sandra E. Dowling, Ed.D. Deputy Superintendent of Schools Administration Education Services Technology Finance Special Services Mission The mission of the Superintendent of Schools (SOS) 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 June 30, 2008, 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: The department continues to update job descriptions to meet the needs of the department. Improvement of applicant questions during job interviews is being addressed and will be submitted for assistance and suggestions to the County Human Resource Department before the July 1, 2008, SOS self-imposed deadline. The FY 2007-08 budget supports the attainment of this goal. • By June 30, 2008, employee performance plans will be reviewed with employees on a quarterly basis in order to ensure alignment with departmental strategic plan. 849 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools Status: At the current time, this goal is not being met. The FY 2007-08 budget supports this goal. The department’s technology division performance plans are being reviewed on a semiannual basis and other divisions will soon follow. • By July 31, 2008, the SOS will utilize interactive web-based technology to meet the demands of school districts for more efficient and effective service delivery. Status: The Educational Services Agency (ESA) utilizes hybrid online/face-to-face professional development strategies as well as web-based live interactive meeting strategies. • By July 31, 2008, the Superintendent of Schools (SOS) 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 system was fully configured in February 2007 and 100% of staff has received the training necessary. Educational Services Agency (ESA) grant finances have been set up on the Visions Enterprise system and project leaders have begun implementation. ESA staff is currently being trained on using the system to monitor grant finances. • By June 30, 2008, the Superintendent of Schools (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: In the first quarter of FY 2006-07, the Educational Services Agency (ESA) staff has worked toward the development of procedure manuals for each support position within the division. • By June 30, 2008, the SOS will increase legislative participation by working with government relations to develop an annual strategy to address legislative issues affecting the department. By June 2010, finalize the strategy so that the department can be better informed and have active participation in the legislative changes. Status: To become more aligned with the department’s strategic goals of increasing active legislative participation regarding legislative issues affecting the Superintendent of Schools, a Public Information Officer has been hired in January 2007. He will be addressing the SOS issues and working as a lobbyist and thus keep the department more informed about upcoming concerns that may affect school districts in Maricopa County. 850 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT $ 187,388 187,388 $ 3,858,304 3,858,304 $ 3,858,254 3,858,254 $ 3,957,561 3,957,561 $ 4,761,912 4,761,912 $ 903,658 903,658 23.4% 23.4% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ $ 187,388 $ $ 3,858,304 $ $ 50 3,858,304 $ $ 3,957,561 $ $ 50 4,761,962 $ $ 903,658 0.0% 23.4% $ 1,628,687 1,479,257 149,430 $ 5,323,334 5,218,017 105,317 $ 5,586,254 5,568,142 18,112 $ 3,560,872 3,440,629 120,243 $ 5,368,724 5,211,827 156,897 $ 217,530 356,315 (138,785) 3.9% 6.4% -766.3% 99AS - ADMINISTRATIVE SERVICES PROG $ 353,225 $ 408,321 $ 137,812 $ 286,794 $ 475,911 $ (338,099) -245.3% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,981,912 $ $ 49,445 5,781,100 $ $ 58,443 5,782,509 $ $ 37,974 3,885,640 $ $ 52,063 5,896,698 $ $ 6,380 (114,189) 10.9% -2.0% EXPENDITURES 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT PBIN - PUBLIC INFORMATION SERVICES Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT PBIN - PUBLIC INFORMATION SERVICES 47.80 47.60 0.20 38.80 36.95 1.85 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 1.20 49.00 1.20 40.00 Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ $ $ FY 2006-07 ADOPTED 187,388 187,388 $ 1,828,488 67,446 72,723 13,255 1,981,912 $ $ $ FY 2006-07 REVISED 2,565,512 590,534 702,258 3,858,304 $ 3,163,634 351,143 2,252,818 13,505 5,781,100 $ 851 $ $ FY 2006-07 PROJECTED 2,565,512 590,534 702,258 3,858,304 $ 2,873,537 353,143 2,542,324 13,505 5,782,509 $ $ $ (9.00) -18.8% (10.65) -22.4% 1.65 825.0% (9.00) REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 1,634,462 1,301,986 1,021,113 3,957,561 $ 2,139,435 248,878 1,483,206 14,121 3,885,640 $ $ $ 0.0% -18.4% 3,141,034 828,041 792,887 4,761,962 $ 2,878,037 339,073 2,662,316 17,272 5,896,698 $ $ $ 575,522 237,507 90,629 903,658 22.4% 40.2% 12.9% 23.4% (4,500) 14,070 (119,992) (3,767) (114,189) -0.2% 4.0% -4.7% -27.9% -2.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL 715 SCHOOL GRANT FUND 780 SCHOOL TRANSPORTATION FUND 782 SCHOOL COMMUNICATION FUND 795 COUNTY SCHOOL INDIRECT COST TOTAL FUNDS EXPENDITURES 100 GENERAL 715 SCHOOL GRANT FUND 780 SCHOOL TRANSPORTATION FUND 782 SCHOOL COMMUNICATION FUND 795 COUNTY SCHOOL INDIRECT COST TOTAL FUNDS $ 187,388 187,388 $ 1,981,912 1,981,912 $ $ $ $ FY 2006-07 ADOPTED $ $ FY 2006-07 REVISED 210,000 2,540,717 702,258 24,795 380,534 3,858,304 $ 2,132,796 2,540,717 702,258 24,795 380,534 5,781,100 $ $ $ FY 2006-07 PROJECTED 210,000 2,540,717 702,258 24,795 380,534 3,858,304 $ 2,134,205 2,540,717 702,258 24,795 380,534 5,782,509 $ $ $ FY 2007-08 ADOPTED 145,629 2,002,622 569,671 67,698 1,171,942 3,957,561 $ 1,641,596 1,471,800 569,671 44,017 158,555 3,885,640 $ $ $ REVISED TO ADOPTED VARIANCE % 218,550 3,058,354 792,887 82,680 609,491 4,761,962 $ 2,461,627 2,559,504 792,887 82,680 5,896,698 $ $ $ 8,550 517,637 90,629 57,885 228,957 903,658 4.1% 20.4% 12.9% 233.5% 60.2% 23.4% (327,422) (18,787) (90,629) (57,885) 380,534 (114,189) -15.3% -0.7% -12.9% -233.5% 100.0% -2.0% Rent for the Superintendent of Schools new location is $321,662. This was included as part of the base budget submission by the department at the request of the Office of Management and Budget. This amount is included in the Administrative Services Program of the General Fund. Mandated vs. Non-Mandated Expenditures Thousands 6,000 5,000 4,000 3,000 2,000 1,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities Education Program 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. Program Results Percent of inquiries processed Percent of elections coordinated FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopt.) % 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Public Information Services 852 • School District Support Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools Public Information Services Activity 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. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Performance Analysis: Demand Number of inquiries for school and education related information required Output Number of Private/Home School Information packets provided Percent of Demand met $ Efficiency Expenditures per unit of Output Expenditures by Fund Exp 100 GENERAL $ Totals $ Staffing (FTEs) FY 2005-06 ACTUAL 352,412 ADOPTED 300,000 FY 2006-07 REVISED 300,000 PROJ ACT 300,000 FY 2007-08 ADOPTED 300,000 352,412 300,000 300,000 300,000 300,000 100.0% 0.42 $ 149,430 149,430 - $ $ 100.0% 0.35 $ 105,317 105,317 - $ $ 100.0% 0.06 $ 18,112 18,112 0.20 $ $ 100.0% 0.40 $ 120,243 120,243 - $ $ Variance (Rev. - Adopt.) 100.0% 0.52 $ 156,897 156,897 1.85 $ $ $0.55 400,000 350,000 $0.50 300,000 $0.45 250,000 $0.40 200,000 150,000 $0.35 100,000 $0.30 50,000 $0.25 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand 853 Output FY 2007-08 ADOPTED Cost per Inquiry Cost/inquiry # of inquiries for school information Public Information Services Activity Performance - % 0.0% - 0.0% 0.0% 0.0% (0.46) -766.3% (138,785) -766.3% (138,785) -766.3% 1.65 825.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools The department did not provide a justification for the projected FY 2006-07 inquiry decline of 15% compared to the FY 2005-06 Actual. However, the department has experienced significant staff turnover in FY 2006-07 and several key positions are held by new employees that are still learning job responsibilities. OMB will continue to work with the SOS staff on refining their use of Strategic Plan tools so that they can improve their targeting of demand and output measures. The change in efficiency from $0.42 per unit in FY 2005-06 to $0.52 per unit in FY 2007-08 is due to increased costs for medical/dental and pay for performance increases over the two year period. School District Support Activity 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. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Performance Analysis: FY 2005-06 ACTUAL Demand Number of school district special elections required Output Number of school district special elections coordinated Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General School Grant Fund School Transportation Fund School Communication Fund County School Indirect Cost Totals Expenditures by Fund General School Grant Fund School Transportation Fund School Communication Fund County School Indirect Cost Totals Staffing (FTEs) $ $ $ $ $ FY 2006-07 REVISED 33 45 45 45 20 Variance (Rev. - Adopt.) (25) 33 45 45 45 20 (25) ADOPTED 100.0% 44,825.96 $ 187,388 187,388 $ 1,479,257 1,479,257 - $ $ $ 100.0% 115,955.93 $ 210,000 2,540,717 702,258 24,795 380,534 3,858,304 $ 1,569,713 2,540,717 702,258 24,795 380,534 5,218,017 - $ 854 $ $ FY 2007-08 ADOPTED PROJ ACT 100.0% 123,736.49 $ 209,950 2,540,717 702,258 24,795 380,534 3,858,254 $ 1,919,838 2,540,717 702,258 24,795 380,534 5,568,142 47.60 $ $ $ 100.0% 76,458.41 $ 145,629 2,002,622 569,671 67,698 1,171,942 3,957,561 $ 1,196,585 1,471,800 569,671 44,017 158,555 3,440,629 - $ $ $ 100.0% 260,591.35 $ 218,500 3,058,354 792,887 82,680 609,491 4,761,912 $ 1,791,403 2,544,857 792,887 82,680 5,211,827 36.95 $ $ $ % -55.6% -55.6% 0.0% 0.0% (136,854.86) -110.6% 8,550 517,637 90,629 57,885 228,957 903,658 4.1% 20.4% 12.9% 233.5% 60.2% 23.4% 128,435 6.7% (4,140) -0.2% (90,629) -12.9% (57,885) -233.5% 380,534 100.0% 356,315 6.4% (10.65) -22.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools $300,000 50 45 40 35 30 25 20 15 10 5 $250,000 $200,000 $150,000 $100,000 $50,000 Cost/Election Coordinated # of School Election Coordinated School District Support Activity Performance $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per Election The number of scheduled school elections in FY 2007-08 will decrease compared to FY 2006-07 projections from 45 to 20 as the number of elections fluctuates from year to year. The FY 2007-08 budget supports the number of elections at the current level. The FY 2007-08 budget supports not only these elections, but the ability to redefine business processes and continue to support the school districts. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 2,132,796 $ REVENUE 210,000 $ 2,134,205 $ 210,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of Mid-Year Adjustments Subtotal $ 22,914 12,792 41,800 704 321,662 399,872 $ $ - FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ 2,534,077 $ 210,000 Submission Over Target $ - $ 8,550 2,860 $ (88,965) 8,599 5,056 (72,450) $ - BASE ADJUSTMENTS: Adjustment in the Public Information Service Activity $ Adjustment in the School District Support Activity Adjustment in the Administrative Services Program Risk Management increases Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 855 2,461,627 $ 218,550 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools School Grant Fund (715) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,540,717 $ 2,540,717 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 2,540,717 $ 2,540,717 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Subtotal $ 11,110 2,834 10,575 24,519 $ $ 24,519 2,565,236 $ 2,565,236 (8,185) $ 493,118 FY 2007-08 BUDGET TARGET $ Submission Over/(Under) Target $ BASE ADJUSTMENTS: Other Benefits Adjustment $ Subtotal $ 2,453 2,453 $ $ - $ 2,559,504 $ 3,058,354 FY 2007-08 ADOPTED BUDGET: School Transportation Fund (780) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 702,258 $ REVENUE 702,258 FY 2006-07 REVISED RESTATED BUDGET: $ 702,258 $ 702,258 FY 2007-08 BUDGET TARGET $ 702,258 $ 702,258 $ Subtotal $ 90,629 90,629 $ $ 90,629 90,629 $ 792,887 $ 792,887 BASE ADJUSTMENTS: Submission Over Target FY 2007-08 ADOPTED BUDGET: 856 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Superintendent of Schools School Communication Fund (782) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 24,795 $ REVENUE 24,795 FY 2006-07 REVISED RESTATED BUDGET: $ 24,795 $ 24,795 FY 2007-08 BUDGET TARGET $ 24,795 $ 24,795 $ Subtotal $ 57,885 57,885 $ $ 57,885 57,885 $ 82,680 $ 82,680 School Indirect Cost Fund (795) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 380,534 $ REVENUE 380,534 BASE ADJUSTMENTS: Submission Over Target FY 2007-08 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 380,534 $ 380,534 FY 2007-08 BUDGET TARGET $ 380,534 $ 380,534 Submission Over Target $ 228,957 $ 228,957 (609,491) $ (609,491) $ - BASE ADJUSTMENTS: Indirect Cost Offset $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 857 - $ 609,491 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Transportation Analysis by Jamie Rullo, Principal Management & Budget Analyst Summary Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Public Works Director Transportation John B. Hauskins, P.E. 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. 858 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation 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 • By June 30, 2009, the Maricopa County Department of Transportation will annually complete 85% of planned transportation infrastructure projects on time and within budget. Status: The budget supports attainment of this goal by funding activities in the Engineer and Build Roads and Structures Programs. The Department anticipates completing 76% of their projects in Fiscal Year 2006-07. • By December 31, 2007, the Maricopa County Department of Transportation will demonstrate support for the Maricopa Association of Governments 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. Status: Partnerships with Mesa, Gilbert, El Mirage, and the Maricopa Association of Governments have been developed for several projects and studies related to the regional arteries. The budget supports attainment of this goal by funding the Project Partnerships activity. • By June 30, 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: Working collaboratively with Staff Development, Public Works is providing classroom space for over sixty different classes to be held at the Durango Complex during the 2007 calendar year. The budget supports attainment of this goal by funding educational resources in Fiscal Year 2007-08. • By June 30, 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 our diverse community. Status: The Maricopa County Department of Transportation is utilizing diverse interview panels to fill all vacancies, as mandated. The Public Works Diversity Council which is comprised of employees from Transportation, Flood Control District and Solid Waste Management Department have made their presence known in Public Works through publishing a Diversity questionnaire, the establishment of Diversity suggestion boxes at each location, and the distribution of Diversity information to all Public Works employees. Public Works Diversity Training has been scheduled and attendance is mandatory. The Transportation Department hosted the Maricopa County Diversity Council meeting in January 2007. The budget supports attainment of this goal by funding diversity resources in Fiscal Year 2007-08. 859 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 64BT - BUILD ROADS AND BRIDGES PRJT - PROJECT MANAGEMENT RDCS - ROADWAY CONSTRUCTION SRVY - SURVEY TIPM - PROGRAM MGT AND SUPPORT 64ER - ENGINEER ROADS & STRUCTURES DSGN - ROADS AND STRUCTURE DESIGN REGU - REGULATION RWAY - RIGHT-OF-WAY 64MT - MANAGE TRAFFIC TRFC - TRAFFIC SIGNALS MAINT TRFE - TRAFFIC ENGINEERING TRIN - INCIDENT MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64RB - ROADWAY MAINTENANCE IRMT - INTEGRATED ROADWAY MAINT SIGN - TRAFFIC SIGNS MAINT 64SD - TRANSPORTATION SYSTEM DEVT PART - PROJECT PARTNERSHIPS PROG - TRANSP PROJECT PROGRAMMING $ $ $ $ $ FY 2006-07 ADOPTED 10,159,950 10,142,850 17,100 734,387 199,747 534,639 540,481 540,481 2,991,647 200 2,991,447 $ $ $ $ $ FY 2006-07 REVISED 39,510,191 39,510,191 3,442,149 3,351,416 90,733 2,068,222 30,000 54,000 1,984,222 540,858 540,858 - $ $ $ $ $ FY 2006-07 PROJECTED 46,211,875 2,500 46,209,375 3,375,649 110,000 3,174,916 90,733 2,074,222 31,000 54,000 1,989,222 541,858 540,858 1,000 - $ $ $ $ $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 39,266,949 2,316 39,264,633 3,745,031 373,092 2,656,149 715,790 628,904 53,698 100,000 475,207 739,642 724,027 15,616 - $ $ $ $ $ 22,416,868 22,404,868 12,000 2,706,813 291,313 2,400,000 15,500 1,310,610 39,850 100,000 420,760 750,000 1,201,500 1,200,000 1,500 - $ $ $ $ $ (23,795,007) (2,500) (23,804,507) 12,000 (668,836) 181,313 (774,916) (75,233) (763,612) 8,850 46,000 420,760 (1,989,222) 750,000 659,642 659,142 500 - -19.8% 164.8% -24.4% -82.9% -36.8% 28.5% 85.2% -100.0% 121.7% 121.9% 50.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 122,610 $ 40,990 $ 97,390 $ 103,482 $ 96,311 $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 3,538 $ - $ - $ 875 $ - $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 108,590,283 123,142,894 $ $ 109,547,042 155,149,452 $ $ 109,547,642 161,848,636 $ $ 112,367,448 156,852,332 $ $ 114,449,088 142,181,190 $ $ 4,901,446 (19,667,446) 4.5% -12.2% $ 87,918,572 87,360,865 557,707 3,774,077 1,739,741 2,034,336 28,456,727 28,456,727 3,841,333 342,005 466,548 3,032,780 - $ 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 1,732,891 663,424 512,042 6,084,534 913,364 2,011,246 3,159,924 33,061,186 1,373,677 20,056,335 1,491,529 3,486,219 1,201,100 1,543,391 1,576,384 1,200,880 1,131,671 2,582,266 271,073 432,616 448,860 663,025 766,692 $ 121,509,727 279,160 265,226 270,574 711,525 119,194,034 573,008 216,200 4,178,363 1,556,516 1,726,257 670,881 224,709 6,579,345 1,469,949 2,049,624 3,059,772 32,099,795 1,420,569 18,978,380 1,211,944 2,575,651 1,960,488 1,841,257 1,813,859 866,770 1,430,877 2,567,856 272,174 407,192 467,225 626,003 795,262 $ 116,249,367 224,379 113,181 221,938 608,110 114,106,705 673,995 301,058 3,852,966 1,161,727 1,639,468 633,003 418,769 4,617,956 1,373,082 1,789,313 1,455,561 32,723,565 1,319,991 19,641,831 1,329,193 2,621,849 1,961,031 1,444,822 2,058,764 990,185 1,355,898 2,494,470 253,151 340,603 440,163 678,301 782,251 $ 100,922,088 221,322 231,513 209,934 668,786 98,605,934 679,732 304,867 4,504,912 1,471,458 1,818,365 849,523 365,566 5,811,010 1,615,920 1,814,030 903,993 632,067 845,000 36,574,815 1,485,429 22,606,176 1,338,742 2,652,355 392,271 2,051,764 1,746,627 1,833,884 917,023 1,550,544 2,415,754 277,782 402,008 470,566 654,445 610,953 $ 20,587,639 57,838 33,713 60,640 42,739 20,588,100 (106,724) (88,667) (326,549) 85,058 (92,108) (178,642) (140,857) 768,335 (145,971) 235,594 (903,993) 2,427,705 (845,000) (4,475,020) (64,860) (3,627,796) (126,798) (76,704) (392,271) (91,276) 94,630 (20,025) (50,253) (119,667) 152,102 (5,608) 5,184 (3,341) (28,442) 184,309 16.9% 20.7% 12.7% 22.4% 6.0% 17.3% -18.6% -41.0% -7.8% 5.5% 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 - ROADS AND STRUCTURE DESIGN IMPR - IMPROVEMENT DISTRICT ADMIN REGU - REGULATION RWAY - RIGHT-OF-WAY UREL - UTILITY RELOCATION 64MT - MANAGE TRAFFIC TRFC - TRAFFIC SIGNALS MAINT TRFE - TRAFFIC ENGINEERING TRIN - INCIDENT MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64RB - ROADWAY MAINTENANCE EAST - EAST AREA MAINTENANCE IRMT - INTEGRATED ROADWAY MAINT OFFQ - OFF-ROAD EQUIPMENT ONEQ - ON-ROAD EQUIPMENT RDCU - ROADWAY CLEAN-UP ROFW - RIGHT-OF-WAY MAINTENANCE SIGN - TRAFFIC SIGNS MAINT STRP - ROADWAY STRIPING MAINT WEST - WEST AREA MAINTENANCE ZONE - WORK ZONE TRAFFIC CONTROL 64SD - TRANSPORTATION SYSTEM DEVT ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - PUBLIC OUTREACH PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION PLANNING $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (1,079) -51.5% -100.0% -51.5% -1.1% - -5.3% -26.6% -62.7% 11.7% -9.9% 11.5% 79.3% -13.9% -4.6% -19.1% -10.5% -3.0% -4.7% 5.1% -1.1% -5.8% -8.4% 5.9% -2.1% 1.3% -0.7% -4.5% 23.2% 99AS - ADMINISTRATIVE SERVICES PROG $ 5,304,253 $ 5,150,432 $ 6,405,491 $ 6,161,994 $ 6,202,201 $ 203,290 3.2% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 3,455,500 $ 3,541,494 $ 2,913,695 $ 2,664,341 $ 3,060,731 $ (147,036) -5.0% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,647,490 134,397,951 $ $ 2,995,153 179,205,980 $ $ 2,995,153 179,249,425 $ $ 3,035,149 171,799,809 $ $ 4,011,569 163,503,080 $ $ (1,016,416) 15,746,345 -33.9% 8.8% 860 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 64BT - BUILD ROADS AND BRIDGES CMGT - CONSTRUCTION MGT & ENG INSP - CONSTRUCTION INSPECTION PRJT - PROJECT MANAGEMENT QAQC - QUALITY ASSUR & QLTY CNTRL SRVY - SURVEY TIPM - PROGRAM MGT AND SUPPORT 64ER - ENGINEER ROADS & STRUCTURES DSGN - ROADS AND STRUCTURE DESIGN IMPR - IMPROVEMENT DISTRICT ADMIN REGU - REGULATION RWAY - RIGHT-OF-WAY UREL - UTILITY RELOCATION 64MT - MANAGE TRAFFIC TRFC - TRAFFIC SIGNALS MAINT TRFE - TRAFFIC ENGINEERING TRIN - INCIDENT MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT 64RB - ROADWAY MAINTENANCE EAST - EAST AREA MAINTENANCE IRMT - INTEGRATED ROADWAY MAINT OFFQ - OFF-ROAD EQUIPMENT ONEQ - ON-ROAD EQUIPMENT RDCU - ROADWAY CLEAN-UP ROFW - RIGHT-OF-WAY MAINTENANCE SIGN - TRAFFIC SIGNS MAINT STRP - ROADWAY STRIPING MAINT WEST - WEST AREA MAINTENANCE ZONE - WORK ZONE TRAFFIC CONTROL 64SD - TRANSPORTATION SYSTEM DEVT ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - PUBLIC OUTREACH PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION PLANNING 51.00 4.00 6.00 6.00 11.00 16.00 8.00 69.00 19.00 2.00 23.00 19.00 6.00 37.00 11.00 20.00 6.00 223.00 23.00 29.00 21.00 42.00 37.00 18.00 16.00 15.00 22.00 29.00 4.00 6.00 6.00 8.00 5.00 51.00 4.00 6.00 6.00 11.00 16.00 8.00 80.00 19.16 1.84 23.00 30.00 6.00 37.00 11.00 21.00 2.00 3.00 223.00 23.00 28.00 22.00 42.00 1.00 37.00 18.00 15.00 15.00 22.00 29.00 4.00 6.00 6.00 8.00 5.00 11.00 0.16 (0.16) 11.00 1.00 2.00 (3.00) (1.00) 1.00 1.00 (1.00) - 99AS - ADMINISTRATIVE SERVICES PROG 40.00 54.00 14.00 35.0% 99IT - INFORMATION TECHNOLOGY PROGRAM 35.00 41.00 6.00 17.1% 484.00 515.00 31.00 6.4% TOTAL PROGRAMS 861 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 15.9% 0.8% -8.0% 0.0% 57.9% 0.0% 0.0% 0.0% 5.0% -50.0% 0.0% 0.0% -3.4% 4.8% 0.0% 0.0% 0.0% -6.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE Licenses & Permits Intergovernmental Charges For Service Miscellaneous Revenues Other Financing Sources Total Revenue EXPENDITURES Personal Services Supplies Services Other Financing Uses Capital Outlay Total Expenditures $ 2,901,458 115,893,662 4,027,728 320,046 123,142,894 $ $ 27,158,458 2,939,081 25,342,159 1,647,489 77,310,763 134,397,951 $ $ $ $ $ 3,351,416 150,177,983 1,415,253 204,800 155,149,452 30,400,391 2,745,582 46,356,254 1,710,409 97,993,344 179,205,980 $ $ $ $ 3,274,916 150,624,253 250,000 7,494,667 204,800 161,848,636 30,579,531 2,633,918 47,704,823 1,710,409 96,620,744 179,249,425 $ $ $ $ 3,029,241 150,930,659 225,000 2,462,633 204,800 156,852,332 29,817,719 2,528,702 44,943,344 1,710,409 92,799,635 171,799,809 $ $ $ $ 2,691,313 136,964,716 98,850 1,526,311 900,000 142,181,190 31,827,014 2,762,431 41,541,969 1,810,747 85,560,919 163,503,080 $ $ $ $ (583,603) (13,659,537) (151,150) (5,968,356) 695,200 (19,667,446) -17.8% -9.1% -60.5% -79.6% 339.5% -12.2% (1,247,483) (128,513) 6,162,854 (100,338) 11,059,825 15,746,345 -4.1% -4.9% 12.9% -5.9% 11.4% 8.8% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS 234 TRANSPORTATION CAPITAL PROJECT 900 ELIMINATIONS TOTAL FUNDS EXPENDITURES 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS 234 TRANSPORTATION CAPITAL PROJECT 900 ELIMINATIONS TOTAL FUNDS $ $ $ $ FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED VARIANCE % 370,123 $ 111,872,001 77,628,212 (66,727,442) 123,142,894 $ 1,984,222 $ 113,655,039 105,893,752 (66,383,561) 155,149,452 $ 1,984,222 $ 113,655,039 112,549,491 (66,340,116) 161,848,636 $ 475,207 $ 117,112,493 105,604,749 (66,340,116) 156,852,332 $ 1,170,760 $ 118,605,562 82,114,126 (59,709,258) 142,181,190 $ (813,462) 4,950,523 (30,435,365) 6,630,858 (19,667,446) -41.0% 4.4% -27.0% -10.0% -12.2% 471,836 $ 117,289,276 83,364,282 (66,727,442) 134,397,951 $ 1,984,222 $ 124,411,285 119,194,034 (66,383,561) 179,205,980 $ 1,984,222 $ 124,411,285 119,194,034 (66,340,116) 179,249,425 $ 475,207 $ 123,558,013 114,106,705 (66,340,116) 171,799,809 $ 1,170,760 $ 123,435,644 98,605,934 (59,709,258) 163,503,080 $ 813,462 975,641 20,588,100 (6,630,858) 15,746,345 41.0% 0.8% 17.3% 10.0% 8.8% Mandated vs. Non-Mandated Expenditures 60,000 50,000 Thousands REVISED TO ADOPTED 40,000 30,000 20,000 10,000 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED 862 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Programs and Activities Build Roads and Structures Program The purpose of the Build Roads and Structures Program is to construct roads and structures for the traveling public so that they can get to their destination in a safe and efficient manner. Program Results FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % Percent of capital budget expended 73.0% 90.0% 90.0% 98.0% 85.0% -5.0% -5.6% compared to planned Activities that comprise this program include: • Program Management and Support • Project Management • Roadway Construction • Construction Management and Engineering • • • Construction Inspection Survey Quality Assurance/Quality Control Program Management and Support Activity The purpose of the Program Management & Support Activity is to provide program management oversight & support so that projects can be delivered in a timely and cost effective manner. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2005-06 ACTUAL Results Percent of projects completed on time and within budget. Demand Number of planned transportation projects Output Number of planned transportation projects completed Percent of Demand met Efficiency Cost per project Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) FY 2006-07 REVISED ADOPTED 0.0% 75.0% FY 2007-08 ADOPTED PROJ ACT 75.0% 70.0% Variance (Rev. - Adopted) 88.0% % 13.0% 17.3% 44 40 37 40 24 (13) -35.1% 8 30 30 28 20 (10) -32.0% $ 18.2% 69,713.38 $ 75.0% 6,131.20 $ $ $ 17,100 17,100 $ $ - $ $ - $ $ - $ $ - $ $ $ $ 557,707 557,707 - $ $ 183,936 183,936 - $ $ 216,200 216,200 8.00 $ $ 301,058 301,058 - $ $ 304,867 304,867 8.00 $ $ 863 81.1% 7,206.67 $ 70.0% 10,752.07 $ 85.0% 14,944.46 $ 3.9% 4.8% (7,737.79) -107.4% (88,667) (88,667) - -41.0% -41.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation $80,000 50 45 40 35 30 25 20 15 10 5 $70,000 $60,000 $50,000 $40,000 $30,000 Cost/Project # of Projects Program Management and Support Activity Performance $20,000 $10,000 $0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per project The FY 2007-08 budget for the Program Management and Support Activity meets the forecasted output of 20 projects at an annual cost of $14,944 per project completed in order to achieve 85% completion. The budget also supports results of 88% of projects completed on time and within budget. The FY 2006-07 budget assumed a decrease in demand, with an 81% completion rate. The number of transportation projects projected to be completed has actually declined by 6.7%. The FY 2007-08 budget assumes a continued decrease in demand. The demand of projects supported and managed is based on the Transportation Improvement Program developed by the Department and will vary from year to year. Total FY 2007-08 expenditures will be budgeted to increase by $88,667 (41%) from the FY 2006-07 revised budget. The increase related to rate is $157,851 (73%) and is offset by a favorable volume variance of $69,184 (32%). The increased rate cost is due to fewer personnel costs being allocated out to the Transportation Capital Projects Fund (234) since the number of projects is reduced. Project Management Activity The purpose of the Project Management Activity is to provide overall project coordination to transportation improvement projects so that projects are delivered on time and in a cost effective manner. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 864 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED 50 40 40 30 Variance (Rev. - Adopted) (10) 50 32 37 30 (2) -6.3% 20.0% 1,457.64 25.0% 17.2% ADOPTED Demand Number of TIP projects to be managed Output Number of projects managed Percent of Demand met Efficiency Cost per project Revenues by Fund Transportation Operations Expenditures by Fund Transportation Operations Staffing (FTEs) $ 100.0% 6,929.78 $ FY 2007-08 ADOPTED PROJ ACT 80.0% 8,455.44 $ 92.5% 5,998.32 $ 100.0% 6,997.80 $ % -25.0% $ Totals $ - $ $ 2,500 2,500 $ $ 2,316 2,316 $ $ - $ $ (2,500) -100.0% (2,500) -100.0% $ Totals $ 346,489 346,489 - $ $ 270,574 270,574 6.00 $ $ 221,938 221,938 - $ $ 209,934 209,934 6.00 $ $ 60,640 60,640 - 22.4% 22.4% 0.0% The FY 2007-08 budget for the Project Management Activity meets the forecasted demand of 30 projects at an annual cost of $6,998 per project managed in order to achieve 100.0% completion. The demand is expected to decrease by 10 or 25.0% in Fiscal Year 2007-08. The demand of projects managed is based on the Transportation Improvement Program developed by the Department and will vary from year to year. Total FY 2007-08 expenditures will be budgeted to decrease by $60,640 (22.4%) from the FY 2006-07 revised budget. The decrease related to rate is $9,907 (3.7%) and the decrease related to volume is $50,733 (18.8%). The decrease in rate cost is due to declining marginal costs in projects managed. Roadway Construction Activity The purpose of the Roadway Construction Activity is to deliver new or improved road and structure projects on time and in a cost effective manner. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 865 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED 62 62 37 24 Variance (Rev. - Adopted) (38) 49 49 28 20 (29) -58.4% 85.0% 6.0% 4,833,624.22 $ (2,401,092.91) 7.6% -98.7% ADOPTED Demand Number of new or improved projects Output Number of new or improved projects completed. Percent of Demand met Efficiency Cost per project Revenues by Fund Transportation Capital Project Eliminations $ $ Totals $ Expenditures by Fund Transportation Operations Transportation Capital Project Eliminations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT % -61.3% 79.0% 2,433,470.08 $ 79.0% 2,432,531.31 $ 75.7% 4,075,239.47 $ 105,893,752 $ (66,383,561) 39,510,191 $ 112,549,491 $ (66,340,116) 46,209,375 $ 105,604,749 $ (66,340,116) 39,264,633 $ 82,114,126 $ (59,709,258) 22,404,868 $ (30,435,365) 6,630,858 (23,804,507) -27.0% -10.0% -51.5% 66,429,561 $ 119,194,034 (66,383,561) 119,240,034 $ - 66,340,116 $ 119,194,034 (66,340,116) 119,194,034 $ - 66,340,116 $ 114,106,705 (66,340,116) 114,106,705 $ - 59,709,258 $ 98,605,934 (59,709,258) 98,605,934 $ - 6,630,858 20,588,100 (6,630,858) 20,588,100 - 10.0% 17.3% 10.0% 17.3% The FY 2007-08 budget for the Roadway Construction Activity meets the forecasted output of 20 projects at an annual cost of $4,833,624 per project in order to achieve 85% completion. The budget assumes a decrease in demand by 38 projects or 61.3% compared to FY 2006-07 revised. The demand of new projects constructed is based on the Transportation Improvement Program developed by the Department and will vary from year to year. Total FY 2007-08 expenditures will be budgeted to decrease by $20,588,100 (17.3%) from the FY 2006-07 revised budget. The decrease related to volume is $69,570,395 (58.4%) and is offset by an unfavorable rate variance of $48,982,295 (41.1%). The increased rate cost is immaterial in this activity as the expenditures are determined by the size and scope of the individual projects, which will vary from year to year. Base Adjustments: Transfers Out in the Transportation Operations Fund (232) were reduced by $2,881,339, from $64,401,344 to $61,520,005 in the budget in order to fund an increase in Risk Management charges of $421,951 and to achieve a $0 fund balance. Transfers In to the Transportation Capital Project Fund (234) were reduced by $2,881,339, from $62,590,597 to $59,709,258. Accordingly, Transfers In and Out in the Eliminations Fund (900) were increased by $2,881,339. Construction Management and Engineering Activity The purpose of the Construction Management & Engineering Activity is to provide construction management and engineering support to construction projects so that projects can be delivered on time and in a cost effective manner. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 866 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED 30 50 50 30 Variance (Rev. - Adopted) (20) 30 50 50 30 (20) -40.0% 0.0% (1,794.20) 0.0% -32.1% ADOPTED Demand Number of projects requiring support Output Number of projects supported. Percent of Demand met Efficiency $ Cost per project supported Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) 100.0% 14,826.80 $ 444,804 444,804 - $ $ FY 2007-08 ADOPTED PROJ ACT 100.0% 5,583.20 $ 100.0% 4,487.59 $ 100.0% 7,377.40 $ 279,160 279,160 4.00 224,379 224,379 - 221,322 221,322 4.00 $ $ $ $ $ $ 57,838 57,838 - % -40.0% 20.7% 20.7% 0.0% The FY 2007-08 budget for the Construction Management and Engineering Activity meets the forecasted demand of 30 projects supported at an annual cost of $7,377 per project in order to achieve 100.0% completion. The budget assumes a decrease in demand of 20 projects or 40.0%. The demand of projects supported is based on the Transportation Improvement Program developed by the Department and will vary from year to year. Total FY 2007-08 expenditures will be budgeted to decrease by $57,838 (20.7%) from the FY 2006-07 revised budget. The decrease attributed to volume is $111,644 (11.0%) and is offset by an unfavorable rate variance of $53,826 (19.3%). The rate per project increased because personnel and other resources remain somewhat constant regardless of the number of projects supported. Swings in project amounts will occur from year to year, and personnel allocations out to capital projects vary as well depending upon the scope of the projects. The Department plans to allocate out $40,000 more in FY 2007-08 than in FY 2006-07. Construction Inspection Activity The purpose of the Construction Inspection Activity is to provide inspection support so that projects can be delivered in a safe and cost effective manner. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 867 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED 30 47 47 30 Variance (Rev. - Adopted) (17) 30 40 40 30 (10) -25.0% 14.9% (1,086.45) 17.5% -16.4% ADOPTED Demand Number of construction inspections required Output Number of construction inspections completed Percent of Demand met $ Efficiency Cost per inspection Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT 100.0% 6,743.77 $ 85.1% 6,630.65 $ 85.1% 2,829.51 $ 100.0% 7,717.10 $ 202,313 202,313 - 265,226 265,226 6.00 113,181 113,181 - 231,513 231,513 6.00 $ $ $ $ $ $ $ $ 33,713 33,713 - % -36.2% 12.7% 12.7% 0.0% $9,000 50 45 40 35 30 25 20 15 10 5 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 Cost/Inspection # of Inspections Construction Inspection Activity Performance $2,000 $1,000 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Cost per inspection Output The FY 2007-08 budget for the Construction Inspection Activity meets the forecasted demand of 30 inspections at an annual cost of $7,717 per inspection in order to achieve 100% completion. The budget assumes a decrease in demand of 17 projects or 36.2%. The demand of projects inspected is based on the Transportation Improvement Program developed by the Department and will vary from year to year. The FY 2006-07 revised budget assumed a completion rate of 85.1%. Total FY 2007-08 expenditures will be budgeted to decrease by $33,713 (12.7%) from the FY 2006-07 revised budget. The decrease related to volume is $66,307 (25.0%) and is offset by an unfavorable rate variance of $32,594 (12.7%). The increased rate cost is created by increased personnel costs in this activity. Survey Activity The purpose of the Survey Activity is to provide survey support so that projects can be delivered in a safe and cost effective manner. 868 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of surveys needed Output Number of surveys completed Percent of Demand met Efficiency Cost per survey Revenues by Fund Transportation Operations Expenditures by Fund Transportation Operations $ ADOPTED 220 FY 2006-07 REVISED 205 PROJ ACT 205 FY 2007-08 ADOPTED 192 Variance (Rev. - Adopted) (13) % -6.3% 215 176 170 165 (11) -6.3% 0.1% (863.86) 0.1% -26.5% 97.7% 2,671.40 $ 85.9% 3,255.73 $ 82.9% 3,964.68 $ 85.9% 4,119.59 $ $ Totals $ - $ $ - $ $ - $ $ 12,000 12,000 $ $ 12,000 12,000 $ Totals $ 574,352 574,352 - $ $ 573,008 573,008 16.00 $ $ 673,995 673,995 - $ $ 679,732 679,732 16.00 $ $ (106,724) (106,724) - Staffing (FTEs) -18.6% -18.6% 0.0% Survey Activity Performance 250 $5,000 $4,750 $4,500 $4,250 150 $4,000 100 $3,750 Cost/Survey # of Surveys 200 $3,500 50 $3,250 $3,000 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per survey The FY 2007-08 budget for the Survey Activity meets the budgeted output of 165 surveys at an annual cost of $4,120 per survey completed in order to achieve 85.9% completion. The budget assumes a decrease in demand by 13 surveys or 6.3%. Total FY 2007-08 expenditures will be budgeted to increase by $106,724 (18.6%) from the FY 2006-07 revised budget. The increase related to rate is $142,537 (24.9%) and is offset by favorable volume variance of $35,813 (6.3%). The increased rate cost is created by increased personnel costs in this activity. 869 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Total FY 2007-08 revenue is budgeted to increase by $12,000, which is expected from the trade in of two Global Positioning System rovers. Quality Assurance/Quality Control Activity The purpose of the Quality Assurance/Quality Control Activity is to provide quality oversight so that projects can be delivered at the level of quality specified. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: ` FY 2006-07 REVISED 80 80 80 55 Variance (Rev. - Rec.) (25) 80 80 80 55 (25) -31.3% 0.0% (3,265.68) 0.0% -36.7% ADOPTED Demand Anticipated number of projects to be supported. Output Number of projects supported. Percent of Demand met Efficiency $ Cost per project supported Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT 100.0% 7,200.75 $ 100.0% 8,894.06 $ 100.0% 7,601.38 $ 576,060 576,060 - 711,525 711,525 11.00 608,110 608,110 - $ $ $ $ $ $ 100.0% 12,159.75 $ 668,786 668,786 11.00 $ $ 42,739 42,739 - % -31.3% 6.0% 6.0% 0.0% Quality Assurance/Quality Control Activity Performance 90 $14,000 80 $12,000 $10,000 60 50 $8,000 40 $6,000 30 Cost/Project # of Projects 70 $4,000 20 $2,000 10 $0 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per project supported The FY 2007-08 budget for the Quality Assurance/Quality Control Activity meets the forecasted demand of 55 projects supported at an annual cost of $12,160 per project in order to achieve 100% completion. The budget assumes a decrease in demand by 25 projects or 31.3%. The demand of 870 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation projects supported is based on historical data and the Department’s In-Progress Review project status update program. Total FY 2007-08 expenditures will be budgeted to decrease by $42,739 (6.0%) from the FY 2006-07 revised budget. The decrease related to volume is $222,352 (31.3%) and is offset by an unfavorable rate variance of $179,613 (25.2%). The rate variance is insignificant in this activity as the personnel supporting the projects are not shifted to other activities if the demand changes. Demand will vary from year to year. Engineer Roads and Structures Program The purpose of the Engineer Roads and Structures Program is to provide roadway pre-build services and support to contractors so that they can build and implement cost effective and safe projects in a timely manner. Activities that comprise this program include: • Roads and Structure Design • Regulation • • Right-of-Way Utilities Relocation Roads and Structures Design Activity The purpose of the Roads and Structures Design Activity is to provide complete construction plans and plans reviews to contractors so they can build and implement cost effective and safe projects in a timely manner and with minimal changes. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED 96 96 96 96 Variance (Rev. - Adopted) - 23 23 48 96 73 ADOPTED Demand Number of project reviews needed Output Number of project reviews completed. Percent of Demand met Efficiency Cost per project review Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) $ 24.0% 56,779.00 $ FY 2007-08 ADOPTED PROJ ACT 24.0% 67,674.61 $ 50.0% 24,202.64 $ 100.0% 15,327.69 $ % 0.0% 317.4% 76.0% 317.4% 52,346.92 77.4% $ $ - $ $ 110,000 110,000 $ $ 373,092 373,092 $ $ 291,313 291,313 $ $ 181,313 181,313 164.8% 164.8% $ $ 1,305,917 1,305,917 - $ $ 1,556,516 1,556,516 19.00 $ $ 1,161,727 1,161,727 - $ $ 1,471,458 1,471,458 19.16 $ $ 85,058 85,058 0.16 5.5% 5.5% 0.8% The FY 2007-08 budget for the Roads and Structures Design Activity meets the forecasted demand of 96 project reviews at an annual cost of $15,328 per review at 100% completion. The FY 2006-07 budget assumed an increase in demand from 79 to 96 project reviews, with a completion rate of 24% or 23 reviews completed. The completed reviews are actually projected to 871 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation increase by 25 at a 50% completion rate. The FY 2007-08 budget assumes the same level of demand with the percent of demand met at 100%. The Transportation Department is expecting to meet 100% of their goal by changing the review process and gaining efficiencies. Total FY 2007-08 expenditures will be budgeted to decrease by $85,058 (5.5%) from the FY 2006-07 revised budget. The decrease related to rate is $5,025,304 (322.9%) and is offset by an unfavorable volume variance of $4,940,246 (317.4%). The decreased rate cost is due to the decrease in marginal costs of project reviews completed. Total FY 2007-08 revenue is budgeted to increase by $181,313 over revised FY 2006-07. The revenue source for this activity is fiber-optic licensing fees from telecommunications companies that use our right-of-way. The FY 2007-08 amount is a more accurate estimate; FY 2006-07 revenue was budgeted too conservatively. Regulation Activity The purpose of the Regulation Activity is to provide plan review and field inspections of projects impacting County right-of-way for permit applicants so that they can complete their projects in compliance with County requirements. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of project plan sheets submitted for review. Output Number of project plan sheets reviewed for compliance. Percent of Demand met Efficiency Cost per project plan sheet review Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) $ ADOPTED 8,000 FY 2006-07 REVISED 8,000 PROJ ACT 2,240 FY 2007-08 ADOPTED 2,240 Variance (Rev. - Adopted) (5,760) % -72.0% 6,500 6,500 1,000 1,000 (5,500) -84.6% 44.6% 1,639.47 $ 44.6% 1,818.37 $ 81.3% 266.60 $ 81.3% 265.58 $ -36.6% -45.1% (1,552.79) -584.7% $ $ 3,351,416 3,351,416 $ $ 3,174,916 3,174,916 $ $ 2,656,149 2,656,149 $ $ 2,400,000 2,400,000 $ $ (774,916) (774,916) -24.4% -24.4% $ $ 1,732,891 1,732,891 - $ $ 1,726,257 1,726,257 23.00 $ $ 1,639,468 1,639,468 - $ $ 1,818,365 1,818,365 23.00 $ $ (92,108) (92,108) - -5.3% -5.3% 0.0% Right of Way Activity 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 that they can build the roads or structures on time. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 872 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: Demand Number of land right acquisitions needed Output Number of land rights acquired. Percent of Demand met Efficiency Cost per acquisition Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) $ ADOPTED 450 FY 2006-07 REVISED 450 PROJ ACT 300 FY 2007-08 ADOPTED 320 Variance (Rev. - Adopted) (130) % -28.9% 400 400 300 320 (80) -20.0% 88.9% 1,658.56 $ 88.9% 1,677.20 $ 11.1% (977.56) 12.5% -58.3% 100.0% 2,110.01 $ 100.0% 2,654.76 $ $ $ 90,733 90,733 $ $ 90,733 90,733 $ $ 715,790 715,790 $ $ 15,500 15,500 $ $ (75,233) (75,233) -82.9% -82.9% $ $ 663,424 663,424 - $ $ 670,881 670,881 19.00 $ $ 633,003 633,003 - $ $ 849,523 849,523 30.00 $ $ (178,642) (178,642) 11.00 -26.6% -26.6% 57.9% 325 $3,000 320 $2,500 315 $2,000 310 $1,500 305 $1,000 300 Cost/Acquisition # of Land Right Acquisitions Right-of-Way Activity Performance $500 295 290 $0 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per land right acquired The FY 2007-08 budget for the Right-of-Way Activity meets the forecasted demand of 320 acquisitions at a cost of $2,655 per acquisition in order to achieve 100% completion. The FY 2006-07 budget assumed an increase in demand to 450, with completion of 88.9%; however, projections indicate a reduction in demand of 150 and output of 100. The FY 2007-08 budget assumes the lower level of demand at 320 but with greater percent of demand met at 100.0%. The demand and output are forecasted based on the anticipated acquisition schedule as determined by the Department’s Project Management Information System and the reprioritization of transportation projects each year. Total FY 2007-08 expenditures will be budgeted to increase by $178,642 (26.6%) from the FY 2006-07 revised budget. The decrease related to volume is $134,176 (20.0%) and is offset by an unfavorable rate variance of $312,818 (46.6%). The increased rate cost is due to decreased personnel costs being allocated out to the Flood Control District for services provided. These cost allocations may vary from year to year depending on the District’s need. 873 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Total FY 2007-08 revenue is budgeted to decrease by $75,233 over revised FY 2006-07. The revenue source is payment by the Flood Control District for services rendered by Transportation. Prior years’ services were reported as an expenditure allocation out. Utilities Relocation Activity 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. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED ADOPTED Demand Number of utility permits needed Output Number of utility permits completed. Percent of Demand met $ Efficiency Cost per utility permit Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 1,500 1,500 1,500 1,500 - 0.0% 1,500 1,500 1,500 1,500 - 0.0% 100.0% 341.36 $ 512,042 512,042 - 100.0% 149.81 $ $ $ 224,709 224,709 6.00 100.0% 279.18 $ $ $ 418,769 418,769 - $ $ 100.0% 243.71 $ 365,566 365,566 6.00 $ $ 0.0% (93.90) 0.0% -62.7% (140,857) (140,857) - -62.7% -62.7% 0.0% Manage Traffic Program The purpose of the Manage Traffic Program is to effectively and continuously manage the existing roadway system through the application of Traffic Engineering and Intelligent Transportation Systems (ITS) technologies for the traveling public so that they can experience efficient, safe, and predictable travel. Activities that comprise this program include: • Real Time Traffic Management Activity • Traffic Engineering • Incident Management • • Regional Traffic Management Support Traffic Signals Maintenance Real Time Traffic Management Activity The purpose of the Real Time 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. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax 874 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of Vehicle Miles Traveled (VMT) to be serviced by real time traffic management activities Output Number of VMT on county roadways that benefited from real time traffic management services Percent of Demand met Efficiency Cost per VMT Revenues by Fund Transportation Grants Transportation Operations Totals Expenditures by Fund Transportation Grants Transportation Operations Totals Staffing (FTEs) ADOPTED 490,250 FY 2006-07 REVISED 490,250 PROJ ACT 1,260,548,000 FY 2007-08 ADOPTED 1,298,364,440 Variance (Rev. - Adopted) 1,297,874,190 % 264737.2% 102,000 102,000 945,411,000 1,038,691,552 1,038,589,552 1018225.1% 20.8% 30.98 $ $ $ $ $ $ 1,984,222 1,984,222 1,931,471 1,228,453 3,159,924 - 20.8% 30.00 $ $ 1,984,222 5,000 1,989,222 $ $ 1,931,471 1,128,301 3,059,772 6.00 $ 75.0% 0.00 $ $ 475,207 475,207 $ $ 422,459 1,033,103 1,455,561 - $ 80.0% 0.00 $ $ - $ $ 632,067 632,067 3.00 $ $ $ $ $ 59.2% 30.00 284.5% 100.0% (1,984,222) (5,000) (1,989,222) -100.0% -100.0% -100.0% 1,931,471 496,234 2,427,705 (3.00) 100.0% 44.0% 79.3% -50.0% Traffic Engineering Activity The purpose of the Traffic Engineering Activity is to provide less congested and safer roadways to the traveling public through the implementation of traffic engineering solutions so they experience less delays and improved public safety. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED 80 80 85 95 Variance (Rev. - Adopted) 15 80 80 80 90 10 ADOPTED Demand Number of traffic engineering service projects requested Output Number of projects that were completed Percent of Demand met Efficiency Cost per project Revenues by Fund Transportation Operations Expenditures by Fund Transportation Grants Transportation Operations 100.0% 25,140.58 $ 100.0% 25,620.30 $ $ Totals $ 54,000 54,000 $ $ 54,000 54,000 $ $ 100,000 100,000 $ $ 100,000 100,000 $ 52,000 1,959,246 2,011,246 - $ 52,000 1,997,624 2,049,624 20.00 $ 52,000 1,737,313 1,789,313 - $ 1,814,030 1,814,030 21.00 $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT $ 875 $ 94.1% 22,366.41 $ $ 94.7% 20,155.89 $ % 18.8% 12.5% -5.3% 5,464.41 -5.3% 21.3% $ $ 46,000 46,000 85.2% 85.2% $ 52,000 183,594 235,594 1.00 100.0% 9.2% 11.5% 5.0% $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Incident Management Activity The purpose of the Incident Management Activity delivered through the Transportation Department’s Regional Emergency Action Coordinating Team (REACT) is to provide on-scene incident and traffic management services to minimize delays and prevent secondary incidents to facilitate safe and efficient commutes for the public traveling through or approaching an incident. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of incident/event REACT requests Output Number of incident/event REACT responses Percent of Demand met Efficiency Cost per incident/event response Revenues by Fund Transportation Grants Totals Expenditures by Fund Transportation Grants Transportation Operations Totals Staffing (FTEs) FY 2007-08 ADOPTED 330 325 $ 98.5% 2,781.52 $ $ 420,760 420,760 $ 420,573 483,420 903,993 2.00 $ The Incident Management Activity is partially funded by a grant in Fiscal Year 2007-08: the Bell Road Incident Management Program. The total award for this grant is $986,000, with $420,760 planned to be expended. There are matching funds provided by the Highway User Revenue Fund. Regional Traffic Management Support Activity The purpose of the Regional Traffic Management Support Activity is to provide regional operations and institutional leadership in traffic management to the regional partners with focus on reducing traffic delays on regional corridors through enhanced inter-agency operations and traveler information to the public. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 876 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2007-08 ADOPTED Demand Number of planned/on-going regional project initiatives to be served by MCDOT Output Number of regional project initiatives served by MCDOT Percent of Demand met Efficiency Cost per project initiative Revenues by Fund Transportation Grants Totals Expenditures by Fund Transportation Grants Transportation Operations Totals Staffing (FTEs) 10 10 $ 100.0% 84,500 $ $ 750,000 750,000 $ 750,000 95,000 845,000 - $ Traffic Signals Maintenance Activity The purpose of the Traffic Signals Maintenance Activity is to maintain and repair Maricopa County’s traffic signal system so that road users are provided efficient movement through current traffic conditions. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of traffic signal preventative maintenance work orders Output Number of work orders completed Percent of Demand met Efficiency Cost per work order Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) ADOPTED 1,996 FY 2006-07 REVISED 1,996 PROJ ACT 1,996 FY 2007-08 ADOPTED 2,344 Variance (Rev. - Adopted) 348 % 17.4% 1,500 1,800 1,546 2,000 200 11.1% $ 75.2% 608.91 $ 90.2% 816.64 $ 77.5% 888.15 $ 85.3% 807.96 $ -4.9% 8.68 -5.4% 1.1% $ $ 30,000 30,000 $ $ 31,000 31,000 $ $ 53,698 53,698 $ $ 39,850 39,850 $ $ 8,850 8,850 28.5% 28.5% $ $ 913,364 913,364 - $ $ 1,469,949 1,469,949 11.00 $ $ 1,373,082 1,373,082 - $ $ 1,615,920 1,615,920 11.00 $ $ 877 (145,971) (145,971) - -9.9% -9.9% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 2,500 # of Work Orders 2,000 1,500 1,000 500 FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Cost per work order Output Cost/Work Order Traffic Signals Maintenance Activity Performance The FY 2007-08 budget for the Traffic Signals Maintenance Activity meets the budgeted output of 2,000 work orders at a cost of $808 per work order in order to achieve 85.3% completion. The number of work orders is projected to increase by 17.4% in Fiscal Year 2007-08. The demand is based on the number of signals and signal systems requiring preventative maintenance as well scheduled operational maintenance projects. Output lags due to production-related issues. For example, equipment breaks down or there is a shortage in manpower due to illness, leaves of absence, and other reasons. Total FY 2007-08 expenditures will be budgeted to increase by $145,971 (9.9%) from the FY 2006-07 revised budget. The increase related to volume is $163,328 (11.1%) and is offset by a favorable rate variance of $17,357 (1.2%). The recommended budget contains $48,000 in expenditures for noncapital equipment such as cameras, cables, computers, traffic counter equipment, and networking equipment; however, the favorable rate variance is due to declining marginal costs for additional work orders. Roadway Maintenance Program The purpose of the Roadway Maintenance Program is to provide roadway upkeep and betterments to the traveling public so that they can have safe trips on smooth, cost effective roads. Program Results Activities that comprise this program include: • Integrated Roadway Maintenance • Traffic Signs Maintenance • Roadway Striping Maintenance • Work Zone Traffic Control • On Road Equipment • • • • • Off Road Equipment Right-of-Way Maintenance West Area Maintenance East Area Maintenance Roadway Clean Up Activity This section contains analyses of major activities that comprise the Roadway Maintenance Program. There are four activities that are not discussed at length, but deserve special mention: Roadway 878 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Striping Maintenance, Right-of-Way Maintenance, West Area Maintenance, and East Area Maintenance. The performance tables of these activities show that the recommended budgeted output does not meet 100% of the demand. Although the Transportation Department strives to accomplish 100% of demand, the reality is that output in maintenance activities falls short due to many reasons. Demand is based on several factors, one of which is a maintenance schedule that is developed according to surface types, conditions, and probable remedies needed to maintain roads and structures according to certain standards. When the roads/structures are then visually inspected, the conditions may vary from what was expected. The method of repair/maintenance may then change, requiring different resources and different funding levels. The Department then prioritizes maintenance activities in order to maximize results. Additionally, output is affected by uncontrollable factors such as equipment failures, manpower shortages (illness, staff turnover, etc.), weather, and price increases of materials. Integrated Roadway Maintenance Activity The purpose of the Integrated Roadway Maintenance Activity is to provide cost effective surface treatments, rehabilitations, betterments and minor construction to roadways so that the public travels on safe and efficient roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of paved lane mile requiring surface treatments. Output Number of paved lane miles which received surface treatments. Percent of Demand met Efficiency Cost per paved lane mile Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) $ ADOPTED 897 FY 2006-07 REVISED 957 PROJ ACT 682 FY 2007-08 ADOPTED 638 Variance (Rev. - Adopted) (319) % -33.3% 850 910 648 606 (304) -33.4% -0.1% (16,448.56) -0.1% -78.9% 94.8% 23,595.69 $ 95.1% 20,855.36 $ 95.0% 30,311.47 $ 95.0% 37,303.92 $ $ $ 540,858 540,858 $ $ 540,858 540,858 $ $ 724,027 724,027 $ $ 1,200,000 1,200,000 $ $ $ $ 20,056,335 20,056,335 - $ $ 18,978,380 18,978,380 29.00 $ $ 19,641,831 19,641,831 - $ $ 22,606,176 22,606,176 28.00 $ $ 879 659,142 659,142 (3,627,796) (3,627,796) (1.00) 121.9% 121.9% -19.1% -19.1% -3.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation 700 $40,000 680 $35,000 $30,000 660 $25,000 640 $20,000 620 $15,000 600 $10,000 580 Cost/Treated Lane Mile # of Treated Lane Miles Integrated Roadway Maintenance Activity Performance $5,000 560 $0 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per paved lane mile The FY 2007-08 budget for the Integrated Roadway Maintenance Activity meets the forecasted output of 606 paved lane miles that require surface treatments at a cost of $37,304 per mile in order to achieve 95.0% completion. The number of treated lane miles is projected to decrease from Fiscal Year 2006-07 by 33.4%. Mileage may decrease based on the type of pavement materials and methods used, which are dependent upon available funding. Total FY 2007-08 expenditures will be budgeted to increase by $3,627,796 (19.1%) from the FY 200607 revised budget. The increase related to the rate variance is $9,967,826 (52.5%) and is offset by a favorable volume variance of $6,340,030 (33.4%). The recommended budget contains increased expenditures which contribute to the unfavorable rate per mile and are noted in the Base Adjustments section below. Total FY 2007-08 revenue is budgeted to increase by $659,142 over the revised FY 2006-07 budget. Revenue will be generated by auction sales and a buy-back program of construction equipment that will be replaced in FY 2007-08. The amount of equipment that will be replaced is over $5 million—about double that of previous years; therefore, additional revenue from auction sales is expected. Base Adjustments: $2,659,855 in vehicles and construction equipment funding was added to this activity in order to replace existing equipment as determined by the Equipment Services Department ($2,434,655) and for vehicles that were expected to be replaced in Fiscal Year 2006-07 but were not able to be received because of new emissions mandates that necessitated order revisions ($225,200). Fuel costs were increased by $251,110 to accommodate rising fuel prices and increased usage of vehicles and construction equipment. Traffic Signs Maintenance Activity 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. 880 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of traffic sign maintenance work orders Output Number of traffic sign maintenance work orders completed Percent of Demand met Efficiency Cost per work order Revenues by Fund Transportation Operations Totals Expenditures by Fund Transportation Operations Totals Staffing (FTEs) $ ADOPTED 13,000 FY 2006-07 REVISED 13,000 PROJ ACT 10,000 FY 2007-08 ADOPTED 10,000 Variance (Rev. - Adopted) (3,000) % -23.1% 10,000 10,000 9,136 9,150 (850) -8.5% 76.9% 154.34 $ 76.9% 184.13 $ 14.6% (6.76) 19.0% -3.7% 91.4% 158.15 $ 91.5% 190.89 $ $ $ - $ $ 1,000 1,000 $ $ 15,616 15,616 $ $ 1,500 1,500 $ $ 500 500 50.0% 50.0% $ $ 1,543,391 1,543,391 - $ $ 1,841,257 1,841,257 18.00 $ $ 1,444,822 1,444,822 - $ $ 1,746,627 1,746,627 18.00 $ $ 94,630 94,630 - 5.1% 5.1% 0.0% Traffic Signs Maintenance Activity Performance $250 10,000 $200 9,800 9,600 $150 9,400 $100 9,200 9,000 Cost/Work Order # of Maintenance Work Orders 10,200 $50 8,800 8,600 $0 FY 2006-07 PROJECTED Demand Output FY 2007-08 ADOPTED Cost per work order The FY 2007-08 budget for the Traffic Signs Maintenance Activity meets the forecasted output of 9,150 work orders at a cost of $191 per work order at 91.5% completion. The demand of work orders is projected to decrease from Fiscal Year 2006-07 by 23.1%; however, output is projected to decrease by only 8.5%. This is a new measure, and the number of work orders demanded was over-budgeted in FY 2006-07. The Department actually projects the demand to fall to 10,000 work orders at 91.4% completion (9,136 orders). Total FY 2007-08 expenditures will be budgeted to decrease by $94,630 (5.1%) from the FY 2006-07 revised budget. The decrease related to the volume is $156,507 (8.5%) and is offset by an unfavorable 881 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation rate variance of $61,877 (3.4%). The rate variance is nominal at $7 (3.7%) per work order and is attributed to increased personnel costs. Roadway Striping Maintenance Activity 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. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of County lane miles that require striping. Output Number of County lane miles striped. Percent of Demand met $ Efficiency Cost per lane mile Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) ADOPTED 5,750 FY 2006-07 REVISED 5,750 PROJ ACT 5,750 FY 2007-08 ADOPTED 5,750 5,500 5,500 4,744 4,800 95.7% 286.62 $ 1,576,384 1,576,384 - 95.7% 329.79 $ $ $ 1,813,859 1,813,859 16.00 $ $ 82.5% 433.97 $ 2,058,764 2,058,764 - $ $ Variance (Rev. - Adopted) - 83.5% 382.06 $ 1,833,884 1,833,884 15.00 $ $ % 0.0% (700) -12.7% -12.2% (52.27) -12.7% -15.8% (20,025) (20,025) (1.00) -1.1% -1.1% -6.3% Work Zone Traffic Control Activity 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 workforce so that they can drive and work safely in County work zones. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of temporary traffic control jobsites needed Output Number of traffic control jobsites completed Percent of Demand met Efficiency $ Cost per jobsite Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) ADOPTED 1,600 FY 2006-07 REVISED 1,600 PROJ ACT 1,550 FY 2007-08 ADOPTED 1,550 1,250 1,250 1,550 1,550 78.1% 905.34 $ 1,131,671 1,131,671 - 78.1% 1,144.70 $ $ $ 1,430,877 1,430,877 22.00 882 $ $ 100.0% 874.77 $ 1,355,898 1,355,898 - $ $ Variance (Rev. - Adopted) (50) 300 100.0% 1,000.35 $ 1,550,544 1,550,544 22.00 $ $ % -3.1% 24.0% 21.9% 144.35 28.0% 12.6% (119,667) (119,667) - -8.4% -8.4% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation On Road Equipment Activity The purpose of the On Road Equipment Activity is to provide timely trucking services to County roadway maintenance projects and maintenance area supervisors so that projects can be completed efficiently and effectively. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of projects/service requests Output Number of projects/service requests completed Percent of Demand met Efficiency Cost per request Expenditures by Fund Transportation Operations $ $ Totals $ Staffing (FTEs) ADOPTED 400 FY 2006-07 REVISED 400 PROJ ACT 275 FY 2007-08 ADOPTED 275 Variance (Rev. - Adopted) (125) % -31.3% 375 375 274 270 (105) -28.0% 93.8% 9,296.58 $ 93.8% 6,868.40 $ 4.4% (2,955.13) 4.7% -43.0% (76,704) (76,704) - -3.0% -3.0% 0.0% 3,486,219 3,486,219 - $ $ 2,575,651 2,575,651 42.00 $ $ 99.6% 9,568.79 $ 2,621,849 2,621,849 - $ $ 98.2% 9,823.54 $ 2,652,355 2,652,355 42.00 $ $ Off Road Equipment Activity The purpose of the Off Road Equipment Activity is to provide timely heavy equipment operations to County roadway repair projects and maintenance area supervisors so that projects/requests can be completed efficiently and effectively. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of projects/service requests Output Number of projects/service requests completed Percent of Demand met Efficiency Cost per request Expenditures by Fund Transportation Operations Staffing (FTEs) $ $ Totals $ ADOPTED 250 FY 2006-07 REVISED 250 PROJ ACT 220 FY 2007-08 ADOPTED 220 Variance (Rev. - Adopted) (30) % -12.0% 230 230 192 200 (30) -13.0% 92.0% 6,484.91 $ 92.0% 5,269.32 $ -1.1% (1,424.39) -1.2% -27.0% (126,798) (126,798) 1.00 -10.5% -10.5% 4.8% 1,491,529 1,491,529 - $ $ 1,211,944 1,211,944 21.00 883 $ $ 87.3% 6,922.88 $ 1,329,193 1,329,193 - $ $ 90.9% 6,693.71 $ 1,338,742 1,338,742 22.00 $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Right-of-Way Maintenance Activity The purpose of the Right-of-Way Maintenance Activity is to maintain guardrails and roadway appurtenances in addition to keeping rights-of-way clear of sight restrictions so that the public can travel safely. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of projects/service requests Output Number of projects/service requests completed Percent of Demand met Efficiency Cost per request Expenditures by Fund Transportation Operations $ $ Totals $ Staffing (FTEs) ADOPTED 400 FY 2006-07 REVISED 400 PROJ ACT 910 FY 2007-08 ADOPTED 910 Variance (Rev. - Adopted) 510 % 127.5% 375 375 744 750 375 100.0% 93.8% 3,202.93 $ 93.8% 5,227.97 $ 1,201,100 1,201,100 - $ $ 1,960,488 1,960,488 37.00 $ $ 81.8% 2,635.79 $ 1,961,031 1,961,031 - $ $ 82.4% 2,735.69 $ 2,051,764 2,051,764 37.00 $ $ -11.3% 2,492.28 -12.1% 47.7% (91,276) (91,276) - -4.7% -4.7% 0.0% West Area Maintenance Activity 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 that the traveling public can drive on safe roads. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of West area dirt road miles scheduled to be maintained. Output Number of West Area dirt road miles maintained. Percent of Demand met $ Efficiency Cost per mile maintained Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) ADOPTED 4,593 FY 2006-07 REVISED 3,123 PROJ ACT 3,123 FY 2007-08 ADOPTED 3,123 3,800 2,584 2,030 2,030 82.7% 316.02 $ 1,200,880 1,200,880 - 82.7% 335.44 $ $ $ 866,770 866,770 15.00 884 $ $ 65.0% 487.78 $ 990,185 990,185 - $ $ Variance (Rev. - Adopted) - 65.0% 451.74 $ 917,023 917,023 15.00 $ $ % 0.0% (554) -21.4% -17.7% (116.30) -21.4% -34.7% (50,253) (50,253) - -5.8% -5.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation East Area Maintenance Activity 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 that the traveling public can drive on safe roads. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Demand Number of East area dirt road miles scheduled to be maintained. Output Number of East Area dirt road miles maintained. Percent of Demand met $ Efficiency Cost per mile maintained Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) ADOPTED 4,593 FY 2006-07 REVISED 1,470 PROJ ACT 1,470 FY 2007-08 ADOPTED 1,470 3,800 1,216 956 956 82.7% 361.49 $ 1,373,677 1,373,677 - 82.7% 1,168.23 $ $ $ 1,420,569 1,420,569 23.00 $ $ 65.0% 1,380.74 $ 1,319,991 1,319,991 - Variance (Rev. - Adopted) - 65.0% 1,553.80 $ $ $ 1,485,429 1,485,429 23.00 $ $ % 0.0% (260) -21.4% -17.7% (385.56) -21.4% -33.0% (64,860) (64,860) - -4.6% -4.6% 0.0% Roadway Clean Up Activity The purpose of the Roadway Clean Up Activity is to proactively reduce roadside litter and build the public’s litter prevention awareness so the public can enjoy traveling safe and clean Maricopa County roadways. Mandates: Administrative mandate Performance Analysis: Demand Number of tons of litter on County roadsides that need to be removed. Output Number of tons of litter removed. Percent of Demand met Efficiency $ Cost per ton Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED 120 120 100.0% 3,268.93 392,271 392,271 1.00 Transportation System Development Program The purpose of the Transportation System Development Program is to provide plans, studies, and prioritized project recommendations to the Board of Supervisors so that they can demonstrate regional leadership through effective and efficient transportation investment decisions. 885 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Activities that comprise this program include: • Transportation Planning • Transportation Project Programming • Project Partnerships • • Public Outreach Environmental Clearance Transportation Planning Activity The purpose of the Transportation Planning Activity is to provide plans, studies, general transportation system research, information, and recommendations for Maricopa County so that County decision makers can take an active and informed role in deciding long-range regional issues. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED 8 8 8 8 Variance (Rev. - Adopted) - 8 8 8 8 - ADOPTED Demand Number of studies in annual work plan needed Output Number of studies in annual work plan that are completed. Percent of Demand met Efficiency $ Cost per study Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) 100.0% 95,836.50 $ 766,692 766,692 - 100.0% 99,407.75 $ $ $ FY 2007-08 ADOPTED PROJ ACT 795,262 795,262 5.00 $ $ 100.0% 97,781.41 $ 782,251 782,251 - 100.0% 76,369.13 $ $ $ 610,953 610,953 5.00 $ $ Transportation Planning Activity Performance $120,000 9 8 # of Studies $80,000 6 5 $60,000 4 $40,000 3 2 $20,000 1 $0 FY 2006-07 PROJECTED Demand FY 2007-08 ADOPTED Output 886 Cost per study Cost/Study $100,000 7 % 0.0% 0.0% 0.0% 23,038.63 0.0% 23.2% 184,309 184,309 - 23.2% 23.2% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation The FY 2007-08 budget for the Transportation Planning Activity meets the forecasted demand of 8 studies at a cost of $76,369 per study in order to achieve 100.0% completion. The demand of studies is projected to stay the same as Fiscal Year 2006-07. Total FY 2007-08 expenditures will be budgeted to decrease by $184,309 (23.2%) from the FY 2006-07 revised budget. The decrease is solely related to a favorable rate variance of $23,039 per study. In Fiscal Year 2006-07, the Department retained consultants to perform the regional 20-year transportation plan; therefore, funding for that particular plan is not required in Fiscal Year 2007-08. Although the number of studies remains the same, the scopes differ resulting in varying consultant fees. Transportation Project Programming Activity The purpose of the Transportation Project Programming Activity is to provide prioritized transportation project recommendations to the Board of Supervisors so that they can demonstrate regional leadership through effective and efficient transportation investment decisions. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED 5 5 5 5 Variance (Rev. - Adopted) - 5 5 5 5 - ADOPTED Demand Number of analyses required Output Number of analyses completed. Percent of Demand met $ Efficiency Cost per analysis Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT 100.0% 132,605.00 $ 100.0% 125,200.60 $ 100.0% 135,660.30 $ 100.0% 130,889.00 $ 663,025 663,025 - 626,003 626,003 8.00 678,301 678,301 - 654,445 654,445 8.00 $ $ $ $ $ $ $ $ % 0.0% 0.0% 0.0% (5,688.40) 0.0% -4.5% (28,442) (28,442) - -4.5% -4.5% 0.0% Project Partnerships Activity The purpose of the Project Partnerships Activity is to provide agreements and funding opportunities to public and private partners so that the Maricopa County region can benefit from coordinated and collaborative transportation investments. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 887 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED 42 10 40 40 Variance (Rev. - Adopted) 30 38 10 40 40 30 ADOPTED Demand Number of partnerships agreements requested Output Number of partnership agreements completed. Percent of Demand met Efficiency $ Cost per agreement Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) 90.5% 11,384.63 $ 432,616 432,616 - 100.0% 40,719.20 $ $ $ FY 2007-08 ADOPTED PROJ ACT 407,192 407,192 6.00 $ $ 100.0% 8,515.08 $ 340,603 340,603 - $ $ 100.0% 10,050.20 $ 402,008 402,008 6.00 $ $ 0.0% 30,669.00 5,184 5,184 - % 300.0% 300.0% 0.0% 75.3% 1.3% 1.3% 0.0% Public Outreach Activity The purpose of the Public Outreach Activity is to provide information and interactions to the public so that they can be better informed about how Maricopa County Department of Transportation projects affect them and participate more fully in the development of projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: FY 2006-07 REVISED 75 75 75 75 Variance (Rev. - Adopted) - 75 75 75 75 - ADOPTED Demand Number of events to be supported by Community Relations. Output Number of events supported by Community Relations. Percent of Demand met Efficiency $ Cost per event Expenditures by Fund Transportation Operations $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT % 0.0% 0.0% 100.0% 5,984.80 $ 100.0% 6,229.67 $ 100.0% 5,868.84 $ 100.0% 6,274.21 $ 0.0% (44.55) 0.0% -0.7% 448,860 448,860 - 467,225 467,225 6.00 440,163 440,163 - 470,566 470,566 6.00 (3,341) (3,341) - -0.7% -0.7% 0.0% $ $ $ $ $ $ $ $ Environmental Clearance Activity 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 right-of-way, and ensure environmental mitigation for transportation projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 888 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Performance Analysis: FY 2006-07 REVISED ADOPTED Demand Number of environmental clearances needed. Output Number of environmental clearances completed. Percent of Demand met Efficiency Cost per clearance Expenditures by Fund Transportation Operations $ $ Totals $ Staffing (FTEs) FY 2007-08 ADOPTED PROJ ACT Variance (Rev. - Adopted) % 22 22 22 25 3 13.6% 22 22 22 25 3 13.6% 100.0% 12,321.50 $ 271,073 271,073 - 100.0% 12,371.55 $ $ $ 272,174 272,174 4.00 $ $ 100.0% 11,506.87 $ 253,151 253,151 - 100.0% 11,111.28 $ $ $ 277,782 277,782 4.00 $ $ Transportation Grants Fund (223) Appropriated Budget Reconciliation EXPENDITURES $ 1,984,222 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 1,984,222 BASE ADJUSTMENTS: Revenue and Expenditures Budget Submittal Under Target $ Subtotal $ FY 2007-08 ADOPTED BUDGET: 1,170,760 0.0% 10.2% (5,608) (5,608) - -2.1% -2.1% 0.0% REVENUE 1,984,222 $ 1,984,222 (813,462) $ (813,462) $ $ 0.0% 1,260.27 (813,462) (813,462) $ 1,170,760 Transportation Grants (223) Fund Balance Summary FY 2005-06 ACTUAL (349,784) $ Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 370,123 $ 471,836 (101,713) $ Ending Fund Balance $ (451,497) $ FY 2006-07 ADOPTED (349,784) $ 1,984,222 1,984,222 - $ $ (349,784) $ 889 FY 2006-07 FY 2006-07 REVISED PROJECTED (349,784) $ (451,497) $ 1,984,222 1,984,222 - $ $ (349,784) $ 475,207 475,207 - $ $ (451,497) $ FY 2007-08 ADOPTED (451,497) 1,170,760 1,170,760 (451,497) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Transportation Operations Fund (232) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Annualization of FY 2007 Initiatives One Time Expenses HURF Transfer to Capital Improvement Program State-Shared Vehicle License Tax Central Service Cost Allocation EXPENDITURES $ 124,411,285 $ $ $ $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Increased Pay and Benefits for IT Market Adjustments $ Increased Fuel in Maintenance Activity Increased Vehicles/Construction Equipment for Maintenance Activity Increased Personal Services Allocations Out to Equipment Services Decreased Supplies Allocated Out to Equipment Services Revenue Budget Submittal Over Target Decreased State Shared Vehicle License Tax Revenue/Expenditures Decreased due to Allocations from Flood Control District Increased Risk Management Charges Subtotal $ FY 2007-08 ADOPTED BASE: Transfer to CIP Budget/Decreased Transfers Out FY 2007-08 ADOPTED BUDGET: 890 124,411,285 1,051,015 125,462,300 $ 342,096 $ 117,046 888,879 59,932 40,726 730,345 (66,340,116) (75,681) (64,236,773) $ REVENUE 113,655,039 113,655,039 1,051,015 114,706,054 4,917,770 (50,912) 4,866,858 61,225,527 $ 119,572,912 182,706 251,110 $ - 2,659,855 - (15,599) 6,992 - 589,718 (550,912) (1,006,156) 421,951 2,500,859 $ (1,006,156) (967,350) $ 63,726,386 $ 118,605,562 $ 59,709,258 123,435,644 $ 118,605,562 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Transportation Transportation Operations (232) Fund Balance Summary Beginning Fund Balance $ Revenue Operating Expenditures Expenditures Net Operating Less Transfer to CIP Net Operating $ $ Ending Fund Balance $ $ FY 2005-06 ACTUAL 16,692,875 $ 111,872,001 $ 50,561,835 117,289,276 61,310,167 $ 66,727,441 (5,417,274) $ 11,275,602 FY 2006-07 ADOPTED 10,756,246 $ 113,655,039 $ 58,027,724 124,411,285 55,627,315 $ 66,383,561 (10,756,246) $ $ - FY 2006-07 REVISED 10,756,246 FY 2006-07 PROJECTED $ 11,275,602 113,655,039 $ 58,071,169 124,411,285 55,583,870 $ 66,340,116 (10,756,246) $ $ - $ $ 117,112,493 $ 57,217,897 123,558,013 59,894,596 $ 66,340,116 (6,445,520) $ 4,830,082 $ FY 2007-08 ADOPTED 4,830,082 118,605,562 63,726,386 123,435,644 54,879,176 59,709,258 (4,830,082) - Transportation Capital Project Fund (234) Appropriated Budget Reconciliation EXPENDITURES $ 119,194,034 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: New Project Revenue/IGA New Project Revenue/IGA $ - $ 119,194,034 119,194,034 $ Subtotal $ FY 2006-07 REVISED BUDGET: IT Market Study Adjustment FY 2006-07 REVISED RESTATED BUDGET: $ $ BASE ADJUSTMENTS: Revenue and Expenditures Budget Submittal Under Target $ Decreased Transfers In from Operating Fund Subtotal $ FY 2007-08 ADOPTED BUDGET: $ REVENUE 105,893,752 6,550,739 105,000 6,655,739 $ $ 112,549,491 (77,084) 112,472,407 (20,588,100) $ (20,588,100) $ (27,476,942) (2,881,339) (30,358,281) 98,605,934 $ 82,114,126 Transportation Capital Project (234) Fund Balance Summary FY 2005-06 ACTUAL 37,876,584 Beginning Fund Balance $ $ Revenue Expenditures Net Operating $ $ $ 77,628,212 $ 83,364,282 (5,736,070) $ Ending Fund Balance $ 32,140,514 $ FY 2006-07 ADOPTED 29,249,892 $ 105,893,752 $ 119,194,034 (13,300,282) $ 15,949,610 891 $ FY 2006-07 REVISED 29,249,892 FY 2006-07 PROJECTED $ 32,140,514 112,549,491 $ 119,194,034 (6,644,543) $ 22,605,349 $ $ 105,604,749 $ 114,106,705 (8,501,956) $ 23,638,558 $ FY 2007-08 ADOPTED 23,638,558 82,114,126 98,605,934 (16,491,808) 7,146,750 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer Treasurer Analysis by Monica Staats, Management & Budget Analyst Summary 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 • 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: The Department is currently working with the Office of Management and Budget (OMB) on a revised MFR Plan. 892 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Treasurer 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 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 is currently working with the Office of Management and Budget (OMB) on a revised MFR Plan. Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ $ 2,250 2,250 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 2,466 2,466 $ $ 804,000 804,000 $ $ 800,000 800,000 20000.0% 20000.0% $ 371,878 89,930 281,949 $ 372,841 32,496 340,345 $ 300,632 49,090 251,542 $ 378,339 69,946 308,393 $ 326,571 50,434 276,137 $ (25,939) (1,344) (24,595) -8.6% -2.7% -9.8% 43TP - PROPERTY TAX PROGRAM CLTS - CLIENT SERVICE TXSV - TAX SERVICES $ 1,383,988 663,714 720,274 $ 1,293,593 716,498 577,095 $ 1,459,308 647,741 811,567 $ 1,494,919 720,920 773,999 $ 1,946,324 729,290 1,217,034 $ (487,016) (81,549) (405,467) -33.4% -12.6% -50.0% 99AS - ADMINISTRATIVE SERVICES PROG $ 1,492,257 $ 1,928,028 $ 1,441,271 $ 1,785,390 $ 1,839,765 $ (398,494) -27.6% EXPENDITURES 43AP - ACCOUNTING PROGRAM ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 99GV - GENERAL GOVERNMENT $ - $ 3,765 $ 12,763 $ 1,567 $ 8,066 $ 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS $ $ 1,028,664 4,276,788 $ $ 1,070,609 4,668,836 $ $ 1,518,697 4,732,671 $ $ 1,064,404 4,724,618 $ $ 1,791,231 5,911,957 $ $ 4,697 (272,534) (1,179,286) 36.8% -17.9% -24.9% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 43AP - ACCOUNTING PROGRAM ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED 4.98 0.99 3.99 4.98 0.99 3.99 - - 43TP - PROPERTY TAX PROGRAM CLTS - CLIENT SERVICE TXSV - TAX SERVICES 24.90 12.90 12.00 24.90 12.90 12.00 - - 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT 12.12 - 12.12 - - - 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 22.00 93.88 22.00 93.88 - - 893 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer Revenue and Expenditures by Category FY 2005-06 ACTUAL REVENUE Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 2,250 2,250 $ $ 3,299,617 155,805 769,675 51,691 4,276,788 $ FY 2006-07 ADOPTED $ 4,000 4,000 $ $ 3,683,032 73,735 853,124 58,945 4,668,836 $ FY 2006-07 REVISED $ 4,000 4,000 $ $ 3,689,692 101,138 876,753 65,088 4,732,671 $ FY 2006-07 PROJECTED $ 2,466 2,466 $ $ 3,614,821 58,483 996,177 55,137 4,724,618 $ REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED $ 4,000 800,000 804,000 $ $ 4,160,791 60,387 1,627,147 63,632 5,911,957 $ $ 800,000 800,000 $ $ (471,099) 40,751 (750,394) 1,456 (1,179,286) $ 0.0% 20000.0% -12.8% 40.3% -85.6% 2.2% -24.9% Revenue and Expenditures by Fund FY 2005-06 ACTUAL REVENUE 100 GENERAL $ 741 TAXPAYER INFORMATION TOTAL FUNDS $ EXPENDITURES 2,250 2,250 100 GENERAL $ 741 TAXPAYER INFORMATION TOTAL FUNDS $ 4,276,788 4,276,788 FY 2006-07 ADOPTED $ $ $ $ 4,000 4,000 4,668,836 4,668,836 FY 2006-07 REVISED $ 4,000 4,000 $ $ $ 4,732,671 4,732,671 FY 2006-07 PROJECTED $ $ $ $ 2,466 2,466 4,724,618 4,724,618 FY 2007-08 ADOPTED $ $ $ $ 4,000 800,000 804,000 5,111,957 800,000 5,911,957 REVISED TO ADOPTED VARIANCE % $ $ $ $ 800,000 800,000 (379,286) (800,000) (1,179,286) 0.0% 20000.0% -8.0% -24.9% Mandated vs. Non-Mandated Expenditures Thousands 6,000 5,000 4,000 3,000 2,000 1,000 - FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED Programs and Activities The FY 2007-08 budget is based on the department’s current strategic plan. The department acknowledges that its current plan is out of date and is working on bringing it up to date. The department has requested OMB to assist them in revising their strategic plan and budget to ensure compliance with the Budgeting for Results format. OMB concurs with this request and looks forward to working with the department on any changes needed in their strategic plan. 894 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer Accounting Program The purpose of the Accounting Program is to provide accounting and investment services for the Treasurer and Maricopa County and its political subdivisions so that there is fiscal accountability to county residents. Activities that comprise this program include: • Agency Accounting • Treasurer Accounting Agency Accounting Activity The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. Mandates: A.R.S. §42-18001 establishes the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §11-275 establishes Tax levy to pay bonds and interest; debt service fund; A.R.S. §11-414 establishes monthly statement of fees earned and disposition of fees; A.R.S. §11-475 establishes the process and exemption of recorder fees; A.R.S. §11-497 establishes the disbursement of forest reserve monies for the benefit of public schools and public roads of the county as the board of supervisors may direct ; A.R.S. §11-501 establishes that the treasurer shall report accounts of collection, custody and disbursement of public revenue to the Board of Supervisors; A.R.S. §11-502 establishes that upon receipt of an order from the state treasurer requiring the money in the County treasury belonging to the state or collected for it to be transmitted to the state treasury; A.R.S. §11-503 establishes if the Treasurer neglects or refuses to settle or report as required by law, the Treasurer shall forfeit and pay to the county the sum of five hundred dollars for each act of neglect or refusal; A.R.S. §11-504 establishes the process for correction of errors; A.R.S. §11-631 establishes the policy on warrants on the County Treasurer and records; A.R.S. §11-632 establishes the policy of issuance of duplicate warrants; A.R.S. §11-634 establishes that when the Board of Supervisors, the County Superintendent of Schools, or a special district presents a warrant or substitute check for payment, the county treasurer shall pay it and make a charge against the appropriate account; A.R.S. §11-635 establishes definition of warrants and substitute checks unpaid for lack of funds; A.R.S. §11-639 establishes as monies become available and are in amounts sufficient to justify redeeming unpaid warrants, the county treasurer shall redeem these unpaid warrants in the date order in which they were originally registered; A.R.S. §11-640 establishes that when the treasurer pays a warrant on which interest is due, the Treasurer shall record the amount of interest paid in the register or call warrant list. The amount of such interest shall be entered on the Treasurer’s account separate from the principal. Performance Analysis: FY 2005-06 ACTUAL Expenditures by Fund General Staffing (FTEs) $ Totals $ 89,930 89,930 - FY 2006-07 REVISED ADOPTED $ $ 32,496 32,496 - $ $ 49,090 49,090 0.99 FY 2007-08 ADOPTED PROJ ACT $ $ 69,946 69,946 - $ $ 50,434 50,434 0.99 Variance (Rev. - Adopted) $ $ (1,344) (1,344) - % -2.7% -2.7% 0.0% Treasurer Accounting Activity The purpose of the Treasurer Accounting Activity is to provide timely and accurate accounting services for the Treasurer's Office staff so that they can make informed decisions, manage resources and report results. 895 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer Mandates: A.R.S. §11-273 establishes the Treasurer shall sell the bonds under the direction and with the approval of the Board for not less than par and accrued interest, and the proceeds of the sale shall be used exclusively for the purpose for which issued and as stated in the resolution; A.R.S. §11-274 establishes that the Treasurer shall keep a register of all bonds sold by number, date of sale, amount, date of maturity and the name and address of the purchaser; A.R.S. §11-492 establishes that all taxes collected upon real and personal property of the county, and all public monies arising from any source, or accruing under the provisions of law to a county, shall be paid into the treasury of the County and the County Treasurer shall apportion and apply the same to the several special and general funds as provided by law; A.R.S. §11-493 establishes the duties of the County Treasurer; A.R.S. §11-494 establishes that the Treasurer shall issue a receipt for all monies the Treasurer receives as Treasurer or as tax collector; A.R.S. §35-327 establishes Treasurer’s duties, safekeeping of securities; warrants of financial officers; earnings; exemptions; and responsibilities. Performance Analysis FY 2005-06 ACTUAL Expenditures by Fund General $ Totals $ Staffing (FTEs) 281,949 281,949 - FY 2006-07 REVISED ADOPTED $ $ 340,345 340,345 - $ $ FY 2007-08 ADOPTED PROJ ACT 251,542 251,542 3.99 $ $ 308,393 308,393 - $ $ 276,137 276,137 3.99 Variance (Rev. - Adopted) $ $ (24,595) (24,595) - % -9.8% -9.8% 0.0% Property Tax Program The purpose of the Property Tax Program is to provide tax information for owners of property in Maricopa County so that they may pay their taxes in an accurate and prompt fashion and that their payments are accurately posted (applied). Activities that comprise this program include: • Client Service • Tax Service Client Service Activity The purpose of the Client Services Activity is to accept and post tax and non-tax payments for internal and external customers so that revenues are accurately and promptly posted (applied). Mandates: A.R.S. §11-274 establishes that the Treasurer shall keep a register of all bonds sold by number, date of sale, amount, date of maturity and the name and address of the purchaser; A.R.S. §11-493 establishes the duties of the County Treasurer; A.R.S. §11-494 establishes that the Treasurer shall issue a receipt for all monies the Treasurer receives as Treasurer or as tax collector; A.R.S. §411279.21 establishes powers and duties of auditor general relating to counties, school districts and community colleges; A.R.S. §42-18001 establishes the County Treasurer as the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §42-18055 establishes When a tax is paid, the County Treasurer will record the date of payment and credit the payment to the person or property that is liable for the tax; A.R.S. §42-18056 establishes the process of accepting a partial payment or payments of the tax, and if any part of the tax or any installment remains unpaid at the date of delinquency, the delinquency relates only to the amount remaining unpaid, and the issuing of a receipt stating that it covers a partial payment of taxes.; A.R.S. §42-18401 establishes collection of personal property tax by seizure and sale; A.R.S. §42-18116 establishes that the purchaser of a tax lien will pay the purchase price in cash at the time of sale. If the purchaser fails to pay the amount due the County Treasurer may resell the tax lien if the sale has not been closed. If the sale has been closed the Treasurer may either advertise for resale, or recovery on reneged bid; and the purchaser shall pay 896 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer a processing fee; A.R.S. §42-18121 establishes payment of subsequent taxes by certificate holder; A.R.S. §42-18122 establishes if a tax lien is assigned to the state, the County Treasurer shall sell, assign and deliver the certificate of purchase to any person who pays to the County Treasurer the whole amount then due under the certificate, including interest, penalties and charges, and in addition the entire amount of subsequent taxes assessed on the property described in the certificate.; A.R.S. §42-18151 establishes who may redeem real property tax liens; persons under disability; persons owning partial interest; A.R.S. §42-18152 establishes when a lien may be redeemed; A.R.S. §42-18153 establishes the amount required for redemption; A.R.S. §42-18154 establishes the process the County Treasurer shall issue to the person a certificate of redemption, issuance, the contents and fee. Performance Analysis: FY 2005-06 ACTUAL Expenditures by Fund General $ Totals $ 663,714 663,714 - Staffing (FTEs) FY 2006-07 REVISED ADOPTED $ $ 716,498 716,498 - $ $ 647,741 647,741 12.90 FY 2007-08 ADOPTED PROJ ACT $ $ 720,920 720,920 - $ $ 729,290 729,290 12.90 Variance (Rev. - Adopted) $ $ (81,549) (81,549) - % -12.6% -12.6% 0.0% Tax Service Activity The purpose of the Tax Services Activity is to provide property tax billing information and problem resolution for internal (Assessor, Finance, and Sheriff) departments and external (property owners, tax service and mortgage companies) customers so that property taxes are paid and necessary adjustments made. Mandates: A.R.S. §42-18061 establishes the process of refund of overpayment due to change in tax roll and reversion of unclaimed refund; A.R.S. §11-506 establishes; A.R.S. §11-605 establishes warrants drawn by a political subdivision on the county treasurer; Title 42 (Taxation), Chapter 18, Articles 1 thru 9 establishes tax collection and enforcement. Performance Analysis: FY 2005-06 ACTUAL Expenditures by Fund General Staffing (FTEs) $ Totals $ 720,274 720,274 - FY 2006-07 REVISED ADOPTED $ $ 577,095 577,095 - 897 $ $ 811,567 811,567 12.00 FY 2007-08 ADOPTED PROJ ACT $ $ 773,999 773,999 - $ $ 1,217,034 1,217,034 12.00 Variance (Rev. - Adopted) $ $ (405,467) (405,467) - % -50.0% -50.0% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 4,668,836 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Market Study Phase I FY 2006-07 REVISED RESTATED BUDGET: $ Subtotal $ $ $ REVENUE 4,000 $ $ $ 4,000 44,355 $ 20,705 100,154 31,916 197,130 $ - 63,835 63,835 4,732,671 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Increase Pay Benefits for IT Market Studies Increase Salary Savings All Activities $ Increase Tax Services (TXSV) for New Legal Assistant for the Tax Deeded Land Sales TXSV Tax Services Temporary Pay and Benefits ODIR Temporary Pay and Benefits ODIR Utilities Decrease Supplies in Data Center Activity Increase Debt Services in Data Center to Support DRP Increase Decrease Debt Service in Director Activity and Re-Allocate to Data Center Activity Risk Management Cost Increase Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 898 4,929,801 $ 4,000 176,487 $ (47,044) - 55,074 (3,230) (8,612) (1,047) (10,000) - 28,182 - (9,266) 1,612 182,156 $ 5,111,957 $ 4,000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Treasurer Taxpayer Information Fund (741) Appropriated Budget Reconciliation EXPENDITURES $ - $ FY 2006-07 ADOPTED BUDGET: REVENUE - FY 2006-07 REVISED RESTATED BUDGET: $ - $ - FY 2007-08 BUDGET TARGET $ - $ - $ Subtotal $ 800,000 800,000 $ $ 800,000 800,000 $ 800,000 $ 800,000 BASE ADJUSTMENTS: Taxpayer Information Fund FY 2007-08 ADOPTED BUDGET: 899 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Trial Courts Analysis by Wendy Johnson, Management & Budget Analyst Summary Organizational Chart Superior Court Judges Administrative Advisory Presiding Judge and Associate Presiding Judge Judicial Executive Committee Limited Jurisdiction Advisory Committees Superior Court Branch Judges (91) Commissioners (48) Trial Courts Administration Adult Probation Department Justices of the Peace (23) Juvenile Probation Department Mission 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: In both Family Court and the Civil Department, the Court consistently achieves time standards for case processing. Family Court terminates new cases within 12 months of case filing, and Civil terminates 95% of new filings within 18 months. 900 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • Departmental Strategic Business Plans and Budgets Trial Courts 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: 100% of all defendants who are required to be evaluated for competency are evaluated; however, the Court has not established time standards for these evaluations. • 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: The Courts have surpasses this goal. At present, 95% of all website visitors report satisfaction with the services and information provided on the court website. Utilizing the internet to conduct business with the court allows citizens the ability to avoid traveling to a court location. • 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: Juvenile Court, the last of the major court departments to migrate to the iCIS case management system, will complete testing and training for implementation in early April 2007. Both Juvenile Court and the Juvenile Probation Department will see tremendous benefits with the iCIS application, which ultimately benefits the citizens and juvenile populations of Maricopa County. By October 2007, the Adult Probation Department will be fully integrated with iCIS. 901 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Revenue and Expenditures by Program and Activity REVISED TO ADOPTED VARIANCE % FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED $ 23,612,804 5,484,927 18,127,877 - $ 13,464,941 67,866 1,151,613 5,758,799 5,613,302 873,361 $ 15,429,394 83,000 74,592 138,491 2,624,865 12,471,150 37,296 $ 15,245,079 40,612 113,746 140,267 2,455,273 12,461,010 34,171 $ 15,096,150 96,100 2,668,124 12,331,926 - $ (333,244) -2.2% 13,100 15.8% (74,592) -100.0% (138,491) -100.0% 43,259 1.6% (139,224) -1.1% (37,296) -100.0% 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) $ 70,110 70,110 - $ 11,045,541 5,635,545 84,000 1,340,028 2,332,447 591,985 1,061,536 - $ 10,601,920 2,015,985 3,078,969 74,592 149,184 37,296 37,296 5,208,598 $ 10,413,189 2,088,563 2,932,522 68,376 135,878 34,188 29,528 5,124,135 $ 10,161,012 1,845,571 3,177,290 5,138,151 $ (440,908) (170,414) 98,321 (74,592) (149,184) (37,296) (37,296) (70,447) -4.2% -8.5% 3.2% -100.0% -100.0% -100.0% -100.0% -1.4% 80FA - FAMILY ADJUDICATION PROGRAM FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE $ 3,593,109 3,593,109 - $ 3,379,723 2,696,894 682,829 $ 3,440,088 3,023,185 416,903 $ 3,705,733 3,147,310 558,423 $ 3,471,351 2,745,716 725,635 $ 31,263 (277,469) 308,732 0.9% -9.2% 74.1% 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ $ $ $ 941,918 14,000 927,918 $ 1,073,487 32,000 1,041,487 $ 143,974 25,000 118,974 15.5% 357.1% 12.9% 80OS - COURT OPERATIONS SUPPORT PROG CINT - COURT INTERPRETATION CSEC - COURT SECURITY JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFORM & COMMUNITY OUTRCH $ 1,649,955 $ 2,602,066 500 (451) 1,276,272 476,428 440,294 1,173,978 885,000 $ 2,955,566 500 1,276,272 440,294 65,000 1,173,500 $ 3,013,546 814 1,033,465 747,371 67,126 1,164,770 $ 2,643,352 500 920,862 470,294 78,196 1,173,500 $ 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN $ 372,097 372,097 $ 372,097 372,097 $ 379,311 379,311 $ 389,628 389,628 $ 17,531 17,531 4.7% 4.7% 99AS - ADMINISTRATIVE SERVICES PROG $ 2,238,184 $ 1,949,027 $ 200,991 $ 207,130 $ 451,295 $ 250,304 124.5% 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS $ 1,498,354 $ 33,792,578 $ 1,563,885 $ 35,220,627 $ 1,471,342 $ 35,400,911 $ 1,385,216 $ 35,291,122 $ $ 1,355,471 34,641,746 $ $ (115,871) (759,165) -7.9% -2.1% REVENUE 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION CTRF - CRIMINAL TRAFFIC FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 738,333 261,848 476,485 391,729 391,729 $ 902 843,347 843,347 929,513 7,000 922,513 (312,214) -10.6% 0.0% (355,410) -27.8% 30,000 6.8% 13,196 20.3% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Revenue and Expenditures by Program and Activity (continued) EXPENDITURES 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION CTRF - CRIMINAL TRAFFIC FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI $ 31,389,639 16,653,499 14,736,140 - $ 23,391,490 310,932 1,117,689 543,586 17,478,258 3,142,627 798,398 $ 18,208,294 331,925 993,706 815,252 13,816,151 1,467,026 784,234 $ 18,305,398 285,658 1,026,799 811,477 13,926,331 1,459,614 795,520 $ 20,597,534 1,206,882 1,179,021 746,755 14,982,720 1,651,487 830,669 $ (2,389,240) (874,957) (185,315) 68,497 (1,166,569) (184,461) (46,435) -13.1% -263.6% -18.6% 8.4% -8.4% -12.6% -5.9% 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) $ 4,327,177 4,327,177 - $ 13,196,543 3,681,000 4,758,831 1,142,558 2,356,928 450,410 806,816 - $ 17,339,280 3,881,500 6,165,511 1,292,798 2,697,873 608,981 861,543 1,831,074 $ 16,883,190 3,908,897 5,782,852 1,277,375 2,651,669 597,837 851,800 1,812,760 $ 18,912,920 4,378,162 6,502,744 1,470,230 2,890,941 634,747 949,629 2,086,467 $ (1,573,640) (496,662) (337,233) (177,432) (193,068) (25,766) (88,086) (255,393) -9.1% -12.8% -5.5% -13.7% -7.2% -4.2% -10.2% -13.9% 80FA - FAMILY ADJUDICATION PROGRAM FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE $ 11,185,671 $ 12,077,227 $ 13,299,472 $ 13,133,825 11,054,772 8,926,915 10,003,173 9,865,365 130,899 3,150,312 3,296,299 3,268,460 $ 14,388,333 10,754,038 3,634,295 $ (1,088,861) -8.2% (750,865) -7.5% (337,996) -10.3% 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ 6,296,799 $ 6,874,628 $ 7,112,340 $ 6,599,040 5,673,757 3,411,621 3,335,747 3,028,330 623,042 3,463,007 3,776,593 3,570,711 $ 8,296,766 3,966,590 4,330,176 $ (1,184,426) -16.7% (630,843) -18.9% (553,583) -14.7% 80MH - MENTAL HEALTH COURT PROGRAM MENT - MENTAL HEALTH $ 80OS - COURT OPERATIONS SUPPORT PROG CINT - COURT INTERPRETATION CSEC - COURT SECURITY CTRN - COURT TRANSLATION INDG - INDIGENT DEFENSE REIMBURSE JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFORM & COMMUNITY OUTRCH $ 12,140,293 4,957,274 233,785 4,239,074 2,710,160 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN - - $ 1,006,342 1,006,342 $ 1,007,302 1,007,302 $ 1,096,011 1,096,011 $ $ 15,500,663 2,625,318 6,661,606 231,441 244,040 3,653,156 2,085,102 $ 21,419,066 2,677,306 7,251,836 252,043 243,535 3,321,166 4,027,818 3,645,362 $ 21,676,173 2,967,270 6,804,068 237,083 233,014 4,179,096 3,743,407 3,512,234 $ 22,183,659 2,778,231 7,375,819 267,382 270,486 3,778,354 3,795,927 3,917,460 $ (764,593) -3.6% (100,925) -3.8% (123,983) -1.7% (15,339) -6.1% (26,951) -11.1% (457,188) -13.8% 231,891 5.8% (272,098) -7.5% $ 2,298,821 $ 2,934,378 $ 1,980,283 $ 1,964,240 2,298,821 2,934,378 1,980,283 1,964,240 $ 2,101,209 2,101,209 $ (120,926) (120,926) 80TA - TAX ADJUDICATION PROGRAM LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD $ 496,570 315,090 181,481 $ 544,478 339,244 205,234 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 15,981,780 $ 16,887,410 $ 9,740,900 $ 9,332,017 $ 8,624,259 $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 5,820,023 $ 5,869,059 $ 6,630,550 $ 6,088,268 $ 6,929,931 $ (299,381) -4.5% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 53 $ 89,729,724 $ $ 97,049,161 $ 972,617 $ 98,205,896 $ 973,885 $ 96,459,908 $ $ 269,901 103,945,001 $ $ 702,716 (5,739,105) 72.3% -5.8% 289,468 289,468 - $ $ 903 317,763 317,763 - $ 496,752 313,165 183,587 $ (89,669) (89,669) -8.9% -8.9% -6.1% -6.1% (47,726) -9.6% (26,079) -8.3% (21,647) -11.8% 1,116,641 11.5% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Staffing by Program and Activity FY 2006-07 REVISED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % FULL TIME EQUIVALENT (FTE) 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION CTRF - CRIMINAL TRAFFIC FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 316.00 9.55 20.00 10.00 235.45 25.00 16.00 331.00 18.55 21.00 10.00 239.45 26.00 16.00 15.00 9.00 1.00 4.00 1.00 - 4.7% 94.2% 5.0% 0.0% 1.7% 4.0% 0.0% 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) 297.53 74.03 101.00 24.50 43.00 11.00 13.00 31.00 307.53 76.03 101.00 25.50 45.00 11.00 14.00 35.00 10.00 2.00 1.00 2.00 1.00 4.00 3.4% 2.7% 0.0% 4.1% 4.7% 0.0% 7.7% 12.9% 80FA - FAMILY ADJUDICATION PROGRAM FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE 223.00 165.00 58.00 223.00 165.00 58.00 - 0.0% 0.0% 0.0% 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD 120.50 54.00 66.50 128.50 62.00 66.50 14.00 14.00 80OS - COURT OPERATIONS SUPPORT PROG CINT - COURT INTERPRETATION CSEC - COURT SECURITY CTRN - COURT TRANSLATION INDG - INDIGENT DEFENSE REIMBURSE JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFORM & COMMUNITY OUTRCH 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN 80MH - MENTAL HEALTH COURT PROGRAM MENT - MENTAL HEALTH 80TA - TAX ADJUDICATION PROGRAM LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS 904 6.6% 14.8% 0.0% 14.00 14.00 8.00 8.00 - 318.50 35.00 167.50 2.50 4.00 12.00 47.00 50.50 313.00 35.00 162.00 2.50 4.00 12.00 47.00 50.50 (5.50) (5.50) - -1.7% 0.0% -3.3% 0.0% 0.0% 0.0% 0.0% 0.0% 35.00 35.00 35.00 35.00 - 0.0% 0.0% 7.00 5.00 2.00 7.00 5.00 2.00 - 0.0% 0.0% 0.0% 111.25 121.25 10.00 9.0% 92.00 92.00 - 0.0% 1,534.78 1,572.28 37.50 0.0% 0.0% 2.4% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVENUE Intergovernmental $ 5,008,769 Charges For Service 15,813,405 Fines & Forfeits 11,818,388 Miscellaneous Revenues 1,152,017 Total Revenue $ 33,792,578 $ 4,370,445 17,562,676 12,420,365 867,141 $ 35,220,627 $ 4,462,750 17,709,927 12,146,450 1,081,784 $ 35,400,911 $ 4,633,447 17,455,017 12,022,945 1,179,713 $ 35,291,122 3,651,850 17,825,310 12,034,898 1,129,688 $ 34,641,746 EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ 85,270,945 3,347,947 7,336,066 1,094,203 $ 97,049,161 $ 85,384,501 3,101,092 8,032,710 1,687,593 $ 98,205,896 $ 82,651,715 3,169,598 8,943,648 1,694,947 $ 96,459,908 $ 91,797,082 2,095,404 8,600,584 1,451,931 $ 103,945,001 $ 74,170,427 3,245,809 11,327,342 986,147 $ 89,729,724 FY 2007-08 ADOPTED $ REVISED TO ADOPTED VARIANCE % $ (810,900) -18.2% 115,383 0.7% (111,552) -0.9% 47,904 4.4% (759,165) -2.1% $ $ (6,412,581) 1,005,688 (567,874) 235,662 (5,739,105) $ -7.5% 32.4% -7.1% 14.0% -5.8% Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED 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 TOTAL FUNDS $ 16,188,998 626,740 436,508 1,754,974 2,986,854 391,704 1,766,754 6,102,794 920,421 1,737,703 457,072 137,306 114,258 170,492 $ 33,792,578 $ 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 $ 18,162,083 650,000 500,000 1,955,131 3,000,000 372,000 1,630,000 5,478,677 885,000 1,938,935 425,000 111,750 110,000 182,335 $ 35,400,911 $ 17,942,777 667,486 446,387 1,942,294 3,183,276 379,311 1,674,160 5,519,894 898,553 1,788,472 424,373 119,300 117,741 187,098 $ 35,291,122 $ 16,914,273 657,982 433,277 2,013,717 3,094,077 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 $ 34,641,746 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 TOTAL FUNDS $ 73,962,305 372,878 545,899 1,711,283 2,251,948 346,595 1,499,635 5,763,859 785,005 1,738,407 428,923 73,006 83,029 166,953 $ 89,729,724 $ 79,156,617 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 $ 97,049,161 $ 79,633,068 944,000 500,000 1,955,131 3,540,000 372,000 1,630,000 5,978,677 885,000 1,938,935 425,000 111,750 110,000 182,335 $ 98,205,896 $ 78,955,933 707,359 425,406 1,761,987 3,285,785 356,221 1,616,174 5,855,689 865,164 1,846,609 413,087 96,869 105,863 167,763 $ 96,459,908 $ 86,217,528 657,982 433,277 2,013,717 3,094,077 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 $ 103,945,001 905 REVISED TO ADOPTED VARIANCE % $ $ $ $ (1,247,810) 7,982 (66,723) 58,586 94,077 17,531 65,930 201,636 71,521 20,580 4,171 5,007 8,347 (759,165) -6.9% 1.2% -13.3% 3.0% 3.1% 4.7% 4.0% 3.7% 0.0% 3.7% 4.8% 3.7% 4.6% 4.6% -2.1% (6,584,460) 286,018 66,723 (58,586) 445,923 (17,531) (65,930) 298,364 (71,521) (20,580) (4,171) (5,007) (8,347) (5,739,105) -8.3% 30.3% 13.3% -3.0% 12.6% -4.7% -4.0% 5.0% 0.0% -3.7% -4.8% -3.7% -4.6% -4.6% -5.8% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts General Adjustments Justice Court Clerk Staffing Analysis Increase General Fund $178,500 to support additional staffing in the Justice Courts as a result of an increase in case filings. Justice Court Managers Increase General Fund $385,000 to restore Justice Court Managers as a result of Supreme Court Administrative Order No. 2006-56, which directed changes in the administration of the Justice Courts Over funded FY 2006-07 Retirement Contributions Decrease General Fund ($91,759) and Judicial Enhancement Fund ($13,865) for over funded retirement contributions in FY 2006-07. FY 2007-08 Elected Official Retirement Contributions Increase General Fund $213,862 and Judicial Enhancement Fund $11,927 for FY 2007-08 elected official retirement contributions. Worker’s Compensation / Unemployment Insurance As a technical adjustment, add $32,501 to the Internal Service Fund Charges Activity to fully fund Workers’ Compensation and Unemployment Insurance for FY 2007-08. Pro Tem Hours Increase General Fund $134,312 to cover the cost of Justice Court pro tem hours. The Justice Courts are expected to receive 400,000 case filings in FY 2006-07, which is a 3% increase over FY 2005-06. It is necessary to provide judicial coverage in the absence of the elected judge, specifically on calendar days such as traffic arraignments and forcible detainers. With the increased case filings and recent judicial salary increases, the additional funding will fully fund anticipated pro tem hours for FY 2007-08. Programs and Activities Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Mandates Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases and misdemeanor cases that are not legally directed to other court jurisdictions. A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. 906 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Program Results Pecent of Capital cases resolved within 545 days Percent of Criminal Traffic cases resolved within 180 days Percent of Felony DUI cases resolved within 180 days Percent of General Felony cases resolved within 180 days Percent of Misdemeanor Criminal cases resolved within 180 days Percent of Misdemeanor DUI cases resolved within 180 days FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA 40.0% 40.0% 50.0% 10.0% 25.0% NA NA 82.5% 82.5% 85.0% 2.5% 3.0% NA NA 85.0% 85.0% 85.0% 0.0% 0.0% NA NA 90.0% 90.0% 90.0% 0.0% 0.0% NA NA 75.0% 75.0% 75.0% 0.0% 0.0% NA NA 80.0% 80.0% 80.0% 0.0% 0.0% Activities that comprise this program include: • Capital Adjudication • Criminal Traffic • Felony DUI Adjudication • • • General Felony Adjudication Misdemeanor Criminal Adjudication Misdemeanor DUI Capital Adjudication Activity The purpose of the Capital Adjudication Activity is to resolve capital cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 907 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Capital cases resolved within 545 days Demand Number of Capital cases filed Output Number of Capital cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Grants Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Trial Courts Special Revenue Superior Court Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED NA NA FY 2006-07 REVISED PROJ ACT 40.0% 40.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 50.0% 10.0% % 25.0% 46 NA 25 34 35 10 40.0% 27 NA 12 28 60 48 400.0% NA NA NA NA 48.0% 82.4% $ 27,660.42 $ 10,202.06 $ 171.4% 20,114.70 $ 123.4% 7,545.72 257.1% 27.3% 13,100 13,100 15.8% 15.8% NA NA $ $ 67,866 67,866 $ $ 83,000 83,000 $ $ 40,612 40,612 $ $ 96,100 96,100 $ $ NA NA NA NA NA NA NA $ 243,066 67,866 $ 310,932 NA $ 248,925 83,000 331,925 9.55 $ 250,276 35,382 285,658 NA $ 1,043,657 3,245 96,100 34,318 29,562 1,206,882 18.55 $ $ $ $ $ (794,732) -319.3% (3,245) (13,100) -15.8% (34,318) (29,562) (874,957) -263.6% 9.00 94.2% Historical data was not available for this report because case tracking processes are currently being refined. This information will be provided as soon as it is made available. The FY 2007-08 budget for the Capital Adjudication Activity assumes a 20% increase in the number of Capital cases filed (demand) and a 66.7% increase in the number of Capital cases resolved (output) when compared with FY 2006-07 Revised. The FY 2007-08 further assumes that the percent of Capital cases resolved within 545 days will increase from 40% to 50% when compared with FY 2006-07 projected trends. The number of cases filed fluctuates from year-to-year and there has been a backlog in cases due to a slow down in bringing cases to trial (see table, below). The increases in output and the percent of cases resolved within 545 days are due to better case management practices and a greater focus on the processing of such cases through the Court system. 908 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Results Initiative: A total of $621,982 annualized is budgeted for the addition of 9.0 FTEs, including one Superior Court Judge and three FTE retired judges, necessary to maintain and improve the number of capital cases resolved. This initiative will allow the Department to meet current demand and decrease backlog. The Department will also increase the performance target of percent of cases resolved within 545 days. Criminal Traffic Activity The purpose of the Criminal Traffic Adjudication Activity is to resolve criminal traffic cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. 909 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Criminal Traffic cases resolved within 180 days Demand Number of Criminal Traffic cases filed Output Number of Criminal Traffic cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED PROJ ACT 82.5% 82.5% NA NA 58,000 64,433 64,433 6,433 11.1% NA NA 58,389 65,000 65,000 6,611 11.3% NA NA NA NA 100.7% 17.02 $ 100.9% 15.80 $ 100.9% 18.14 $ 0.2% (1.12) 0.2% -6.6% NA NA NA $ 1,034,779 116,834 $ 1,151,613 $ 74,592 74,592 $ NA NA NA NA NA $ 1,110,692 6,997 $ 1,117,689 NA $ 747,769 59,686 186,251 $ 993,706 20.00 $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 85.0% 2.5% 68,376 45,370 113,746 $ 784,938 47,744 194,117 $ 1,026,799 NA $ $ $ $ - $ 942,956 34,388 201,677 1,179,021 21.00 $ $ $ % 3.0% (74,592) -100.0% (74,592) -100.0% (195,187) 25,298 (15,426) (185,315) 1.00 -26.1% 42.4% -8.3% -18.6% 5.0% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 projected budget. The percent of Criminal Traffic cases resolved within 180 days is expected to increase from 82.5% to 85% with the FY 2007-08 budget. The improvement in results is attributed to increased staffing and improved case management practices, including technology improvements. FY 2007-08 budgeted expenditures increased by $90,755 (9.1%) from FY 2006-07 due increases in employee benefits, market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Felony DUI Adjudication Activity 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. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 910 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Felony DUI cases resolved within 180 days Demand Number of Felony DUI cases filed Output Number of Felony DUI cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Grants Totals Expenditures by Fund General Trial Courts Grants Trial Courts Special Revenue Superior Court Fill The Gap Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA 85.0% 85.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 85.0% 0.0% % 0.0% NA NA 1,200 1,200 1,236 36 3.0% NA NA 1,080 1,080 1,112 32 3.0% NA NA NA NA $ NA NA NA NA $ 138,491 $ 138,491 $ 140,267 $ 140,267 $ $ - $ $ NA NA NA NA NA NA $ 406,208 44,451 92,927 $ 543,586 NA $ 583,761 138,491 93,000 $ 815,252 10.00 $ 576,283 140,267 94,927 $ 811,477 NA $ 647,455 99,300 746,755 10.00 $ 90.0% 754.86 $ 90.0% 751.37 $ $ 90.0% 671.54 $ $ 0.0% 83.32 0.0% 11.0% (138,491) -100.0% (138,491) -100.0% (63,694) 138,491 (6,300) 68,497 - -10.9% 100.0% -6.8% 8.4% 0.0% The FY 2007-08 budget assumes a 3% increase in demand and output when compared with the FY 2006-07 Projected budget; however, the percent of Felony DUI cases resolved within 180 days is expected to remain flat at 85%. The increase in demand and output is due new legislation and a continued focus by law enforcement on DUI offenses. FY 2007-08 budgeted expenditures decreased by $68,497 (8.4%) from FY 2006-07 due to a federally funded DUI Grant not being renewed. General Felony Adjudication Activity 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. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 911 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of General Felony cases resolved within 180 days Demand Number of General Felony cases filed Output Number of General Felony cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Judicial Enhancement Trial Courts Grants Trial Courts Special Revenue Superior Court Fill The Gap Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Trial Courts Special Revenue Superior Court Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA NA 40,000 40,000 42,000 2,000 5.0% NA NA 38,000 38,000 39,900 1,900 5.0% NA NA NA NA 95.0% 363.58 $ 95.0% 366.48 $ 95.0% 375.51 $ 0.0% (11.92) 0.0% -3.3% (66,723) 23,461 15,000 71,521 43,259 0.0% -13.3% 15.2% 75.0% 3.7% 1.6% (1,033,201) 21,100 (23,461) (76,602) (54,405) (1,166,569) 4.00 -9.8% 24.9% -15.2% -5.3% -3.5% -8.4% 1.7% $ $ 53,448 436,508 290,544 2,966,724 1,737,703 5,484,927 $ 13,262,780 276,571 240,245 1,337,085 1,536,818 $ 16,653,499 NA $ $ 56,218 500,000 288,961 3,129,969 1,783,651 5,758,799 $ 14,104,384 289,093 288,961 1,296,965 1,498,855 $ 17,478,258 NA FY 2006-07 REVISED 90.0% $ $ $ 11,858 500,000 154,072 20,000 1,938,935 2,624,865 $ 10,564,169 84,765 154,072 1,439,920 1,573,225 $ 13,816,151 235.45 FY 2007-08 Variance ADOPTED (Rev. - Adopted) 90.0% 0.0% PROJ ACT 90.0% $ $ 11,858 446,387 154,072 54,484 1,788,472 2,455,273 $ 10,762,950 75,963 157,942 1,378,353 1,551,123 $ 13,926,331 NA $ $ $ $ 11,858 433,277 177,533 35,000 2,010,456 2,668,124 11,597,370 63,665 177,533 1,516,522 1,627,630 14,982,720 239.45 $ $ $ $ % 0.0% The FY 2007-08 budget assumes a 5% increase in demand and output when compared with the FY 2006-07 Projected budget; however, the percent of General Felony Adjudication cases resolved within 180 days is expected to remain flat at 90%. The increase in demand and output is based on an average annual increase over the last three fiscal years. FY 2007-08 budgeted expenditures increased by $1,166,569 (8.4%) from FY 2006-07 due to increases in staffing, including a Court Commissioner, for the Downtown Regional Court Center (RCC). The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. Base Adjustment: Revenue ($110,158) and expenditures ($32,453) were reduced based on an evaluation of prior year trends. Misdemeanor Criminal Adjudication Activity The purpose of the Misdemeanor Criminal Adjudication Activity is to resolve misdemeanor cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 912 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Misdemeanor Criminal cases resolved within 180 days Demand Number of Misdemeanor Criminal cases filed Output Number of Misdemeanor Criminal cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED 75.0% NA NA 20,500 20,500 21,525 1,025 5.0% NA NA 19,500 19,500 20,475 975 5.0% NA NA NA NA 0.0% (5.43) 0.0% -7.2% $ 15,723,156 32,785 2,371,936 $ 18,127,877 $ 5,083,660 529,642 $ 5,613,302 $ 11,396,028 162,272 912,850 $ 12,471,150 $ 11,237,976 246,186 976,848 $ 12,461,010 (169,841) 1,991 28,626 (139,224) -1.5% 1.2% 3.1% -1.1% $ 13,562,774 12,228 1,161,138 $ 14,736,140 NA $ 2,862,095 280,532 $ 3,142,627 NA $ 1,212,788 34,653 219,585 $ 1,467,026 25.00 $ 1,244,282 4,074 211,258 $ 1,459,614 NA (162,233) (7,583) (14,645) (184,461) 1.00 -13.4% -21.9% -6.7% -12.6% 4.0% $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 75.0% 0.0% PROJ ACT 75.0% 95.1% 75.23 $ 95.1% 74.85 $ $ $ $ $ 95.1% 80.66 $ 11,226,187 164,263 941,476 12,331,926 1,375,021 42,236 234,230 1,651,487 26.00 $ $ $ $ % 0.0% The FY 2007-08 budget assumes a 5% increase in demand and output when compared with the FY 2006-07 Projected budget; however, the percent of Misdemeanor Criminal Adjudication cases resolved within 180 days is expected to remain flat at 75%. The increase in demand and output is based on an average annual increase over the last three fiscal years. FY 2007-08 budgeted expenditures increased by $187,461 (12.6%) from FY 2006-07 due to increases in staffing (reallocation of Justice System Clerks based on demand), employee benefits and elected official pay. The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. Misdemeanor DUI Activity The purpose of the Misdemeanor DUI Adjudication Activity is to resolve misdemeanor DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 913 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Misdemeanor DUI cases resolved within 180 days Demand Number of Misdemeanor DUI cases filed Output Number of Misdemeanor DUI cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA 80.0% 80.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 0.0% % 0.0% NA NA 13,000 12,720 12,720 (280) -2.2% NA NA 11,500 12,388 12,388 888 7.7% NA NA NA NA 8.9% 1.14 10.1% 1.7% NA NA NA $ 665,854 207,507 $ 873,361 $ NA NA NA NA NA $ 714,905 83,493 $ 798,398 NA $ 615,560 29,917 138,757 $ 784,234 16.00 88.5% 68.19 $ $ $ 37,296 37,296 $ $ 97.4% 64.22 $ 34,171 34,171 $ 644,846 11,570 139,104 $ 795,520 NA $ $ $ $ 97.4% 67.05 $ 658,775 25,042 146,852 830,669 16.00 $ $ $ $ (37,296) -100.0% (37,296) -100.0% (43,215) 4,875 (8,095) (46,435) - -7.0% 16.3% -5.8% -5.9% 0.0% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of Criminal Traffic cases resolved within 180 days is expected to remain flat at 80% with the FY 2007-08 budget. FY 2007-08 budgeted expenditures increased by $46,435 (5.9%) from FY 2006-07 due to increases in employee benefits and elected official pay, resulting in a higher rate of expenditure per unit of output. Civil Justice Program The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Program Results Percent of Civil Traffic ases resolved within 180 days Percent of Civil cases resolved within 180 days Percent of Small Claims cases resolved within 180 days Percent of Small Civil (Justice Courts) cases resolved within 180 days FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adpt.) % NA NA 85.5% 85.5% 88.0% 2.5% 2.9% NA NA 95.0% 95.0% 98.0% 3.0% 3.2% NA NA 75.5% 75.5% 78.0% 2.5% 3.3% NA NA 90.0% 90.0% 99.9% 9.9% 11.0% Activities that comprise this program include: • Civil Traffic • General Civil Adjudication • Civil Small Claims • Forcibile Detainer 914 • • • Injunctions Against Harassment Orders of Protection Small Civil (Justice Courts) Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Civil Traffic Activity The purpose of the Civil Traffic Activity is to resolve civil traffic cases in Justice Courts for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. Performance Analysis: Results Percent of Civil Traffic cases resolved within 180 days Demand Number of Civil Traffic cases filed Output Number of Civil Traffic cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED PROJ ACT 85.5% 85.5% NA NA 145,000 150,372 150,372 5,372 3.7% NA NA 148,000 150,372 150,372 2,372 1.6% NA NA NA NA NA NA NA $ 4,905,015 730,530 $ 5,635,545 $ 1,277,705 738,280 $ 2,015,985 $ 1,305,725 782,838 $ 2,088,563 NA NA NA NA NA $ 3,151,888 38,920 490,192 $ 3,681,000 NA $ 2,918,760 294,593 668,147 $ 3,881,500 74.03 $ 3,084,988 228,006 595,902 $ 3,908,897 NA $ 102.1% 26.23 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 88.0% 2.5% 100.0% 25.99 $ $ $ $ $ 100.0% 29.12 $ 1,084,137 761,434 1,845,571 3,439,602 224,341 714,219 4,378,162 76.03 $ $ $ $ % 2.9% -2.1% (2.89) -2.0% -11.0% (193,568) 23,154 (170,414) -15.1% 3.1% -8.5% (520,842) 70,252 (46,072) (496,662) 2.00 -17.8% 23.8% -6.9% -12.8% 2.7% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of Civil Traffic cases resolved within 180 days is expected to increase from 85.5% to 88% with the FY 2007-08 budget. The increase in results is attributed to improved case management practices and additional Justice Court staff approved in FY 2006-07. Base Adjustment: Expenditures were reduced by $30,054 based on an evaluation of prior year trends. General Civil Adjudication Activity The purpose of the General Civil Adjudication Activity is to resolve Superior Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. 915 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Civil cases resolved within 180 days Demand Number of Civil cases filed Output Number of Civil cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Special Revenue Totals Expenditures by Fund General Judicial Enhancement Trial Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA NA 38,000 32,004 32,004 (5,996) -15.8% NA NA 36,000 30,308 30,308 (5,692) -15.8% NA NA NA NA $ 94.7% 171.26 $ 94.7% 190.80 $ 94.7% 214.56 $ 0.0% (43.29) 0.0% -25.3% 84,000 84,000 $ 3,078,969 $ 3,078,969 $ 2,932,522 $ 2,932,522 $ $ 3,177,290 3,177,290 $ $ 98,321 98,321 3.2% 3.2% $ 4,674,831 84,000 $ 4,758,831 NA $ 5,650,245 110,579 404,687 $ 6,165,511 101.00 $ 5,305,952 75,501 401,399 $ 5,782,852 NA $ 5,983,511 93,354 425,879 6,502,744 101.00 $ (333,266) 17,225 (21,192) (337,233) - -5.9% 15.6% -5.2% -5.5% 0.0% $ $ 70,110 70,110 $ 4,325,857 1,320 $ 4,327,177 NA $ $ FY 2006-07 REVISED PROJ ACT 95.0% 95.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 98.0% 3.0% $ $ % 3.2% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of civil cases resolved within 180 days is expected to increase from 95% to 98% with the FY 2007-08 budget. The increase in results is attributed to improved case management practices. FY 2007-08 budgeted expenditures increased by $337,233 (5.5%) from FY 2006-07 due to increases employee benefits and elected official pay, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Expenditures were reduced by $7,000 based on an evaluation of prior year trends. Civil Small Claims Activity The purpose of the Civil Small Claims Activity is to resolve small claims cases in Justice Courts for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §§22-201 and 22-503 gives the Justice Courts jurisdiction in all civil actions where the amount involved is less than $10,000 (exclusive jurisdiction for cases involving less than $5,000). 916 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Small Claims cases resolved within 180 days Demand Number of Small Claims cases filed Output Number of Small Claims cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA NA 15,000 14,328 14,328 (672) -4.5% NA NA 15,250 14,328 14,328 (922) -6.0% NA NA NA NA 101.7% 84.77 $ 100.0% 89.15 $ 100.0% 102.61 $ -1.7% (17.84) -1.6% -21.0% NA NA NA $ 1,189,512 150,516 $ 1,340,028 $ 74,592 74,592 68,376 68,376 $ NA NA NA NA NA $ $ $ 1,022,189 5,148 250,038 $ 1,277,375 NA $ 967,623 174,935 $ 1,142,558 NA FY 2006-07 REVISED PROJ ACT 75.5% 75.5% $ $ 983,416 41,843 267,539 $ 1,292,798 24.50 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 78.0% 2.5% $ $ - $ 1,135,122 50,083 285,025 1,470,230 25.50 $ $ $ % 3.3% (74,592) -100.0% (74,592) -100.0% (151,706) (8,240) (17,486) (177,432) 1.00 -15.4% -19.7% -6.5% -13.7% 4.1% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of Civil Small Claims cases resolved within 180 days is expected to increase from 75.5% to 78% with the FY 2007-08 budget. The increase in results is attributed to improved case management practices and additional Justice Court staff approved in FY 2006-07. FY 2007-08 budgeted expenditures increased by $177,432 (13.7%) from FY 2006-07 due to increases staffing, employee benefits and elected official pay, resulting in a higher rate of expenditure per unit of output. Forcible Detainer Activity 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. Mandates: A.R.S. §22-201 establishes that jurisdiction over forcible detainer complaints is shared between Justice Courts or the Superior Court, while A.R.S. §§12-1179 and 12-1182 allow for forcible detainer appeals to be filed in the Superior Court and the Supreme Court, respectively. 917 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Forcible Detainer cases filed Output Number of Forcible Detainer cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED NA PROJ ACT NA NA NA 65,000 67,080 67,080 2,080 3.2% NA NA 62,500 64,531 64,531 2,031 3.2% NA NA NA NA 0.0% (1.63) 0.0% -3.8% NA NA NA $ 2,124,797 207,650 $ 2,332,447 $ NA NA NA NA NA $ 2,260,736 96,192 $ 2,356,928 NA $ 2,161,249 224,825 311,799 $ 2,697,873 43.00 $ $ 96.2% 43.17 $ 149,184 149,184 $ FY 2007-08 ADOPTED NA 96.2% 41.09 $ 135,878 135,878 $ $ 2,201,794 174,794 275,081 $ 2,651,669 NA $ $ $ $ Variance (Rev. - Adopted) 96.2% 44.80 $ - $ 2,459,388 153,617 277,936 2,890,941 45.00 $ $ $ % (149,184) -100.0% (149,184) -100.0% (298,139) 71,208 33,863 (193,068) 2.00 -13.8% 31.7% 10.9% -7.2% 4.7% The FY 2007-08 budget for the Forcible Detainer Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $193,068 (7.2%) from FY 2006-07 due to increased Justice Court staffing, employee benefits and elected official pay increases, resulting in a higher rate of expenditure per unit of output. Injunctions Against Harassment Activity 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. Mandates: A.R.S. §§12-1809 and 12-1810 establish that any court may issue injunctions against harassment and against workplace harassment, respectively, when presented with an appropriate written petition. 918 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Injunctions against Harassment requested Output Number of Injunctions against Harassment issued Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA NA NA FY 2007-08 ADOPTED NA Variance (Rev. - Adopted) % NA NA 6,000 5,124 5,124 (876) -14.6% NA NA 5,000 4,268 4,268 (732) -14.6% NA NA NA NA 0.0% (26.93) 0.0% -22.1% NA NA NA $ 533,486 58,499 $ 591,985 $ NA NA NA NA NA $ 404,330 46,080 $ 450,410 NA $ 523,247 23,802 61,932 $ 608,981 11.00 $ $ 83.3% 121.80 $ 83.3% 140.07 $ 37,296 37,296 34,188 34,188 $ $ $ 523,268 11,570 63,000 $ 597,837 NA $ $ $ $ 83.3% 148.72 $ 549,651 17,194 67,902 634,747 11.00 $ $ $ $ (37,296) -100.0% (37,296) -100.0% (26,404) 6,608 (5,970) (25,766) - -5.0% 27.8% -9.6% -4.2% 0.0% The FY 2007-08 budget for the Injunctions Against Harassment Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $25,766 (4.2%) from FY 2006-07 due to increased benefits and judicial salaries, resulting in a higher rate of expenditure per unit of output. Orders of Protection Activity The purpose of the Orders of Protection Activity is to provide orders of protection to litigants with cause so that they receive timely and just legal resolutions. Mandates: A.R.S. §13-3602 establishes that any court may issue orders of protection when presented with an appropriate written petition. The court must review the petition to determine whether there is adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. 919 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Orders of Protection requested Output Number of Orders of Protection issued Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED PROJ ACT NA NA FY 2007-08 ADOPTED NA NA NA 5,500 5,364 5,364 (136) -2.5% NA NA 5,500 5,364 5,364 (136) -2.5% NA NA NA NA 0.0% (20.39) 0.0% -13.0% 100.0% 100.0% $ 156.64 $ 158.80 $ NA NA NA $ 918,886 142,650 $ 1,061,536 $ 37,296 $ 37,296 $ 29,528 $ 29,528 $ NA NA NA NA NA $ $ 773,762 20,817 66,964 $ 861,543 13.00 $ 784,165 5,528 62,106 $ 851,800 NA $ $ 761,606 45,210 806,816 NA $ $ Variance (Rev. - Adopted) 100.0% 177.04 $ - $ 853,328 21,117 75,184 949,629 14.00 $ $ $ % (37,296) -100.0% (37,296) -100.0% (79,566) (300) (8,220) (88,086) 1.00 -10.3% -1.4% -12.3% -10.2% 7.7% The FY 2007-08 budget for the Orders of Protection Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $88,086 (10.2%) from FY 2006-07 due to increased Justice Court staffing, increased benefits and judicial salaries, resulting in a higher rate of expenditure per unit of output. Small Civil Activity (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. Mandates: A.R.S. §22-503 gives the Justice Court Small Claims Divisions jurisdiction in all civil actions where the amount involved is less than $2,500 (excluding interest, costs, and attorney fees). 920 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Small Civil cases resolved within 180 days Demand Number of Small Civil cases filed Output FY 2005-06 ACTUAL ADOPTED NA NA Number of Small Civil cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Justice Courts Special Revenue Totals Staffing (FTEs) FY 2006-07 REVISED PROJ ACT 90.0% 90.0% FY 2007-08 Variance ADOPTED (Rev. - Adopted) 99.9% 9.9% % 11.0% NA NA 52,000 63,123 63,123 11,123 21.4% NA NA 56,000 63,123 63,123 7,123 12.7% NA NA NA NA $ 107.7% 32.70 $ 100.0% 28.72 $ 100.0% 33.05 $ -7.7% (0.36) -7.1% -1.1% NA NA NA NA NA NA NA NA $ 3,372,000 487,728 1,348,870 $ 5,208,598 $ 3,324,616 421,299 1,378,220 $ 5,124,135 (118,735) 5,991 42,297 (70,447) -3.5% 1.2% 3.1% -1.4% NA NA NA NA NA NA NA NA NA NA $ 1,411,934 39,809 379,331 $ 1,831,074 31.00 $ 1,456,197 12,288 344,275 $ 1,812,760 NA (288,103) (3) 32,713 (255,393) 4.00 -20.4% 0.0% 8.6% -13.9% 12.9% $ $ $ $ 3,253,265 493,719 1,391,167 5,138,151 1,700,037 39,812 346,618 2,086,467 35.00 $ $ $ $ The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of Small Civil cases resolved within 180 days is expected to increase from 90% to 99.9% with the FY 2007-08 budget. The increase in results is attributed to improved case management practices and additional Justice Court staff approved in FY 2006-07. FY 2007-08 budgeted expenditures increased by $210,043 (11.5%) from FY 2006-07 due to increases staffing, employee benefits and elected official pay, resulting in a higher rate of expenditure per unit of output. Family Adjudication Program The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §25-311 gives the Superior Court jurisdiction to resolve matters of divorce and annulment of marriages. Program Results Percent of Pre Decree Family Court cases resolved within twelve months Percent of Post Decree Family Court cases resolved within seven months FY 2005-06 ACTUAL NA ADOPTED NA NA NA Activities that comprise this program include: • Family Pre Decree 921 FY 2006-07 REVISED 95.0% PROJ ACT 95.0% Not Reported Not Reported • FY 2007-08 Variance ADOPTED (Rev. - Adpt.) % 95.0% 0.0% 0.0% Not Reported Family Post Decree Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Family Pre Decree Activity 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. Performance Analysis: Results Percent of Pre Decree Family Court cases resolved within twelve months Demand Number of Pre Decree Family Court cases filed Output Number of Pre Decree Family Court cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Trial Courts Grants Conciliation Court Fees Trial Courts Special Revenue Expedited Child Support Spousal Maint Enf Enhancement Childrens Issues Education Dom Rel Mediation Education Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Conciliation Court Fees Trial Courts Special Revenue Expedited Child Support Spousal Maint Enf Enhancement Childrens Issues Education Dom Rel Mediation Education Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA NA 34,000 34,500 34,500 500 1.5% NA NA 33,320 34,500 34,500 1,180 3.5% NA NA NA NA 98.0% 300.22 $ 100.0% 285.95 $ 100.0% 311.71 $ 2.0% (11.50) 2.0% -3.8% $ $ 1,200 269,617 1,766,754 676,410 457,072 137,306 114,258 170,492 3,593,109 $ 6,784,799 37,853 250,004 1,499,635 1,730,570 428,923 73,006 83,029 166,953 $ 11,054,772 NA $ FY 2006-07 REVISED PROJ ACT 95.0% 95.0% $ 4,685 196,075 1,630,000 644,384 111,750 110,000 $ 2,696,894 $ $ 5,385,140 196,075 1,630,000 1,493,950 111,750 110,000 $ 8,926,915 NA $ $ 4,200 331,934 1,630,000 644,384 210,250 56,250 57,000 89,167 3,023,185 5,905,471 63,677 331,934 1,630,000 1,243,006 425,000 111,750 110,000 182,335 $ 10,003,173 165.00 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) 95.0% 0.0% 1,477 333,004 1,674,160 837,990 70,082 100,800 100,077 29,720 $ 3,147,310 $ $ 5,871,677 64,621 308,294 1,616,174 1,221,018 413,087 96,869 105,863 167,763 $ 9,865,365 NA $ $ $ 4,200 170,274 1,695,930 644,384 115,921 115,007 2,745,716 $ 6,698,745 63,726 170,274 1,695,930 1,258,173 445,580 115,921 115,007 190,682 10,754,038 165.00 $ $ $ % 0.0% 0.0% (161,660) -48.7% 65,930 4.0% 0.0% (210,250) -100.0% 59,671 106.1% 58,007 101.8% (89,167) -100.0% (277,469) -9.2% (793,274) (49) 161,660 (65,930) (15,167) (20,580) (4,171) (5,007) (8,347) (750,865) - -13.4% -0.1% 48.7% -4.0% -1.2% -4.8% -3.7% -4.6% -4.6% -7.5% 0.0% The FY 2007-08 budget assumes no increase in demand and output when compared with the FY 200607 Projected budget. The percent of Family Pre-Decree cases resolved within twelve months is expected to remain flat at 95% with the FY 2007-08 budget. FY 2007-08 budgeted expenditures increased by $750,865 (7.5%) from FY 2006-07 due to increases in employee benefits in addition to market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Revenue and expenditures were reduced by $19,000 based on an evaluation of prior year trends. Family Post Decree Activity 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. 922 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Post Decree Family Court cases resolved within seven months Demand Number of Post Decree Family Court cases filed Output Number of Post Decree Family Court cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Trial Courts Grants Expedited Child Support Spousal Maint Enf Enhancement Childrens Issues Education Dom Rel Mediation Education Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Trial Courts Special Revenue Expedited Child Support Dom Rel Mediation Education Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA FY 2006-07 REVISED Not Reported PROJ ACT Not Reported NA NA 18,000 20,085 20,085 2,085 11.6% NA NA 17,500 20,085 20,085 2,585 14.8% NA NA NA NA 97.2% 188.36 $ 100.0% 162.73 $ 100.0% 180.95 $ $ $ - $ 130,899 $ 130,899 NA $ $ 75,494 425,000 182,335 682,829 $ 2,197,244 44,080 75,494 226,159 425,000 182,335 $ 3,150,312 NA $ $ $ 485 214,750 55,500 53,000 93,168 416,903 $ 2,816,567 196,379 283,353 $ 3,296,299 58.00 $ $ 10,589 354,291 18,500 17,664 157,378 558,423 $ 2,822,820 159,022 286,618 $ 3,268,460 NA FY 2007-08 ADOPTED Not Reported $ $ $ $ 485 88,888 445,580 190,682 725,635 3,043,093 204,891 88,888 297,423 3,634,295 58.00 Variance (Rev. - Adopted) $ $ $ $ 2.8% 7.41 % 2.9% 3.9% 0.0% 88,888 230,830 107.5% (55,500) -100.0% (53,000) -100.0% 97,514 104.7% 308,732 74.1% (226,526) (8,512) (88,888) (14,070) (337,996) - -8.0% -4.3% -5.0% -10.3% 0.0% The FY 2007-08 budget for the Family Post-Decree Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $337.996 (10.3%) from FY 2006-07 due to increases in employee benefits in addition to market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Expenditures were reduced by $7,000 based on an evaluation of prior year trends. Juvenile Justice Program 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. Program results are being developed. Activities that comprise this program include: • Juvenile Delinquency Adjudication • Juvenile Dependency Adjudication 923 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Juvenile Delinquency Adjudication Activity The purpose of the Juvenile Delinquency Activity is to adjudicate delinquency matters for juveniles so that they receive timely and just legal resolutions. Mandates: A.R.S. §8-202 establishes that the Juvenile Division of the Superior Court shall have jurisdiction in all offenses related to delinquency of a minor. A.R.S. §8-302 allows for the transfer of any criminal case to Juvenile Court as long as the juvenile is not being tried as an adult pursuant to A.R.S. §13-501. Performance Analysis: Results To be developed Demand Number of Delinquency cases filed Output Number of Delinquency cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Grants Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA $ $ FY 2006-07 REVISED NA PROJ ACT NA NA 15,000 13,772 13,772 NA NA 13,335 13,413 13,413 NA NA NA NA 88.9% 250.15 $ 97.4% 225.78 $ 97.4% 295.73 $ 8.5% (45.58) 9.6% -18.2% 14,000 14,000 $ $ 32,000 32,000 $ $ 25,000 25,000 357.1% 357.1% $ 3,011,145 9,735 7,449 $ 3,028,330 NA $ 3,933,509 1,081 32,000 3,966,590 62.00 $ $ 261,848 261,848 - $ 5,373,673 300,084 $ 5,673,757 NA $ 3,411,621 $ 3,411,621 NA $ $ 7,000 7,000 $ 3,319,012 9,735 7,000 $ 3,335,747 54.00 $ $ FY 2007-08 ADOPTED NA $ Variance (Rev. - Adopted) (1,228) 78 $ % -8.2% 0.6% (614,497) -18.5% 8,654 88.9% (25,000) -357.1% (630,843) -18.9% 8.00 14.8% The FY 2007-08 budget for the Juvenile Delinquency Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $630,843 (18.9%) from FY 2006-07 due to increases in staffing, employee benefits and market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Expenditures were reduced by $19,500 based on an evaluation of prior year trends. Juvenile Dependency Adjudication Activity The purpose of the Juvenile Dependency Activity is to establish dependency for juveniles so that their well-being is maintained. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to resolve matters of divorce and annulment of marriages. 924 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Dependency cases filed Output Number of Dependency cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Grants Totals Expenditures by Fund General Judicial Enhancement Trial Courts Grants Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported NA ADOPTED Not Reported NA NA NA NA NA NA NA 843,347 843,347 $ 476,485 $ 476,485 $ $ $ 146,558 476,484 $ 623,042 NA $ 2,619,660 843,347 $ 3,463,007 NA FY 2006-07 REVISED Not Reported 3,000 PROJ ACT Not Reported 2,652 2,550 2,004 2,004 $ 85.0% 1,481.02 $ 75.6% 1,781.79 $ 75.6% 2,160.77 $ $ $ 922,513 922,513 927,918 927,918 $ $ 1,041,487 1,041,487 $ 2,736,046 834,665 $ 3,570,711 NA $ 3,287,607 1,082 1,041,487 4,330,176 66.50 $ 2,854,080 922,513 $ 3,776,593 66.50 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 2,652 (348) $ % -11.6% (546) -21.4% -9.4% (679.75) -11.1% -45.9% $ $ 118,974 118,974 12.9% 12.9% $ (433,527) (1,082) (118,974) (553,583) - -15.2% $ -12.9% -14.7% 0.0% The FY 2007-08 budget for the Juvenile Dependency Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $553,583 (14.7%) from FY 2006-07 increases in employee benefits and market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Expenditures were reduced by $19,500 based on an evaluation of prior year trends. Mental Health Court Program 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. Program results are being developed. Activities that comprise this program include: • Mental Health Mental Health Activity 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. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases. 925 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Mental Health cases filed Output Number of Mental Health cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Trial Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported NA ADOPTED Not Reported NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA FY 2006-07 REVISED Not Reported 1,400 PROJ ACT Not Reported 1,596 1,400 1,596 $ $ $ 100.0% 718.82 $ 779,164 227,178 1,006,342 14.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 1,596 196 1,596 100.0% 631.14 $ 775,913 231,389 1,007,302 NA $ 100.0% 686.72 $ 857,326 238,685 $ 1,096,011 14.00 $ $ % 14.0% 196 14.0% 0.0% 32.09 0.0% 4.5% (78,162) (11,507) (89,669) - -10.0% -5.1% -8.9% 0.0% The FY 2007-08 budget for the Mental Health Activity assumes no increase in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $89,669 (8.9%) from FY 2006-07 increases in employee benefits and market and judicial salary increases, resulting in a higher rate of expenditure per unit of output. Court Operations Support Program The purpose of the Court Operations Support Program is to provide necessary support services to the Court and justice partners to ensure defendants and the public receive timely and just resolution. Program results are being developed. Activities that comprise this program include: • Court Interpretation • Court Security • Court Translation • Indigent Defense Reimbursement • • • Jurors Official Court Record Keeping Public Information & Community Outreach Court Interpretation Activity The purpose of the Court Interpretation Activity is to provide interpretation for litigants so that they understand court proceedings. Mandates: A.R.S. §§12-241 through 12-242 establish that Trial Courts will retain the services of interpreters to translate court proceedings for litigants who need such services. 926 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of interpretation requests received Output Number of interpretation requests completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Judicial Enhancement Superior Court Fill The Gap Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA FY 2006-07 REVISED Not Reported 25,958 PROJ ACT Not Reported 28,039 NA NA NA 25,958 28,039 29,828 3,870 14.9% NA NA NA NA $ 100.0% 103.14 $ 100.0% 114.31 $ 100.0% 93.14 $ 0.0% 10.00 0.0% 9.7% $ $ 500 500 814 814 $ $ 500 500 $ $ $ 2,789,315 26,698 151,257 $ 2,967,270 NA $ 2,546,172 2,233 229,826 2,778,231 35.00 $ NA NA $ $ 500 500 NA NA NA NA NA $ 2,433,449 191,869 $ 2,625,318 NA $ 2,432,898 21,000 223,408 $ 2,677,306 35.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 29,828 3,870 $ $ (113,274) 18,767 (6,418) (100,925) - % 14.9% 0.0% 0.0% -4.7% 89.4% -2.9% -3.8% 0.0% The FY 2007-08 budget for the Court Interpretation Activity assumes an increase of 4.4% in the number of interpretation requests received (demand) and completed (output) when compared with the FY 200607 projected budget. The increase in demand and output is due to increases in case filings and increases in the non-English speaking population. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $100,925 (3.8%) from FY 2006-07 due to increases in employee benefits, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Expenditures were reduced by $17,767 based on an evaluation of prior year trends. Court Security Activity 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. Mandates: This is not a mandated activity of the Trial Courts but seeks to preserve the safety of participants in the legal system and the efficient operations of the courts. 927 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of people entering court facilities Output Number of people screened Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Justice Ct Judicial Enhancemnt Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA $ $ NA FY 2006-07 REVISED Not Reported 3,000,000 PROJ ACT Not Reported 3,000,000 NA NA 3,000,000 3,000,000 NA NA NA NA (451) $ 1,276,272 (451) $ 1,276,272 $ 4,957,274 $ 4,957,274 NA $ 6,661,606 $ 6,661,606 NA $ 100.0% 2.42 $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 3,100,000 100,000 3,100,000 100.0% 2.27 $ 100,000 100.0% 2.38 $ % 3.3% 3.3% 0.0% 0.04 0.0% 1.6% $ 1,276,272 $ 1,276,272 $ 1,033,465 $ 1,033,465 $ $ 920,862 920,862 $ $ (355,410) (355,410) -27.8% -27.8% $ 7,212,626 39,210 $ 7,251,836 167.50 $ 6,788,312 15,756 $ 6,804,068 NA $ 7,335,667 40,152 7,375,819 162.00 $ (123,041) (942) (123,983) (5.50) -1.7% -2.4% -1.7% -3.3% $ $ The FY 2007-08 budget for the Court Security Activity assumes a 3.3% increase in demand and output when compared with the FY 2006-07 Projected budget. The FY 2007-08 increase in demand and output is due to increases in case filings and extended court hours at Northeast and Durango, resulting in a lower rate of expenditure per unit of output Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $123,983 (1.7%) from FY 2006-07 due to an increase in employee benefits, resulting in a higher rate of expenditure per unit of output. Base Adjustment: Revenue and expenditures were reduced by ($254,986) due to the elimination of the Gilbert and Surprise ($355,410) intergovernmental agreements and an increase of 3.5 FTE security officer positions for One West Madison $100,424. Court Translation Activity 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. Mandates: A.R.S. §§12-241 through 12-242 establish that Trial Courts will retain the services of interpreters to translate court proceedings for litigants who need such services. 928 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of Translation requests received Output Number of Translations completed Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT NA NA Not Not Reported Reported NA NA 175 200 NA NA NA NA NA NA NA NA NA $ 231,441 $ 231,441 NA 175 FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 200 25 200 200 25 100.0% 100.0% $ 1,440.25 $ 1,185.42 $ 100.0% 1,336.91 $ $ 252,043 $ 252,043 2.50 267,382 267,382 2.50 $ 237,083 $ 237,083 NA $ $ $ $ % 14.3% 14.3% 0.0% 103.34 0.0% 7.2% (15,339) (15,339) - -6.1% -6.1% 0.0% The FY 2007-08 budget for the Court Translation Activity assumes no growth in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $15,339 (6.1%) from FY 2006-07 due to an increase in employee benefits resulting in a higher rate of expenditure per unit of output. Indigent Defense Reimbursement Activity 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. Mandates: This is not a mandated activity of the Trial Courts. Performance Analysis: Results Demand Number of defendants who request legal representation at public expense Output Number of defendants screened Percent of Demand met FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT Not Not 80.0% 80.0% Reported Reported FY 2007-08 Variance ADOPTED (Rev. - Adopted) 80.0% 0.0% % 0.0% Not Reported Not Reported 37,000 42,000 42,000 5,000 13.5% Not Reported Not Reported 6,000 8,000 8,000 2,000 33.3% Not Reported Not Reported Not Reported Not Reported 16.2% 19.0% 19.0% Efficiency Expenditures per unit of Output Expenditures by Fund General $ 233,785 Totals $ 233,785 NA Staffing (FTEs) $ 244,040 $ 244,040 NA 929 $ 40.59 $ 243,535 $ 243,535 4.00 $ 29.13 $ 33.81 $ $ 233,014 $ 233,014 NA $ $ 270,486 270,486 4.00 $ $ 2.8% 17.5% 6.78 16.7% (26,951) (26,951) - -11.1% -11.1% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts The FY 2007-08 budget for the Indigent Defense Reimbursement Activity assumes no growth in demand and output when compared with the FY 2006-07 Projected budget. FY 2007-08 budgeted expenditures increased by $26,951 (11.1%) from FY 2006-07 due to an increase in employee benefits. Jurors Activity 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. Mandates: A.R.S. §21-301 establishes that the jury commissioner of the Superior Court is responsible for the maintenance of the master juror list. A.R.S. §21-331 establishes that the Superior Court is responsible for issuing summons to juror candidates for service in the Superior Court or, if authorized by intergovernmental agreements, for service in Justice Courts or municipal courts. Juries are to be conducted as prescribed by A.R.S. §§21-101 through 21-351. A.R.S. §21-402 establishes that the Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. Performance Analysis: Results To be developed Demand Number of jurors reporting for cases Output Number of jurors sent to a courtroom Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Trial Courts Special Revenue Totals Expenditures by Fund General Trial Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA $ $ NA FY 2006-07 REVISED Not Reported 74,000 PROJ ACT Not Reported 76,750 NA NA 61,500 61,500 NA NA NA NA 398,225 78,203 476,428 $ 4,188,552 50,522 $ 4,239,074 NA $ $ $ 368,322 71,972 440,294 $ 3,581,184 71,972 $ 3,653,156 NA $ $ 83.1% 54.00 $ 368,322 71,972 440,294 $ 3,249,194 71,972 $ 3,321,166 12.00 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 76,750 2,750 61,500 80.1% 67.95 $ 610,682 136,690 747,371 $ 4,073,352 105,745 $ 4,179,096 NA $ $ $ $ - 80.1% 61.44 $ 368,322 101,972 470,294 3,676,382 101,972 3,778,354 12.00 $ $ $ $ -3.0% (7.43) % 3.7% 0.0% -3.6% -13.8% 30,000 30,000 0.0% 41.7% 6.8% (427,188) (30,000) (457,188) - -13.1% -41.7% -13.8% 0.0% The FY 2007-08 budget for the Juror Activity assumes no growth in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $457,188 (13.8%) from FY 2006-07 due to an increase in employee benefits and market increases resulting in a higher rate of expenditure per unit of output. Base Adjustment: Increase expenditures by $400,000 based on an evaluation of prior year trends. 930 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Official Court Record Keeping Activity 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. Mandates: A.R.S. §§12-223 and 21-411 establish that the court shall appoint a court reporter to record the proceedings of trials to be officially filed as record with the office of the Clerk of the Supreme Court. Performance Analysis: Results To be developed Demand Number of hours of Court proceedings that need to be recorded. Output Number of hours of Court proceedings that were recorded. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund Trial Courts Special Revenue Totals Expenditures by Fund General Trial Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL ADOPTED NA NA NA NA FY 2006-07 REVISED Not Reported 205,500 NA NA 205,500 NA NA NA NA $ 100.0% 19.60 $ 100.0% 17.83 $ 100.0% 18.08 $ NA NA NA NA $ $ 65,000 65,000 67,126 67,126 $ $ 78,196 78,196 $ $ 13,196 13,196 20.3% 20.3% NA NA NA NA NA NA NA NA $ 3,953,594 74,224 $ 4,027,818 47.00 $ 3,673,115 70,293 $ 3,743,407 NA $ 3,717,731 78,196 3,795,927 47.00 $ 235,863 (3,972) 231,891 - 6.0% -5.4% 5.8% 0.0% PROJ ACT Not Reported 210,000 210,000 $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 210,000 4,500 210,000 $ 4,500 $ 0.0% 1.52 % 2.2% 2.2% 0.0% 7.8% The FY 2007-08 budget for the Official Court Record Keeping Activity assumes no growth in demand and output when compared with the FY 2006-07 Projected budget. Result data was not reported for this activity. FY 2007-08 budgeted expenditures decreased by $231,891 (5.8%) from FY 2006-07 due to the purchase of non-capital equipment. Public Information & Community Outreach Activity 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. Mandates: This is not a mandated activity of the Trial Courts. 931 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results To be developed Demand Number of website sessions requested Output Number of website sessions completed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Trial Courts Special Revenue Law Library Fees Totals Expenditures by Fund General Trial Courts Special Revenue Law Library Fees Totals Staffing (FTEs) FY 2005-06 ACTUAL NA ADOPTED NA NA FY 2006-07 REVISED Not Reported 3,500,000 PROJ ACT Not Reported 3,500,000 NA NA NA 3,500,000 3,500,000 NA NA NA NA $ 364 253,193 920,421 $ 1,173,978 $ $ 1,698,267 226,888 785,005 $ 2,710,160 NA $ 1,200,102 885,000 $ 2,085,102 NA $ 885,000 885,000 FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 4,000,000 500,000 4,000,000 $ 100.0% 1.04 $ 100.0% 1.00 $ $ 500 288,000 885,000 $ 1,173,500 $ 350 265,867 898,553 $ 1,164,770 $ $ 2,472,362 288,000 885,000 $ 3,645,362 50.50 $ 2,380,016 267,054 865,164 $ 3,512,234 NA $ $ $ 500,000 100.0% 0.98 $ 500 288,000 885,000 1,173,500 $ 2,744,460 288,000 885,000 3,917,460 50.50 $ $ $ 0.0% 0.06 (272,098) (272,098) - % 14.3% 14.3% 0.0% 6.0% 0.0% 0.0% 0.0% 0.0% -11.0% 0.0% 0.0% -7.5% 0.0% The FY 2007-08 budget for the Public Information and Community Outreach Activity assumes a 14.3% increase in demand and output when compared with FY 2006-07 Projected. The increased demand and output is due to increases in information and services available via the Court website for remote users. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $272,098 (7.5%) from FY 2006-07 due to market pay increases and an increase in employee benefits, which results in a higher rate of expenditure per unit of output. Probate Court Program 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. Program results are being developed. Activities that comprise this program include: • Estate Probates & Trust Administrations Estate Probates & Trust Administrations Activity 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. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to resolve matters of probate. 932 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: Results Percent of Cases reviewed within 30 days of the required due date Demand Number of active Cases requiring review Output Number of active Cases reviewed Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Probate Fees Totals Expenditures by Fund General Probate Fees Trial Courts Special Revenue Totals Staffing (FTEs) FY 2005-06 ACTUAL Not Reported ADOPTED Not Reported NA $ $ FY 2006-07 REVISED Not Reported PROJ ACT Not Reported FY 2007-08 ADOPTED Not Reported NA 32,000 32,000 33,500 1,500 4.7% NA NA 32,000 32,000 33,500 1,500 4.7% NA NA NA NA 100.0% 61.88 $ 100.0% 61.38 $ 100.0% 62.72 $ 0.0% (0.84) 0.0% -1.4% 25 391,704 391,729 $ 1,810,502 346,595 141,725 $ 2,298,821 NA $ $ 97 372,000 372,097 $ 2,404,281 372,000 158,097 $ 2,934,378 NA $ $ $ 97 372,000 372,097 $ 1,544,156 372,000 64,127 $ 1,980,283 35.00 $ $ 379,311 379,311 $ 1,530,455 356,221 77,564 $ 1,964,240 NA $ $ 97 389,531 389,628 $ 1,652,653 389,531 59,025 $ 2,101,209 35.00 Variance (Rev. - Adopted) $ $ $ $ % 17,531 17,531 0.0% 4.7% 4.7% (108,497) (17,531) 5,102 (120,926) - -7.0% -4.7% 8.0% -6.1% 0.0% The FY 2007-08 budget for the Estate Probates and Trust Administrations Activity assumes an increase of 4.7% in demand and output when compared with the FY 2006-07 revised budget, which takes into account growth in the County’s overall population. The percent of cases reviewed within 30 days of the required due date is estimated at 98% for FY 2007-08. Prior to now, the time standard measure was under development. FY 2007-08 budgeted expenditures increased by $120,926 (-6.1%) from FY 2006-07 due to increases in employee benefits and market, resulting in a higher rate of expenditure per unit of output. Tax Adjudication Program The purpose of the Tax Adjudication Program is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Mandates A.R.S. §12-162 establishes the Maricopa County Superior Court as the seat of the Arizona Tax Court, which is charged with adjudicating all tax-related matters in Arizona. Program results are being developed. Activities that comprise this program include: • Large Record Tax Adjudication • Small Record Tax Adjudication Large Record Tax Adjudication Activity The purpose of the Large Record Tax Adjudication Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. 933 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Performance Analysis: FY 2005-06 ACTUAL Not Reported NA ADOPTED Not Reported NA NA NA NA NA NA NA Results To be developed Demand Number of Large Record Tax cases filed Output Number of Large Record Tax cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General $ Totals $ Staffing (FTEs) 289,468 289,468 NA $ $ 317,763 317,763 NA FY 2006-07 REVISED PROJ ACT Not Not Reported Reported 750 750 $ $ $ FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 800 50 740 740 750 98.7% 423.20 $ 98.7% 425.80 $ 93.8% 452.33 $ 313,165 313,165 5.00 $ $ 315,090 315,090 NA $ $ 10 339,244 339,244 5.00 $ $ % 6.7% 1.4% -4.9% (29.13) -5.0% -6.9% (26,079) (26,079) - -8.3% -8.3% 0.0% The FY 2007-08 budget for the Large Record Tax Adjudication Activity assumes an increase of 6.7% in the number of large record tax cases filed (demand) and a 1.4% increase in the number of large record tax cases resolved (output) when compared with the FY 2006-07 revised budget. The increase in demand and output is related to population growth in additional to growth in the number of property valuation appeals expected given recent economic conditions and the decline in the housing market overall. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $26,079 (8.3%) from FY 2006-07 due to increases in employee benefit. The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. Small Record Tax Adjudication Activity The purpose of the Small Record Tax Adjudication Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Performance Analysis: Results To be developed Demand Number of Small Record Tax cases filed Output Number of Small Record Tax cases resolved Percent of Demand met Efficiency Expenditures per unit of Output Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 FY 2006-07 ACTUAL ADOPTED REVISED PROJ ACT Not Not Not Not Reported Reported Reported Reported NA NA 150 150 NA NA NA NA NA NA 100.0% 100.0% $ 1,223.91 $ 1,209.87 $ 106.7% 1,282.71 $ NA NA NA NA NA NA $ 183,587 $ 183,587 2.00 205,234 205,234 2.00 934 150 FY 2007-08 Variance ADOPTED (Rev. - Adopted) Not Reported 150 - 150 $ 181,481 $ 181,481 NA 160 $ $ 10 $ $ % 0.0% 6.7% 6.7% (58.80) 6.7% -4.8% (21,647) (21,647) - -11.8% -11.8% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts The FY 2007-08 budget for the Small Record Tax Adjudication Activity assumes an increase of 6.7% in the number of large record tax cases filed (demand) and resolved (output) when compared with the FY 2006-07 revised budget. The increase in demand and output is related to population growth in additional to growth in the number of property valuation appeals expected given recent economic conditions and the decline in the housing market overall. Result data was not reported for this activity. FY 2007-08 budgeted expenditures increased by $21,647 (11.8%) from FY 2006-07 due to increases in employee benefit. The increased cost in addition to the increased volume result in a higher rate of expenditure per unit of output. Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Base Adjustment: Increase Business Application Development Activity by $529,738 to fund multiple court technology projects including: upgrading the iCIS case management system, jury automation system, and hardware upgrades. Additional funding of $689,760 has been budgeted in Appropriated Fund Balance to cover the cost of contractors needed to complete the projects. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. 935 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts General Fund (100) Appropriated Budget Reconciliation FY 2006-07 ADOPTED BUDGET: EXPENDITURES $ 77,815,530 $ MID-YEAR ADJUSTMENTS: Probation Security Staffing (Agenda Item: C-49-07-003-8-00) $ 476,451 $ $ 78,291,981 1,154,083 79,446,064 $ FY 2006-07 REVISED BUDGET: Restatements FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Annualization of Mid-Year Adjustments Annualization of FY 2007 Initiatives One Time Expenses Elected Official Pay Increase $ $ Subtotal $ FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Elected Official Retirement Contributions Reduce Civil Traffic Activity Reduce Court Security Activity (Gilbert) Reduce Court Security Activity (Surprise) Overfunded FY 2006-07 Retirement Funding Court Technology TFP Pro Tem Hours (Justice Courts) Right-size Juror Activity $ Subtotal $ FY 2007-08 TENTATIVE BUDGET: $ BASE ADJUSTMENTS: Court Technology TFP $ Justice Court Clerk Staffing Analysis Restore Justice Court Managers (Supreme Court Order) One West Madison Security Staff Workers' Compensation/Unemployment Insurance Subtotal $ *Continued on subsequent page 936 $ 865,493 $ 1,298,194 1,671,497 (117,825) 441,610 (399,568) 892,967 4,652,368 $ 84,098,432 $ 213,862 $ (30,054) (257,703) (97,707) (91,759) 895,446 134,312 400,000 1,166,397 $ 85,264,829 $ (365,708) $ 178,500 385,000 100,424 32,501 330,717 $ REVENUE 18,162,083 18,162,083 18,162,083 18,162,083 (257,703) (97,707) (355,410) 17,806,673 - Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts General Fund (100) Appropriated Budget Reconciliation (Continued) FY 2007-08 ADOPTED BASE: $ 85,595,546 $ 17,806,673 RESULTS INITIATIVES: Capital Case Adjudication (Judges & Capital Case Management Attorney) $ 621,982 $ - FY 2007-08 ADOPTED BUDGET: $ 86,217,528 $ 17,806,673 $ 689,760 330,000 1,019,760 $ - ITEMS FUNDED ELSEWHERE: Appropriated Fund Balance (480) General Fund (100) Court Technology Glendale EDC/RCC $ $ Justice Courts Judicial Enhancement Fund (204) Appropriated Budget Reconciliation EXPENDITURES $ 1,484,000 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: One Time Expenditures from Fund Balance Agenda C-38-07-011-8-00 $ Subtotal $ FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Non-Recurring Expenditures from Fund Balance $ $ Subtotal $ REVENUE $ 650,000 (540,000) $ (540,000) $ 944,000 - $ 650,000 2,694 $ 574 4,714 (294,000) (286,018) $ 7,982 7,982 FY 2007-08 BUDGET TARGET $ 657,982 $ 657,982 BASE ADJUSTMENTS: Overfunded FY 2006-07 Retirement Funding Right-size Civil Traffic Activity $ (12,326) $ 12,326 - $ - Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 937 657,982 $ 657,982 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Justice Court Judicial Enhancement (204) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 2,065,304 FY 2006-07 ADOPTED $ 2,211,148 $ $ FY 2006-07 REVISED $ 2,211,148 $ 626,740 372,878 253,862 $ 650,000 $ 1,484,000 (834,000) $ $ 2,319,166 $ 1,377,148 $ FY 2006-07 PROJECTED $ 2,319,170 650,000 $ 944,000 (294,000) $ 1,917,148 FY 2007-08 ADOPTED $ 2,279,297 667,486 $ 707,359 (39,873) $ $ 2,279,297 $ 657,982 657,982 2,279,297 Judicial Enhancement Fund (208) Appropriated Budget Reconciliation EXPENDITURES $ 500,000 $ REVENUE 500,000 $ 500,000 $ 500,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 3,367 10,674 3,941 17,982 $ $ 17,982 17,982 $ 517,982 $ 517,982 $ (13,865) $ 11,927 (7,000) (7,000) (5,000) (7,000) (19,500) (19,500) (17,767) (84,705) $ (84,705) (84,705) 433,277 433,277 FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Overfunded FY 2006-07 Retirement Funding Elected Official Retirement Contributions Right-size General Felony Adjudication Activity Right-size General Civil Adjudication Activity Right-size Family Pre Decree Activity Right-size Family Post Decree Activity Right-size Juvenile Delinquency Activity Right-size Juvenile Dependency Activity Right-size Court Interpretation Activity Subtotal $ FY 2007-08 ADOPTED BUDGET: $ 938 $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Judicial Enhancement Fund (208) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 1,640,279 FY 2006-07 ADOPTED $ 1,503,418 Clerk of the Superior Court (160) Revenue $ 905,281 $ Expenditures 1,003,439 Net Operating $ (98,158) $ Trial Courts (800) Revenue Expenditures Net Operating $ Ending Fund Balance $ $ 868,192 $ 1,546,784 (678,592) $ 436,508 $ 545,899 (109,391) $ 1,628,257 FY 2006-07 REVISED $ 1,503,418 $ 500,000 500,000 824,826 $ FY 2006-07 PROJECTED $ 1,628,261 868,192 $ 1,546,784 (678,592) $ $ 500,000 500,000 - $ 824,826 $ FY 2007-08 ADOPTED $ 970,650 775,192 $ 1,453,784 (678,592) $ $ 814,000 1,039,333 (225,333) $ 446,387 425,406 20,981 $ 433,277 433,277 - $ 970,650 $ 745,317 Trial Courts Grants Fund (238) Appropriated Budget Reconciliation EXPENDITURES $ 1,930,131 $ REVENUE 1,930,131 $ 25,000 $ 25,000 Subtotal $ 25,000 $ 25,000 $ 1,955,131 $ 1,955,131 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 17,845 4,970 35,771 58,586 $ $ 58,586 58,586 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: CASA Grant Award Agenda C-20-06-011-3-02 FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ 2,013,717 $ 2,013,717 FY 2007-08 ADOPTED BUDGET: $ 2,013,717 $ 2,013,717 939 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Justice Courts Special Revenue Fund (245) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 3,000,000 MID-YEAR ADJUSTMENTS: One Time Expenditures from Fund Balance Agenda C-38-07-011-8-00 $ REVENUE 3,000,000 $ 540,000 $ - Subtotal $ 540,000 $ - $ 3,540,000 $ 3,000,000 28,956 $ 7,302 57,819 (445,923) $ 94,077 94,077 FY 2006-07 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ FY 2007-08 BUDGET TARGET $ 3,094,077 $ 3,094,077 FY 2007-08 ADOPTED BUDGET: $ 3,094,077 $ 3,094,077 Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2005-06 ACTUAL $ 3,013,675 FY 2006-07 ADOPTED $ 3,115,766 FY 2006-07 REVISED $ 3,115,766 Revenue Expenditures Net Operating $ $ $ 3,000,000 3,000,000 - $ $ 2,986,854 2,251,948 734,906 Ending Fund Balance $ 3,748,581 $ 3,115,766 Beginning Fund Balance 940 FY 2006-07 PROJECTED $ 3,748,573 FY 2007-08 ADOPTED $ 3,646,064 $ 3,000,000 $ 3,540,000 (540,000) $ 3,183,276 $ 3,285,785 (102,509) $ 3,094,077 3,094,077 - $ 2,575,766 3,646,064 3,646,064 $ $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Probate Fees Fund (256) Appropriated Budget Reconciliation EXPENDITURES $ 372,000 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: $ 372,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ REVENUE 372,000 $ 372,000 4,714 1,392 11,425 17,531 $ 17,531 17,531 FY 2007-08 BUDGET TARGET $ 389,531 $ 389,531 FY 2007-08 ADOPTED BUDGET: $ 389,531 $ 389,531 Probate Fees Fund (256) Fund Balance Summary FY 2005-06 ACTUAL $ 210,042 FY 2006-07 ADOPTED $ 201,573 FY 2006-07 REVISED $ 201,573 Revenue Expenditures Net Operating $ $ $ 372,000 372,000 - $ $ 391,704 346,595 45,110 Ending Fund Balance $ 255,152 $ 201,573 Beginning Fund Balance 941 FY 2006-07 PROJECTED $ 255,152 FY 2007-08 ADOPTED $ 278,243 379,311 356,221 23,091 $ $ 372,000 $ 372,000 - $ $ 389,531 389,531 - $ 201,573 278,243 $ 278,243 $ Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Conciliation Court Fees Fund (257) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 1,630,000 $ FY 2006-07 REVISED RESTATED BUDGET: REVENUE 1,630,000 $ 1,630,000 $ 1,630,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 16,835 6,853 56,242 79,930 $ $ 79,930 79,930 1,709,930 $ 1,709,930 FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Right-size Family Pre Decree Activity $ FY 2007-08 ADOPTED BUDGET: $ (14,000) $ 1,695,930 (14,000) $ 1,695,930 Conciliation Court Fees Fund (257) Fund Balance Summary FY 2005-06 ACTUAL $ 324,534 FY 2006-07 ADOPTED $ 272,783 FY 2006-07 REVISED $ 272,783 FY 2006-07 PROJECTED $ 591,653 $ Revenue Expenditures Net Operating $ $ $ 1,674,160 1,616,174 57,986 $ $ 1,630,000 1,630,000 - $ $ 1,630,000 1,630,000 - $ $ 1,766,754 1,499,635 267,119 $ - Ending Fund Balance $ 591,653 $ 272,783 $ 272,783 $ 649,639 $ 649,639 Beginning Fund Balance 942 FY 2007-08 ADOPTED 649,639 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Trial Courts Special Revenue Fund (259) Appropriated Budget Reconciliation EXPENDITURES $ 5,478,677 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: One Time Expenditures from Fund Balance Agenda C-38-07-005-8-00 FY 2006-07 REVISED RESTATED BUDGET: $ 500,000 $ - $ 5,978,677 $ 5,478,677 46,464 $ 49,111 106,061 (298,364) $ 201,636 201,636 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ FY 2007-08 BUDGET TARGET $ 5,680,313 BASE ADJUSTMENTS: Elected Official Retirement Contributions $ Right-size Business Applications Development Activity Subtotal $ FY 2007-08 ADOPTED BUDGET: REVENUE 5,478,677 $ $ 5,680,313 42,409 $ (42,409) - $ - 5,680,313 $ 5,680,313 Trial Courts Special Revenue Fund (259) Fund Balance Summary FY 2005-06 ACTUAL $ 2,599,924 FY 2006-07 ADOPTED $ 2,624,927 FY 2006-07 REVISED $ 2,624,927 Revenue Expenditures Net Operating $ $ $ 5,478,677 5,478,677 - $ $ 6,102,794 5,763,859 338,935 Ending Fund Balance $ 2,938,859 $ 2,624,927 Beginning Fund Balance 943 FY 2006-07 PROJECTED $ 2,743,328 $ FY 2007-08 ADOPTED 2,407,534 $ 5,478,677 $ 5,978,677 (500,000) $ 5,519,894 $ 5,855,689 (335,794) $ - $ 2,124,927 2,407,534 $ $ 2,407,534 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Law Library Fees Fund (261) Appropriated Budget Reconciliation EXPENDITURES FY 2006-07 ADOPTED BUDGET: $ 885,000 $ REVENUE 885,000 FY 2006-07 REVISED RESTATED BUDGET: $ 885,000 $ 885,000 FY 2007-08 BUDGET TARGET $ 885,000 $ 885,000 FY 2007-08 ADOPTED BUDGET: $ 885,000 $ 885,000 Law Library Fees Fund (261) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 350,711 FY 2006-07 ADOPTED $ 416,352 FY 2006-07 REVISED $ 416,352 FY 2006-07 PROJECTED $ 486,127 $ $ $ $ $ $ $ 920,421 785,005 135,416 $ 486,127 $ 885,000 885,000 - $ 416,352 944 $ 885,000 885,000 - $ 416,352 FY 2007-08 ADOPTED 519,516 $ 898,553 865,164 33,389 $ - $ 519,516 $ 519,516 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Superior Court Fill the Gap Fund (264) Appropriated Budget Reconciliation EXPENDITURES $ 1,783,651 $ FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Appropriation Adjustment Agenda C-38-07-010-3-00 REVENUE 1,783,651 $ 155,284 $ 155,284 $ 1,938,935 $ 1,938,935 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 22,222 40,442 34,310 96,974 $ $ 96,974 96,974 2,035,909 $ 2,035,909 (25,164) $ 25,164 - $ - FY 2006-07 REVISED RESTATED BUDGET: FY 2007-08 BUDGET TARGET $ BASE ADJUSTMENTS: Overfunded FY 2006-07 Retirement Funding Right-size General Felony Adjudication Activity $ Subtotal $ FY 2007-08 TENTATIVE BUDGET: $ BASE ADJUSTMENTS: Right-size General Felony Adjudication Activity 2,035,909 $ Subtotal $ FY 2007-08 ADOPTED BUDGET: $ $ 2,035,909 (25,453) $ (25,453) $ 2,010,456 (25,453) (25,453) $ 2,010,456 FY 2006-07 REVISED $ 297,139 FY 2006-07 PROJECTED $ 295,011 $ FY 2007-08 ADOPTED 236,874 $ $ 1,788,472 $ 1,846,609 (58,137) $ - Superior Court Fill the Gap Fund (264) Fund Balance Summary Beginning Fund Balance FY 2005-06 ACTUAL $ 295,715 Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2006-07 ADOPTED $ 297,139 1,737,703 $ 1,738,407 (704) $ 295,011 1,783,651 1,783,651 297,139 $ 945 $ 1,938,935 1,938,935 - $ $ 297,139 $ 236,874 $ 236,874 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Expedited Child Support Fund (271) Appropriated Budget Reconciliation EXPENDITURES $ 425,000 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 425,000 $ 425,000 $ 425,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 6,734 1,652 12,194 20,580 $ $ 20,580 20,580 FY 2007-08 BUDGET TARGET $ 445,580 $ 445,580 FY 2007-08 ADOPTED BUDGET: $ 445,580 $ 445,580 Expedited Child Support Fund (271) Fund Balance Summary FY 2005-06 ACTUAL $ 234,642 FY 2006-07 ADOPTED $ 218,881 FY 2006-07 REVISED $ 218,881 FY 2006-07 PROJECTED $ 325,743 $ Revenue Expenditures Net Operating $ $ $ 424,373 413,087 11,287 $ $ 425,000 425,000 - $ $ 425,000 425,000 - $ $ 457,072 428,923 28,149 $ - Ending Fund Balance $ 262,791 $ 218,881 $ 218,881 $ 337,030 $ 337,030 Beginning Fund Balance FY 2007-08 ADOPTED 337,030 Spousal Maintenance Enforcement Enhancement Fund (276) Appropriated Budget Reconciliation EXPENDITURES $ 111,750 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 111,750 $ 111,750 $ 111,750 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 1,347 307 2,517 4,171 $ $ 4,171 4,171 FY 2007-08 BUDGET TARGET $ 115,921 $ 115,921 FY 2007-08 ADOPTED BUDGET: $ 115,921 $ 115,921 946 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Spousal Maintenance Enforcement Enhancement Fund (276) Fund Balance Summary FY 2005-06 ACTUAL $ 86,495 FY 2006-07 ADOPTED $ 104,963 FY 2006-07 REVISED $ 104,963 FY 2006-07 PROJECTED $ 87,843 $ Revenue Expenditures Net Operating $ $ $ 119,300 96,869 22,431 $ $ 111,750 111,750 - $ $ 111,750 111,750 - $ $ 137,306 73,006 64,300 $ - Ending Fund Balance $ 150,795 $ 104,963 $ 104,963 $ 110,274 $ 110,274 Beginning Fund Balance FY 2007-08 ADOPTED 110,274 Children’s Issues Education Fund (281) Appropriated Budget Reconciliation EXPENDITURES $ 110,000 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 110,000 $ 110,000 $ 110,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 1,347 397 3,263 5,007 $ $ 5,007 5,007 FY 2007-08 BUDGET TARGET $ 115,007 $ 115,007 FY 2007-08 ADOPTED BUDGET: $ 115,007 $ 115,007 Children’s Issues Education Fund (281) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 185,478 FY 2006-07 ADOPTED $ 208,607 FY 2006-07 REVISED $ 208,607 FY 2006-07 PROJECTED $ 216,707 $ $ $ $ $ $ $ 114,258 83,029 31,229 $ 216,707 $ 110,000 110,000 - $ 208,607 947 $ 110,000 110,000 - $ 208,607 FY 2007-08 ADOPTED 228,585 $ 117,741 105,863 11,878 $ - $ 228,585 $ 228,585 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Trial Courts Domestic Relations Mediation Education Fund (282) Appropriated Budget Reconciliation EXPENDITURES $ 182,335 $ FY 2006-07 ADOPTED BUDGET: FY 2006-07 REVISED RESTATED BUDGET: REVENUE 182,335 $ 182,335 $ 182,335 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2007-08 Pay for Performance Structural Balance Subtotal $ 2,020 687 5,640 8,347 $ $ 8,347 8,347 FY 2007-08 BUDGET TARGET $ 190,682 $ 190,682 FY 2007-08 ADOPTED BUDGET: $ 190,682 $ 190,682 Domestic Relations Mediation Education Fund (282) Fund Balance Summary Beginning Fund Balance Revenue Expenditures Net Operating Ending Fund Balance FY 2005-06 ACTUAL $ 199,115 FY 2006-07 ADOPTED $ 200,773 FY 2006-07 REVISED $ 200,773 FY 2006-07 PROJECTED $ 202,654 $ $ $ $ $ $ $ 170,492 166,953 3,539 $ 202,654 $ 182,335 182,335 - $ 200,773 948 $ 182,335 182,335 - $ 200,773 FY 2007-08 ADOPTED 221,989 $ 187,098 167,763 19,335 $ - $ 221,989 $ 221,989 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Workforce Management and Development Analysis by Tara Acuña, Management & Budget Analyst Summary Organizational Chart County Manager Deputy County Manager Workforce Management and Development Director, Elizabeth Yaquinto Commute Options Administration Employee Relations/ Merit Commission Educational Assistance Staff Development Mission The mission of Workforce Management and Development is to establish and administer effective 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 September 2008, all Workforce Management and Development units and key programs will achieve a rating of 80% satisfaction level or higher from their customers. Status: Workforce Management and Development worked with the Research and Reporting department to clarify the role of and services provided by Workforce Management and Development in the survey questions. The latest Customer Service Survey data reflects that WMD is close to meeting their goal. Satisfaction levels are as follows: • Mission fulfillment: 89% (up from 77% in prior period) • Courtesy and respect shown to customers: 100% (up from 89% in prior period) • Quality of work: 87% (up from 79% in prior period) • Timeliness of work: 74% (up from 73% in prior period) • Cost effectiveness: 83% (up from 68% in prior period) 949 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development • WMD will continue to monitor all results associated with this goal, with particular attention to those still below standard (timeliness) and trending downward (professionalism). The Workforce Management and Development department has made internal changes to improve processes and improve satisfaction within current funding levels. • By December 2008, Workforce Management and Development will complete a review and revision of all Workforce Management and Development policies and Employee Merit System Rules to ensure legal compliance and compatibility with technology needs. Status: The Workforce Management and Development department is actively working on drafts/revisions to the Ethics, Safe Harbor, Reduction-in-Force, and Reasonable Suspicion policies. WMD is re-evaluating whether changes are necessary for the Telecommuting and Work Place Professionalism policies. In addition, WMD is actively reworking A1608 Electronic Mail, and all related administrative policies that 1) address use of the county’s computers and network, and 2) affect county management’s ability to conduct electronic investigations. Work on other WMD policies will commence prior to year end 2007. These reviews and revisions are an ongoing process within Employee Relations and can be accomplished within current funding levels. • By September 2008, Workforce Management and Development 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: The Workforce Management and Development department continues to work with the e-PAF committee to move this effort forward. WMD continues to try and improve the current process. Workforce Management and Development began using Faxination (faxing via email) to reduce the number improperly routed PAFs and reduce the number of trips out lying departments have to make to Central WMD to deliver PAFs. The E-PAF committee has documented the PAF process and system requirements to be used with potential vendors. This goal can be accomplished within current funding levels. • By October 2008, Workforce Management and Development will have developed and implemented a mediation program for employees and supervisors/managers to resolve nonTitle VII complaints and non-discipline matters. Status: Workforce Management and Development certified 12 employees as mediators using a third-party vendor. WMD is currently re-evaluating the program. 950 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Revenue and Expenditures by Program and Activity FY 2005-06 ACTUAL REVENUE 31CT - CORPORATE INITIATIVES COMM - COMMUTE OPTIONS FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % $ - $ 1,110 1,110 $ 1,110 1,110 $ 960 960 $ 1,000 1,000 $ 31ED - EMPLOYEE DEVELOPMENT MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT $ 4,830 2,540 2,290 $ 18,300 15,000 3,300 $ 18,300 15,000 3,300 $ 10,717 9,067 1,650 $ 6,100 6,100 - $ (12,200) -66.7% (8,900) -59.3% (3,300) -100.0% 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ $ 22 4,852 $ $ 19,410 $ $ 19,410 $ $ 11,677 $ $ 7,100 $ $ (12,310) -63.4% $ 31,232 4,864 26,369 $ 43,503 12,298 31,205 $ 51,744 12,698 39,046 $ 33,617 2,328 31,289 $ 52,402 11,229 41,173 $ 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT $ 746,395 162,861 75,922 507,611 $ 903,211 277,237 115,088 510,886 $ 933,390 233,242 110,852 589,296 $ 852,051 185,556 89,999 576,497 $ 820,505 226,263 90,698 503,544 $ 112,885 6,979 20,154 85,752 12.1% 3.0% 18.2% 14.6% 99AS - ADMINISTRATIVE SERVICES PROG $ 633,434 $ 429,689 $ 404,389 $ 375,686 $ 347,767 $ 56,622 14.0% 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ 1,411,061 $ $ 1,376,403 $ $ 11,197 1,400,720 $ $ 4,666 1,266,021 $ $ 7,473 1,228,147 $ $ 3,724 172,573 33.3% 12.3% EXPENDITURES 31CT - CORPORATE INITIATIVES CHAR - COMBINED CHARITABLE CAMPAIGN COMM - COMMUTE OPTIONS (110) (110) (658) 1,469 (2,127) -9.9% -9.9% -1.3% 11.6% -5.4% Staffing by Program and Activity FY 2006-07 REVISED FULL TIME EQUIVALENT (FTE) 31CT - CORPORATE INITIATIVES CHAR - COMBINED CHARITABLE CAMPAIGN COMM - COMMUTE OPTIONS FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % 0.68 0.13 0.55 0.68 0.13 0.55 - - 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT 14.97 3.45 0.90 10.62 12.32 2.80 0.90 8.62 (2.65) (0.65) (2.00) (0.18) (0.19) (0.19) 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS 5.35 21.00 4.00 17.00 (1.35) (4.00) (0.25) (0.19) Revenue and Expenditures by Category FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED REVISED TO ADOPTED VARIANCE % FY 2007-08 ADOPTED REVENUE Intergovernmental Charges For Service Miscellaneous Revenues Total Revenue EXPENDITURES Personal Services Supplies Services Capital Outlay Total Expenditures $ $ $ $ 3,295 1,557 4,852 1,195,243 148,251 45,840 21,727 1,411,061 $ $ $ $ 19,410 19,410 1,236,629 36,475 95,990 7,309 1,376,403 951 $ $ $ $ 19,410 19,410 1,261,983 33,786 97,227 7,724 1,400,720 $ $ $ $ 11,677 11,677 1,157,613 32,318 65,716 10,373 1,266,021 $ $ $ $ 7,000 100 7,100 1,140,025 27,536 51,333 9,253 1,228,147 $ $ $ $ (12,410) 100 (12,310) 121,958 6,250 45,894 (1,529) 172,573 -63.9% -63.4% 9.7% 18.5% 47.2% -19.8% 12.3% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Revenue and Expenditures by Fund FY 2005-06 ACTUAL FY 2006-07 ADOPTED FY 2006-07 REVISED FY 2006-07 PROJECTED FY 2007-08 ADOPTED REVISED TO ADOPTED VARIANCE % REVENUE 100 GENERAL TOTAL FUNDS $ $ 4,852 4,852 $ $ 19,410 19,410 $ $ 19,410 19,410 $ $ 11,677 11,677 $ $ 7,100 7,100 $ $ (12,310) (12,310) -63.4% -63.4% TOTAL FUNDS $ $ 1,411,061 1,411,061 $ $ 1,376,403 1,376,403 $ $ 1,400,720 1,400,720 $ $ 1,266,021 1,266,021 $ $ 1,228,147 1,228,147 $ $ 172,573 172,573 12.3% 12.3% EXPENDITURES 100 GENERAL Mandated vs. Non-Mandated Expenditures Thousands 1,600 1,400 1,200 1,000 800 600 400 200 FY 2005-06 ACTUAL FY 2006-07 FY 2007-08 ADOPTED PROJECTED MANDATED NON-MANDATED For further information on mandates, refer to the Programs and Activities section. Programs and Activities Corporate Initiatives Program The purpose of the Corporate Initiatives Program is to provide administrative support for the enterprisewide initiatives for Maricopa County departments so that they are in compliance with Maricopa County regulations and are able to meet program goals. Program Results Percent of Combined Charitable Campaign goal reached Percent of County employees who use an alternative mode of transportation FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 115.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 48.8% 48.4% Activities that comprise this program include: • Combined Charitable Campaign 952 49.6% • 49.2% 50.5% Commute Options 0.9% 1.7% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Combined Charitable Campaign Activity 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. Mandates: There are no mandates associated with the Combined Charitable Campaign Activity. Performance Analysis: Demand Dollar goal set for the annual Combined Charitable Campaign. Output Total dollars pledged for the Combined Charitable Campaign. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 479,000 ADOPTED 400,000 FY 2006-07 REVISED 445,000 PROJ ACT 445,000 FY 2007-08 ADOPTED 485,000 471,363 400,000 515,920 515,920 485,000 $ 98.4% 0.01 $ $ $ - $ $ n/a 4,864 4,864 $ $ $ $ n/a 100.0% 0.03 $ 115.9% 0.02 $ - $ $ - 12,298 12,298 $ $ 12,698 12,698 0.13 115.9% 0.00 $ $ $ $ $ n/a Variance (Rev. - Adopted) 40,000 100.0% 0.02 $ % 9.0% (30,920) -6.0% -15.9% (0.00) -13.7% -5.9% - $ $ - $ $ - 2,328 2,328 $ $ 11,229 11,229 0.13 $ $ 1,469 1,469 - 11.6% 11.6% 0.0% Combined Charitable Campaign Activity Performance $0.10 520,000 $0.08 500,000 480,000 $0.06 460,000 $0.04 Cost/Pledge # of dollars Collected for the CCC 540,000 440,000 $0.02 420,000 400,000 $FY 2005-06 ACTUALFY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand Output Cost per Pledge The FY 2007-08 budget for the Combined Charitable Campaign Activity meets projected demand of $485,000 collected at a cost of $.02 per pledge. The total expenditures were reduced in the FY 2007-08 budget by increasing salary savings in this and other Activities, and reducing travel and education expenses based on historical trends. The Combined Charitable Campaign is measured on a calendar-year basis. The campaign occurring during FY 2006-07 has concluded. For 2006, the County exceeded the targeted collections of $445,000 by $70,920. Additional resources were not necessary to reach 116% of this goal. Total FY 2007-08 budgeted expenditures are 12% less ($1,469) than FY 2006-07. 953 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Base Adjustment: Travel and training/education were reduced in all Activities. Salary savings were also increased in this Activity based on historical trends. Commute Options Activity 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. Mandates: A.R.S. §11-251 (53) establishes the powers of the board including the responsibility to make and enforce ordinances to provide for the reimbursement of up to one hundred per cent of the cost to County employees of public bus or van pool transportation to and from their place of employment; ARS §49-581 thru 49-593 establishes the travel reductions guidelines program including definitions, duties of the regional task force, voluntary participation, requirements for major employers, exemptions, appeal, fines and penalties. A.R.S. §49-542 establishes emissions inspection program; powers and duties of director; administration; periodic inspection; minimum standards and rules; exception. Performance Analysis: FY 2005-06 ACTUAL 13,429 ADOPTED 13,373 FY 2006-07 REVISED 13,373 PROJ ACT 13,625 FY 2007-08 ADOPTED 13,625 Variance (Rev. - Adopted) 252 % 1.9% 6,550 5,779 6,700 6,700 6,880 180 2.7% $ 48.8% 4.03 $ 43.2% 5.40 $ 50.1% 5.83 $ 49.2% 4.67 $ 50.5% 5.98 $ 0.4% 0.16 0.8% 2.7% $ $ - 1,110 1,110 $ $ 1,110 1,110 31,205 31,205 $ $ 39,046 39,046 0.55 Demand Total number of County employees eligible for commute options. Output Number of employees who use alternative modes of transportation. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) $ $ n/a 26,369 26,369 $ $ $ $ n/a $ $ $ $ n/a 960 960 $ $ 1,000 1,000 $ $ (110) (110) -9.9% -9.9% 31,289 31,289 $ $ 41,173 41,173 0.55 $ $ (2,127) (2,127) - -5.4% -5.4% 0.0% 16,000 $7.00 14,000 $6.00 12,000 $5.00 10,000 $4.00 8,000 $3.00 6,000 $2.00 4,000 $1.00 2,000 $0.00 FY 2005-06 ACTUAL FY 2006-07 PROJECTEDFY 2007-08 ADOPTED Demand 954 Output Cost per Cost/Commute Options Participant # of Employees eligible use an Alternate Mode of Transportation Commute Options Activity Performance Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development The FY 2007-08 budget for the Commute Options Activity has the potential demand for 13,625 employees eligible for Commute Options and the anticipated output is 6,880, or 50.5% of employees who actually use an alternate mode of transportation at a cost of $5.98 per Commute Options participant. If there were a change in demand or output, the overall cost of the Activity would not change significantly. The FY 2006-07 projected budget assumes a 1.5% increase in demand, with results of 50% of County Employees who use an alternate mode of transportation. The minor increase in demand reflects a conservative increase in the overall staff at Maricopa County. The FY 2007-08 budget does not assume an increase in demand. Total FY 2007-08 budgeted expenditures are 5.4% greater ($2,127) than FY 2006-07 due primarily the increased cost of bus cards. Base Adjustment: Travel and training/education were reduced in all Activities. Salary savings were also increased in this Activity based on historical trends. Employee Development Program 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. Program Results Percent of customers who reported a satisfied or higher rating with Employee Relations Services Percent of participants in a Staff Development sponsored activity that reported they were satisfied with the training FY 2005-06 FY 2006-07 FY 2007-08 Variance ACTUAL ADOPTED REVISED PROJ ACT ADOPTED (Rev. - Adopted) % 66.0% 80.0% 80.0% 80.0% 80.0% 0.0% 0.0% 98.0% 98.0% Activities that comprise this program include: • Employee Relations • Merit Commission 98.0% • 98.0% 98.0% 0.0% 0.0% Staff Development Employee Relations Activity 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. Mandates: There are no mandates associated with the Employee Relations Activity. 955 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Performance Analysis: Results Percent of customers who reported a satisfied or higher rating with Employee Relations Services. Demand Anticipated number of Employee Relations consultations/investigations conducted. Output Number of Employee Relations consultations/investigations conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 66.0% $ $ $ $ $ n/a FY 2006-07 REVISED 80.0% ADOPTED 80.0% FY 2007-08 ADOPTED 80.0% PROJ ACT 80.0% Variance (Rev. - Adopted) 0.0% % 0.0% 137 194 194 275 300 106 54.6% 137 135 135 257 279 144 106.7% 93.5% 722.01 $ 93.0% 810.98 $ 100.0% 1,188.77 $ 162,861 162,861 $ $ $ $ n/a 69.6% 2,053.61 $ 69.6% 1,727.72 $ - $ $ - 277,237 277,237 $ $ 233,242 233,242 3.45 $ $ $ $ n/a - $ $ - $ $ 185,556 185,556 $ $ 226,263 226,263 2.80 $ $ 23.4% (916.74) 33.6% -53.1% 6,979 6,979 (0.65) 3.0% 3.0% -18.8% 350 1,400 300 1,200 250 1,000 200 800 150 600 100 400 50 200 Cost/Consultation/Investigation # of Consultations/Investigations Conducted Employee Relations Activity Performance 0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per Consultation/Investigation The FY 2007-08 budget for the Employee Relations Activity meets projected demand of 300 consultations/investigations conducted at a cost of $810.98 per investigation/consultation in order to achieve the results of 80% of customers with a satisfied or higher rating of the department. The FY 2006-07 projected budget assumes a 100.7% increase in demand based on recent trend data, with results of 80% customer satisfaction rate. The significant increase in the demand is attributed to improved marketing of the Employee Relations division. Total FY 2007-08 budgeted expenditures are 3% less ($6,979) than FY 2006-07. 956 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Base Adjustment: Travel and training/education were reduced in all Activities. The FY 2006-07 budget had several staff vacancies which are now filled therefore the FY 2007-08 adopted budget includes funding for the full staff compliment to ensure the department will continue to achieve a rating of at least 80% customer satisfaction. Merit Commission Activity 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. Mandates: A.R.S. §11-351 thru 356 establishes the County Employees Merit System including adoption of limited county employee merit system by resolution; removal of certain administrative positions by resolution, County employee merit system commission; members, terms, vacancies, powers and duties of the commission, minimum qualifications for employment, dismissal, suspension or reduction in rank of employees, appeals, and hearings. A.R.S. §12-242 requires Interpreters for deaf persons; proceedings; definitions; A.R.S. §38-1001 thru 1007 establishes merit system council for law enforcement officers, powers and duties of council, appeals/hearings, status of persons employed prior to merit system institution, authority of city or town to use county merit system council, and exemptions; A.R.S. §38; A.R.S. §38-847 establishes local boards; A.R.S. §38-531 thru 38-532 establishes disclosure of information by public employees; A.R.S. §38-431 establishes public meeting and proceeding definitions; and A.R.S. §38-503 establishes conflict of interest; exemption, employment prohibition. Performance Analysis: Results Percent of time requirements met for the Merit Commission. Demand Anticipated number of appeal hearings. Output Number of appeal hearings conducted. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 100.0% FY 2007-08 ADOPTED 100.0% PROJ ACT 100.0% Variance (Rev. - Adopted) 0.0% % 0.0% 13 40 40 25 19 (21) -52.5% 13 40 40 25 19 (21) -52.5% 0.0% 2,002.28 0.0% 72.3% $ 100.0% 5,840.16 $ $ $ 2,540 2,540 $ $ n/a FY 2006-07 REVISED 100.0% ADOPTED 100.0% 75,922 75,922 $ $ $ $ n/a 100.0% 2,877.20 $ 100.0% 2,771.30 $ 15,000 15,000 $ $ 15,000 15,000 115,088 115,088 $ $ 110,852 110,852 0.90 957 $ $ $ $ n/a 100.0% 3,599.94 $ 100.0% 4,773.58 $ 9,067 9,067 $ $ 6,100 6,100 $ $ (8,900) (8,900) -59.3% -59.3% 89,999 89,999 $ $ 90,698 90,698 0.90 $ $ 20,154 20,154 - 18.2% 18.2% 0.0% Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development 30 7,000 25 6,000 5,000 20 4,000 15 3,000 10 2,000 5 1,000 Cost/Commissionl Hearing # of Appeal Hearings Conducted Merit Commission Activity Performance 0 FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per Appeal Hearing The FY 2007-08 budget for the Merit Commission Activity meets projected demand of 19 appeals hearings conducted at a cost of $4,773.58 per hearing to achieve the results of 100% of time requirements for merit hearings met. The FY 2006-07 projected budget assumes a 92% increase in demand based on recent trend data, with results of 100% of time requirements for merit hearings met. The FY 2007-08 budget assumes a decrease in demand since the Special Healthcare District will no longer use Maricopa County for merit hearings in FY 2007-08. Total FY 2007-08 budgeted expenditures are 18% lower ($20,154) than FY 2006-07 due primarily to the demand reduction associated with the Special Healthcare District. Base Adjustment: Travel and training/education were reduced in all Activities. Salary and benefits savings were decreased in this Activity based on unusually high savings in FY 2006-07. Staff Development Activity 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. Mandates: There are no mandates associated with the Staff Development Activity. 958 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development Performance Analysis: Results Percent of participants in a Staff Development sponsored activity that reported they were satisfied with the training. Demand Anticipated number of applicants of Staff Development sponsored activities. Output Number of Participants in a Staff Development sponsored activity. Percent of Demand met Efficiency Expenditures per unit of Output Revenues by Fund General Totals Expenditures by Fund General Totals Staffing (FTEs) FY 2005-06 ACTUAL 98.0% FY 2006-07 REVISED 98.0% ADOPTED 98.0% FY 2007-08 ADOPTED 98.0% PROJ ACT 98.0% Variance (Rev. - Adopted) 0.0% % 0.0% 9,000 11,000 11,000 11,000 11,550 550 5.0% 7,914 11,000 11,000 11,000 11,550 550 5.0% $ 87.9% 63.79 $ 100.0% 46.44 $ 100.0% 53.57 $ 100.0% 52.41 $ 100.0% 43.60 $ $ $ 2,030 2,030 $ $ n/a 504,837 504,837 $ $ $ $ n/a 3,300 3,300 $ $ 3,300 3,300 510,886 510,886 $ $ 589,296 589,296 10.62 $ $ $ $ n/a 0.0% (9.98) 0.0% -18.6% 1,650 1,650 $ $ - $ $ (3,300) (3,300) -100.0% -100.0% 576,497 576,497 $ $ 503,544 503,544 8.62 $ $ 85,752 85,752 (2.00) 14.6% 14.6% -18.8% 14,000 70 12,000 60 10,000 50 8,000 40 6,000 30 4,000 20 2,000 10 0 Cost/Student in a Staff Development Activity # of Participants in a Staff Development Activity Staff Development Activity Performance FY 2005-06 ACTUAL FY 2006-07 PROJECTED FY 2007-08 ADOPTED Demand Output Cost per Participant The FY 2007-08 budget for the Staff Development Activity meets projected demand of 11,550 applicants of Staff Development Sponsored Activities at a cost of $43.60 per student in order to achieve the result of 98% satisfaction. The FY 2006-07 projected budget assumes a 22% increase in demand, with results of 98% satisfaction with Staff Development Sponsored Activities. The increase in demand reflects the addition of several high volume classes including Supervision 101 and HR boot camp. The FY 2007-08 budget assumes a more modest 5% increase in demand due to the fact that no major curriculum changes are expected. Total FY 2007-08 budgeted expenditures are 15% lower ($85,751) than FY 2006-07 due primarily to a reduction in personnel costs. Base Adjustment: Travel and training/education were reduced in all Activities. Salary savings were also increased in this Activity based on historical trends. The Succession Planning Supervisor Position was deleted reflecting a significant savings in the budget. 959 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Departmental Strategic Business Plans and Budgets Workforce Management and Development General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,182,409 $ 57,410 FY 2006-07 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Admin Market Study Phase I C-49-05-015-6-00 $ Subtotal $ 59,063 59,063 $ $ - $ 3,241,472 $ 57,410 $ $ Subtotal $ 39,340 12,650 93,210 31,974 177,174 $ - $ 3,418,646 $ 57,410 FY 2006-07 REVISED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2007-08 Pay for Performance Annualization of Compensation Adjustments FY 2007-08 BUDGET TARGET BASE ADJUSTMENTS: Department submission under budget $ Department submission under budget for Maricopa Integrated Health Systems due to reduction in utilization of merit and other services provided Right sizing of Combined Charitable Campaign Activity Right sizing of Commute Options Activity Right sizing of Employee Relations Activity Right sizing of Merit Activity Right sizing of Staff Development Activity Staff Development Activity staffing adjustment to delete vacant Succession Planning Position Right sizing of Recruiting Activity Recruiting Activity staffing adjustment to delete 2 vacant Office Assistant positions Right sizing of Payroll Activity Right sizing of Records Management Activity Right sizing of Administrative Services Program activities Increase in Risk Management Workers Compensation and Unemployment charges Subtotal Base Adjustments $ (169,350) $ (12,210) RESTATEMENTS* Recruiting Activity to General Government Payroll Activity to General Government Records Activity to General Government Related Administrative Costs to General Government Subtotal Restatements $ (1,052,237) (503,126) (438,767) (27,019) (2,021,149) $ (500) (37,200) (400) FY 2007-08 ADOPTED BUDGET: $ *Restatement occurred after tentative adoption of the budget. 960 (11,506) $ - (12,210) (1,656) 344 (4,286) 1,985 (67,746) (70,252) - 29,948 (70,240) - 1,774 (383) 19,555 3,113 - 1,228,147 $ (38,100) 7,100 Maricopa County, Arizona FY 2007-08 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, 2006. 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, 2006. A copy of the CAFR can be obtained at: http://www.maricopa.gov/Finance/Annual.aspx. Current Debt Situation It is recognized that all debt, regardless of the source of revenue pledged for repayment, represents some sort of cost to taxpayers or ratepayers. Therefore, all types of County debt/obligations are considered herein. While lease-secured and certificates of participation obligations may not be debt under strict legal definitions, they still require future appropriations and are a fixed charge. These lease payments and other non-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2006. 961 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2006 Year Ending June 30 2002 2003 2004 2005 2006 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (4) 58,370,000 $ 104,355,000 Lease trust certificates 39,515,000 0 Special assessment debt with governmental commitment (1) $ 91,558,756 0 20,165,000 $ 0 $ 0 93,569,382 101,101,501 81,188,067 0 10,812,000 9,212,000 458,977 368,573 343,102 235,458 154,269 64,925 50,811 0 0 0 Housing Department loans (3) 1,754,922 1,641,310 0 0 0 Certificates of participation (4) 9,804,315 5,808,084 0 5,500,000 5,115,000 Housing Department bonds (3) Installment purchase agreements (4) 0 0 0 892,254 546,202 19,442,376 19,414,904 10,820,105 13,507,633 16,320,381 $ 252,475,515 $ 223,471,326 $ 186,551,477 $ 189,212,734 $ 165,014,807 $ $ $ Capital leases Total Governmental activities BUSINESS-TYPE ACTIVITES: Bonds and other payables: Lease revenue bonds (4) Certificates of participation (4) Installment purchase agreements (4) 20,500,000 17,986,244 16,670,618 $ 43,499 $ 36,933 11,768,519 10,940,368 5,865,000 0 0 2,607,815 2,350,524 1,252,049 0 0 Total Business-type activities $ 34,876,334 *Modified to exclude Stadium District bonds and obligations $ 31,277,136 $ 23,787,667 $ 43,499 $ 36,933 Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities excludes claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and postclosure costs. (3) On 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 Medical Center was transitioned to the Maricopa County Special Health Care District, a separate legal entity that is not part of the County’s reporting entity. The long-term debt obligations, as previously reported in the Medical Center Fund, a major enterprise fund, which include lease revenue bonds of $15,207,425, certificates of participation of $5,500,000, and installment purchase agreements of $1,090,234, were transferred to governmental activities as they are the responsibility of the County. The County will continue to pay the debt service including principal and interest when due and will be reimbursed by the Maricopa County Special Health Care District pursuant to the District’s intergovernmental agreement with the County. 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. 962 Maricopa County, Arizona FY 2007-08 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. 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. 963 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 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, 2006. The municipal revolving line of credit was renewed to July 1, 2007, for $35,000,000. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2006, the County had not borrowed against the line of credit. On July 1, 2005, the County entered into an $8,031,435 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, 2006. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2006, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2007 for $9,797,315. On September 30, 2005, the County entered into a $7,000,000 irrevocable standby letter of credit issued to the Arizona Health Care Cost Containment System (AHCCCS) for the benefit of the Maricopa County Special Health Care District, a separate legal entity, to guarantee contractual obligations. The irrevocable standby letter of credit matured on June 30, 2006. During fiscal year 2006, the letter of credit had not been drawn upon. The letter of credit was not renewed by the County. General Obligation Bonds Bond security is the taxing power of the state or local government, as referenced in the A.R.S., Title 35, Chapter 3, Article 3, for new general obligation bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a general obligation bond secured by its full faith and credit attaches to that issue its broadest pledge. This makes the security of these bonds very high. The full faith and credit backing of a general obligation bond includes the pledge of all general revenues, unless specifically limited, as well as, the legal means to raise tax rates to cover debt service. The public entity is authorized to levy property taxes or to draw from other unrestricted revenue streams such as sales or income taxes to pay the bond’s principal and interest. Interest rates on these bonds are generally the lowest of any public securities due to this superior security. Prior to issuance, Arizona general obligation bonds must have a majority vote approval from the residents of the County. Revenue Bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues. Often these revenues are generated by the project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special revenues (i.e. excise taxes, rents or fees). The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or 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. Certificates of Participation Certificates of Participation represent proportionate interests in semiannual lease payments. Participation in the lease is sold in the capital markets. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. Rating agencies typically give Certificate of 964 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service Participation issues a grade below that of General Obligation Bonds. A.R.S., Title 11, Chapter 2, Article 4, §11-251, Paragraph 46, provides for a maximum repayment term of twenty five years for the purchase or improvement of real property. Lease Trust Certificates Lease Trust Certificates financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government’s constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. Installment Purchase Agreements Same as a lease purchase agreement with the exception that the County takes title to the property up front. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter approval up to six percent of the taxable property. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2006-07 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2006-07 Secondary Assessed Valuation $ 15% of Secondary Assessed Valuation 49,534,573,831 7,430,186,075 Less: GO Bonded Debt Outstanding - Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 7,430,186,075 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, 965 Maricopa County, Arizona FY 2007-08 Annual Business Strategies • • • Debt Service 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 Explanation of corporate/municipal bond ratings RATING AGENCIES Fitch Moody’s Standard & Poor’s Premium quality High quality Medium quality AAA AA A Aaa Aa A AAA AA A Medium grade, lower quality Predominantly speculative Speculative, low grade BBB BB B Baa Ba B BBB BB B Poor to default Highest speculation Lowest quality, no interest CCC CC C Caa Ca C CCC CC C In default, in arrears Questionable value DDD DD D DDD DD D Fitch and Standard & Poor’s may use “+” or “-” to modify ratings while Moody’s may use numerical modifiers such as 1 (highest), 2, or 3. History of Maricopa County’s Debt Rating The County’s most recent bond ratings were on April 25, 2007, and April 26, 2007, from Fitch Ratings and Moody’s Investors Service where Maricopa County received a bond rating upgrade on its General Obligation bonds (implied rating) to AAA and Aa1, respectively. Fitch Ratings assigned an AA+ rating to the County’s Lease Revenue Bonds while Moody’s Investors Service assigned the bonds an Aa2 rating. Fitch Ratings Press Release dated April 25, 2007, states that the “AA+ rating on the lease revenue bonds and the implied AAA GO rating reflects Maricopa County’s expansion of large financial reserves, a record of continued economic growth and diversification, successful fiscal reforms, and the county’s modest debt profile. Sound fiscal stewardship has enabled the county to meet the service delivery demands of a burgeoning populace while accumulating significant financial resources. The successful transfer of the medical center to a separate special health district provides further credit comfort.” 966 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service The following illustrates a history of the County’s various debt ratings. Type of Debt General Obligation Fitch AAA AA+ AA AA Date Date Date Rating Rating Standard & Rating Assigned Moody's Assigned Poor's Assigned 4/25/07 Aa1 4/26/07 A+ 4/11/97 11/11/03 Aa3 12/6/01 A 5/27/94 12/4/01 Aa3 5/26/00 AA 6/2/76 4/5/00 A-1 11/6/98 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. 967 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/05 GOVERNMENTAL ACTIVITES Unaudited 6/30/06 Projected 6/30/07 Projected 6/30/08 Lease Revenue Bonds (5) $ 101,145,000 $ 81,225,000 $ 72,550,000 $ 64,945,000 Lease Trust Certificates 10,812,000 9,212,000 6,812,000 5,212,000 Certificates of Participation (5) 5,500,000 5,115,000 4,715,000 4,295,000 Capital Leases 13,507,633 16,320,381 8,695,036 3,224,073 Installment Purchase Agreements (5) 892,254 546,202 205,765 0 $ 131,856,887 $ 112,418,583 $ 92,977,801 $ 77,676,073 Direct Net Debt Overlapping Debt (1) 5,880,408,658 6,428,761,322 7,489,506,940 8,725,275,585 $ 6,012,265,545 $ 6,541,179,905 $ 7,593,507,989 $ 8,823,551,216 Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) $ 3,648,545 273,817,028 $ 3,764,446 301,474,323 $ 3,879,150 331,621,755 $ 3,992,887 364,783,931 Direct Net Debt Per Capita $ 36.14 $ 29.86 $ 26.81 $ 24.61 Overall Net Debt Per Capita $ 1,647.85 $ 1,737.62 $ 1,957.52 $ 2,209.82 0.0482% 0.0373% 0.0314% 0.0269% 2.20% 2.17% 2.29% 2.42% 75,048.28 $ 80,084.65 $ 85,488.25 $ Ratios (4) Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ 91,358.44 Notes: (1) Projected overlapping debt for 2007 and 2008 was based on a three year average increase of 16.50% for General Obligation Bonds: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov (2) Projections for 2006, 2007 and 2008 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Secondary Valuation Taxable Property Estimates: 2006 provided by Maricopa County Assessor’s Office; 2007 and 2008; based on a 10% 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. 968 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service Debt Obligations by Type General Obligation Bonds Long-term General Obligation Bonds shall be issued to finance significant capital improvements for purposes set forth by voters in bond elections. Interest rates on these bonds are generally the lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. On July 1, 2004, the County made the final debt service payment on the outstanding General Obligation Bonds, which were the result of the 1986 general election where the voters authorized the County to issue long-term debt. The resulting proceeds from the sale of the bonds were used for the purpose of making improvements in the County which included Criminal and Civil Courts Facilities, Juvenile Court – Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. Legal Debt Margin – County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed 15 percent of such taxable property. At June 30, 2006, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $2,177,681,616 and the 15 percent limit was $5,444,204,040. 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 County Administration Building, Jefferson Street Garage, Clerk of the Court Center, Forensic Science Center and related projects. The issue was also intended to fund improvements to the existing Security Center Building and Jackson Street Garage. 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. On August 29, 2005, the Maricopa County Public Finance Corporation defeased the Medical Center’s portion of the Series 2001 Lease Revenue Bonds in the amount of $10,605,000. The County contributed the cash to advance refund the bonds, which mature on July 1, 2006 through July 1, 2015; those bonds maturing on or after July 1, 2012, are callable on July 1, 2011, and are redeemable at par plus accrued interest. 969 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 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. DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2006 Governmental Activities Year Ending June 30 2007 2008 2009 2010 2011 2012-16 Total $ $ Principal 8,668,024 7,597,750 7,677,476 7,930,076 8,354,939 40,959,802 81,188,067 Business-Type Activities Interest Principal $ 3,893,053 $ 6,976 $ 3,543,202 7,250 3,213,122 7,524 2,830,225 4,924 2,422,198 5,061 5,725,841 5,198 $ 21,627,641 $ 36,933 $ Interest 1,021 791 587 394 238 81 3,112 SUMMARY OF LEASE REVENUE BOND AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2006 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds Total Amount $ 70,910,000 10,315,000 $ 81,225,000 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. 970 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service REIMBURSEMENT REQUIREMENTS TO MATURITY Special Health Care District (Lease Revenue Bonds) Maricopa County, Arizona As of June 30, 2006 Year Ending June 30 2007 2008 2009 2010 2011 2012-16 Total Principal 1,530,562 1,606,741 1,478,163 1,526,943 1,603,528 6,002,551 $ 13,748,488 $ $ $ Interest 626,270 563,380 503,182 435,430 363,562 852,603 3,344,427 Total Debt Service $ 2,156,832 2,170,121 1,981,345 1,962,373 1,967,090 6,855,154 $ 17,092,915 Lease Trust Certificates On August 28, 2004, the Maricopa County Public Finance Corporation entered into Lease Trust Certificates 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 Trust Certificates will be on a draw down basis and will be re-amortized after each draw down. The purpose of the Lease Trust Certificates is to provide financing for the construction and capital equipment for the Human Services Campus. The County is obligated to make the principal and interest payments on the amounts borrowed under this agreement. As of June 30, 2006, the County had drawn all $15,000,000 from the lease trust certificates. DEBT SERVICE REQUIREMENTS TO MATURITY Lease Trust Certificates Maricopa County, Arizona As of June 30, 2006 Year Ending June 30 2007 2008 2009 2010 2011 2012 Total Principal $ 1,600,000 1,600,000 1,617,000 1,700,000 1,800,000 895,000 $ 9,212,000 $ $ Interest 190,489 283,713 216,720 147,646 74,760 18,638 931,966 Total Debt Service $ 1,790,489 1,883,713 1,833,720 1,847,646 1,874,760 913,638 $ 10,143,966 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2006 Lease Trust Certificates Issue Total Lease Trust Certificates, Series 2004 $ 971 Amount 9,212,000 Maricopa County, Arizona FY 2007-08 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, 2006 Bond Issue Queen Creek Water East Fairview Lane White Fence Farms 104th Place/University Drive Central Avenue Billings Street Marquerite Drive 7th Street North Total Amount $ 36,910 3,883 15,750 8,324 30,316 1,504 13,205 44,377 $ 154,269 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. 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, 2006. 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 972 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 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, 2006 Governmental Activities Year Ending June 30 2007 2008 2009 2010 2011 2012 – 16 Total Principal 400,000 420,000 445,000 465,000 490,000 2,895,000 $ 5,115,000 $ Interest 253,043 233,258 212,170 189,759 166,000 406,885 $ 1,461,114 $ SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2006 Certificate of Participation Issues Total Certificates of Participation, Series 2000 $ Amount 5,115,000 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. 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, 2006. 973 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2006 2007 2008 2009 2010 2011 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments $ 8,097,183 5,470,963 2,497,391 522,406 504,276 17,092,219 (771,838) $ 16,320,381 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, 2006, are as follows. Installment Purchase Contracts Payable Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2006 2007 2008 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments 974 $ $ 358,051 208,863 566,914 (20,713) 546,201 Maricopa County, Arizona FY 2007-08 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. 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. 975 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 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. 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. 976 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service Continuing Disclosure of County Financial Information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report (CAFR), will be provided by the County upon request. A copy of the CAFR can be 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 Attn: NRMSIR 100 Williams Street, 15th Floor New York, NY 10038 Phone (212) 771-6999; (800) 689-8466 Fax: (212) 771-7390 Email: NRMSIR@Interactivedata.com Standard & Poor’s Security Evaluations, Inc. 55 Water Street – 45th Floor New York, NY 10041 Phone: (212) 438-4595 Fax: (212) 438-3975 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. 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. 977 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 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. 978 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Debt Service 979 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Attachments Budgeting for Results Policy Guidelines 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. 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. 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. 980 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments 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: 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. a) 981 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments 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 onetime 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. 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. 982 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budgeting for Results Policy Guidelines (continued) 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 claims-related expenses for the upcoming fiscal year. 983 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budgeting for Results Guidelines and Priorities for FY 2007-08 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, structurally-balanced 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 continue to 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 rate of increase allowed by the County’s constitutional expenditure limitation, which is equal to the combined rate of increase in population and inflation (as measured by the GDP Price Deflator). The allowable rate of increase is estimated at 7.0% for FY 2007-08. 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 continue to 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% (subject to available funding) for employees eligible under the performancebased salary adjustment plan for the upcoming fiscal year. The budgeted rate for performancebased salary adjustments may not be increased without direction from the Board of Supervisors. The Employee Compensation Division of the Office of Management & Budget is directed to develop the Performance-Based Salary Advancement Plan consistent with the previous year and present it to the Board of Supervisors for review and approval. 2. To the extent allowed by available funds, the budget will include reserves in Contingency to implement ongoing and pending market compensation studies. Funding for market adjustments will be prioritized to address only the most critical 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 984 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budgeting for Results Guidelines and priorities for FY 2007-08 (cont’d) Base Budget Targets: Base 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 2006-07 approved Results Initiatives; 2. Annualized impact of FY 2006-07 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 2007-08 averaging 3.5%, as well as estimated employee benefit increases. 6. Other technical adjustments as required. All departments must submit their base expenditure budget requests within their budget targets. If justified by revenue projections, base revenue budget requests may exceed revenue targets. Revenue targets for non-General Fund budgets will include an adjustment as necessary to maintain structural balance (recurring revenues equal to or greater than recurring expenditures) within the fund. If the revenue target cannot be met, departments must reduce base expenditures and base revenue by an amount sufficient to restore structural balance. Base Budget Reductions: Lower revenue growth will challenge Maricopa County to continue to provide results for the people it serves. In order to meet this challenge, all departments are urged to work with the Office of Management and Budget to identify budget savings through greater efficiency and reduction or elimination of services that have little or no impact on results. Requests for Additional Funding: Funding for new initiatives will be extremely limited in FY 2007-08. Results Initiative Requests will not be considered unless directed by the Board of Supervisors. 985 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budgeting for Results Guidelines and priorities for FY 2007-08 (cont’d) 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 2007-08 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 non-recurring resources. For General Fund capital projects, OMB is directed to develop a capital projects budget to carry out the projects prioritized and approved by the Board of Supervisors within the funding limit adopted on October 4, 2006. OMB is directed to identify as much additional recurring and non-recurring funding as possible within the General Fund to increase the CIP funding limit. 986 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budget Calendar 11/27/2006 - 12/18/2006 OMB Develops Targets, Internal Charges, Forms & Instructions 12/4/2006 Board Approves Budget Guidelines 12/11/2006 - 1/29/2007 Develop and Review Budget Assumptions and Preliminary Results Initiatives 12/18/2006 - 1/29/2007 Budget System, Information, Targets and Instructions provided to Departments 1/11/2007 - 2/26/2007 Departments Prepare & Submit Budget Requests 1/11/2007 - 4/2/2007 OMB Analyzes Department Budgets, Develops Recommendations 2/12/2007 Assessed Values & Levy Limits Reported by Assessor 3/5/2007 - 3/30/2007 OMB & Departments Review Budget Recommendations 3/16/2007 Departments Submit Final CIP Budgets 4/2/2007 - 5/4/2007 OMB Consolidates Budget, Prepares Budget Document 5/7/2007 - 5/11/2007 Board Briefings 5/14/2007 Recommended Budget Presentation 5/16/2007 Tentative Budget Adoption 5/17/2007 - 6/17/2007 Publication of Tentative Budget & Truth in Taxation Notice 6/18/2007 Final Adoption of FY 2007-08 Budget 8/20/2007 Property Tax Levy Adoption 987 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Budgeting for Results Accountability Policy 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. 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. Budget allocation within an appropriation Detailed Budget: program/activity/service, object/source, and position. by month, organization unit, Special District: All Maricopa County Special Districts, including the Flood Control District, Library District, and Stadium District. 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. 988 Maricopa County, Arizona FY 2007-08 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 year-todate 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. 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 989 Maricopa County, Arizona FY 2007-08 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. 990 Maricopa County, Arizona FY 2007-08 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. 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. 991 Maricopa County, Arizona FY 2007-08 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). 992 Maricopa County, Arizona FY 2007-08 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. 993 Maricopa County, Arizona FY 2007-08 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. 994 Maricopa County, Arizona FY 2007-08 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. 995 Maricopa County, Arizona FY 2007-08 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). 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. 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. For FY 2007-08 the General Fund minimum fund balance for cash purposes was estimated at $54,000,000. This amount was designated within the estimated beginning fund balance. 996 Maricopa County, Arizona FY 2007-08 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. 997 Maricopa County, Arizona FY 2007-08 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 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 998 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Policy for Administering Grants (continued) 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 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. 999 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Policy for Administering Grants (continued) 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 inkind 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. Specific accounting information and examples can be found in the County Grant Manual located at ebc.Maricopa.gov/library/finance. 1000 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Policy for Administering Grants (continued) 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). Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 1001 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Policy for Administering Grants (continued) 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 1002 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Non-Departmental Policy Purpose The purpose of this policy is to provide guidelines for development and administration of the NonDepartmental budget to County Departments so that the Non-Departmental budget is handled according to Board policy and direction. Budgeted Revenues The revenues budgeted in the Non-Departmenal 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 Non-Departmental 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 Board-approved 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 Non-Departmental 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 Non-Departmental. If the expenditure is not approved it will be returned and absorbed within the budget of the department that submitted it. 1003 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Non-Departmental Policy (continued) Contingency Fund If a contingency fund is adopted in the Non-Departmental 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 Non-Departmental budget is the responsibility of the Office of Management & Budget. Expenditures charged to Non-Departmental 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 Non-Departmental item will be increased. 1004 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Vehicle Replacement Policy 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. 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. 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. 1005 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Vehicle Replacement Policy (continued) 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: 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. 1006 Maricopa County, Arizona FY 2007-08 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. §22-284. 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. 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. 1007 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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. 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. 1008 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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. §11475.01. 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. §11-941 245 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. 248 Elections Grant — Elections Grant was set up to account for all grant activity administered by the Elections Department. 249 Non-Departmental Grants — Non-Departmental Grants was set up to account for all nondepartment specific grant activity. Name to be changed later in the Fiscal Year to Non Departmental Grants. 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. 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. 1009 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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. 412421F and accounts for monies distributed under A.R.S 41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap — Legal Defender Fill the Gap was set up as indicated by A.R.S. 412421F and accounts for monies distributed under A.R.S. 41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 264 Superior Court Fill the Gap— Superior Court Fill the Gap was set up as indicated by A.R.S 412421F and accounts for monies distributed under A.R.S. 41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 265 Public Health Fees — Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 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. 1010 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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. §12287. 274 Clerk of the Court EDMS — The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion — The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement — The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of 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. §12-284. 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. 1011 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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. 321 County Improvement Debt 2 — The County Improvement Debt 2 Fund has been established to fund the debt service on the Lease Revenue Bonds, Series 2007. 376 Events Center — Accounts for Maricopa County Events Center (formerly Sundome) revenues and expenditures associated with staging entertainment events. 377 Events Center Donation Fund — Account for all donations directly releted to MC Events Center. 378 Events Center Capital Improvement Fund — Accounts for capital project activity for the MC Events Center. 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. 440 Financing Series 2007 — The Financing Series 2007 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2007. 441 Financing Series 2008 — The Financing Series 2008 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2008. 445 General Fund County Improvements — The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds have been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects — Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds have been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 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. 1012 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 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 — was an ambulatory health care plan operated by Maricopa Managed Care Systems (MMCS). MMCS contracted with the Arizona Health Care Cost Containment System (AHCCCS) which provided monthly capitation revenues based on Maricopa County Health Plan enrollment. This fund was discontinued beginning FY 2006-07. The operation and ownership of this health plan was transferred to the Maricopa County Special Health Care District effective October 1, 2005. 551 Long-Term Care Plan — was a managed care, long term care plan operated by Maricopa Managed Care Systems (MMCS). Chronically ill and physically disabled patients received medical services under an annual contract with the Arizona Health Care Cost Containment System (AHCCCS). This plan ceased operation on October 7, 2005. The fund was discontinued beginning in FY 2006-07. 561 Senior Select Plan— was a Medicare plan operated by Maricopa Managed Care Systems (MMCS) operating under a contract with the Federal Government. This plan ceased operation on October 7, 2005. The fund was discontinued beginning in FY 2006-07. 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 ever-increasing focus on reducing the amount of waste generated, maximizing resource recovery, proper management of special wastes, and environmentally sound disposal. 601 CMG High Option Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option HMO insurance plan. 602 CMG Low Option Fund— This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured low option HMO insurance plan. 603 IPA Fund— This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured open access, in-network HMO insurance plan. 604 OAP High Option Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 605 OAP Low Option Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 606 Choice Fund HSA Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 1013 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 607 FI Dental PPO Fund — This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 608 Coinsurance Fund — This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured coinsurance pharmacy plan. 609 Consumer Choice Fund — This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured consumer choice pharmacy plan. 610 70% STD Fund — This fund collects employee contributions for payment of the employees’ short term disability benefits for the self-insured short term disability plan which provides benefits at 70%. 611 60% STD Fund — This fund collects employee contributions for payment of the employees’ short term disability benefits for the self-insured short term disability plan which provides benefits at 60%. 612 50% STD Fund — This fund collects employee contributions for payment of the employees’ short term disability benefits for the self-insured short term disability plan which provides benefits at 50%. 613 40% STD Fund — This fund collects employee contributions for payment of the employees’ short term disability benefits for the self-insured short term disability plan which provides benefits at 40%. 614 Behavioral Health Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness Fund — This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 616 Contract Administration Fund — This fund collects employer contributions for payment of the contract administration expenditures for the self-insured benefits program. 617 Medical Incentive/Penalties Fund — This fund collects employer contributions for payment of the provider medical incentive payments which are part of the self-insured benefits program. 618 Benefits Administration Fund — This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 621 Flex Spending Health Fund — This fund collects employee and employer contributions for payment of expenditures for the medical flexible spending benefit program. 622 Flex Spending Dep Care Fund — This fund collects employee and employer contributions for payment of expenditures for the dependent care flexible spending benefit program. 623 Vision Fund — This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals also participating in medical benefits for the self-insured vision plan. 624 Stand Alone Vision Fund— This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals who do not participate in medical benefits for the selfinsured vision plan. 625 FI Prepaid Dental Fund — This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured prepaid dental plan. 626 FI Life & AD&D Fund — This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully-insured life insurance plan. 627 Supplemental Life Fund — This fund collects employee contributions for payment of the employees’ supplemental life insurance premiums for the fully-insured supplemental life insurance plan. 1014 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Fund Descriptions (continued) 628 Employee Assistance (EAP) Fund — This fund collects employer contributions for payment of the employee assistance program expenditures for the self-insured EAP program. 629 SI Dental Fund — This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life Fund — This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits Fund — This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 632 CIGNA for Seniors Fund— This fund collects contributions for payment of the medical insurance premiums for the fully-insured Cigna for Seniors benefit plan. 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. 741 Taxpayer Information Fund — Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax lien processing fee imposed pursuant to section §42-18116, fifteen dollars of each judgment deed fee collected pursuant to section §42-18205, interest earned from the elderly assistance fund pursuant to section §42-17401 and the community facilities district special assessment fee imposed pursuant to section §48-721. The County Treasurer shall administer the fund and spend monies in the fund only to defray the cost of converting or upgrading an automated public information system. 780 School Transportation 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. 1015 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments FY 2007-08 Revenue Source Codes Revenue Source 601 Sub-Revenue Source Name Comments Property Taxes Amounts collected on property taxes assessed on real, secured and unsecured personal property. 605 Tax Penalties & Interest Amounts collected as penalties for delinquent tax payments, and the interest charged on delinquent taxes from the due date to the date of actual payment. 606 Sales Taxes Amounts collected for a sales tax levied by the County 610 Licenses And Permits 615 Grants Revenues from businesses and occupations that must be licensed before doing business or licenses and permits levied according to benefits presumably conferred by the license or permit. Contributions or gifts of cash or other assets from the federal and/or state government to be used or expended by the county for a specified purpose, activity, or facility. 620 Other Intergovernmental Other non-grant revenues levied by the federal or state government and shared with the County on a predetermined basis. 621 Payments In Lieu Of Taxes Payments from other governments or other local units/organizations for owned properties falling within the County's geographical boundaries on which it cannot levy property taxes. 625 State Shared Sales Tax Transaction Privilege Taxes levied by the state government and shared with the County, based on a statutory distribution formula. 626 State Shared Highway User Revenue Taxed levied by the state government on motor fuel consumption and other transportation-related items, and shared with the County based on a statutory distribution formula. 630 State Shared Vehicle License Tax levied by the state government based on the assessed value of motor vehicles and shared with the County based on a statutory distribution formula. 634 Intergovernmental Charges For Charges for service provided to other public entities Services 635 Other Charges For Services Various types of County charges for services and other related activities. 636 Internal Service Charges Revenue collected by internal service fund departments of the County for centralized internal service operations, (telecom, equipments services, reprographics, etc…) 637 Fines & Forfeits Amounts collected for a compliance violation of any applicable laws, policy or other authoritative rule or amounts collected through confiscation. 638 Patient Services Revenue Charges for patient and third-party reimbursements for healthcare related services. 645 Interest Earnings Revenue from holdings invested for earnings purposes. 650 Miscellaneous Revenue Any and all revenue that cannot be reasonably classified to another specific revenue code. 680 Transfers In Inflow of monies transferred between funds within the County. 1016 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments FY 2007-08 Expenditure Object and Sub-Object Codes Description Object 701 Regular Pay Comment Gross salary and wages for personal services rendered by regular full and part-time employees. 705 Temporary Pay Gross salary and wages for temporary employees 710 Overtime Overtime salary and wages for personal services rendered by regular fulltime employees. 750 Fringe Benefits Amounts paid by the County on behalf of the employees. 790 Other Personnel Services 795 Personnel Services AllocationOut Miscellaneous employee payments and/or adjustments not considered regular employee compensation. Used to allocate personal service charges to another fund/department. 796 Personnel Services Allocation-In Used to allocate personal service charges from another fund/department. 801 General Supplies Amounts paid for consumable operational supply items. 802 Medical Supplies Amounts paid for consumable healthcare operational supply items. 804 Non-Capital Equipment Amounts paid for items not considered general or medical supplies, that have a useful life of one year or more but cost less than $5,000 per item. 810 Legal Services Professional legal services rendered by individuals not on the County payroll and/or other legal service related costs. 811 Health Care Services Professional health care services rendered by individuals not on the County Payroll and/or other healthcare service related costs. 812 Other Services Amounts expended for services rendered by individuals not on the County payroll and/or other service related costs that are not legal and healthcare related. 820 Rent & Operating Leases Payments for operating leases and rents, excluding capital leases (see 950-Debt Service) 825 Repairs And Maintenance Amounts paid for repairing or maintaining buildings, structures, improvements, or equipment. 830 Intergovernmental Payments Contributions, aid or other amounts paid to other governmental entities for program and/or other agreed upon contracts and arrangements. 839 Internal Service Charges Amounts charged by internal service departments of the County to other departments. 841 Travel Amounts paid for any and all costs related to travel. 842 Education And Training Amounts paid for any and all costs related to education and training. 843 Postage/Freight/Shipping Amounts paid for mailing costs and other incidental costs associated with the movement of goods. 845 Support And Care Of Persons Amounts paid to administer the County's fiduciary care responsibilities 850 Utilities Amounts paid for the cost of any and all utility charges and/or related disposition of utility products. 1017 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments FY 2007-08 Expenditure Object and Sub-Object Codes (cont’d) Description Object 855 Interest Expense Comment Interest charges for negative cash and investment balances. 865 Depreciation Expense charged for the loss of value of an asset as a result of it's use. 880 Transfers Out Movement of monies between (outflow) funds within the County. 910 Land Amounts paid for the acquisition of land or any charges necessary to prepare the land for use. 915 Buildings And Improvements Amounts paid for the acquisition of buildings or changes necessary to prepare the building for use. Does not record amounts paid for normal repair and maintenance. 920 Capital Equipment Amounts paid for the acquisition of non-vehicle related equipment costing more than $5,000. 930 Vehicles & Construction Equipment Amounts paid for the acquisition of any and all types of vehicles costing more than $5,000. 940 Infrastructure Amounts paid for County infrastructure, such as streets, roads, tunnels, drainage systems, water and sewer systems, dams and lighting systems. 950 Debt Service Amounts paid to satisfy County debt financing obligations, including capital leases. A capital lease is a financing that transfers ownership of the property to the County at the end of the lease term, contains a bargain purchase option, covers a lease term that is equal to 75% or more of the leased asset's useful life, or requires lease payments equal to at least 90% of the leased asset's market value. 1018 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule A) 1019 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule B) MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2007-08 2006-07 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). $ 2007-08 FISCAL YEAR 398,725,245 $ 430,023,735 398,725,245 $ 430,023,735 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes General Fund - Override election Flood Control District Library District Total secondary property taxes C. Total property tax levy amounts $ $ $ 67,096,622 18,401,410 70,422,870 19,368,018 $ 85,498,032 $ 89,790,888 $ 484,223,277 $ 519,814,623 $ 386,763,488 6,495,182 393,258,670 417,123,023 8,161,427 425,284,450 87,118,275 1,728,360 88,846,635 514,131,085 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 $ 82,933,091 2,090,781 85,023,872 C. Total property taxes collected $ 478,282,542 $ 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 1.1794 1.1046 0.2047 0.0507 0.1533 0.0391 1.4348 1.2970 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. ** Represents budgeted Property Tax Revenue. Property tax revenue is budgeted in FY 2007-08 based on prior years' collection trends, rather than on the actual levy amount. Each year, approximately 3.0% of levied taxes go unpaid. While a portion (approximately 2.0%) are paid in the following tax year, approximately 1.0% are never paid, or are not levied due to resolutions which actually reduce assessed value amounts. Levy for General Fund is $430,023,438; for Flood Control District is $70,422,870 and for Library District is $19,368,018. 1020 Maricopa County, Arizona FY 2007-08 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 2007-08 ESTIMATED REVENUES 2006-07 SOURCE OF REVENUES ACTUAL REVENUES 2006-07* ESTIMATED REVENUES 2007-08 GENERAL FUND Taxes TAX PENALTIES & INTEREST PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ 12,700,000 $ 8,782,492 491,811,670 144,035,674 14,104,767 $ 8,782,492 482,964,215 143,247,168 2,066,000 2,156,704 2,156,000 Intergovernmental OTHER INTERGOVERNMENTAL GRANTS 17,865,429 - 20,625,965 - 4,465,841 - Charges for services OTHER CHARGES FOR SERVICES INTERGOV CHARGES FOR SERVICES PATIENT SERVICE REVENUE INTERNAL SERVICE CHARGES 24,869,084 12,605,790 46,237 5,732,994 25,912,095 13,341,732 8,409 6,037,115 25,844,692 13,508,317 7,200 4,354,799 Fines and forfeits FINES & FORFEITS 15,044,128 15,677,078 16,433,137 Investments INTEREST EARNINGS 10,003,265 24,671,114 12,000,000 2,618,383 4,140,651 2,883,415 748,181,146 $ 761,669,504 $ Licenses and permits LICENSES AND PERMITS 14,550,571 7,953,924 497,453,141 143,247,168 Rents, royalties, and commissions Contributions Voluntary contributions Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 744,858,205 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SPECIAL REVENUE FUNDS Road Fund TRANSPORTATION $ Total Road Fund $ 114,706,054 $ 114,706,054 $ 118,163,508 $ 118,163,508 $ 118,605,562 118,605,562 Health Services Fund PATIENT SERVICE REVENUE $ Total Health Services Fund $ 979,740 $ 979,740 $ 878,248 $ 878,248 $ 959,563 959,563 $ $ 512,128,056 $ 512,128,056 $ 458,537,082 $ 458,537,082 $ 503,615,910 503,615,910 Total Special Revenue Funds $ 627,813,850 $ 577,578,839 $ 623,181,035 GRANTS, MISC. REVENUE, ETC. 1021 Maricopa County, Arizona FY 2007-08 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 2007-08 ESTIMATED REVENUES 2006-07 SOURCE OF REVENUES DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ ACTUAL REVENUES 2006-07* ESTIMATED REVENUES 2007-08 5,041,366 $ 5,515,094 10,556,460 $ 4,941,366 $ 6,442,132 11,383,498 $ 4,931,907 6,775,094 11,707,001 3,300,000 $ 39,510,191 493,683 43,303,874 $ 7,712,517 $ 39,264,633 1,379,877 48,357,027 $ 22,404,868 550,000 22,954,868 $ $ $ Total Permanent Funds $ - $ - $ - Total Enterprise Funds $ - $ - $ - 24,628,889 $ 16,557,997 901,885 12,280,301 26,750,000 81,119,072 $ 24,988,452 $ 17,152,123 859,757 13,907,439 26,558,364 83,466,136 $ 133,744,348 16,557,997 996,885 13,259,789 39,272,014 203,831,033 $ Total Eliminations Funds $ (67,940,624) $ (67,940,624) $ (73,361,532) $ (73,361,532) $ (164,273,332) (164,273,332) TOTAL ALL FUNDS $ 1,443,033,778 $ 1,409,093,472 $ CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE $ TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ PERMANENT FUNDS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ OFFICE OF ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ ELIMINATIONS FUNDS ELIMINATIONS 1,442,258,810 * 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. UPDATED FOR ADOPTED BUDGET. 1022 Maricopa County, Arizona FY 2007-08 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 2007-08 FUND GENERAL FUND MEDICAL EXAMINER $ NON-DEPARTMENTAL APPROPRIATED FUND BALANCE SHERIFF PUBLIC HEALTH Total General Fund $ SPECIAL REVENUE FUNDS EMERGENCY MANAGEMENT $ COMMUNITY DEVELOPMENT HUMAN SERVICES PARKS & RECREATION PLANNING & DEVELOPMENT NON-DEPARTMENTAL APPROPRIATED FUND BALANCE TRANSPORTATION SOLID WASTE STADIUM DISTRICT FLOOD CONTROL DISTRICT ANIMAL CARE & CONTROL AIR QUALITY PUBLIC HEALTH ENVIRONMENTAL SERVICES Total Special Revenue Funds $ DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE $ TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT Total Capital Projects Funds $ OTHER FINANCING 2007-08 SOURCES INTERFUND TRANSFERS 2007-08 IN $ - $ $ $ - $ 6,838,417 $ $ $ $ 6,838,417 44,850 165,933,494 482,500 45,000 16,613 174,896,642 42,261,810 49,838 45,000 217,269,903 64,906 24,493 937,832 1,644,850 428,849 32,112,796 61,941,956 78,259 1,504,076 58,628,253 1,897,390 274,896 1,151,079 380,790 161,070,425 - $ - $ 166,505,844 $ $ $ 17,004,599 $ - $ - $ 17,004,599 $ 120,710,156 $ $ 120,710,156 $ - $ 75,974,606 $ 60,131,209 1,504,076 58,628,253 196,238,144 $ $ - $ $ - $ $ - $ - $ - $ $ - $ $ - $ - 482,500 482,500 6,775,900 6,775,900 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS $ Total Enterprise Funds $ 1023 Maricopa County, Arizona FY 2007-08 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 2007-08 FUND INTERNAL SERVICE FUNDS OFFICE OF ENTERPRISE TECHNOLO$ MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ OTHER FINANCING 2007-08 SOURCES INTERFUND TRANSFERS 2007-08 IN $ $ $ - $ - $ - $ ELIMINATIONS FUND PARKS & RECREATION $ TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT ELIMINATIONS Total Eliminations Funds $ $ $ - $ - $ (44,850) $ (60,131,209) (1,986,576) (58,628,253) (265,796,116) (386,587,004) $ TOTAL ALL FUNDS $ 120,710,156 $ - $ - $ 1024 328,024 56,977 425,504 177,771 988,276 (44,850) (60,131,209) (1,986,576) (58,628,253) (265,796,116) (386,587,004) - Maricopa County, Arizona FY 2007-08 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 2007-08 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 GENERAL FUND * BOARD OF SUPERVISORS DIST 1 $ 341,043 $ 49,978 $ 375,593 $ 391,021 BOARD OF SUPERVISORS DIST 2 $ 341,043 $ 49,978 $ 351,671 $ 391,021 BOARD OF SUPERVISORS DIST 3 $ 341,043 $ 49,978 $ 370,920 $ 391,021 BOARD OF SUPERVISORS DIST 4 $ 341,043 $ 49,978 $ 343,679 $ 391,021 BOARD OF SUPERVISORS DIST 5 $ 341,043 $ 49,978 $ 362,618 $ 391,021 CLERK OF THE BOARD $ 623,410 $ 159,894 $ 720,502 $ 828,062 ADULT PROBATION $ 55,280,402 $ 3,997,357 $ 54,384,990 $ 65,583,879 ASSESSOR $ 22,979,361 $ - $ 22,468,047 $ 25,386,138 CALL CENTER $ 1,686,973 $ - $ 1,731,527 $ 1,758,206 EMERGENCY MANAGEMENT $ 235,773 $ 4,193 $ 228,576 $ 268,600 CLERK OF THE SUPERIOR COURT $ 32,090,197 $ 16,950 $ 31,953,641 $ 33,933,221 FINANCE $ 4,209,665 $ 18,222 $ 3,882,029 $ 4,048,417 COUNTY ATTORNEY $ 67,573,452 $ 116,785 $ 62,807,895 $ 70,838,840 COUNTY MANAGERS OFFICE $ 2,105,110 $ 58,919 $ 2,241,775 $ 2,193,682 ELECTIONS $ 19,040,514 $ 87,357 $ 21,110,341 $ 12,148,918 HUMAN SERVICES $ 2,702,378 $ - $ 3,705,864 $ 2,702,378 INTERNAL AUDIT $ 1,897,474 $ - $ 1,837,306 $ 1,949,418 CONSTABLES $ 2,126,145 $ - $ 2,102,798 $ 2,387,474 CORRECTIONAL HEALTH $ 3,719,176 $ - $ 3,312,419 $ 3,568,755 JUVENILE PROBATION $ 19,979,824 $ 1,505,794 $ 19,197,508 $ 21,203,450 833,229 $ 7,055,033 $ 8,035,378 MEDICAL EXAMINER $ 6,660,197 $ PARKS & RECREATION $ 1,781,029 $ 30,126 $ 1,674,297 $ 1,834,767 HUMAN RESOURCES $ 3,182,409 $ 59,063 $ 3,141,864 $ 3,246,183 PUBLIC FIDUCIARY $ 2,656,900 $ 11,633 $ 2,503,621 $ 2,755,958 EMPLOYEE HEALTH INITIATIVES $ 2,457,959 $ 16,221 $ 2,474,180 $ RECORDER $ 2,349,174 $ 157,910 $ 2,336,900 $ 2,637,970 SUPERINTENDENT OF SCHOOLS $ 2,132,796 $ 1,409 $ 1,641,596 $ 2,456,571 GENERAL GOVERNMENT $ 264,323,557 $ 107,843 $ 230,586,557 $ 243,649,163 7,746,422 $ 49,330 $ 6,877,097 $ 9,507,433 OFFICE OF ENTERPRISE TECHNOLO $ JUSTICE SYSTEM PLANNING & INFO $ 562,243 $ - $ 371,027 $ 570,536 TREASURER $ 4,668,836 $ 63,835 $ 4,724,618 $ 5,110,345 RESEARCH & REPORTING $ 349,072 $ 21,667 $ 355,413 $ 378,512 NON-DEPARTMENTAL $ 184,984,980 $ (26,630,985) $ 83,154,832 $ 202,618,929 APPROPRIATED FUND BALANCE $ 165,391,470 $ (52,808,500) $ 30,016,317 $ 125,786,884 MANAGEMENT & BUDGET $ 3,145,451 $ 53,431 $ 2,906,727 $ 3,137,512 SHERIFF $ 68,040,946 $ 4,152,085 $ 67,960,338 $ 70,751,848 PUBLIC DEFENDER $ 36,608,991 $ 297,712 $ 37,170,814 $ 39,642,002 LEGAL DEFENDER $ 8,483,583 $ 6,071 $ 8,445,813 $ 9,314,944 LEGAL ADVOCATE $ 7,752,303 $ 15,923 $ 7,739,819 $ 8,174,200 CONTRACT COUNSEL $ 16,768,051 $ 7,686 $ 16,259,112 $ 17,930,394 FACILITIES MANAGEMENT $ 13,270,018 $ 170,535 $ 13,094,203 $ 14,035,553 MATERIALS MANAGEMENT $ 1,961,265 $ 7,212 $ 1,835,813 $ 2,070,287 ANIMAL CARE & CONTROL $ 375,982 $ - $ 390,828 $ 361,432 TRIAL COURTS $ 79,156,617 $ 476,451 $ 78,955,933 $ 85,264,829 AIR QUALITY $ 546,899 $ - $ 513,914 $ PUBLIC HEALTH $ 12,029,428 $ 249,536 $ 10,537,685 $ 12,676,626 ENVIRONMENTAL SERVICES $ 2,419,397 $ 3,341,898 $ 3,055,635 $ 7,061,640 Total General Fund $ 1,137,761,044 $ (63,093,318) $ 859,269,684 $ 1,129,764,439 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. 1025 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule E) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2007-08 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 FUND/DEPARTMENT SPECIAL REVENUE FUNDS ADULT PROBATION EMERGENCY MANAGEMENT CLERK OF THE SUPERIOR COURT COMMUNITY DEVELOPMENT COUNTY ATTORNEY ELECTIONS HUMAN SERVICES CORRECTIONAL HEALTH JUVENILE PROBATION PARKS & RECREATION RECORDER SUPERINTENDENT OF SCHOOLS GENERAL GOVERNMENT JUSTICE SYSTEM PLANNING & INFO PLANNING & DEVELOPMENT NON-DEPARTMENTAL 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 TREASURER Total Special Revenue Funds $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 16,132,870 1,250,147 9,561,287 13,518,945 11,918,136 36,892,125 41,838,500 39,937,815 5,414,800 6,435,103 3,648,304 6,435,504 1,817,932 17,462,072 79,096,363 34,917,369 189,299,237 2,526,833 134,794 17,500 59,352,552 18,948,379 7,939,066 2,514,561 35,368,749 3,081,810 8,527,458 17,892,544 13,510,386 39,565,350 11,939,909 736,896,400 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 $ ACTUAL EXPENDITURES/ EXPENSES 2006-07* 2,394,918 49,163 33,265 369,518 97,700 5,355,660 5,490,395 639,128 260,099 (26,444,707) (539,025) 7,535,328 150,000 43,445 1,492,931 201,939 125,000 (473,637) 680,284 1,546,758 2,699,997 1,708,159 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 11,494,000 11,494,000 $ $ 17,241,787 1,248,689 8,786,066 8,350,468 10,891,492 7,255,809 36,594,908 45,656,196 39,743,947 5,140,170 9,486,462 2,244,044 5,330,545 1,817,115 16,098,500 17,852,290 10,212,691 180,221,928 2,512,544 120,150 12,500 57,033,710 18,834,656 7,814,018 2,501,731 34,677,327 2,624,254 8,705,968 17,503,975 12,774,121 34,600,758 11,701,812 635,590,632 BUDGETED EXPENDITURES/ EXPENSES 2007-08 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 17,815,999 980,599 9,323,510 13,499,406 13,759,698 29,524 41,485,048 48,385,299 47,996,924 5,932,825 6,374,400 3,432,618 6,435,504 1,980,781 16,969,602 80,529,634 35,035,610 213,764,959 2,589,341 134,794 12,500 63,670,604 20,717,140 8,262,666 2,726,390 36,250,609 3,026,268 8,603,970 17,752,926 14,721,477 36,795,761 17,228,634 800,000 797,025,020 DEBT SERVICE FUNDS NON-DEPARTMENTAL STADIUM DISTRICT Total Debt Service Funds $ $ 17,691,300 5,442,594 23,133,894 $ $ $ 17,691,300 5,427,374 23,118,674 $ $ * 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. 1026 21,710,516 5,442,594 27,153,110 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule E) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2007-08 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 FUND/DEPARTMENT CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT Total Capital Projects Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 $ 97,675,894 119,194,034 1,003,000 71,000,000 288,872,928 $ $ $ $ - $ $ $ - 24,253,889 13,790,213 1,005,833 11,804,591 29,166,658 80,021,184 ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 63,605,463 $ 1,715,205 (11,000,000) 54,320,668 $ 70,327,453 114,106,705 2,834,455 60,000,000 247,268,612 $ $ 172,785,310 98,605,934 4,203,000 61,000,000 336,594,244 - $ $ - $ $ - $ - $ - $ - $ $ $ $ $ $ 1,628,000 1,628,000 $ $ $ $ $ $ 24,176,071 15,634,884 995,935 12,655,204 34,567,443 88,029,536 $ $ $ $ $ $ 133,444,348 14,410,086 922,874 11,947,898 35,715,801 196,441,007 (67,940,624) $ (67,940,624) $ - $ $ 6,057,509 $ PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Total Enterprise Funds INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ OFFICE OF ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ ELIMINATIONS FUNDS ELIMINATIONS Total Eliminations Funds $ $ TOTAL ALL FUNDS $ 2,198,744,826 $ (73,361,532) $ (73,361,532) $ 1,779,915,606 $ (164,273,332) (164,273,332) 2,322,704,488 * 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. 1027 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND ADULT PROBATION ADU GENERAL ADU ADULT PROBATION FEES ADU ADULT PROBATION GRANTS DEPARTMENT TOTAL AIR QUALITY AIR GENERAL AIR AIR QUALITY GRANT AIR AIR QUALITY FEES DEPARTMENT TOTAL ANIMAL CARE & CONTROL ANIMGENERAL ANIMANIMAL CONTROL LICENSE/SHELTER ANIMANIMAL CONTROL GRANTS ANIMANIMAL CONTROL FIELD OPERATION DEPARTMENT TOTAL APPROPRIATED FUND BALANCE APP GENERAL APP DETENTION OPERATIONS APP INTERGOVERNMENTAL CAP PROJ APP COUNTY IMPROVEMENT FUND APP COUNTY IMPROVEMENT FUND 2 FINANCING SERIES 2008 APP GENERAL FUND CTY IMPROV APP DETENTION CAPITAL PROJECTS DEPARTMENT TOTAL ASSESSOR ASS GENERAL DEPARTMENT TOTAL BOARD OF SUPERVISORS DIST 1 BOA GENERAL DEPARTMENT TOTAL BOARD OF SUPERVISORS DIST 2 BOA GENERAL TAL DEPARTMENT TOTAL BOARD OF SUPERVISORS DIST 3 BOA GENERAL TAL DEPARTMENT TOTAL BOARD OF SUPERVISORS DIST 4 BOA GENERAL TAL DEPARTMENT TOTAL BOARD OF SUPERVISORS DIST 5 BOA GENERAL TAL DEPARTMENT TOTAL CALL CENTER CAL GENERAL TAL DEPARTMENT TOTAL CLERK OF THE BOARD CLE GENERAL TAL DEPARTMENT TOTAL EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 $ $ $ $ $ $ $ 55,280,402 $ 11,986,437 4,146,433 71,413,272 $ BUDGETED EXPENDITURES/ EXPENSES 2007-08 ACTUAL EXPENDITURES/ EXPENSES 2006-07* 3,997,357 $ 2,154,507 240,411 6,392,275 $ 54,384,990 $ 13,501,442 3,740,346 71,626,777 $ 65,774,128 13,561,826 4,254,173 83,590,127 546,899 $ 4,149,013 9,665,175 14,361,087 $ $ - $ 1,546,758 1,546,758 $ 513,914 $ 3,573,207 9,504,716 13,591,837 $ 375,982 $ 7,045,839 446,168 2,994,586 10,862,575 $ $ - $ - $ 390,828 $ 5,751,753 433,378 3,155,595 9,731,554 $ 361,432 6,905,589 446,765 3,213,071 10,926,857 1,797,973 $ (539,025) 5,349,654 3,797,483 9,594,000 44,610,926 253,400 64,864,411 $ 345,627,367 $ 48,883,166 6,853,619 5,873,873 22,179,145 92,937,029 2,109,592 524,463,791 $ 164,614,794 67,148,406 9,351,324 143,166 88,609,418 23,418,046 33,628,876 46,428,953 433,342,983 - $ - $ 22,468,047 $ 22,468,047 $ 25,446,423 25,446,423 $ $ 4,010,023 12,393,623 16,403,646 $ 212,381,047 $ 73,587,844 7,954,616 34,489,709 35,680,782 19,550,787 383,644,785 $ $ $ 22,979,361 $ 22,979,361 $ $ $ 341,043 $ 341,043 $ 49,978 $ 49,978 $ 375,593 $ 375,593 $ 391,686 391,686 $ $ 341,043 $ 341,043 $ 49,978 $ 49,978 $ 351,671 $ 351,671 $ 391,686 391,686 $ $ 341,043 $ 341,043 $ 49,978 $ 49,978 $ 370,920 $ 370,920 $ 391,686 391,686 $ $ 341,043 $ 341,043 $ 49,978 $ 49,978 $ 343,679 $ 343,679 $ 391,686 391,686 $ $ 341,043 $ 341,043 $ 49,978 $ 49,978 $ 362,618 $ 362,618 $ 391,686 391,686 $ $ 1,686,973 $ 1,686,973 $ - $ - $ 1,731,527 $ 1,731,527 $ 1,759,134 1,759,134 $ $ 623,410 $ 623,410 $ 159,894 $ 159,894 $ 720,502 $ 720,502 $ 840,627 840,627 $ $ $ $ 1028 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND CLERK OF THE SUPERIOR COURT CLE GENERAL CLE COURT DOCUMENT RETRIEVAL CLE JUDICIAL ENHANCEMENT CLE CLERK OF THE COURT GRANTS CLE CLERK OF COURT FILL THE GAP CLE TRIAL COURTS SPECIAL REVENUE CLE CHILD SUPPORT ENHANCEMENT CLE EXPEDITED CHILD SUPPORT CLE VICTIM LOCATION CLE CLERK OF THE COURT EDMS CLE SPOUSAL MAINT ENF ENHANCEMENT TAL DEPARTMENT TOTAL COMMUNITY DEVELOPMENT COM CDBG, HOUSING TRUST TAL DEPARTMENT TOTAL CONSTABLES CON GENERAL TAL DEPARTMENT TOTAL CONTRACT COUNSEL CON GENERAL TAL DEPARTMENT TOTAL CORRECTIONAL HEALTH COR GENERAL COR DETENTION OPERATIONS COR CORRECTIONAL HEALTH GRANT COR DETENTION CAPITAL PROJECTS TAL DEPARTMENT TOTAL COUNTY ATTORNEY COU GENERAL COU COUNTY ATTORNEY RICO COU COUNTY ATTORNEY GRANTS COU DIVERSION COU COUNTY ATTORNEY FILL THE GAP COU CHECK ENFORCEMENT PROGRAM COU CRIM JUSTICE ENHANCEMENT COU VICTIM COMP AND ASSISTANCE COU VICTIM COMP RESTITUTION INT TAL DEPARTMENT TOTAL COUNTY MANAGERS OFFICE COU GENERAL TAL DEPARTMENT TOTAL ELECTIONS ELECGENERAL ELECELECTIONS GRANT TAL DEPARTMENT TOTAL ELIMINATIONS ELIM ELIMINATIONS TAL DEPARTMENT TOTAL EMERGENCY MANAGEMENT EME GENERAL EME PALO VERDE EME EMERGENCY MANAGEMENT TAL DEPARTMENT TOTAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 $ 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 $ $ $ 13,544,325 $ 13,544,325 $ $ $ - $ - $ 8,375,848 $ 8,375,848 $ 13,523,899 13,523,899 $ $ 2,126,145 $ 2,126,145 $ $ $ - $ - $ 2,102,798 $ 2,102,798 $ 2,424,814 2,424,814 $ $ 16,768,051 $ 16,768,051 $ 7,686 $ 7,686 $ 16,259,112 $ 16,259,112 $ 17,930,726 17,930,726 $ 3,719,176 $ 41,139,040 699,460 45,557,676 $ - $ 5,314,376 41,284 5,355,660 $ 3,312,419 $ 45,238,662 417,534 48,968,614 $ 3,570,368 48,797,341 351,729 52,719,438 $ 67,573,452 $ 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 79,491,588 $ 116,785 $ 269,518 100,000 486,303 $ 62,807,895 $ 1,353,030 5,531,754 567,759 1,296,905 564,751 1,400,347 41,665 135,281 73,699,387 $ 70,629,513 2,000,000 6,160,825 1,008,810 1,483,493 600,000 1,566,570 500,000 440,000 84,389,211 $ $ 2,105,110 $ 2,105,110 $ 58,919 $ 58,919 $ 2,241,775 $ 2,241,775 $ 2,342,668 2,342,668 $ $ 19,040,514 $ 19,040,514 $ 87,357 $ 87,357 $ 21,110,341 $ 7,255,809 28,366,149 $ 12,157,522 29,524 12,187,046 $ $ (331,079,203) $ (331,079,203) $ (58,042,803) $ (58,042,803) $ (665,215,369) $ (665,215,369) $ $ 235,773 $ 309,161 1,015,733 1,560,667 $ 4,193 $ 49,163 53,356 $ 228,576 $ 312,704 1,010,732 1,552,013 $ $ $ $ $ 1029 16,950 $ 33,265 50,215 $ 31,953,641 $ 1,218,377 1,453,784 1,480,118 1,442,222 65,000 130 3,126,435 40,739,707 $ 34,177,630 1,150,243 1,039,333 1,676,124 1,962,909 75,000 89,901 3,330,000 43,501,140 (425,729,107) (425,729,107) 268,636 333,615 750,269 1,352,520 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND EMPLOYEE HEALTH INITIATIVES EMP GENERAL EMP CMG HIGH OPTION EMP CMG LOW OPTION EMP IPA EMP OAP HIGH OPTION EMP OAP LOW OPTION EMP CHOICE FUND H.S.A. EMP FI DENTAL PPO EMP COINSURANCE EMP CONSUMER CHOICE EMP 70% STD EMP 60% STD EMP 50% STD EMP 40% STD EMP BEHAVIORAL HEALTH EMP WELLNESS EMP CONTRACT ADMINISTRATION EMP MEDICAL INCENTIVE/PENALTIES EMP BENEFIT ADMINISTRATION EMP ADMIN UNASSIGNED EMP ADMIN UNASSIGNED EMP FLEX SPENDING HEALTH EMP FLEX SPENDING DEP CARE EMP VISION EMP STAND ALONE VISION EMP FI PREPAID DENTAL EMP FI LIFE & AD&D EMP SUPPLEMENTAL LIFE EMP EMPLOYEE ASSISTANCE(EAP) EMP SI DENTAL EMP DEPENDENT LIFE EMP VOLUNTARY BENEFITS EMP CIGNA FOR SENIORS EMP HS SELF-INSURED TRUST FUND EMP BENEFITS TRUST TAL DEPARTMENT TOTAL ENVIRONMENTAL SERVICES ENV GENERAL ENV ENVIRONMENTAL SERVICES GRANT ENV ENVIRONMTL SVCS ENV HEALTH TAL DEPARTMENT TOTAL EQUIPMENT SERVICES EQU EQUIPMENT SERVICES TAL DEPARTMENT TOTAL FACILITIES MANAGEMENT FAC GENERAL FAC DETENTION OPERATIONS TAL DEPARTMENT TOTAL FINANCE FINA GENERAL TAL DEPARTMENT TOTAL FLOOD CONTROL DISTRICT FLO ELIMINATIONS FLO FLOOD CONTROL GRANTS FLO FLOOD CONTROL CAPITAL PROJECTS FLO FLOOD CONTROL TAL DEPARTMENT TOTAL GENERAL GOVERNMENT GEN GENERAL GEN PUBLIC HEALTH GRANTS TAL DEPARTMENT TOTAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 2,457,959 $ 2,854,163 21,399,726 26,711,848 $ 16,221 $ 16,221 $ 2,474,180 $ 2,852,617 21,323,454 26,650,251 $ $ 2,419,397 $ 12,318,321 14,737,718 $ 3,341,898 $ 2,699,997 6,041,895 $ 3,055,635 $ 12,080,224 15,135,860 $ 7,063,645 1,334,878 17,653,685 26,052,208 $ $ 12,160,677 $ 12,160,677 $ - $ - $ 13,011,290 $ 13,011,290 $ 12,388,440 12,388,440 $ $ 13,270,018 $ 3,081,810 16,351,828 $ 170,535 $ 170,535 $ 13,094,203 $ 2,624,254 15,718,457 $ 14,078,935 3,035,485 17,114,420 $ $ 4,209,665 $ 4,209,665 $ 18,222 $ 18,222 $ 3,882,029 $ 3,882,029 $ 4,048,897 4,048,897 $ (77,315,461) $ 71,000,000 112,684,210 106,368,749 $ 19,466,157 $ (11,000,000) (19,939,794) (11,473,637) $ (57,849,304) $ 60,000,000 92,526,631 94,677,327 $ (58,628,253) 61,000,000 94,512,737 96,884,484 264,323,557 $ 6,435,504 270,759,061 $ 107,843 $ 107,843 $ 230,586,557 $ 5,330,545 235,917,102 $ 244,779,301 6,435,504 251,214,805 $ $ $ $ $ $ $ 1030 $ 35,852,089 1,045,601 19,367,538 27,583,057 1,124,588 68,604 5,722,570 15,647,088 2,358,585 1,884,823 547,974 596,675 465,815 2,289,637 392,832 469,017 1,001,088 2,796,091 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,444,808 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND WORKFORCE MANAGEMENT AND DEVELOPMENT HUM GENERAL $ TAL DEPARTMENT TOTAL $ HUMAN SERVICES HUM GENERAL $ HUM HUMAN SERVICES GRANTS TAL DEPARTMENT TOTAL $ INTERNAL AUDIT INTE GENERAL $ TAL DEPARTMENT TOTAL $ JUSTICE SYSTEM PLANNING & INFORMATION JUSTGENERAL $ JUSTDETENTION OPERATIONS TAL DEPARTMENT TOTAL $ JUVENILE PROBATION JUV GENERAL $ JUV JUVENILE PROBATION GRANTS JUV JUVENILE PROBATION SPECIAL FEE JUV JUVENILE RESTITUTION FUND JUV DETENTION OPERATIONS JUV JUVENILE PROBATION DIVERSION TAL DEPARTMENT TOTAL $ LEGAL ADVOCATE LEG GENERAL $ LEG PUBLIC DEFENDER TRAINING LEG PUBLIC DEFENDER GRANTS TAL DEPARTMENT TOTAL $ LEGAL DEFENDER LEG GENERAL $ LEG PUBLIC DEFENDER TRAINING LEG LEGAL DEFENDER FILL THE GAP TAL DEPARTMENT TOTAL $ LIBRARY DISTRICT LIBR LIBRARY DISTRICT GRANTS $ LIBR LIBRARY DISTRICT TAL DEPARTMENT TOTAL $ MANAGEMENT & BUDGET MAN GENERAL $ TAL DEPARTMENT TOTAL $ MATERIALS MANAGEMENT MAT GENERAL $ MAT REPROGRAPHICS TAL DEPARTMENT TOTAL $ MEDICAL EXAMINER MED GENERAL $ TAL DEPARTMENT TOTAL $ NON-DEPARTMENTAL NON GENERAL $ NON WASTE MANAGEMENT NON GENERAL GOVERNMENT GRANTS NON DETENTION OPERATIONS NON BOND-DEBT SERVICE NON COUNTY IMPROVEMENT DEBT NON COUNTY IMPROVEMENT DEBT 2 TAL DEPARTMENT TOTAL $ OFFICE OF ENTERPRISE TECHNOLOGY OFF GENERAL $ OFF TELECOMMUNICATIONS TAL DEPARTMENT TOTAL $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 3,182,409 $ 3,182,409 $ ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 59,063 $ 59,063 $ 3,141,864 $ 3,141,864 $ 1,228,147 1,228,147 2,702,378 $ 37,826,442 40,528,820 $ $ - $ 97,700 97,700 $ 3,705,864 $ 37,529,225 41,235,089 $ 2,702,378 42,509,831 45,212,209 1,897,474 $ 1,897,474 $ $ $ - $ - $ 1,837,306 $ 1,837,306 $ 1,949,548 1,949,548 562,243 $ 1,817,932 2,380,175 $ $ - $ - $ 371,027 $ 1,817,115 2,188,142 $ 846,536 1,983,802 2,830,338 19,979,824 $ 6,212,830 900,000 50,000 32,490,356 284,629 59,917,639 $ 1,505,794 $ 3,710,101 130,000 1,650,294 6,996,189 $ 19,197,508 $ 6,250,758 937,738 29,285 32,276,792 249,373 58,941,455 $ 21,235,324 8,591,502 2,896,187 10,000 36,216,301 316,633 69,265,947 7,752,303 $ 12,500 5,000 7,769,803 $ 15,923 $ 15,923 $ 7,739,819 $ 12,500 7,752,319 $ 8,402,717 12,500 8,415,217 8,483,583 $ 75,794 59,000 8,618,377 $ 6,071 $ 6,071 $ 8,445,813 $ 61,608 58,542 8,565,963 $ 9,495,990 75,794 59,000 9,630,784 25,000 $ 18,923,379 18,948,379 $ 65,057 $ 1,427,874 1,492,931 $ 43,326 $ 18,791,330 18,834,656 $ 25,000 20,706,201 20,731,201 3,145,451 $ 3,145,451 $ 53,431 $ 53,431 $ 2,906,727 $ 2,906,727 $ 3,137,792 3,137,792 1,961,265 $ 1,056,316 3,017,581 $ 7,212 $ 7,212 $ 1,835,813 $ 1,046,418 2,882,231 $ 2,071,136 1,133,790 3,204,926 6,677,385 $ 6,677,385 $ 833,229 $ 833,229 $ 7,072,221 $ 7,072,221 $ 8,056,892 8,056,892 353,824,317 $ 555,007 21,094,004 57,447,352 17,691,300 450,611,980 $ (25,258,546) $ (12,166,957) (13,893,859) 11,494,000 (39,825,362) $ 253,366,608 $ 86,996 1,115,724 17,033,461 17,691,300 289,294,090 $ 372,971,918 477,981 14,949,882 58,792,796 13,810,516 7,900,000 468,903,093 7,746,422 $ 14,076,921 21,823,343 $ 49,330 $ 1,628,000 1,677,330 $ 6,877,097 $ 15,921,592 22,798,689 $ 10,052,098 15,669,264 25,721,362 $ 1031 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND PARKS & RECREATION PAR GENERAL PAR SPUR CROSS RANCH CONSERVATION PAR PARKS & REC. GRANTS PAR PARKS SOUVENIR FUND PAR LAKE PLEASANT RECREATION SVCS PAR PARKS ENHANCEMENT FUND PAR PARKS DONATIONS FUND PAR EVENTS CENTER OPERATIONS PAR OTHER DONATIONS PAR SPAA DONATIONS (SUNDOME) PAR ELIMINATIONS TAL DEPARTMENT TOTAL PLANNING & DEVELOPMENT PLA PLANNING AND DEVELOPMENT FEES PLA DEL WEBB SPECIAL FUND TAL DEPARTMENT TOTAL PUBLIC DEFENDER PUB GENERAL PUB PUBLIC DEFENDER TRAINING PUB PUBLIC DEFENDER GRANTS PUB PUBLIC DEFENDER FILL THE GAP TAL DEPARTMENT TOTAL PUBLIC FIDUCIARY PUB GENERAL TAL DEPARTMENT TOTAL PUBLIC HEALTH PUB GENERAL PUB PUBLIC HEALTH FEES PUB PUBLIC HEALTH GRANTS TAL DEPARTMENT TOTAL RECORDER REC GENERAL REC RECORDERS SURCHARGE TAL DEPARTMENT TOTAL RESEARCH & REPORTING RES GENERAL TAL DEPARTMENT TOTAL RISK MANAGEMENT RISK RISK MANAGEMENT TAL DEPARTMENT TOTAL SHERIFF SHE GENERAL SHE SHERIFF DONATIONS SHE SHERIFF RICO FUND SHE SHERIFF JAIL ENHANCEMENT FUND SHE SHERIFF GRANTS SHE INMATE SERVICES SHE INMATE HEALTH SERVICES SHE DETENTION OPERATIONS SHE DETENTION CAPITAL PROJECTS TAL DEPARTMENT TOTAL SOLID WASTE SOL WASTE TIRE SOL SOLID WASTE MANAGEMENT SOL SOLID WASTE GRANTS TAL DEPARTMENT TOTAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 1,781,029 $ 699,359 563,291 105,000 1,418,033 2,611,117 160,000 75,000 (38,000) 7,374,829 $ 30,126 $ 1,600,000 549,163 169,965 2,349,254 $ 1,674,297 $ 474,624 510,320 132,805 1,593,343 2,561,727 109,351 63,000 (75,000) 7,044,468 $ 17,642,649 $ 194,328 17,836,977 $ 260,099 $ 260,099 $ 16,316,733 $ 156,671 16,473,405 $ 17,061,480 132,555 17,194,035 $ 36,608,991 $ 571,480 373,288 1,582,065 39,135,824 $ 297,712 $ 150,000 447,712 $ 37,170,814 $ 419,079 373,288 1,720,177 39,683,358 $ 39,878,668 571,480 387,261 1,630,600 42,468,009 $ $ 2,656,900 $ 2,656,900 $ 11,633 $ 11,633 $ 2,503,621 $ 2,503,621 $ 2,762,148 2,762,148 $ 12,074,428 $ 3,520,656 37,743,134 53,338,218 $ 249,536 $ 249,536 $ 10,567,712 $ 3,302,197 32,997,001 46,866,910 $ 12,878,580 3,665,586 34,184,711 50,728,877 $ 2,349,174 $ 6,435,103 8,784,277 $ 157,910 $ 157,910 $ 2,336,900 $ 9,486,462 11,823,362 $ 2,638,611 6,374,980 9,013,591 $ $ 349,072 $ 349,072 $ 21,667 $ 21,667 $ 355,413 $ 355,413 $ 378,755 378,755 $ $ 29,284,590 $ 29,284,590 $ - $ - $ 34,685,375 $ 34,685,375 $ 35,893,572 35,893,572 $ 68,092,509 $ 16,400 1,100,000 2,050,000 6,303,635 11,192,105 489,187 168,147,910 257,391,746 $ 4,152,085 $ 621,292 6,914,036 11,687,413 $ 68,011,901 $ 8,056 916,836 1,487,828 4,805,979 6,280,153 163,060 166,560,016 248,233,829 $ 71,117,264 16,400 1,100,000 2,050,000 5,084,102 12,042,042 149,715 196,533,189 288,092,712 6,327,487 $ 1,687,262 8,014,749 $ 21,217 $ 180,722 201,939 $ 6,026,225 $ 1,863,476 7,889,701 $ 6,844,916 1,557,209 8,402,125 $ $ $ $ $ $ $ $ $ $ $ 1032 1,772,629 692,638 1,794,770 130,000 1,946,554 2,864,913 160,000 63,000 (69,850) 9,354,654 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2007-08 DEPARTMENT/FUND STADIUM DISTRICT STA CACTUS LEAGUE OPERATIONS STA BALLPARK OPERATIONS STA STADIUM DIST DEBT SERIES02 STA STADIUM DEBT SERVICES-PEORIA STA BALLPARK CONSTRUCTION STA LONG TERM PROJECT RESERVE STA ELIMINATIONS TAL DEPARTMENT TOTAL SUPERINTENDENT OF SCHOOLS SUP GENERAL SUP SCHOOL GRANT FUND SUP SCHOOL TRANSPORTATION FUND SUP SCHOOL COMMUNICATION FUND SUP COUNTY SCHOOL INDIRECT COST TAL DEPARTMENT TOTAL TRANSPORTATION TRA TRANSPORTATION GRANTS TRA TRANSPORTATION OPERATIONS TRA TRANSPORTATION CAPITAL PROJECT TRA ELIMINATIONS TAL DEPARTMENT TOTAL TREASURER TRE GENERAL TAXPAYER INFORMATION FUND TAL DEPARTMENT TOTAL TRIAL COURTS TRIA GENERAL TRIA JUSTICE CT JUDICIAL ENHANCEMNT TRIA JUDICIAL ENHANCEMENT TRIA TRIAL COURTS GRANTS TRIA JUSTICE COURTS SPECIAL REVENUE TRIA PROBATE FEES TRIA CONCILIATION COURT FEES TRIA TRIAL COURTS SPECIAL REVENUE TRIA LAW LIBRARY FEES TRIA SUPERIOR COURT FILL THE GAP TRIA EXPEDITED CHILD SUPPORT TRIA SPOUSAL MAINT ENF ENHANCEMENT TRIA CHILDRENS ISSUES EDUCATION TRIA DOM REL MEDIATION EDUCATION TAL DEPARTMENT TOTAL TOTAL ALL DEPARTMENTS ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2006-07 $ $ $ $ $ $ $ $ $ $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2006-07 482,288 $ 3,592,666 5,925,094 1,003,000 (2,042,893) 8,960,155 $ $ ACTUAL EXPENDITURES/ EXPENSES 2006-07* BUDGETED EXPENDITURES/ EXPENSES 2007-08 - $ 125,000 1,715,205 1,840,205 $ 821,875 $ 2,886,664 6,287,374 2,834,455 (2,066,807) 10,763,560 $ 482,288 3,748,547 5,925,094 4,203,000 (1,986,576) 12,372,353 1,409 $ 1,409 $ 1,641,596 $ 1,471,800 569,671 44,017 158,555 3,885,640 $ 2,461,627 2,559,504 792,887 82,680 5,896,698 - $ 43,445 43,445 $ 475,207 $ 124,609,028 114,106,705 (66,340,116) 172,850,824 $ 4,668,836 $ 4,668,836 $ 63,835 $ 63,835 $ 4,724,618 $ 4,724,618 $ 5,111,957 800,000 5,911,957 79,156,617 $ 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 97,049,161 $ 2,198,744,826 476,451 $ (540,000) 25,000 540,000 500,000 155,284 1,156,735 $ 6,057,509 78,955,933 $ 707,359 425,406 1,761,987 3,285,785 356,221 1,616,174 5,855,689 865,164 1,846,609 413,087 96,869 105,863 167,763 96,459,908 $ 1,779,915,607 86,217,528 657,982 433,277 2,013,717 3,094,077 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 103,945,001 2,344,263,667 2,132,796 $ 2,540,717 702,258 24,795 380,534 5,781,100 $ 1,984,222 $ 125,462,300 119,194,034 (66,383,561) 180,256,995 $ $ 1033 1,170,760 123,435,644 98,605,934 (59,709,258) 163,503,080 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Attachments 1034 Maricopa County, Arizona FY 2007-08 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. 1035 Maricopa County, Arizona FY 2007-08 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. 1036 Maricopa County, Arizona FY 2007-08 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. 1037 Maricopa County, Arizona FY 2007-08 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. MHS: Maricopa Health System or Maricopa Health Delivery System. MIHS: Maricopa Integrated Health System. 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) 1038 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Glossary 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. 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. 1039 Maricopa County, Arizona FY 2007-08 Annual Business Strategies Glossary 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. 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. 1040 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Acknowledgements Acknowledgements The Fiscal Year 2007-08 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, Neeraj Deshpande, Shannon Fitzgerald, Angie Flick, Cindy Goelz, Brian Hushek, Kirk Jaeger, Klint Johnson, Lisa Johnson, Wendy Johnson, Bradley Kendrex, 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 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 2007-08 Budget on June 18, 2007, and the corresponding tax rates on August 20, 2007 we start down the path of developing the FY 2008-09 budget. 1041 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Acknowledgements 1042