FY 2008-09 Annual Business Strategies Adopted Budget Credits Board of Supervisors Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 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 Street, 10th Floor Phoenix AZ 85003-2143 Phone (602) 506-7280 Fax (602) 506-3063 www.maricopa.gov/budget Maricopa County Mission Statement The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Strategic Priorities • Ensure safe communities and a streamlined, integrated justice system. • Promote and protect the public health of the community. • Provide regional leadership in critical public policy areas. • Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. • Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. • Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. • Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. Approved by the Maricopa County Board of Supervisors – June 6, 2005 Front and back cover photographs taken by Barbra Hart. Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Table of Contents Motions Motions 1 Transmittal Letter Transmittal Letter Expenditure Reductions and Expenditures Uses Chart Structurally Balanced Budgeting Econometric and Demographic Trends Property Taxes State Financial Threats Planning and Development Issues Managing for Results Green Government Program Technology Infrastructure Health Care Programs The Court Tower and Capital Improvement Philosophy Employee Issues and Concerns Conclusions 2 3 4 5 6 7 8 8 9 10 11 12 13 14 Maricopa County Profile Introduction History County Seal and Flag Climate and Topography Population Local Economy and Business Environment Educational Opportunities Transportation Infrastructure Cultural and Recreational Amenities County Government County Organizational Chart Board of Supervisors Other Elected Officials Judicial Branch 16 16 17 17 18 19 20 20 21 22 23 24 26 29 Budget at a Glance Introduction The Budget as a Policy Document 32 32 i Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents The Budget as a Financial Plan The Budget as an Operations Guide The Budget as a Communications Tool 36 40 40 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 43 44 45 45 45 45 46 46 46 46 47 53 56 61 65 67 71 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 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 The Budget Process Annual Budget Process Fiscal Year 2008-09 Budget Process ii 76 76 77 77 78 78 78 80 82 82 82 83 83 84 84 84 85 85 87 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Budget Adjustment Process Programmatic Budgeting 87 87 Maricopa County and Districts Overview Consolidated Sources, Uses and Fund Balance by Fund Type Property Tax Levies and Rates 89 90 Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type Sources and Uses of Funds Reconciliation of Budget Changes Summary of General Fund Budget Reductions and Revenue Enhancements Consolidated Revenues and Other Sources by Fund Type/Department Consolidated Revenues and Other Sources by Department and Fund Type Consolidated Revenues and Other Sources by Category Revenue Sources and Variance Commentary Basis for Estimating Revenue Taxes Licenses and Permits Intergovernmental Revenues Charges for Services Fines and Forfeits Miscellaneous Revenue Other Financing Sources Levy Limit and Truth-In-Taxation Comparisons Fund Balance and Variance Commentary Fund Balance Summary Fund Designations Expenditure Limitation Consolidated Expenditures by Fund Type/Department/Fund Consolidated Expenditures by Department and Fund Type Consolidated Expenditures and Other Uses by Fund Type/Object Code Non-Departmental Expenditure Summary – Operating Non-Departmental Expenditure Summary – Non-Recurring Economic Development, Non-Profits, and Agricultural Extension Health Care Programs Summary Fund Transfers In Fund Transfers Out Eliminations Personnel Summary by Department Significant Staffing Variances iii 91 92 93 96 104 108 109 113 113 113 116 117 120 123 124 125 126 127 128 131 132 133 152 153 159 162 164 165 166 168 170 171 173 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Mandates Summary Introduction Summary Education Culture and Recreation General Government Highways and Streets Health, Welfare and Sanitation Public Safety 175 175 176 177 177 178 178 179 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 180 180 181 182 182 183 184 185 Department 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 Board of Supervisors District 5 Clerk of the Board of Supervisors Clerk of the Superior Court Communications Community Development Constables Correctional Health County Attorney County Attorney – Civil County Call Center County Manager Elections Emergency Management 188 212 228 244 251 253 255 257 259 261 269 292 301 307 312 330 353 358 362 366 377 iv Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Employee Health Initiatives Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Services Indigent Representation System Internal Audit Justice Courts Justice System Planning and Information Juvenile Probation Management and Budget Materials Management Medical Examiner Parks & Recreation Planning and Development Public Fiduciary Public Health Public Works Recorder Research & Reporting Risk Management Sheriff Superintendent of Schools Superior Court Treasurer Workforce Management and Development 388 405 414 436 444 456 464 480 515 523 536 543 571 575 584 595 610 624 633 678 724 732 737 747 780 792 823 831 Major Maintenance Executive Summary Major Maintenance Major Maintenance Projects 840 840 842 Capital Improvement Program Executive Summary Capital Improvement Program Capital Projects Budget Operating & Capital Budgets – Their Relationship Intergovernmental and County Improvement Capital Projects General Funded Projects Detention Funded Projects Transportation Projects v 844 844 848 849 850 850 889 896 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Debt Service Debt Management Plan Debt Policies 929 944 Attachments Budgeting for Results Policy Guidelines Budgeting for Results Guideline and Priorities for FY 2008-09 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 2008-09 Revenue Source Codes FY 2008-09 Expenditure Object Codes and Sub-Object Codes Statutory Requirements Arizona State Auditor General Forms 948 952 955 956 959 961 963 964 966 974 976 978 987 988 990 995 Glossary Glossary 1013 Acknowledgements Acknowledgements 1018 vi Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Table of Contents Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Motions Motions Maricopa County Convene a public hearing, pursuant to A.R.S. §42-17104, to consider and adopt the following: 1) The FY 2008-09 Budget in the amount of $2,258,887,593 by total appropriation for each department, fund and function. This represents no change from the Tentative Adopted budget of $2,258,887,593. 2) Approve the allocations for Economic Development Agencies, Non-Profit Organizations and Agricultural Extension as specified in the Final Adopted Package. 3) Notwithstanding the Budgeting for Results Accountability Policy, approve the following: a. Adult Probation, Juvenile Probation and Superior Court are collectively known as the Judicial Branch, and considered as one appropriation. Any and all appropriations within the Judicial Branch can be transferred between any and all Judicial Branch departments by fund and function, as requested and approved by the Presiding Judge, without any further Board approval. b. Public Defense Services, Legal Advocate, Legal Defender, Public Defender and Juvenile Defender are known as Indigent Representation, and are considered as one appropriation. Any and all appropriations within Indigent Representation can be transferred between any and all Indigent Representation departments by fund and function, as requested and approved by the County Manager, without any further Board approval. c. The appropriated budgets for all internal service funds administered by the Employee Health Initiatives department are considered one appropriation. Any and all internal service fund appropriations within Employee Health Initiatives can be transferred between any and all funds by function as requested, upon review and recommendation of the Office of Management and Budget and approval by the County Manager, without any further approval by the Board of Supervisors. 4) Pursuant to A.R.S. §11-275, the Board of Supervisors authorizes the transfer of any monies received in the General Obligation - Debt Service Fund (312) to be reported in the General Fund (100). 1 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter Transmittal Letter To: Andrew Kunasek, Chairman, District 3 Fulton Brock, District 1 Don Stapley, District 2 Max Wilson, District 4 Mary Rose Wilcox, District 5 This 2008-09 budget is built on very conservative revenue projections. It is the second consecutive year where poor revenue growth has created budgetary stress. In the current fiscal year, three of the four major revenue streams have seen declines in year-over-year collections. In fiscal year 2007-08, State-Shared Sales Tax, Jail Excise Tax and Vehicle License Tax are under budgeted levels, even though these revenues were either budgeted for flat or very low growth. In the current fiscal year, we have missed our budgeted State-Shared Sales Tax revenues every month, the Jail Excise Tax every month but the first month, and Vehicle License Tax every month since October. The revenue slowdown being experienced has not been seen for over several decades. The State-Shared Sales Tax, year-to-date through April 2008 is -2.10% as compared to fiscal year 2006-07. The last three months of financial results averaged -4.83% from last year. State-Shared Sales Tax is our largest single revenue stream. Its lackluster performance has created financial difficulties that can only be overcome with reductions in spending countywide. State Shared Sales Tax Budget vs. Actual $20.9 million budget shortfall year-to-date $50.0 Change from Prior Year Similarly, the Jail Excise Tax has a -2.85% variance year-todate through April 2008. This revenue is a dedicated sales tax that funds adult and juvenile detention services and capital investments in our county jails and detention facilities. With the jail and juvenile detention populations increasing annually, it is imperative that these revenues keep pace with the funding requirements of operating 24/7 facilities. $48.0 $46.0 $44.0 $42.0 $40.0 $38.0 $36.0 $34.0 $32.0 $30.0 July Aug Sep Oct Nov Dec Jan Feb Mar Apr May June The recommended budget is FY 07 FY 08 Bgt FY 08 $2.259 billion, which is a 2% increase from the 2007-08 adopted budget, driven largely by mandated expenditures. However, if you readjust the increase for an internal restatement from Flood Control District, the increase is only 0.4% or $8.6 million. The nominal increase is primarily due to expenses related to the building of a new criminal court tower. Other major contributors include mandated state contributions and employee-related costs, offset by $115 million in operational budget reductions. 2 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter Knowing that our budget development process was going to be difficult, the Board of Supervisors adopted fiscally conservative budget guidelines. These guidelines provide policy direction for County departments and the Office of Management and Budget. The Board’s budget guidelines for this year anticipated the continued sluggish economic conditions that are facing this region. No requests for supplemental funding were considered, and the Board required that all departments submit 5/10/15% expenditure reduction scenarios. No new capital improvement programs (CIP) were put forward and funding reductions within existing CIP projects were reviewed. Departments were encouraged to explore opportunities to improve efficiencies through information technology (IT) and consolidation of IT functions. All new technological endeavors were required to have a Return on Investment (ROI) of 3 years or less. Performance-based salary advancements will be no more than 2.5% on average, and market-based compensation funding will be very limited. Finally, the Board continued the selfimposed limit on the secondary property-tax levies, which lowers property tax burdens for the citizenry. Expenditure Reductions and Expenditures Uses Chart Significant expenditure reductions have been made to the County’s 2008-09 operating budget. While reducing costs in one of the fastest growing counties in the nation is difficult, it is possible. County management was instructed to look for reductions that minimized service impacts, focused on administrative overhead and reduced or cut non-mandated programs. On average, departmental expenditure reductions were 5.6%. Non-mandated departments received a 15% reduction. Overall, appointed departments were reduced by 7.0%. Elected departments, which include the Sheriff’s Office, County Attorney, Assessor, Treasurer, Recorder, and Superintendent of Schools, averaged a 4.6% reduction. The Judicial Branch contributed a reduction that averaged 5.6%. One of the non-mandated services that was impacted was the Juvenile Residential Drug Treatment Program. The program was eliminated because it was costly and results were inconclusive. The operating savings to the county was $2.8 million. However, to offset the impact of the program’s elimination, an additional $1.0 million was added to the Juvenile Probation department to fund communitybased treatment for probational and incarcerated juveniles. FY 2008-09 Tentative Budget $2,258,887,593 Culture & Recreation 0.73% General Government 2.26% Education 0.32% Public Safety Highways & Streets 9.16% Health, Welfare & Sanitation 23.28% 64.25% Departments made difficult business choices as they were recommending their own departmental reductions. Many eliminated vacant positions that have been held open due to the recently enacted hiring freeze. The majority of these positions are 3 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter administrative in nature or within non-mandated functions. Several departments eliminated or downsized their overtime, supplies, services and travel budgets, noting that some service impact would be felt, but that it would be minimal. Other significant reductions include limiting election sample ballot mailings to one per household, reduction in the standard and intensive probation caseload capacity, reduced social services, elimination of the Seriously Mentally Ill intervention program in the Sheriff’s Office, closing of Correctional Health clinics at night, reducing the number of tuberculosis cases treated, and delaying completion of the document preservation activity in the Clerk of the Court. Structurally Balanced Budgeting The practice of structural balance within our budget is paramount to our fiscal policies. It is the basis on which all of our budget policies and practices are grounded. Structural balance means that reoccurring revenues meet or exceed reoccurring expenditures. Because of structural balance, we have been able to maintain a healthy fund balance, fund capital projects with cash, and keep our expenditures in check. Maintaining structural balance is not for the weak-willed. It takes discipline and resilience, especially during recessionary periods. Maricopa County has been able to maintain structural balance in our operating budget during this fiscal downturn. We have done so through ongoing readjustment of revenues and then subsequent incremental reductions in spending, as required. Maricopa County began making adjustments to our financial plan in Fiscal Year 2006-07 as revenues began to slow. The Board of Supervisors lowered the revenue budget mid-year, and cut spending to align with the revised revenue projections. During Fiscal Year 2007-08 budget development, the budget was prepared with little or no revenue growth in State-Shared Sales Tax, the Jail Excise Tax, and the Vehicle License Tax. The budget in FY 2007-08 included reduced personnel budgets, cuts in court security, reduced overtime, supplies, and services budgets. We also reexamined user fee-based activities and increased fees when the service was not fully recovering costs. Project delays occurred in the special district budgets because of the self-imposed limit on the secondary property tax. The self-imposed limit on secondary property taxes is a Board policy designed to keep property taxes low. Additional reductions became necessary during Fiscal Year 2007-08 due to greater revenue slowdowns than originally projected. The Board of Supervisors took swift action. Beginning in the Fall of 2007, the Board reduced all administrative budgets by 5%. This was a reduction of 64 full-time equivalent positions. They also froze contingency funds and instituted a hiring and capital freeze. Overtime in the Sheriff’s Office was curtailed and within Planning and Development, staff was reduced by 20%. Budget Preparation for 2008-09 involved additional conservative actions. The Southwest Regional Court Center was delayed indefinitely. The Southeast Regional Court Center is targeted for downsizing, and projects within Parks and Recreation at both the White Tank and McDowell Mountain Parks have been cancelled. Structural balance has allowed us to be successful, financially. We have no General Obligation Bonds outstanding. This makes for a lower property tax for the citizens of Maricopa County. We have been able to balance our 2008-09 budget with some downsizing but no elimination of services. We have been able to pay cash for many of our capital improvement 4 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter projects, saving tens of millions of dollars in interest costs. Structural balance equates to responsible budgeting. There are a handful of small ancillary funds that are not in structural balance. In several cases, this is because the Board of Supervisors made a conscious decision to spend down large fund balances to keep fees low or because there was a multi-year operating capacity which made good fiscal sense. In each case there is a plan to return those expenses to the operating budget in 3 years or less. Funds affected include: Fill the Gap, Criminal Justice Enhancement, Justice Court Special Revenue, Planning and Development Fees, Inmate Services and Waste Management. Econometric and Demographic Trends The Office of Management and Budget has enhanced its use of economic forecasters during this fiscal downturn. They are now utilizing both Elliott Pollack & Company and the University of Arizona’s economic team to provide econometric information. The economists from both of these groups are predicting or declaring that Maricopa County’s economy is or will be in recession. “The current contraction in the nation’s economy is likely to stretch past mid year and qualify as the 8th recession since 1960. . . The recession in Arizona should be mild with job losses totaling 1.3%. However, we expect that it will last longer than average, given the nature of this downturn and the length of time expected to get residential and nonresidential investment rolling again. We look for the bottom in the second quarter of (calendar year) 2009.” University of Arizona, Eller College of Management, Economic and Business Research Center Leading indicators such as employment, retail sales and building permits are all down yearover-year. This recessionary cycle began in the late summer when the housing industry experienced downward adjustments in prices, and new home starts dropped off. All of this was caused by an excess of inventory and the debacle with adjustable rate and sub-prime mortgages. Arizona is one of the states leading the way in this downward cycle. Our economy typically grows in population, job growth and construction. This causes investment in our economy and it receives an “accelerator effect” as new resources are required for new houses, apartments, stores, hospitals, etc. Our economy is tied, unquestionably, to constant growth. This makes Arizona’s economy one of the most volatile in the nation, according to the University of Arizona. Recent economic reports have shown that the economy, in fact, is in a decline in many areas. January 2008 was one of the worst months, nationally. Chain store sales were the lowest they have been since 1970. Vehicle sales are slumping. The stock market has been very unstable and is now considered a “bear market”. Employment figures indicated the largest decline since the last recession. Locally, employment growth is in a recession. In calendar year 2006, Arizona ranked second in job growth nationally. In 2007, we had dropped to 22nd nationally. Our employment numbers are expected to drop again in 2008. 5 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget The chart to the right shows the Greater Phoenix construction employment, which shows a dramatic decline in available jobs. The state ranked 49 out of 50 in construction growth in February 2008. Property Taxes Transmittal Letter Greater Phoenix Construction Employment Change - 1991-2008 30 .0 0% 25 .0 0% 20 .0 0% 15 .0 0% 10 .0 0% 5 .0 0% Taxpayers in Maricopa County 0 .0 0% -5 . 0 0 % enjoy one of the lowest county tax rates in the State and by far, - 1 0 . 0 0 % -15 .0 0% the lowest of the State’s urban JanJanJanJa n Ja n JanJanJanJan91 93 95 97 99 01 03 05 07 counties. Maricopa County is again lowering the overall property tax burden on its Source: Arizona Department of Commerce, Research Administration citizens. Last year the combined property tax rate was $1.2970 per $100 of assessed valuation. The proposed overall property tax rate is $1.2047. This is a $0.0923 reduction, which is 7.12% lower than the prior fiscal year. The primary rate dropped by $0.0719, the Flood Control District dropped by $0.0166 and the Library District dropped by $0.0038. Maricopa County no longer has a debt service levy. The secondary bond debt was paid off in 2004. Maricopa County has not had a General Obligation Bond debt issuance since authorization by the voters in 1986. In the late-nineties, the Board of Supervisors decided to utilize a modified “pay as you go” capital plan for large capital improvement projects and other infrastructure. This means that the County is paying cash for many of its capital improvements, or utilizing lease reversions or other funding from the general fund to pay for these multi-million dollar projects. The use of this funding philosophy has literally saved the taxpayers tens of millions in interest and hundreds of millions in secondary property taxes that would have otherwise been levied. In line with the County’s fiscal policies on debt service, the Board of Directors of the Flood Control District and the Library District instituted a self-imposed limit on the secondary property taxes for these districts. The Board of Supervisors, by statute, also serve as the Board of Directors of three districts, Flood Control, Library and Stadium. They limited the Flood and Library Districts increases to align with the County’s primary property tax limitations that are called out in statute. The Stadium District does not have a property tax. This responsible government concept was praised by the Arizona Tax Research Association (ATRA) last year. ATRA actually ran a bill that mirrors our self-imposed secondary limits. Although the bill did not pass, it continues to be pointed to as an innovative example of self-disciplined government by conservative state legislators and tax advocacy groups. 6 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget All of the strategies that Maricopa County uses to lower the tax burden have had a positive effect on our taxpayers. The savings on a $219,500 (median home taxable value) due to the tax rate reduction is estimated to be $16.14 this year. If the same home was in another county in Arizona, it would pay much higher taxes. The graphic to the right depicts the tax burden difference in several of the other Arizona Counties. State Financial Threats Transmittal Letter Primary Property Tax Rates FY 2007-08 FY 2008-09* $5 $4.1442 $3.6020 $4 $3 $1.9938 $2 $1.5298 $1.5292 Mohave Yavapai $1.1046 $1.0327 $1 $0 Pinal Pima State Average Maricopa Arizona has the largest structural problem (as a percentage of totals – nearly 20%) of any state. This is due to a number of issues, including the percentage of the State’s budget that is statutorily set, the lack of structural balance in the past, the volatile make-up of revenues, and a history of lowering taxes without long-term planning. Because of this, the State is again possibly turning to Arizona counties to help solve their problem. The most difficult of the issues is the proposed transfer of all inmates sentenced to less than a year to county jails. This practice exists in many states. However, in Arizona, the State Legislature has made conscious decisions years ago to have one of the toughest sentencing laws in the nation for DUIs and other specific offenses. Arizona counties have not planned nor are they funded for this population. Maricopa County is quite concerned with the impact that cost shifts will have on county government. Maricopa County’s jail system is already at capacity. Any plan to increase our jail population by an estimated 2,150 inmates would result in Maricopa County jails being 23% over capacity. Another state cost shift being considered is increasing photo radar enforcement in order to increase state revenues. In this scenario, the state will change the revenue distribution of the citations so that all of the fine revenues flow to the state. Currently these revenues are shared with the counties and cities that adjudicate and collect the fines. In the proposed scenario, the state would be receiving 100% of the revenues, but the costs of administering this program would be left with local jurisdictions. There are several other state budget balancing ideas that have surfaced that could cost the county millions. At this point, we are uncertain about how the state budget process will affect county government. Maricopa County is monitoring the situation and working with state leaders to try to ensure that a fair and equitable conclusion is reached in these state budget discussions. 7 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter Planning and Development Issues -0 8 7 07 20 FY 20 06 -0 6 FY FY 20 05 -0 5 -0 04 FY FY 20 20 03 -0 4 Perm it / Insp ectio This year, significant changes occurred in Planning and Development. Maricopa County’s Planning and Development Department receives its major revenue streams from building plan reviews and building inspections. Over the last 5 years, Planning and Development’s revenue budget experienced explosive growth while the housing boom was occurring. Now that the boom is over, the revenues have slowed dramatically. The department must adjust its Planning & Development operating costs to align with the Number of Permits/Inspections and Revenue volatility of the real estate market. The graphic to the 2 0 ,0 0 0 $ 2 0 ,0 0 0 ,0 0 0 $16,4 00,000 $13,10 0,000 right illustrates the five-year $12,2 00,000 $14,800 ,000 $ 1 6 ,0 0 0 ,0 0 0 1 5 ,0 0 0 history of plans initiated for $11,300, 000 $ 1 2 ,0 0 0 ,0 0 0 review and inspection and the 1 0 ,0 0 0 associated revenues. As you $ 8 ,0 0 0 ,0 0 0 can see, it has gone from a 5 ,0 0 0 $ 4 ,0 0 0 ,0 0 0 five-year high in FY 2005-06 of $17,659 and $16.4 million, to a R evenue five-year low in FY 2007-08 of an estimated 10,400 and $11.3 million. This is a 41% decrease in volume. Planning and P erm it Inspec tions R evenue Development’s management team has taken steps to address the downturn in demand. It has reviewed the fee structure and raised those that required adjustment. It also instituted an elimination of 45 positions. It will continue to review the workload demand and will make addition adjustments to the budget and staffing pattern, if necessary. While no economic expert can predict when the downturn will end, Planning and Development is preparing for a 2 - 3 year slowdown. Managing for Results Managing for Results (MFR) is the County’s performance management system. MFR was developed to ensure that County Strategic Priorities flow down into Maricopa County departments, and are reflected in individual department Strategic Business Plans. It is customer-oriented, results-focused, and data-driven. MFR is grounded in the idea that an entire organization—its management systems, the people who work there, and the organizational culture (beliefs, behavior, language)—are focused on achieving results for the customer. MFR supports good business decisions based on reliable performance information. Departments demonstrate accountability through results. It contains an annual cycle of planning for results, budgeting for results, delivering results, analyzing and reporting results, and, lastly, evaluating and improving results. Understanding and application of MFR principles has grown tremendously since Maricopa County first implemented the Managing for Results system more than eight years ago. Many departments have fully embraced the MFR philosophy and regularly use performance information to enhance their reporting and decision making. From a budgetary perspective, 8 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter this means that they can articulate results delivered and the financial impact. They can also quantify the cost of improving results. In early FY 2007-08, we began to develop and implement an enhanced performance reporting process with the deployment of the new Managing for Results Information System (MFRIS). MFRIS leverages the latest technologies to facilitate Maricopa’s drive toward an integrated approach to improved customer results. MFRIS is a repository for departmental strategic business plans – mission, vision, goals, programs, activities, and services, as well as performance metric data. MFRIS also integrates the County’s budget and management system. The system provides customized dashboards so that County executives, staff, and citizens can quickly and easily access information about the services provided by the County. MFRIS supports our data analysis needs by featuring sophisticated, yet easy-to-use, analytical tools that interface with the County’s budget and financial systems. Limited release of this system occurred in the first half of FY 2007-08, with continuous enhancements and roll-outs throughout FY 2008-09. Managing for Results is all the more important during times of fiscal challenge. MFR principles have guided us from the start as we have developed the FY 2008-09 budget. When we had to make difficult choices, we have done so with the goal of maintaining results for our customers as much as possible. Budget reductions have thus been developed that have the least impact on customers and performance. Green Government Program With our current population approaching four million and long-term projections showing the population nearly doubling again in less than 40 years, it is clear that strategies to help maintain a vibrant quality of life will be even more important in the future. An important part of these strategies will be maintaining a healthy and sustainable environment. The Board of Supervisors recognizes the relationship between a healthy environment and the County’s longterm success. The Regional Development constellation has developed a long-term strategy whereby the County will reduce its carbon footprint, help save money, and enhance the region’s environment. This is the basis for a new and innovative plan that will be known as the Maricopa County Green Government Program. The Green Government Program is a cooperative effort between many County departments in coordination with various community stakeholders. These stakeholders represent a sample of experts in environmental issues, are associated with organizations that have initiated similar programs and can provide helpful insight, or are directly affected by the Green Government Program. Although achieving true environmental sustainability is difficult, Maricopa County believes this initiative is an important step in a long-term approach to addressing regional Model For Long-Term Sustainability Environment Sustainability Economy 9 Society Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter environmental issues. The Green Government Program establishes a fundamental yet important mission: to achieve a cleaner, healthier, and higher quality Maricopa County. From this mission, the program will establish an advocacy plan that identifies various actions Maricopa County will pursue. This program will also identify specific measures that will help determine progress in meeting the approved actions. The Green Government Program will be flexible and adaptable to changing conditions, and will be reassessed on a periodic basis. Maricopa County seeks to set the example in environmental stewardship. Maricopa County’s has taken its first step in the FY 2008-09 budget. The plan includes a reduction of our carbon footprint. Equipment Services identified vehicle replacements that are both cost reductions as well as EPA certified “SmartWay” vehicles. SmartWay vehicles have the best environmental performance compared to all other vehicles and the EPA certifies that these vehicles have exceeded environmental thresholds on the Air Pollution and Greenhouse Gas Scores. The FY 2008-09 recommended budget includes funding for seventeen energy efficient vehicles which will increase Maricopa County’s fleet composition from 34% to 35%. We will continue to explore further opportunities to expand this number as vehicles are scheduled for replacement. Technology Infrastructure Last year, Maricopa County began an extensive Infrastructure Refresh Project. The 2008-09 budget provides for continued funding of this program. The project covers a number of critical technological equipment replacements and upgrades, including: the core, distribution, user access and wireless networks, buildings physical infrastructure and data centers. In addition, the county will now have a redundant network with a regional disaster recovery site. This was not provided for prior to this project. The cost of this program in Fiscal Year 2008-09 is $34.2 million. There are a number of other critical system upgrades occurring. This year, phase I of a new Budgeting and Managing for Results Information System (MFRIS) was released. The FY 2008-09 budget includes funding for MFRIS, which includes refinements to the budget preparation system, budget maintenance, budget reporting and position management. In addition, the funding supports upgrades to version 2.x which will provide Managing for Results elements including planning, reporting, and analyzing results. Once fully operational, this system will help managers better utilize performance measurement metrics to monitor outcomes within their business units. Managers and directors will be more nimble and able to address issues before they become problems for our customers. Last year, the Office of Enterprise Technology partnered with the Assessor’s Office to begin development of a new Computerized Assessor’s Mass Appraisal (CAMA) system for use with property assessments. The County has experienced significant growth and the current system has outlived its useful life. The collaborative effort will result in improved system performance, functionality, tools, integration and support. Implementation of a new data warehouse and a customized drawing system will occur as well. 10 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter A new agenda management system, called SOLAR, is being developed to replace Agenda Central, the current electronic board agenda processing system. The FY 2008-09 budget has funding to complete this soon to be implemented system. SOLAR will give us a streamlined agenda processing system that will provide a means for agenda language consistency, an ability to attach documents to agenda items, enhance the approval process of agenda items, and streamline the creation of the Board’s agenda. In addition, SOLAR provides users with a robust search functionality of the agenda database, the ability to run department-specific reports, automation of the Board’s executive meeting process, an interface with the MFRIS system and electronic voting for Board members. Finally, on the technological front, we will finish the Telecommunications Expense Management System (TEMS) implementation. TEMS will address the telecommunications lifecycle management activities, including the addition of a centralized electronic billing and validation system, dispute management tools, automated accounts payable process and a cost allocation system. The system will replace what was a very manual process which was prone to errors. Expected results include labor savings, increased productivity, cost controls and cost savings. Using a very conservative estimate, TEMS is projected to save 5 – 12 % in telecommunication services costs over a 3 – 5 year period. Health Care Programs One of the most costly activities in Maricopa County is Health Care Programs. Within the activity, we budget our mandated health care contributions to the State of Arizona, non-grant funded/court-ordered tuberculosis services, the Ryan White services for “People with HIV/AIDS”, and other health litigation. Maricopa County is mandated to provide funding for the State of Arizona’s health care programs. The county must make multi-million dollar contributions to: Arizona Long-Term Care System (ALTCS), Arizona Health Care Cost Containment System (AHCCCS), and Arizona’s mental health programs required by the Maricopa County ALTCS Arnold v. Sarn court ruling. Contribution Growth, FY 2002-2009 11 FY 20 08 -09 -08 20 07 7 FY 06 -0 20 FY -06 20 05 5 FY 04 -0 20 FY 4 03 -0 20 FY 20 FY FY 20 01 02 - 02 -03 Millions This year the contribution to the ALTCS program is estimated to $170 increase by $6.0 million to $150 $162.1 million, a 3.71% increase over the 2007-08 $130 contribution. The Arnold v. $110 Sarn and general mental health $90 payments are estimated to increase by $1.6 million to $35.9 million, and other mental health costs will increase by $125,039 to $4.4 million. The AHCCCS acute care contribution will increase by $622,800 to $21.6 million. These mandated fixed contributions total $228.9 million. Mandated Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter health care remains an uncontrollable component of our operating budget that Maricopa County will continue to work to reduce. The Board of Supervisors has adopted a strategic goal which states, “Eliminate mandated fixed contributions to the State of Arizona in exchange for reductions in State funding of county programs.” We want a good government model that makes the State responsible for State-managed programs and the County responsible for County-managed programs. To that end, we have, in past years, reduced our contributions through legislation that exchange funding responsibility with the state. These legislative solutions help us make progress towards achieving our strategic goal. This year, because of the state’s budget crisis, we did not introduce any new legislative solutions. We will do so in future years. Health Care Programs continues to address several of the most challenging fiscal issues facing Maricopa County. 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. Maricopa County has successfully settled approximately one-third of the potential liability at less than five percent of billed charges. The remaining 198 million is the subject of a courtmandated “sampled” litigation process. After several trials, we are still awaiting decisions in the trial courts and on appeal. The Court Tower and Capital Improvement Philosophy Maricopa County began its present day Capital FY 2008-09 Tentative Budget Improvement Program (CIP) in $2,258,887,593 FY 1999-00. The CIP plan is a modified “pay as you go” General Culture & Highways & Government Recreation Streets financial policy. The County Health, Welfare & 2.26% 0.73% 9.16% Sanitation pays cash for most CIP Education 23.28% 0.32% 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 payment on the County’s 1986 General Obligation (GO) bond debt. The County currently has Public Safety 64.25% no GO bond debt, and has very little long-term debt. The debt that the County does have is in the form of Lease Revenue Bonds. The debt service on these is paid for with either cash that has been set aside, or through lease reversions and operational savings within the operating budget. Due to the fiscal downturn and limited new cash, the county has cancelled, delayed or downsized projects in order to concentrate efforts on continuing the new Court Tower project. This project is of great significance. It is needed to maintain and improve court case processing in Maricopa County. This, in turn, ensures that litigants, defendants and others 12 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter involved in court cases obtain speedy justice. On criminal cases, it limits the time a housedinmate spends in the county jails. This is good for the taxpayers because providing 24/7 care for individuals is very costly. The Court Tower is to be located adjacent to the downtown County Court complex in Phoenix. The 722,529 square foot project includes 32 courts, jury assembly, in-custody holding, and secure judicial parking. 22 of the courtrooms will initially be built-out and 10 will be shelled for future expansion. Below is the proposed make-up of the courtrooms. 8 high-volume early disposition and regional court centers 4 initial pre-trial courts 12 standard criminal courts 4 large criminal courtrooms 4 aggravated DUI courts The Court Tower project has a budget of $342.4 million and is scheduled for completion in January 2012. With the postponement of the Southwest Justice Center in FY 2007-08, $79.4 million was shifted from that project to fund the Court Tower. In FY 2008-09, the budget assumes that the Southeast Justice Center project will be reduced in scope so that $19.2 million can be shifted from the Southeast Justice Center project to the Court Tower. The CIP modified “pay-as-you-go” philosophy that has been used by the Board of Supervisors has avoided the use of General Obligations (GO) Bond debt issuance since 1986. Since 2000, the “pay-as-you-go” policy has saved the taxpayers $56.7 million in estimated debt service payments through FY 2007-08. This avoided assessing secondary debt repayment property taxes that would have cost the average taxpayer an average of $28.66 annually. In addition, we have avoided $37.3 million in actual interest costs by paying cash for much of our CIP. As you can see, the combination of balanced budgeting and pay-as-you-go capital programs has resulted in responsible fiscal plans, lower property taxes and improved services for the citizens. Employee Issues and Concerns Voluntary Turnover By 12-Month Period 13 /0 8 /0 7 1 /0 7 07 3 /3 1 4 /1 / 7-1 2/ 3 1 /1 /0 /0 6 9 /3 0 7 /0 7 1 0 /1 6-6 /3 0 7 /1 /0 6- 3 / 3 1 /0 /0 6 06 12 / 3 1 1 /1 / 4 /1 / 0 6 / 05 9/ 30 /0 1 0 /1 /0 6 5- 6 / 3 0 /0 7 /1 / 0 5-3 /3 1 4 /1 /0 1 /1 /0 5-1 2 /3 1 /0 5 Maricopa County emphasizes a skilled and capable workforce. This Percentage of Turnover is accomplished by providing market1 6.00% 1 4.30% 1 4.11% based salaries for our employees, 1 4.00% great benefits, and a rewarding 1 2.19 % 13.95 % 13.6 2% 11.2 6% career serving the public’s interest. 1 2.00% 1 0.39 % 12 .3 9% Workforce satisfaction is measured 11.61 % 1 0.00% through employee satisfaction 10.9 3% surveys, benefit surveys and 8.00% employee voluntary turnover or attrition rates. Our voluntary turnover has improved over the past several years, as noted in the graphic below. This is due to many successful employee programs. Over the past three years, market reviews covering over 97.7% of the County’s positions were completed. Market adjustments were made when Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter needed. In addition, the county provides annual funding for performance-based adjustments. Despite the fiscal downturn, this budget has funding for an average of 2.5% increases that will be implemented mid-year. While this amount is less than what was funded in prior years, it does show our employees that the county is concerned about their welfare and is dedicated to remaining competitive with the marketplace. Other steps being taken to maintain morale include sustaining competitive benefit packages (described below), retirement plans (provided by the Arizona State Retirement System), a Rewarding Ideas program, Tuition Reimbursement, and a Peak Performers program. Employee Health Initiatives (EHI), the department responsible for the employee benefits programs in Maricopa County, has been continually improving the services and benefits given to the county’s workforce while controlling the cost of health care. Their mission is to provide fiscally conscious and innovative health care programs for Maricopa County’s employees. EHI employs seasoned health care professionals who collaborate with county management and external partners to encourage healthy lifestyles, promote preventive medicine, and offer a variety of plans to fit the needs of the employees. Some of the programs that should be mentioned include: health screening and health risk assessments, health fairs, flu shot clinics, weight-watcher programs on-site, smoking cessation, prenatal care programs, heart-healthy and diabetes management programs. Many of these programs offer financial incentives to employees to either get healthy or to participate in prevention programs. Because of these innovative programs, health care premiums and co-pays for both Maricopa County as the employer, and our employees were kept to an average increase of between 3.1 – 8.9%, when compared to the national average of between 10 - 12%. These programs lower the benefit costs for employees and the County. Conclusions Maricopa County has a responsible balanced budget for fiscal year 2008-09, despite the downturn in the economy and the continued need to provide expanding services in the region. We are able to continue to meet our challenges through innovative solutions, a highly motivated and skilled workforce, and through the leadership of the Board of Supervisors and county management. In 2007-08, Maricopa County again was recognized through the Arizona Quality Award process for continuous improvement and innovation with three different departmental awards, including one for our CIP pay-as-you-go program. Maricopa County is finding new ways to collaborate through partnerships with non-profits, Arizona State University and other public and private entities. I want to thank the Board of Supervisors for their continued fiscal leadership. I also want to thank the Elected Officials, the Judicial Branch and Presiding Judge and the Appointed Officials for their cooperation and understanding during this time of fiscal downturn. This budget could not have been balanced without their participation, great ideas and assistance. Sincerely, David R. Smith, County Manager 14 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Transmittal Letter On June 19, 2008, the Maricopa County Board of Supervisors adopted the FY 2008-09 Budget totaling $ 2,258,887,593. Overall, there was no change in total expenditures from the Tentative Adopted budget, as all increases were offset with transfers from Contingency budgets or eliminations. • Restored $219,992 to Human Services for Special Needs Transportation and Senior Adult Independent Living. • Restored $50,000 to Human Services for homeless shelter services. • Reduced property tax revenue $2.4 million, with an offsetting reduction in General Fund contingency expenditures, for the Qwest property tax settlement. • Increased the Southeast Regional Court Center Project by $7.96 million, requiring an increase of $565,041 in debt service for the Downtown the Court Tower. • Added $1.3 million for the Security Building build-out; increase offset by savings in the Major Maintenance program. • Increased Air Quality by $745,332 (ten FTEs) for the implementation of MAG 5% plan, funded by a fee increase approved in March 2008. Reorganizations: • Trial Courts was separated into Superior Court and Justice Court. • County Attorney – Civil was established as a separate department, with budget for outside legal transferred from Non-Departmental; in addition, $900,000 in funding was restored for Tax Appeals. • Juvenile Defender was separated from Public Defender. • The Prescription Drug Program was transferred to Public Health from Health Care Programs. • Funding for a vacant position was transferred back from Workforce Management and Development to Non-Departmental. 15 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. Measuring 137 miles east to west and 102 miles north to south, 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. Maricopa County Profile How Maricopa County Compares USA State of Arizona Maricopa Mari copa County County Population 3,880,181 4th largest in the US Larger than 21 States Land Area 9,225 Square Miles 14th Largest in the US Larger than 7 States Nation’s Largest Regional Park System Individuals and corporations make up 29% of total land Over 120,000 Acres 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. History Maricopa County was established as a county on February 14, 1871 by the Legislative Assembly of the Territory of Arizona from parts of Yavapai and Pima Counties. Maricopa County was named in honor of the Xalychidom Piipaash people, who inhabited the area as early as 1775. The word “Maricopa” is derived from the Pima (a neighboring tribe) word for the Xalychidom Piipaash people. The County’s current geographical boundaries were set in 1881 and have not changed since. Little is currently known about the history of the area prior to the first European settlers in the late 1800s. What is known is that the Hohokam (“the people who have gone”) band of Native Americans inhabited the area probably between 300 and 1400 AD. The Hohokam utilized the Salt River Valley by creating an extensive system of farming and permanent settlements. It is believed that these Native Americans left the area due to a period of severe drought around 1400 AD. From the time the Hohokam left through the late 1800s the area was intermittently occupied by several bands of Native Americans, including the Apache, Maricopa, Gila River, and Pima tribes, who lived a much more migratory lifestyle than the Hohokam. The first European settlement in the County was Wickenburg, a mining settlement which became the catalyst for further settlement. The remains of the extensive irrigation systems left behind by the Hohokam led the early settlers to experiment with agricultural production, utilizing the Salt and Gila 16 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile rivers as the main source of water. Spurred on by the success of these initial farming settlements, additional settlers began to migrate into the County and utilize the rich soils for agricultural production. The history of the county over the next 140 years has been most significantly marked by a rapid increase in population, driven initially by the mining, agriculture and livestock industries. Statehood was granted on February, 14, 1912, providing greater integration of Arizona into the national infrastructure and further incentives to settle in Maricopa County which was then, as now, the most populated area within Arizona. This was followed by the development of several major military installations and training facilities which were initially constructed due to the good flying weather provided by the desert climate. Many of the significant population in-migrations in recent times have been spurred on by the low cost of living, economic growth, wonderful climate and easy access to other major metropolitan areas. As the population began to grow, so did the diversity of the economy and the reasons for further migration to the area. The climate, strong economy, educational opportunities, and beautiful desert environment are just a few of the reasons why Maricopa County continues to have one of the fastest growing populations in the United States. According to the United States Census, the County has grown from 2,122,101 residents in 1990 to 3,880,181 in 2007, an 83 percent increase in just 17 years. County Seal and Flag The current County Seal was redesigned and adopted in 2001. When the seal was updated, great care was taken to maintain historical continuity with the old seal while taking the opportunity to update and improve. The colors used in the County seal reflect our unique Maricopa County Flag 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 Maricopa County Seal 1871 Banner Maricopa County Established February 14, 1871 Scales Legal Services Arizona State Flower Saguaro Cactus Blossom Scenic Highway Land, Roads & Flood Control the tree, horse and rider represent the County’s extensive parks and trails. The County flag, like the State flag, is red, gold and blue. The Seal of Maricopa County is emblazoned on a block of red, symbolizing the striking beauty of the sunrises and sunsets and desert flowers. The central golden band signifies the great abundance of sunshine, as well as one of the first stimulants to local commerce – the gold mines around Wickenburg that brought settlers into the area. The blue field represents the blue skies and the waters of the rivers, lakes and canals that have made the desert lush with vegetation and a source of recreation. In the blue field are five stars, which represent the five groups of Yuman-speaking Maricopa people for whom the County is named. The five stars also represent the five districts of the County from which members of the County Board of Supervisors are elected. Tree, Horse & Rider Parks & Recreation Caduceus Health Services Climate and Topography Maricopa County is known world-wide for its unique climate and topography. Situated in the Sonora Desert, Maricopa County encompasses the majority of the Valley of the Sun and is home to many unique species of 17 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile animals, insects and flora including saguaro, ocotillo, cactus wren, palo verde, peccary (javelina), scorpion, sotol, and many more. The climate is highly sought after as a destination during winter, spring and fall months due to pleasant temperatures and very mild weather patterns. The summer months in the County are some of the hottest in the United States, with daily temperatures often reaching over 100° F, usually for 100+ days of the year. The humidity levels are typically relatively low during the summer months, which significantly tempers this rather extreme heat. One of the more unique aspects of Maricopa’s climate is the annual monsoon that brings in very heavy rains beginning in mid-summer and continuing through early fall. This meteorological singularity is caused by a change in the typical winter wind that comes from the west to northwest. The shift occurs when moist winds begin to circulate to the area from the Pacific Ocean and the Gulf of California. This shift in wind and moisture content creates tremendous and sudden monsoon thunderstorms, dust devils and haboobs (dust walls) throughout Maricopa County. Although the majority of the population lives in the Valley of the Sun, the County is surrounded on the north, east and west by various mountain ranges, the highest point being Brown’s Peak at an elevation of 7,657 feet. Several rivers also cross the County, including the Salt, Gila, Verde, Agua Fria, and Hassayampa rivers. The center of the valley is interrupted by several buttes and some smaller mountain ranges scattered throughout the County. This variety in topography provides incredible recreational opportunities, climatic diversity, geologic variety, numerous reservoirs and the development of several canals. Tonto National Forest borders the County on the east, Sonora Desert National Monument is in the south, and numerous wilderness areas and regional parks dot the landscape throughout the County. The central valley areas are dominated by very fertile soils that contain few rocks, making the soil ideal for cultivation and construction. Due to the monsoon and silt-like quality of the soil, the area is also occasionally bothered by higher than usual levels of air-borne particulates at certain times of the year. This particulate pollution is due in large part to human disturbance of the desert soils, which would naturally settle in the absence of human activity. Despite the particulate pollution, Maricopa County is one of the most beautiful and unique areas in the nation and the County and generally has good air quality throughout the year. Population According to the U.S. Census Bureau, more than half of the state’s population resides in Maricopa County. By comparison, Maricopa County has a population density of 409 persons per square mile, whereas the State of Arizona has a density of 54 persons per square mile and the United States has a density of 85 persons per square mile. The Census Bureau reports that Maricopa County grew by more than 101,583 people between 2006 and 2007, increasing the most recent (2007) population estimate to 3,880,181 individuals. Between 2000 and 2007, the population of Maricopa County increased by more than 782,400 people, which is more than 20 percent growth in just seven years. 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 33.6 years, an increase from 33.0 years in 2000. The chart below depicts the rise in the median age for Maricopa over the past 50 years. Maricopa County Median Age 40 35 30 29.7 26.7 32 33 33.6 27 25 20 A common conception about Arizona is that the 15 population has an unusually high number of senior citizens, but the population in the County is actually 3 10 years younger than the national average, and the largest 5 age cohort (group) of individuals has been the 25 to 34 0 age group since the 1990s. The charts below provide a 1960 1970 1980 1990 2000 2006 comparison of the various age cohorts in Arizona to the national averages as well as depict the demographic composition of the population, by age cohort, for the past 46 years. These figures actually depict a very young resident population in Maricopa County. The population growth in Maricopa County is much higher than the current birth rate of 58 per 1000 women, indicating high levels of in-migration. There is a high level of in-migration from all age categories, especially by individuals between 24 and 44 years of age. 18 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget P o p u l a ti o n D i s tr ib u ti o n County Profile b y A g e C o h o rt (g ro u p ) 2 0 06 6 00 0 0 0 2 0 0 0 5 00 0 0 0 20 0 6 4 00 0 0 0 1 9 90 3 00 0 0 0 2 00 0 0 0 1 9 8 0 1 9 7 0 1 00 0 0 0 19 6 0 0 5 -1 4 1 5 -2 4 2 5 -3 4 3 5 -44 4 5 -54 5 5 -64 6 5 -74 7 5 -84 85 + Local Economy and Business Environment The unique aspects of Maricopa County’s population, climate and government policies have laid the foundation for a unique and vibrant economy and healthy business environment. Maricopa County is home to a very diverse array of businesses and services provided to the community. The majority of the economic activity in the County takes place surrounding the population center, which is located in the north-central portion of the County and extends all the way to the eastern border, with limited activity extending beyond into the adjacent county. Farming, fishing, forestry Production, transportation Construction, extraction, maintenance Services Sales, office Management, professional The economic growth of the valley has been as unprecedented as the population growth. This expansion is likely to continue with a few geographical limitations due mostly to topography, federal government activities and Native American Reservations. Maricopa County contains four Native American reservations, Luke Air Force Base, Barry M. Goldwater Air Force Range, Tonto National Forest, Sonora Desert National Monument, Buckeye Military Reservation, Papago Military Reservation, and several wildlife areas Employment by Sector* and regional parks that further limit urban expansion and concentrate the majority 700,000 608 ,073 of economic activities in the metropolitan 600,000 area. Although these geographic 509, 867 500,000 limitations do restrict private development, they also contribute 400,000 significantly to the economic vitality to the 287,952 300,000 County. The Native American 215,171 175,546 reservations provide recreational, 200,000 agricultural, disposal, educational and 100,000 4,672 retail opportunities for County residents 0 and the federally operated lands and facilities provide essential jobs and contract opportunities for businesses in the metropolitan areas. The large population and vibrant industry has led to high demand for water and electricity, which are provided through * US Census Burea u, 2006 Am eric an Comm unity Sur vey several notable companies and government organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal and private utility providers. This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant economy within 19 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Maricopa County today. The other critical aspects of transportation and educational systems have provided the needed support and training for the continuously developing economy within the County. Relying upon this basic infrastructure, the County has a full-service economy that provides large markets in retail, health care, research, customer service, entertainment, financial and banking, wholesale trade, agricultural, arts and cultural, construction, manufacturing, light industry, distribution, and recreation and leisure services. The following chart outlines some estimates of the basic characteristics of Maricopa County’s economy: Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. The following chart outlines County employment by sector among private industry firms: 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 University-Capital Center campus in Phoenix will enhance downtown and the businesses located there. Workforce Indicators Per capita income $ 26,213 Median household income $ 52,521 Total workforce 1,801,281 Mean travel time to work (minutes) 26.3 Families above poverty line 91% Median Priced Home $199,800* Median family income $ 62,312 Source: U.S. Census Bureau (2006 ACS), *Maricopa County Assessor’s Off ice, Full Cash Value Educational Opportunities Maricopa County is home to first-class primary and secondary institutions as well as world-renowned university level educational opportunities. The Arizona State University System has multiple institutions in the county, including the Arizona State University (ASU) (the third largest university in the US by student enrollment for Fall 2007) and a joint biomedical campus downtown between ASU and the University of Arizona. Several community and technical colleges provide both general education and more specialized education in trades throughout the valley. The prestigious Thunderbird School of Global Management is also located in the valley and has been ranked #1 in international business by the Wall Street Journal for seven consecutive years. The national headquarters of the University of Phoenix (the largest private university in North America) is also located in Maricopa County. Although these large and well known institutions form the largest sources of education within the County, the County is home to many more universities, colleges, and schools that provide technical, vocational, executive, job-specific and interdisciplinary studies and research programs. Transportation Infrastructure Maricopa County is well positioned for easy access to Arizona, the United States and the world through a very well-structured road system and ample air traffic facilities. The County has three Interstate Highways (I-10, I-8, and I-17) and many major highways that connect Phoenix to all other major metropolitan areas in the in intermountain west as well as coastal regions. Many freeway loops (HWYs 101, 202, and 303) also circle the metropolitan area, providing improved access within the metropolitan area. The Phoenix Skyharbor Airport (PHX) 20 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile is one of the top five busiest airports in the nation with access to all major domestic destinations and both direct and indirect access to every major international destination. The Phoenix-Mesa Gateway Airport (AZA) is currently being developed as a support airport to Skyharbor, and currently is home to many flight training schools, major shipping providers, ASU Polytechnic Campus and also has regular passenger flights to several destinations. In addition to these major airports, Maricopa County is home to numerous municipal, recreational, and emergency heliports and airports that number in total to over 140 different landing destinations. This road and air infrastructure is available to both private and public transportation uses. Valley Metro RPTA (regional public transit authority) is a non-profit organization responsible for coordination of all public transportation needs throughout the metro area, currently providing local and express commuter bus services, dial-a-ride services for disabled and elderly patrons, as well as coordination services for carpools and vanpools. Valley Metro RPTA is also responsible for construction, implementation and maintenance of the METRO light rail services connecting Mesa, Tempe and Phoenix with a 20 mile route (METRO is currently under construction and will begin regular services in December 2008). Cultural and Recreational Amenities The cultural and recreational amenities offered in Maricopa County are multifaceted and take advantage of the wonderful climate and geographic opportunities. The valley is home to numerous artistic performing groups such as the Phoenix Symphony and Arizona Ballet, historical and art museums including the Phoenix Art Museum and Heard Museum. Numerous convention centers and auditorium facilities carry national and international performances, ranging from the Broadway Series musicals to contemporary rock concerts to world-class orchestras. Nationally recognized theatres such as the Orpheum, Herberger and several publicly owned theatres provide high-quality entertainment. Outdoor recreation is also readily available with hundreds of miles of horseback riding trails, hiking trails, biking trails for road and mountain bikes, rock climbing facilities, regional and municipal parks, and National Forests and Monuments. Numerous reservoirs are easily accessible for fishing, boating, kayaking, sailing, and swimming activities. The Salt River cuts directly through the metropolitan area providing additional water activities including river floating through the Tonto National Forest and water activities such as sculling and kayaking along Tempe Town Lake. For botanists and wildlife lovers, the Phoenix Zoo and Desert Botanical Gardens provide a close-up view of many local and foreign species of flora and animal life. Maricopa County operates the most extensive regional park system in the United States at over 120,000 acres. The valley is also full of other special events and specialty entertainment venues, including movie theatres, theme parks, fairs, horse shows, car shows, luxury auctions, holiday events, cultural festivals, many special interest conventions and numerous professional sports venues. Professional sports teams include the Arizona Cardinals (National Football League); Arizona Diamondbacks (Major League Baseball); the 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 thoroughbred horse and greyhound racing, golf, car and boat racing, and minor league baseball. Several spring training baseball parks are located within the boundaries of Maricopa County provide the majority of the Major League spring training games for Arizona’s Cactus League and housing minor league training facilities for 9 Major League teams. The City of Glendale is home to the new University of Phoenix Football Stadium, which opened in 2006 and was home to Super Bowl XLII. The area is world famous for golfing and golf tournaments such as the FBR Open. NASCAR racing is conducted at Phoenix International Raceway and speed boating is conducted at Firebird raceway. Sports fans can also enjoy a variety of inter-collegiate athletics on ASU’s Tempe campus and at several local community colleges. 21 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile 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. 22 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile M ari co pa C oun t y C it iz en s Superint endent o f School s Cou nty Att orn ey Co nstabl es Board of Supervisors Sheri ff Clerk of the Court Assessor Treasurer Recorder E lected Appointed Coun ty Attorney STAR Cal l Cent er Civi l Divis ion Clerk of the Boa rd P ublic Works Ass is tant County Manager Integr at ed Ju stice S ys tem Crimin al Jus tice P la nn in g & S ystems Info rma tion Co mm un ica tio n s Pu blic D efen se S erv ices Leg al Defen der Leg al De fen de r Contra ct Counsel Juv en ile Defe nd er Publi c Defen der Pu blic D efe nd er Leg al Advocat e Leg al Ad vo ca te P ub lic Fid u ciary Count y Manager Deput yCounty Manager El ections Internal Audit Chief F inance Offi cer Communit y Coll abor ation Ass is tant County Manager Regional Devel opment Services As s istant County Manager Tra ns po rtatio n M an ag em ent a nd Bu d get F in an ce A nim al Care a nd C on trol Pla nn ing an d Dev elo pm en t S olid Wa ste Wo rkfo rce M an ag em en t & D ev elo pm ent Risk M an ag eme nt C om mu nity Dev elo pm en t Eme rge nc y M ana ge me nt F acilities Ma na ge men t En terp rise Te ch no log y M ateria ls Ma na ge me nt Hum an Se rvic es Eq uip men t Se rvic es H ealth C are P rog ram s Pa rks & Rec rea tion M ed ica l Ex am ine r Env iro n me ntal Se rvic es N on -Dep artm en tal Emp loy ee Health Initiative s P u blic He alth Co rrectio n al Hea lth Rese arc h an d Rep ortin g 23 Air Qua lity Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Board of Supervisors Maricopa County government in Arizona is a subdivision of the State government. The Board of Supervisors is the governing body for the County. Each member represents one of the five county districts, which are divided geographically and by population to include a mix of urban and rural constituencies. Supervisors are elected to four-year terms and are not term-limited. The Board of Supervisors is also the Board of Directors for the Flood Control, Library, and Stadium Districts, and serves as the Board of Equalization and the Planning and Zoning Commission. The Board elects a 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) (Republican) Supervisor Brock has served three times as Chairman of the Board of Supervisors and three times as Vice Chairman. Supervisor Brock has served as Chairman of the Maricopa County Hospital Board and 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, former member of the Arizona House of Representatives, Mesa Rotary Club, and advisor to United Food Bank. Supervisor Brock supports drug rehabilitation programs such as the Alpha Program operated by the Maricopa County Sheriff’s Department in the Maricopa County Jail system. He has also been a strong supporter of crime diversion programs such as Teen Courts. For the last several years Supervisor Brock has worked with community groups in the East Valley to sponsor community clean-ups. Mr. Brock is a registered investment advisor. Supervisor Brock, his wife of 26 years, Susan, and three daughters live in Chandler, Arizona. Don Stapley (District 2) (Republican) 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 five 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 serving as co-chair of the Arizona Meth Project Advisory Board and membership on 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 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. 24 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Andrew Kunasek (District 3 - Chairman) (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, 2004 and again in 2008. 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 45 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, playing bridge, and hiking at White Tank Maricopa Regional Park. 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. 25 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Other Elected Officials Maricopa County’s mandated functions are defined by both the Arizona State Constitution and the Arizona Revised Statutes. Nine County offices are independently overseen by elected officials: Assessor, County Attorney, Clerk of the Superior Court, Constables, Justices of the Peace, Recorder, Sheriff, Superintendent of Schools, and Treasurer. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, and the departments of Adult and Juvenile Probation. 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 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 the 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. 26 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile 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 28 years of court/county management and policy experience, which include 21 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 fourth 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) was elected to the office of Maricopa County Recorder in November 1988; is now serving her 5th term and is only 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, a member of the Property Records Industry Association (PRIA), a member of the Board of Directors of the Kids VotingArizona, 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, Mrs. Purcell received the National Kids Voting Excellence Award. She currently serves as Chairman of NACo’s Programs and Services Committee and is a member of the Telecommunications and Technology Committee. In 2003 she was appointed by the President of NACo to the U.S. Election Assistance Commission, Board of Advisors. In June, 2004 Mrs. Purcell was appointed by the Chairman of the U.S. Election Assistance Commission (EAC) to the newly formed Technical Guidelines Development Committee – its purpose: to draft standards for all voting systems in the U.S. She has a son, Todd, and four grandsons. Joseph M Arpaio, Sheriff (Republican) Joseph M. Arpaio took office as Sheriff of Maricopa County in January 1993 and won re-election in 1996, 2000 and again in 2004. Labeled “the toughest Sheriff in America” after he opened the largest tent city jail in the U.S. and demanded spartan conditions in all county jails, Sheriff Arpaio is equally renowned for his extensive use of posse volunteers in major law enforcement operations. He has enjoyed a distinguished law enforcement career spanning more than 45 years, primarily with the U.S. Drug Enforcement Administration. That experience shaped the philosophy that guides his actions today as Sheriff. Programs that have made him a national and international leader in the anti-crime movement have simultaneously saved the county taxpayers millions of dollars. 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. 27 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile 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. Charles “Hos” Hoskins, Treasurer (Republican) Charles “Hos” Hoskins was appointed by the Maricopa County Board of Supervisors to be the County Treasurer in November, 2007. “Hos” has been involved in the Arizona property tax system for over 30 years. He was a review appraiser and Clerk for the Board of Tax Appeals from May, 1975 to February, 1986. After leaving the Board he joined the Department of Revenue as the Assistant Director of the Property Valuation and Equalization Division, and later became the Director of the Department. “Hos” left government service in September, 1989 and became a property tax consultant with a national firm. He served several hundred clients in Arizona, California, Texas, Utah, Colorado, and New Mexico until he retired in 1995. He was a candidate for the office of Maricopa County Assessor in 1996 and lost a very close race. Some time afterwards, “Hos” was appointed to the State Board of Equalization. As a member of the BOE he heard over 5,000 property valuation appeals. He teaches property tax classes at the Arizona School of Real Estate and Business, and has written numerous articles on the Arizona property tax system. “Hos” first came to Arizona as a young fighter pilot in 1957 and was stationed at Luke Air Force Base. He flew 274 combat missions in Vietnam and was awarded the Distinguished Flying Cross. He and Eleanor have been married for 50 years, and have lived in the Valley since retiring from the Air Force in 1975. They have a son, a daughter, and two grandsons. 28 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Judicial Branch Jurisdiction The Judicial Branch of Arizona is responsible for the operational oversight of both general and limited jurisdiction courts in Maricopa County. The Superior Court is a court of general jurisdiction over cases relating to criminal felonies, juveniles, families, probate/mental health, tax and civil (proposed settlements of $10,000 or more). The Superior Court is part of an integrated judicial system in the State under the administrative authority of the Arizona Supreme Court. Arizona Judicial Branch in Maricopa County Trial Courts Adult Probation Juvenile Probation Justice Courts Superior Court Clerk of the Superior Court Judges of the Superior Court The Superior Court comprises 96 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. Maricopa County Judges and Justices of the Peace Judge Edward Bassett 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 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 29 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 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Judge 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. William Brotherton County Profile Judge 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 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 JP 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 Ironwood Manistee Maryvale North Mesa North Valley Department Associate Civil Family Tax Northwest Judge 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 Judicial Officer Hon. M. Downie Hon. M. Aceto Hon. C. McNally Hon. T. Dunevant Hon. H. Chavez Justice of the Peace John Keegan Sam Goodman Cody Williams Joe “Pep” Guzman Clayton Hamblen Rachel Torres Carrillo Elizabeth Rogers Chris Mueller Jacqueline McVay Michael Reagan Rebecca Macbeth Precinct Lake Pleasant San Tan South Mountain Agua Fria West Mesa West McDowell Kyrene Hassayampa Dreamy Draw McDowell Mountain Moon Valley 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. 30 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile The Presiding Judge The Presiding Judge of the Superior Court oversees the Superior Court and the Adult and Juvenile Probation departments. The Presiding Judge is appointed by, and serves at the pleasure of, the Arizona Supreme Court. Associate presiding judges are selected by the Presiding Judge to assist with administrative duties. The Presiding Judge appoints a Court Administrator to assist in the management of non-judicial staff and various ancillary and administrative support functions. 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 joined the Board of Directors for the National Center for State Courts in August 2007 to serve a three-year term. She is also a member of the American Bar Association and National Association of Women Judges, and serves on the Arizona Supreme Court Code of Judicial Conduct Task Force. Judge Mundell is past president of the Los Abogados Hispanic Bar Association and has served on a number of Arizona Supreme Court committees including the Committee on Keeping the Record, the Fiduciary Advisory Committee, and is the past chair of the Commission on Judicial Conduct. 31 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County Profile Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance Budget at a Glance Introduction For the past several years, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award.. This award is presented to government entities that meet certain criteria in the presentation of their budgets. This “Budget at a Glance” section is designed to provide the layperson with a broad view of the contents included in the Maricopa County budget, its processes, issues and anticipated results. Document sections are cited in order to guide the reader to more in-depth information and explanation of Maricopa County’s operating budget and capital improvement program. The Budget as a Policy Document Organization-wide Financial and Programmatic Policies and Goals Maricopa County’s long-term organization-wide goals and policies are referenced in the County Manager’s Transmittal Letter, the Budget Policies and Process section under Policies & Their Budgetary Impact, the Strategic Direction section, the Capital Improvement Program, the Financial Forecast, and the Departmental Strategic Business Plans and Budgets section while the actual policies are included in the Attachments section. The County’s policies apply to financial matters as well as programmatic (service delivery) concerns over a 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. 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 32 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance 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 as appropriated budgets and levels of budgetary control, budget development, budgetary reserves, tax reduction, internal charges, and indirect cost allocations. These policies are referenced in the Transmittal Letter, the Budget Policies and Process section under Policies & 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 flexibility in managing their allocated public resources to achieve program results while upholding accountability for spending within legal appropriations. This policy seeks to strengthen budget accountability and ownership at the department level. The program encourages departmental staff to save resources and to be creative in the delivery of services. Departments are held responsible for bottom-line performance and must absorb unanticipated cost increases and revenue shortfalls. This approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County services. Vehicle Replacement Policy: The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. Funded Position Policy: The purpose of the Funded Position Policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and ensure that any filled or vacant position that becomes unfunded or underfunded 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. In support of the Board of Supervisors Strategic Priorities and Goals, every department has a mission, strategic goals, programs, activities, and services. Some departments have long-term results-oriented goals (descriptions of anticipated accomplishments or results as opposed to descriptions of functions and activities). For example, the County Attorney has a goal 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.” This goal describes 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 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 33 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance determination by jurors; the mandated increases in acute healthcare contributions due to mandates to increase Maricopa County’s contributions for the Arizona Long Term Care System, expenditure increases for the County court orders 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 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 they can live in Revitalized, restored and safer neighborhoods. 34 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance Program Results 11 - COMMUNITY JUSTICE Description Percent of probationers paying restitution and/or performing community work service during the reporting period. Percent of active domestic violence probationers sentenced for a new felony offense wihle supervised Percent of jailed probationers who receive services under the In-Custody Management Activity during the reporting period. Percent of jail days saved through Court Liaison during the reporting period. Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period FY 2007 Actual Not Reported FY 2008 Forecast 86.0% Not Reported 4.4% 4.5% 0.1% 2.3% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 47.0% 46.0% (1.0%) -2.1% 100.0% 100.0% 0.0% 0.0% (0.0%) FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.0% 0.0% 0.0% Note: Only a sample of the Community Justice Program Results is shown in this section for illustrative purposes. Please see the Adult Probation departmental section for a full listing of all Program Results. Intensive Probation Activity The purpose of the intensive Probation Activity is to provide community supervision of high-risk probationers so they can be held accountable and not be committed to the Department of Corrections. Measure T ype Result Result Output Output Demand Efficiency Mea sure Description Percent of IPS probationers who exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers s entenced for a new felony offens e while supervis ed Total number of IPS probationers dis charged from IPS Average number of active IPS probationers supervised during the reporting period Average number of active IPS probationers ordered supervised during the reporting period Average daily cost per IPS probationer for the reporting period FY 2007 Actu al Not Reported FY 2008 Forecast 3.3% FY 2009 Variance % Va riance Adopted F oreca st - Ado pted Forecast - Ad opte d 55.0% 51.7% 94.0% Not Reported 10.0% 10.0% 0.0% 0.0% Not Reported 1,398 1,124 -274 -24.4% 5,028 1,093 1,124 31 2.8% 5,028 1,093 1,124 31 2.8% $1,989.59 $9,660.95 $8,063.29 $1,597.65 16.5% Revenue 201 - ADULT PROBATION F EESS $ TOTALSOURCES $ 1,886,249 1,886,249 $ $ 2,300,145 2,300,145 $ $ 2,219,422 2,219,422 $ $ (80,723) (80,723) -3.5% -3.5% 100 - GENERAL $ 201 - ADULT PROBATION F EES 211 - ADULT PROBATION GRANTS TOTAL USES $ 9,472,284 519,802 11,589 10,003,675 $ 10,002,675 554,304 2,436 10,559,415 $ 9,043,195 4,945 15,002 9,063,142 $ 959,480 549,359 (12,566) 1,496,273 9.6% 99.1% -515.8% 14.2% Expenditure $ $ $ Budget Priorities and Issues The County Manager’s Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from the prior fiscal year, and the factors that led to those changes. These priorities and issues are highlighted by headings in the 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 budget priorities are provided in the Budget Policies and Process section and the Attachments section. 35 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance The Budget As A Financial Plan Fund Structure and Appropriations Except for the General Fund, which is the County’s general operating fund, funds are used to account for revenues and expenditures tied to a particular purpose. According to the GFOA’s Governmental Accounting, Auditing, and Financial Reporting document, all funds can be categorized into fund types that can be grouped into two broad classifications: governmental funds and proprietary funds. The County may use other fund types, but they are not relevant to the budget. Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and is used to account for all financial resources except for those required to be accounted for in another fund. Special Revenue Funds are revenues that are raised for a specific purpose. They are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. However, these funds are not used for major capital projects. Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general longterm principal and interest. Proprietary Funds include the following fund types: Internal Service Funds are used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. These funds are typically used for centralized services. Narratives describing each fund are included in the Attachment entitled Fund Descriptions. An overview of Maricopa County’s fund structure, including the basis for budgeting and accounting, a history of all funds appropriated by Maricopa County and descriptions of all funds, may be found in the Budget Policies and Process, Budget Summary Schedules and Attachments sections. All funds subject to appropriation are described in the Budget Policies and Process section. Examples of funds appropriated, with their descriptions, follow. 100 General Fund — 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 for a specific purpose. 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 added to the Defensive Driving School Diversion Fee as of March 1, 1998. 267 Criminal Justice Enhancement — The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (A.R.S. §412401). The funds are to be used for the purpose of enhancing prosecutorial efforts. 36 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance 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 is provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the upcoming budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided, with full detail, including charts and tables, in the Budget Summary Schedules sections: State Shared Sales Tax Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** General Fund $ 279,386,536 309,009,200 322,429,593 325,728,202 330,260,143 357,526,559 397,712,843 457,785,985 480,411,951 468,401,652 459,033,619 * Forecast ** Budget Growth Rate 8.4% 10.6% 4.3% 1.0% 1.4% 8.3% 11.2% 15.1% 4.9% -2.5% -2.0% Listed to the left are the actual State Shared Sales Tax collections for the last nine fiscal years, forecasted totals for FY 2007-08 plus the budget for FY 2008-09. As discussed above in regard to Jail Excise Tax collections, State Shared Sales Tax collection growth slowed substantially in FY 2006-07 and actual collections are expected decline year-over-year in fiscal years 2007-08 and 2008-09. Full recovery is not expected until FY 2010-11 (see table below). The declining revenues currently being experienced are attributable to two primary factors: 1) Prior to FY 2006-07 consumer spending was driven to record-high levels by unusually high capital gains and construction sales tax, both of which are transitory in nature. Beginning in FY 200607, this trend reversed, causing sales tax growth to slow considerably. 2) The weak state of the economy, which many economists are calling a recession (see Econometric and Demographic Trends section of the Transmittal Letter for further discussion on the current state of the economy). State Shared Sales Taxes are budgeted for the upcoming fiscal year at the “pessimistic” forecast scenario of -2.5% growth over Pollack’s FY 2007-08 forecast, resulting in a $9.4 million reduction in revenue. 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 balances for the upcoming fiscal year, and resulting estimated fund balances at the end of the upcoming fiscal year. Narratives describing each fund are included in the Attachment entitled Fund Descriptions. 37 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance 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: Buckeye Hills Shooting Range Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Buckeye Hills Recreation Area 5 Facilities Management Bureau of Land Management January 2009 Project Description This project includes the construction of a regional facility for the Sheriff’s Office and other regional law enforcement agencies for firearms training and certification. In addition, a Parks Department public range is included. The ranges have been completed. The remaining work includes abatement of the old range located in the Sun City area. Purpose Statement The purpose of the Sheriff’s Office Shooting Range project is to provide a firearms training facility for Sheriff’s Sworn, Detention, and Volunteer personnel so that training mandates are met and required employees proficiencies are maintained. Strategic Plan Programs Supported • Centralized MCSO Operations Strategic Plan Activities Supported • Mandated Enforcement and Detention Training Result Measures FY 2007-08 Year-To-Date Actual RESULT MEASURE Percent of FTE meeting mandated proficiency standards FY 2007-08 Year-End Projected 100% Projected with Capital Improvement 100% 100% Funding/Cost Summary Previous Funding Source Actuals Intergovernmental Cap Proj (422) $ 3,800,230 General Fund Cty Improv (445) Project Total $ 3,800,230 Projected FY 07-08 $ 2,814,136 8,635,634 $ 11,449,770 Year 1 FY 08-09 $ 1,500,000 $ 1,500,000 Year 2 FY 09-10 $ $ - 38 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 1,500,000 $ 1,500,000 Total Project $ 8,114,366 8,635,634 $ 16,750,000 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 $ Total $ - $ $ $ $ Year 2 FY 09-10 - $ 10,202 45,479 55,681 $ $ 10,202 45,479 55,681 $ $ $ $ Year 3 FY 10-11 - $ 10,508 46,843 57,351 $ $ 10,508 46,843 57,351 $ $ $ $ Year 4 FY 11-12 - $ 10,823 48,249 59,072 $ $ 10,823 48,249 59,072 $ $ $ $ Year 5 FY 12-13 - $ 11,148 49,696 60,844 $ $ 11,148 49,696 60,844 $ $ $ $ 11,482 51,187 62,669 11,482 51,187 62,669 Associated Impacts of Capital Spending Capital spending is necessary to ensure that County departments have adequate facilities in place for County departments to provide mandated services to the public. 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. 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 Maricopa County is committed to borrowing funds only when necessary and appropriate and borrowing them in a transparent and responsible manner. A description of Maricopa County’s debt service policies, financial information regarding current debt obligations, including the relationship between current debt levels and legal debt limits, and the effects of existing debt levels on current and future operations is contained in the Debt Service section. 39 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance The Budget as an Operations Guide Organizational Structure Maricopa County is organized by department. All programs, activities, and services carried out by each department are fully identified and described in the 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 in the Managing for Results cycle. Performance measures focus on results for customers. Along with results, output, demands, and efficiency are also measured. Organizational Charts The County’s organization chart can be found in the County Profile section. Personnel A key element in position control is the historical tracking of funded positions and their full-time equivalent (FTE) status. A trend view of FTE levels puts into perspective the prior year’s staffing (and consequently service) funding decisions. FTEs reflect the hours budgeted for part-time positions converted to an equivalent number of full-time positions (based on a standard of 40 hours per week.) Within each department, positions may be budgeted from a variety of funding sources. In general, as discussed earlier in this document, the General Fund covers the bulk of Personal Services. Significant changes in staffing levels from the prior year, including variance explanations, are provided 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 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 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 40 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance 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. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage or square footage. There are two budget calendars included in this document. There is a Budget Process Timeline that provides a general guideline for developing the budget and supplements the budget process narrative in the Budget Policies and Process section. The actual Budget Calendar used for developing and adopting the upcoming budget may be found in the Attachments section, along with the Budgeting for Results Policy Guidelines. Communicating with Charts and Graphs Charts/tables and graphs are used throughout the budget document to highlight financial and statistical information. Detailed narrative interpretation is provided when the messages conveyed by the charts and graphs are not self-evident. Charts/tables and graphics are integrated with narratives to illustrate essential information throughout this budget document, particularly when communicating policy information, as well as trends and impacts upon the budget. The County Profile, Mandates Summary, and 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 relationships between different revenue and expenditure classifications (e.g., funds, programs, organizational units) in the Budget Summary Schedules section. Maricopa County’s fund structure, or relationship between the County’s functional units and its financial structure, is explained in the Budget Policies and Process section, (i.e., the reader is able to learn the relationship between functional units and the entity’s financial structure). Revenue and expenditure information is cross-classified into other formats, which may be found in the Budget Summary Schedules section. Some of these formats include the cross-classification by major revenue classifications across funds, by major objects of expenditure across departments, and by funds across departments. Table of Contents A Table of Contents is provided at the beginning of this document. It is very comprehensive for a document of this size and allows the reader to quickly locate information. 41 Maricopa County, Arizona FY 2008-09 Annual Business Strategies Budget At A Glance 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. 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 to enhance understanding for the reader. Page formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the 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 was requested by the management, Elected Officials, and the citizens of Maricopa County. Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County History, Mandates, and Departmental Strategic Business Plans and Budget sections to view the areas containing the most charts and graphs. 42 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 business 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. 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: 43 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 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. 44 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Budgeting for Results Maricopa County has a budget system that provides financial and performance information to help decision makers make informed business decisions to achieve results, and ensures that the budget is driven by Board policy and customer needs, and that tax dollars are used to 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 business plan. This allows departments to collect expenditure and revenue data associated with their PAS. Integrating Budgeting for Results with Planning for Results 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 potential problems in existing Activities, to try to identify the root causes of those problems before they happen, and/or to develop corrective action. 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. 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 will be in the future. 45 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 five-year period. 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. 46 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 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. This goal is ongoing. The County is implementing evidence-based practices. Violent Crime Rates y y y Maricopa County Violent Crime Rate In 2006, the violent crime rate in Maricopa County decreased to 509.9 per 100,000 population from 513.0 per 100,000 population in 2005, but did not return to the lower levels reported in 2004. An estimated 1.4 million violent crimes occurred nationwide in 2006; there were an estimated 473.5 violent crimes per 100,000 inhabitants. The estimated volume of violent crime increased 1.9% nationally. 650 600 550 500 450 400 When compared to similar counties, the violent crime rate in Maricopa County is higher than six of the benchmark counties. (rate per 100,000 populati on) 700 600 500 400 300 200 100 0 Orange (CA) Santa Clara Multnoma h Salt Lake (CA) (OR) (UT) 27 7.4 31 6.6 323.8 345.4 Sour ce : FBI Crime in the United States, 2005 King (WA) Sa n Diego (CA) Maric opa LA (CA) 375.0 458.7 50 9.9 64 8.8 Harris (TX) Clark (NV) 707.2 2001 2002 2003 2004 2005 2006 Crime Rate 566.5 572.1 506.5 493.1 513.0 509.9 % change n/a 0.9% -11.5% -2.6% 4.0% -0.6% Source: FBI Crime in the United States, 2006 County Comparison of 2006 Violent Crime Rates 800 (violent crime per 100,000 population) 700 877.2 47 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Property Crime Rates • • 6,000 Maricopa County Property Crime Rate The property crime rate continued to decline in 2006, with a decrease of 6.8% from 2005. The property crime rate of 4,878 per 100,000 inhabitants in Maricopa County is second highest among the benchmark counties and is higher than the national rate of 3,230 per 100,000 inhabitants. According to the FBI Uniform Crime Report, there were nearly 10 million property crimes in the United States in 2006. Property crimes in the United States declined 1.9% from 2006 to 2007. In 2006, the rate of property crime offenses was estimated at 3,335 property crimes per 100,000 inhabitants. (property crimes per 100,000 population) 6,400 6,100 5,800 5,500 5,200 4,900 4,600 4,300 4,000 2001 2002 2003 2004 2005 2006 Property crimes 5,860 6,275 5,853 5,478 5,236 4,878 % change 3.80% 7.10% -6.70% -6.40% -4.40% -6.80% Source: FBI Crime in the United States, 2006 Comparison of 2006 Property Crime Rates (rate per 100,000 inhabitants) 5,000 4,850 4,878 4,990 During October 2007, Maricopa County Adult Probation Department collaborated with local 3,644 and federal law enforcement agencies, 3,154 including the U.S. Marshals, and the Phoenix, 2,717 2,686 Mesa, and Glendale police departments in 2,242 the annual Domestic Violence Roundup. The roundup successfully reduced the risk to community and improved victim safety by apprehending 30 domestic violence offenders in violation and making 57 attempts to locate Orange (CA) LA (CA) Santa Clara San Diego Multnomah Harris (TX) Clark (NV) Salt Lake Maricopa King (WA) other offenders, all in one day. (CA) (CA) (OR) (UT) (AZ) • The Maricopa County Juvenile Probation Source: FBI Crime in the United States, 2006 Department is developing a pilot project that will implement evidence-based caseload management practices. One aspect will involve caseload reorganization based on risk levels. Three units will reorganize and redistribute their caseloads according to risk and focus their efforts on the medium- and highrisk juveniles. The Maricopa County Adult Probation Department started a partnership with the Dobson Branch of Mesa police department by attending their monthly COMPSTAT meetings, where partners share computerized crime tracking information that creates solutions to make identified targeted city problem areas safer for the community and officers. The AZ METH PROJECT has received contributions from the Salt River Pima-Maricopa Indian Community and the Gila River Indian Community in an effort to launch Phase III of this anti-Meth advertising campaign. The November 2006 report from the National Congress of American Indians (NCAI Report) indicates that, nationally, Native American communities have the highest Meth use rates among any subpopulation. Criminal justice systems, including Tribal Police Forces, rank Meth as the drug posing the greatest threats to communities across our state. The NCAI reports that “Nationwide, 48 percent of Tribal law enforcement respondents in the BIA Law Enforcement Survey reported an increase in child neglect/abuse cases due to recent increase in Meth use.“ Additionally, the NCAI report indicates that 40 percent of violent crime within tribal communities is attributable to Meth. 4,484 4,122 4,000 3,000 2,000 1,000 0 • • FY08 Mid-Year County Progress/ Achievements: 48 • Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Strategic Direction The Maricopa County Adult Probation Department Domestic Violence Unit partnered with Glendale’s Domestic Violence Task Force that also includes Glendale’s city prosecutor, a county attorney, victim advocates, and Presiding Glendale city court Judge Elizabeth Finn, to conduct warrant sweeps focused on domestic violence incidents and offenders to reduce domestic violence occurrences. The Maricopa County Attorney’s Office (MCAO) continues to produce, attend and/or support numerous community events including shred-a-thons, community presentations on identity theft and drug prevention, community festivals, and neighborhood meetings. These events also allow MCAO to gauge the need for future crime prevention initiatives. Several crime prevention campaigns were developed this fiscal year and strategically implemented in various media outlets. These evidence-based messages have been shown to reduce the targeted behavior and increase family communication on the issue. The MCAO recently completed a three-month media campaign aimed at combating truancy in the community. This campaign consisted of TV and Radio commercials, as well as print messages through parenting magazines and other relevant publications. 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 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 Criminal 99% 83.0% 86.0% 83.3% 83.4% 84.3% 88.9% Civil 95% 86.0% 95.0% 93.9% 93.5% 95.0% 95.4% Family 99% 85.0% 85.5% 85.2% 88.1% 93.2% 95.0% Juvenile Dependency 95% na 88.4% 88.1% 78.2% 61.4% na Juvenile Delinquency 95% na 87.5% 85.2% 80.9% 77.7% na na=not available Source: Maricopa County Superior Court 49 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction FY08 Mid-Year County Progress/Achievements: • • • In 2007, the Maricopa County Public Defender’s Office (MCPD) Criminal Mental Health Unit forged a highly effective partnership with the State of Arizona’s Division of Developmental Disabilities (DDD) focused on obtaining early services for developmentally disabled individuals charged with crimes. The MCPD initiated the program by presenting information to DDD employees about the criminal justice system and the specifics of criminal cases in Maricopa County. DDD providers are now aware of what occurs when DDD clients get caught up in the criminal justice system. This coordination with DDD has enabled defense counsel to provide the court and prosecution with timely information about defendants’ disabilities, enabling many of these defendants to be released from custody with a seamless transition back to their DDD services. When these services are obtained and defendants become stabilized, cases can frequently be resolved through means that do not entail additional incarceration. Consequently, the underlying needs of defendants and the safety of the community can be addressed in a cost-effective, long-term manner. The Maricopa County Public Defender’s Office Adult Division is currently exploring ways to better meet the unique needs of many veterans who are being charged with criminal offenses. The Division is forming a workgroup of providers and public defenders focused on a number of areas, including expedited access to military records and medical information, access to VA services, and diversion programs or heightened recognition of veterans’ issues, such as Traumatic Brain Injury and Post Traumatic Stress Disorder, for favorable case dispositions. MCPD is partnering with Superior Court, Adult Probation, and Magellan in using the Comprehensive Mental Health Court to reduce recidivism, average number of jail days served, and civil commitment proceedings for seriously mentally ill (SMI) probationers. Seventy-eight percent (78%) of SMI defendants successfully complete probation, compared to 59 percent of standard probationers. Only 4.7 percent of SMI defendants commit a new felony under specialized representation and supervision as compared to 8.2 percent of standard probationers. 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, in a survey conducted by Arizona State University, 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. 50 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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 FY07, the Maricopa County Sheriff’s Office responded to 34.5% of Priority One calls in unincorporated and other service areas of the County within five minutes or less. This is up slightly from 34% in FY06, but is not up to levels reached in FY03 and FY04. • The total number of calls for service in FY07 increased 4% over FY06 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 FY03 FY04 FY05 FY06 FY07 26.5% 32.0% 45.0% 34.0% 0.345 Source: Maricopa County Sheriff’s Office 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 2007 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 (53%) strongly agreed or agreed with the statement, which is down from the 56% of respondents who strongly agreed or agreed with the statement in the 2006 survey. FY08 Mid-Year County Progress/Achievements: • • • The Maricopa County Emergency Operations Plan was approved by the Board of Supervisors in September 2007. Seventeen of the 24 city/town emergency operations plans in the county have been updated to integrate NIMS. The Emergency Evacuation Strategy Phase II for Maricopa County was completed in December 2006. This plan addresses both mass evacuations and mass influxes. Emergency Management is working with the Arizona Department of Transportation and the Governor’s Emergency Planning Oversight Committee to develop a statewide mass evacuation plan coordinated with supporting cities/towns, other counties, and surrounding states. In the first six months of FY08, the Sheriff’s Office, in partnership with other agencies area-wide, prepared for potential wide-scale emergencies at several major sporting events including the Insight Bowl, Tostitos Fiesta Bowl, PF Chang’s Rock-and-Roll Marathon, NASCAR at Phoenix International Raceway, and the Super Bowl. Preparedness planning was based on federal national response plan in accordance with NIMS. 51 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Strategic Direction Basic NIMS training will be ongoing to accommodate new employees of the Maricopa County Public Health Department (MCPHD). Since July 2007, 25 additional MCPHD employees have been identified to serve as Command staff at the Public Health Incident Command Center in order to assure depth of knowledge and public health experience at the highest levels of decision making during an event. This group received advanced NIMS training in December 2007 and January 2008, in preparation for the setup of the Super Bowl incident command structure. Some individuals will receive specialty training in their area of expertise as well. A plan is in place to identify an additional cadre of key personnel who will be mobilized to meet the expectations of the continuation of essential services as identified by the business continuity plan to be completed March 2008. According to the Maricopa County Public Health Department, 102 mass dispensing sites have been identified and secured by memoranda of understanding. A point of contact has been identified at each site who is working directly with the Public Health Emergency Management Division staff to recruit and train site staff. In addition, MCPHD is working with school districts, community response teams, state and local stakeholders and community-based organizations to recruit 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. FY08 Additional Efforts: • • • • The Maricopa County Department of Public Health (MCDPH) continues to coordinate with local, state and private sector partners regularly to address: pandemic influenza, avian influenza, healthcare surge capacity, hospital disaster preparedness, mass casualty/fatality, isolation and quarantine, airport disasters (City of Phoenix), law enforcement coordination, and forensic epidemiology. The County emergency operations center (EOC) participated in TOPOFF 4, a national homeland security exercise, in October 2007. The county EOC worked closely with the EOCs of federal, state, city, town, tribal, and private partners to coordinate an effective response to a simulated “dirty bomb” detonation in the metropolitan area. Department of Emergency Management provides the core staff for the County EOC but is augmented by several other departments when the EOC is activated. In addition, MCDPH completed the following major exercises with community partners to prepare for events and/or practice response in order to ensure fluid response to potential future threats: participation in TOPOFF 4, a federal exercise carried out in Phoenix, Portland, OR, and Guam; multi-agency, multi-jurisdictional response to Super Bowl XLII, an event of national significance; mass vaccination full-scale exercise in Glendale (Winter 2008); multi-site mass dispensing exercise (Fall 2008); and MCDPH-sponsored emergency prep conference (Fall 2008). In the first six months of FY08, MCDPH has developed guidelines for nosocomial (hospital acquired) infection reporting, and outbreak identification and control in assisted living and independent living (elderly) facilities. In addition, there has been increased monitoring of both death and communicable disease databases. 52 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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. (For more information, go to www.healthypeople.gov). 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 -- Residents under Age 75 Mortality Rates y 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 2006 show 314.3 deaths per 100,000 residents, a decrease of 2.1% from 2005. (deaths per 100,000 residents) 450 350 390.0 391.1 400 386.9 375.8 335.4 356.7 329.7 322.6 313.9 321.2 314.3 300 250 200 150 100 2001 2002 2003 Maricopa County 2004 2005 2006 National Average For the past decade, the leading causes of death in Maricopa County have been cancer, heart disease and strokes, many of which are preventable by either behavior changes or treatable with early prevention screening. Leading causes of death (non-injury) and the associated age-adjusted death rates in Maricopa County provide a picture of the health status of residents, and show the County’s progress toward achieving Healthy People 2010 national health objectives. • • • The rate of death attributed to heart disease in Maricopa County has decreased significantly since 2002 (from 170.4 per 100,000 residents in 2002 to 143.7 per 100,00 residents in 2006), as has the rate of deaths attributed to stroke (46.9 in 2003 compared to 36.1 in 2006). The rate of cancer deaths in the County has fluctuated since 2002, as have diabetes-related deaths. The rate of respiratory disease deaths in Maricopa County had been declining since 2002, but the rate increased considerably in 2005 and remained higher in 2006. 53 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Leading causes of death (non-injury), rate per 100,000 residents HP 2010 Target 2002 2003 2004 2005 2006 Cancer 159.9 153.3 152.2 160.8 155.8 153.0 Heart Disease 166.0 170.4 166.8 157.3 158.6 143.7 Stroke 48.0 46.9 43.2 43.0 39.1 36.1 Diabetes-Related 45.0 41.7 48.4 44.5 47.7 45.4 Respiratory Disease 60.0 129.2 122.2 115.2 127.7 126.2 Source: Arizona Department of Health Services Many childhood diseases can be prevented and on-going good health can be achieved by ensuring that children receive the proper immunizations. Immunization is considered to be one of the most important interventions available for preventing serious diseases among infants and children. Children who receive immunizations are protected from dangerous childhood diseases such as mumps, polio, and tetanus. The positive effects of receiving the immunizations are felt throughout a community, from the school system, to the work environment, as well as home life. This indicator measures the efforts at improving the overall well-being of infants and children by tracking the percent of children who have received a full complement of immunization by 24 months of age. Immunization Rates • High immunization rates are a positive sign for the community. Information provided by the National Immunization Survey reported that, in 2006, the child immunization rate for children at or under 24 months old in Maricopa County who have received a full complement of immunizations was at 69%, which was not as high as the national average (76.4%), and a lower than the rate in 2005 (75.8%). Immunization Rate (for children at 24 months old) 80% 77.3% 75% 71.0% 74.2% 72.4% 72.9% 77.9% 75.8% 68.6% 70% 76.4% 73.2% 69.0% 66.0% 65% 60% 55% 50% 2001 2002 2003 Maricopa County 2004 2005 2006 National Average Source: National Immunization Survey FY08 Mid-Year County Progress/Achievements: • Maricopa County Public Health Department (MCDPH) is engaged in an ongoing process of co-locating service delivery in existing remote sites: co-location of immunization and WIC services at the Mesa Community Action Network (a crisis social services provider) main office, and relocation of the Thomas WIC facility to the St. Mary’s Food Bank. Additional co-location sites are under consideration. Co-location of services will allow public health services to be provided in locations more accessible to clients. 54 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Strategic Direction In FY2007, MCDPH trained 183 paramedics from eight EMS agencies to provide immunizations. Trained paramedics from municipal fire departments within Maricopa County have since participated in mass vaccination exercises as well as in the response to outbreaks of vaccine-preventable illness. 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. FY08 Mid-Year County Progress/Achievements: • • • • Maricopa County Department of Public Health (MCDPH) is working with a variety of community partners to identify potential partnering opportunities. Public Health Emergency Management has developed formalized plans for: the purchase of diagnostic equipment for the AZ State Laboratory; and Intergovernmental Agreements (IGAs) with 20 county school districts that commit those districts to cooperate with MCDPH in the event of a public health emergency. The Environmental Services Department participated in the planning and response process for the 2008 Super Bowl with federal, state, and local partners. More than 250 inspections and surveys, utilizing active managerial control measures to immediately eliminate potential foodborne illness risks, were implemented at the Super Bowl. No reported illnesses were linked to the food service activities. This event exemplified how varied state and national program officials can collaboratively work together to protect the public health. Vector Control officials from the Maricopa County Environmental Services Department met with Gilbert representatives to help resolve the town's vector control challenges. In addition, officials from Tempe, Mesa, Phoenix, and the Salt River Pima Indian Community attended an informational meeting on roof rat infestation facilitated by Environmental Services Vector Control staff for all the local municipalities. MCDPH Epidemiology also has worked with the State on controlling outbreaks in State facilities. Public Health Clinical Services’ STD Program is partnering with Spectrum Medical Group and the McDowell Clinic to have clinic time reserved at the provider’s office for scheduling Syphilis patients for treatment while having the case interviews performed by Communicable Disease Investigators in the provider’s office to facilitate contact solicitation and ensure that the client is appropriately treated. 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. FY08 Mid-Year County Progress/Achievements: • • During the first half of FY2008, Parks and Recreation Department offered 182 Healthy Lifestyle Programs, compared to the 275 for the whole FY2007 fiscal year; and provided 270 programs oriented to family and youth, compared to the 202 for the entire FY2007 fiscal year. By December 31, 2007, Parks and Recreation Department had issued 14 press releases, conducted two live broadcasts in the parks and participated in more than four large-scale events to heighten public awareness. In addition, Parks launched several new features on the website to educate the public about changes in the system, events, and upcoming public meetings. 55 Number of Regional Park Visitors (in millions) 2.00 1.50 1.19 1.25 1.26 1.26 1.30 1.00 0.50 0.00 FY03 FY04 Sources: Maricopa County Parks and Recreation Department FY05 FY06 FY07 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 indicator of the effectiveness of regional transportation planning and other development activities. Commute Times • According the U.S. Census Bureau American Community Survey, average commute time in Maricopa County declined slightly in 2006 to 26.3 minutes from 26.4 minutes in 2005. • The average commute time (26.3 minutes) in the County was higher than the national average (25.0 minutes) and higher than six of the other nine benchmark counties. Maricopa County Average Commute Time 27.0 (in minutes) 26.4 26.5 26.3 26.0 25.5 25.0 24.5 25.1 25.0 24.7 24.4 24.324.3 24.2 24.4 24.3 25.0 24.7 24.5 24.0 23.5 23.0 2000 2001 2002 Maricopa 2003 2004 2005 2006 U.S. Source: U.S. Census Bureau, American Community Survey FY08 Mid-Year County Progress/Achievements: • • Maricopa County Department of Transportation (McDOT) developed project-delivery, process-improvement efforts in various functional areas which has included instituting a scoping/project initiation request document to track all projects, hiring a constructability manager to improve design plan quality before project goes to bid, and increasing the use of job order contracting to reduce the administrative costs associated with small construction projects. Comparison of Commute Times in 2006 (in minutes) 30.0 28.7 28.0 26.0 23.7 24.0 22.0 24.3 24.9 25.2 25.9 26.3 26.7 27.5 21.3 20.0 18.0 Salt Lake Multnomah Santa San Diego Clark (NV) (UT) (OR) Clara (CA) (CA) Orange (CA) Maricopa King (WA) Harris (TX) (AZ) LA (CA) Source: U.S. Census Bureau, American Community Survey During FY2008, McDOT has completed project designs for the following projects: Plymouth Road Improvement District, Old Stage Road Dip Crossing, Sunset Ridge Park Road (Lake Pleasant), Maricopa Road, Old U.S. 80, Mountain Road, Mingus Road Box Culvert, Alma School Road Scour Protection, and Rainbow Bridge at B.I.D. Canal (completed replacement of the structurally deficient bridge). 56 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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. However, the County continues to work toward increasing 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 November 2007 Voters’ rating of satisfaction with ease of voting The Elections Department regularly asks if voters were satisfied with the ease of voting. In the Primary Election (September 2007) 142 voters responded, of which 138 (97.2%) were satisfied, 3 (2.1%) were somewhat satisfied, 1 (0.7%) was not satisfied. In the General Election (November 2007) 462 voters responded, of which 437 (94.6%) were satisfied, 14 (3.0%) were somewhat satisfied, 14 (2.4%) were not satisfied, and 157 (1.8%) did not respond. Somewhat, 3.0% No, 2.4% No Response, 1.8% Yes, 94.6% Percent of total ballots cast by early voting Early voting March 2007 May 2007 61% 71% Source: Maricopa County Elections Department According to the Maricopa County Elections Department, in the March 2007 and May 2007 elections, 61% and 71%, respectively, votes were cast by mail/early ballots. Additional FY08 Efforts: • In conjunction with the County Public Information Office, the Election Department crafted an effective public awareness campaign to develop informational materials for dissemination to Maricopa County citizens of the Proposition 200 effect, and early voting opportunities. The campaign was conducted in both English and in Spanish, and produced Public Service Announcements and commercial spots for distribution to local media outlets (print, radio, and television), which included 30-second spots on Spanish radio, 10-second live reads on traffic reports, and print advertising in the Arizona Republic, East Valley Tribune, Sun City News, AZ Informant, La Voz, TV y Mas, and Prensa Hispana. 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. 57 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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. Homeownership in Maricopa County has been consistently higher than the national average, indicating that Maricopa County has a relatively solid base of households that are owner-occupied. According the U.S. Census Bureau American Community Survey, in 2006, the percent of residents of Maricopa County living in owneroccupied housing was 67.9%, up slightly from 67.5% in 2005. Maricopa County Housing Rate of Homeownership (% of residents living in owner-occupied housing) 8 0% 7 0% 68.3% 65.7% 68.1% 66.4% 68.0% 66.8% 68.2% 67.1% 67.5% 66.9% 67.9%67.3% 20 05 200 6 6 0% 5 0% 4 0% 2001 2002 2003 Maricopa 2004 U.S. S ource: U.S. Cens us Bureau, American Com munit y S urvey FY08 Mid-Year County Progress/Achievements: • • Fifteen percent (15%) of the HOME funds have been set aside in FY 2008 for Community Housing Development Organizations (CHDOs), and contracts have been signed. The Community Development Department received applications for the FY2009 CHDO set-aside funds, and continue to make American Dream Downpayment Initiative (ADDI)/HOME funds available for down-payment assistance. Community Development is currently amending its Consolidated Plan to allow for a regional down-payment assistance program. The goal is to set aside both ADDI and HOME funds for down-payment assistance anywhere in the Urban County. Once sufficient funds have been accumulated, Community Development will identify a nonprofit agency partner to administer the program on behalf of the Urban County. 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. FY08 Mid-Year County Progress/Achievements: • • The Maricopa County Animal Care & Control (MCACC) Department has initiated the planning stages of enforcement services and/or shelter services with Tohono O’odam (San Lucy), Ft. McDowell, and Salt RiverPima Maricopa Indian communities’ public safety offices. MCACC will present a new shelter proposal to the Salt River-Pima Maricopa Indian Community in 2008. Environmental Services Department personnel, in conjunction with the Arizona Department of Agriculture and the United States Department of Agriculture, completed three five-day operations regarding the transportation 58 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • • • • • • • Strategic Direction and sales of illegal food commodities in Arizona. Interdepartmental operations have facilitated the creation of a multi-department task force that conducts inspection activities to help minimize foodborne illness risk. Government Relations Office worked very closely with East Valley cities to ensure that county island residents were assured necessary fire and safety services. They worked with the Supervisors, residents, city council members, mayors and management, emergency services providers, and the Assessor and Clerk of the Board to reach mutual agreement or actual special district formation. The Government Relations Department has worked closely with each district and various departments to foster positive relationships with the Tribal Nations surrounding Maricopa County. Currently, a joint CountyGila River Indian Community (GRIC) project is underway to install stoplights and turn lanes in a high-traffic area that encompasses both reservation land and county right-of-way. Other issues of collaboration for Maricopa County and GRIC include the Arizona METH Project in order to reach school-age youth on the reservation; integrating GRIC’s libraries to utilize the Maricopa County Library District’s software and system to provide better and more uniform service to residents on the reservation; and the Human Services and Community Services departments collaboration on special transportation needs. The Board of Supervisors approved a project team to develop agreements with interested technology and business partners and other financial sponsors for the Collaboration Center, a place where businesses and Government collaborate on ideas and solutions. Upon final approval from the Board, the Collaboration Center will be located in the Security Building at the corner of Central Avenue and Van Buren. The Maricopa County Library District has partnered with the City of Goodyear for a new library in the preconstruction stage. The Library District also is working with the Town of Queen Creek for a new library building (to replace current location) in the construction phase. Justice System Planning and Information received licensing approval for the Justice Web Interface (JWI) to National Law Enforcement Telecommunications System (NLETS ). ICJIS enhanced the Justice Web Interface (JWI) to run on handheld devices (cell phone, PDA) for use at the 2008 Super Bowl held in Glendale, and the Fiesta Bowl in Tempe. ICJIS licensed the Justice Web Interface (JWI) to the Scottsdale Police Department. Environmental Services Water and Waste Management Division has provided courtesy reviews of environmental projects on state and tribal lands, in order to assist the local jurisdictions in ensuring that adequate environmental protection is provided. The Planning and Development Department has participated on the Arizona Department of Real Estate’s Illegal Subdivision Task Force by attending community outreach and education programs. This Task Force is charged with developing best practices for investigating and gaining compliance from illegal subdividers and works collaboratively with the Arizona County Supervisors’ Association and counties across the state. Maricopa County Department of Transportation (McDOT) is continuing to meet one-on-one, on a monthly, quarterly or semi-annual basis, with our municipal and tribal partners for planning and intergovernmental coordination purposes. Results in FY2008 have included the completion of more than 20 intergovernmental agreements through February of 2008. This has helped in achieving timely delivery of Transportation Improvement Program (TIP) projects. The partnership meetings also are important in cultivating an open atmosphere of trust which is critical to our cooperative efforts. McDOT has also been a valuable participant on Maricopa Association of Governments (MAG) technical committees and has supported the County Board of Supervisors as they have represented the County on the MAG Transportation Policy Committee and the MAG Regional Council. AZTech partnership, led by MCDOT, comprises representatives from the State of Arizona, Maricopa Association of Governments, and various Cities and Towns to address inter-jurisdictional traffic management issues to improve traffic flow on regional corridors in Maricopa County. In FY2008, the AZTech Executive Committee has to discuss traffic information dissemination to the public on the new traffic channel goaztv.tv. The AZTech Advanced Traveler Information Systems Committee has initiated a federally funded project to improve arterial traveler information dissemination to the public. Human Services Department Special Transportation Services (STS) contracts with more than 20 cities and towns and almost a dozen local or regional agencies to assist residents with a variety of transportation services. STS has had ongoing discussions with members of the Gila River Indian Community and the Phoenix Indian Center regarding removing transit and transportation barriers for tribal members, and have offered to assist them with the purchase of bus passes and providing work-related and/or special needs trips to qualified tribal residents. 59 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 Countysponsored 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. The level of participation in County-sponsored youth programs can be used as an indicator of young people’s community involvement. In FY2007, attendance at Library District youth programs reached 69,528. Attendance at Library District youth programs has increased by nearly 100% since FY2002. FY08 Mid-Year County Progress/Achievements: • • • In the Spring 2008, the Maricopa County Office of Communications will initiate the launch of a pilot program that teaches middle-school children about County Government. In the first half of FY2008, the Library District presented 1,402 youth programs with 38,243 youths attending. This is a 36 percent increase in programs and a 21 percent increase in attendance over the same time period FY2007. The popular Summer Reading Program, sponsored by the Maricopa County Library District, finished in August 2007 and reported a 22 percent increase in children’s participation and a 58 percent increase in children’s completion rate. For teens, the increases were 4 percent for participation and 17 percent for completion. Maricopa County Library District http://www.mcldaz.org/ • Avondale Civic Center • Aguila Branch • Campbell Branch • El Mirage Branch • Fountain Hills Branch • Gila Bend Branch • Guadalupe Branch • Hollyhock Branch • Litchfield Park Branch • North Valley Regional • Northwest Regional • Perry Branch, Gilbert • Queen Creek Branch • Robson Branch • Southeast Regional Maricopa County Library District Youth Programs 90 (atten da n ce in th o usa nd s) 80 82.9 69.5 70 63. 2 60.8 60 52.9 50 40 37.4 30 20 10 0 FY02 FY03 FY04 FY05 So urce: Marico pa Count yL ibrar y Distr ict 60 FY06 FY07 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 61 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction FY08 Mid-Year County Progress/Achievements: • Planning and Development has a goal, that by December 2008, the County will adopt the Green Initiative program that focuses on sustainability. The development of an advocacy plan is underway and will be designed to promote various concepts that fulfill the mission of the Initiative, which is to achieve a cleaner, healthier, and higher quality Maricopa County. 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 is home to the largest regional parks system in the United States. The County owns and maintains approximately 199.2 miles of recreation trails in its Countywide system, and has consistently increased the miles of trails over the past few years. This includes 157.9 miles of multi-use trails, up from 142.3 miles (11%) in 2006, five miles of barrier-free trails, and 36.3 miles of competitive tracks. Maricopa County Miles of Recreation Trails by Trail Type 150 125 100 75 50 25 0 Barrier Free Designated Multi-Use Competitive Tracks 2003 2004 2005 2006 3.2 5.0 5.0 5.0 2007 5.0 127.4 134.6 136.3 142.3 157.9 34.7 36.7 36.7 36.3 36.3 Source: Maricopa County Parks and Recreation Department FY08 Mid-Year County Progress/Achievements: • • • • • • • The Green Initiative is an interdepartmental project being administered by the Planning and Development Department to place Maricopa County in a regional leadership role of fostering environmental advocacy. In November 2007, Parks and Recreation completed a State Land auction for purchase of right-of-way on 9.8 acres of land for the Maricopa Trail. The department is expecting to participate in another State Land auction in September 2008 for purchase of right-of-way on 10.5 acres of land for the Maricopa Trail. The first 10 miles of trail construction on the Maricopa Trail has been completed. The next nine miles of trail construction started in February 2008. The Maricopa County Air Quality Department continues to work through legislative liaisons and the Maricopa Association of Governments (MAG) to secure permanent funding for the Voluntary Vehicle Repair and Retrofit (VVR&R) programs, which will provide emissions repair work to county residents who have received an emissions test failure notice so they can comply with vehicle registration emission standards and further reduce emissions. The Maricopa County Air Quality Department is leading the development of a mobile air-monitoring vehicle for spot sampling of smokestacks and the ambient air in response to specific violation reports and where nuisance and/or environmental justice issues may arise. All buildings managed by the Facilities Management Department (FMD) have current Arizona Department of Environmental Services permits that are updated as required. FMD preventative maintenance programs ensure proper operation of building systems. The last entry station project, at Usery Mountain Regional Park, was completed in August 2007. The Estrella Mountain Regional Park Visitor Center started construction in August 2007, followed in November 2007 with the Visitor Center and Amphitheater at Cave Creek Regional Park, and with the Amphitheater at Lake Pleasant and Visitor Center/Amphitheater at Usery Mountain (in 2008). 62 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • Strategic Direction The Maricopa County Air Quality Department implemented Phase II of the outreach program, RunningOutofAir, which will expand into the schools throughout the county with presentations and informational materials about how residents can contribute to cleaner air. In FY2007, Capital Facilities Development (CFD) completed its most ambitious year with master plans for County Manager, County Attorney, Clerk of the Board, Clerk of Court, Communications, Indigent Defense Departments, Juvenile Probation, Human Resources, Human Services, Internal Audit, Office of Enterprise Technology, Office of Management & Budget, Planning & Development, Environmental Services, Air Quality, STAR Call Center, Public Health Administration, and Finance. The Solid Waste Department coordinated and planned cleanup and hazardous household waste events to support several communities including Sun City West, South Phoenix, and Sun Lakes. The department also worked with the Arizona Department of Environmental Quality to establish a joint organization of counties to address illegal dumping issues. The Maricopa County Air Quality Department continues to enhance a website to increase public and business awareness of air quality information, programs, issues, and regulations so that they can effectively contribute to the attainment of the national ambient air quality standards in the County. Sustainable Development Strategic Goal 3 Continue to preserve military installations in Maricopa County, including Luke Air Force Base. FY08 Mid-Year Progress/Achievements: • The Planning & Development department will strive to deter new residential and other non-compatible land uses within the highnoise and accident-potential zones of Luke and its ancillary military facilities through the following ongoing activities: continue to require aggressive notification for new development within the state-defined “Territory in the Vicinity of a Military Airport;” and provide Luke Air Force Base with all new development applications within the “Territory in the Vicinity of a Military Airport” for review and comment and utilize their recommendations as a basis for decisions regarding approval or denial of such applications. • • • • • • • 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. The Facilities Management Department and Equipment Services Department 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. FY08 Mid-Year County Additional Efforts: • In preparation for alternative fuel / E-85 (85% ethanol, 15% gasoline) usage for the County’s fleet, Equipment Services has completed research into creating new E-85 infrastructure countywide, which would include the purchase of E-85 capable vehicles. The new tanks are part of a Green Initiative that includes a formula to help evaluate and assess the carbon footprint of various types of vehicle applications and the cost effectiveness in achieving the desired reduction in emissions. • In February 2008, Facilities Management Department (FMD) was notified of Leadership in Energy and Environmental Design (LEED) certification for the Downtown Consolidated Justice Center. FMD is still pursing LEED certification for the San Tan Consolidated Justice Courts and expects to receive that later in FY2008. 63 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • Planning and Development has initiated a Text Amendment (TA) that addresses landscaping and open space-regulations to incorporate landscape regulations into the Maricopa County Zoning Ordinance. This TA focuses on the Arizona Department of Water Resources’ low-water-use plant palette. Facilities Management Department continually initiates and completes various projects to minimize energy consumption, including lighting retrofits and window-film projects throughout the County. They have recently initiated a study to determine the value of a County-wide contract to audit all major campuses to identify energy efficiency projects to reduce consumption and increase our responsiveness to “Green” practices. Maricopa County Department of Transportation (McDOT) Operations developed a joint positive Air Quality message on their 12,000-gallon Kline portable tanks. This message lets the traveling public know Air Quality is a MCDOT priority. Facilities Management Department has recently completed construction of the new Buckeye Hills Shooting Range, a facility that is self sustaining in terms of utility services. Electricity is provided from a solar system with a back-up supply from a propane- and hydrogen-fueled generator. This project was recently awarded the Arizona Public Works Association Project of the Year award in its cost category. FMD will shortly complete the new Animal Control facility at Durango, which includes ice block technology in its construction to reduce energy consumption. . M aric opa Cou nty Facilities Energ y and Water Co nservation 100 Us age per sq. ft. • Strategic Direction 90 80 70 60 50 40 30 20 10 0 FY03 FY 04 FY05 FY06 FY07 Wat er Us e (gal.) per sq. ft. 85. 9 70.0 59.4 58.0 51.0 Energy Use (kWh) per sq. f t. 30. 8 32.0 31.9 31.7 33.2 Sour ce: M aricop a Coun ty Fa cilitie s Man agem ent 64 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 results 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. 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. FY08 Mid-Year County Progress/Achievements: • • • Maricopa County’s overall property tax rate continues to decline, from $1.4348 assessed value in FY2007 to $1.2970 per assessed value in FY2008. The Board of Supervisor’s FY2008-09 Budgeting for Results Guidelines and Priorities, adopted in December 2007, Maricopa County Overall Property Tax Rate again included direction to limit increases (per $100 of Assessed Value) $1.75 in the property tax levies for the Flood Control and Library District 2% plus new $1.57 $1.60 $1.54 $1.54 $1.54 construction. $1.47 $1.46 $1.43 Budget-balancing guidelines provided to $1.45 departments for FY2008-09 budget $1.30 development encouraged them to $1.30 develop revenue-enhancement options as $1.15 well as expenditure reductions. Additionally, departments were asked to $1.00 develop options to reduce expenditures FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 by up to 15 percent, and were Source: Maricopa County Office of Management and Budget encouraged to identify efficiency savings and non-mandated service reductions as a priority. 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. FY08 Mid-Year County Progress/Achievements: • In FY2008, mandated contributions were 18.2 percent of the General Fund budget, which is a significant reduction from the 25.1% contribution in Fiscal Year 2003. 65 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. FY08 Mid-Year County Progress/Achievements: • • • The Board of Supervisors has approved construction of a criminal court tower in downtown Phoenix. This facility will allow the criminal court divisions in Mesa to be consolidated in downtown Phoenix by 2012. The Office of Management and Budget was awarded a 2007 Showcase in Excellence Award from the Arizona Quality Alliance for Maricopa County’s Capital Improvement Program Funding Process, a modified pay-asyou-go approach to funding capital improvements, which has allowed the County to avoid levying more than $1,419,000,000 in secondary property taxes. The Stadium District and the Diamondbacks have added a $0.25 per ticket facility surcharge fee to each Diamondbacks ticket sold to generate additional revenue in order to finance future facility capital projects. Additionally, the District, in order to generate more revenue from the facility, has transferred all day-use operations over to the District’s booking manager, Select Artists Associates. 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. FY08 Mid-Year County Progress/Achievements: • • Parks and Recreation has released a Request for Proposals (RFP) for operation and management of the aquatic facility at Adobe Dam; proposals were received in November 2007 and are being evaluated. Parks and Recreation also is in the process of removing a Special Use Permit imposed by the City of Phoenix that restricts additional recreational ventures to only those identified in 1988. 66 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 create an exceptional work environment 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 (% of respondents indicating satisfaction) 10 0% 8 0% 7 1% 7 6% 7 5% 74 % 76% 7 9% FY 0 2 FY 0 3 F Y 04 F Y 05 F Y0 6 82% 6 0% 4 0% 2 0% 0% FY 0 1 F Y0 7 Source: Maricop aCounty 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 FY07. Employee satisfaction with Pay and Benefits and with Working Conditions have shown the greatest increases, while Communication has remained relatively level during this period. 67 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Employee rating of various satisfaction predictors (Scale: 2=very dissatisfied, 8=very satisfied; above 5=positive, below 5=negative) FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 Management Practices 5.29 5.26 5.23 5.29 5.39 5.52 Working Conditions 6.08 5.91 6.07 6.10 6.22 6.30 Communication 5.34 5.32 5.32 5.32 5.44 5.53 Growth/Advancement 5.84 5.81 5.79 5.82 5.97 6.09 Pay and Benefits 5.28 5.18 5.18 5.28 5.45 5.66 Source: Maricopa County Research and Reporting FY08 Mid-Year County Progress/Achievements: • • • • • • • During the first half of FY2008, Employee Compensation completed seven market studies covering approximately 1,100 positions. Additionally, Employee Compensation implemented more than 10,000 pay-forperformance increases Countywide. The Employee Compensation website was deployed into production in May 2007 and serves as a primary resource for departments, providing a comprehensive master list of approved market-range titles and descriptions, working titles, market ranges, and minimum qualifications as well as general information about the County’s compensation system. In September 2007, Workforce Management & Development developed and implemented new employee initiatives designed to promote internal recruitments. The “Find Work/Get Work” email listing of all current job postings is sent each Thursday to all County employees and/or department representatives. In July 2007, Workforce Management & Development developed a tool to permit employee reporting on fraud within Maricopa County. The tollfree Maricopa County Cares Anonymous Tip Line was created and is published on the county internal intranet front page, index, and through the internal communications system eNouncements. Employee Health Initiatives continued to work on improving the health status of County employees through worksite wellness programs and increased emphasis on obtaining preventative care, including, but not limited to, a diabetes management program, a quit tobacco program, and Weight Watchers at Work Program. Employee Health Initiatives continued to offer the BluePrint for Wellness program which helps employees identify health risks through a health risk assessment, and modify behavior to help control the risks and improve their overall health status. Onsite biometric screening was offered to engage employees to take an active part in their health care. Seventeen disease management programs continue to be offered through the medical insurance carrier. In January 2008, Workforce Management and Development created an internal communication tool to enhance communication within Maricopa County concerning current county initiatives and updates. The Workforce Management and Development newsletter is published monthly on the County internal intranet and covers Employee Relations Investigations; Workplace Resolution Services; Work Climate Assessments; Disability Management; American with Disabilities Act Advisory Services; Donation of Leave Program; EVerify and Regulatory Compliance; Leave Plan Administration; Merit Commission Administration; Tuition Reimbursement Program; and Training and Employee Development Services. A subscription service is also available for all County employees. 68 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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. FY08 Mid-Year County Progress/Achievements: • • • • • • The Office of the Medical Examiner is currently in the process of creating a diversity audit that will be cost effective and will generate data on obstacles, opportunities, and gaps that exist between the Office of the Medical Examiner’s actual and desired states. The audit data will include benchmarks against which progress will be measured, and also will be used as a tool to teach staff about diversity issues. In October 2007, Maricopa County Adult Probation Department and Juvenile Probation Department Diversity Council held its second Annual Celebrate and Appreciate Diversity Event at Encanto Park. Guests speakers included George Garcia (acting Director of Maricopa County Diversity Program), P. Arthur VIII (African American Knowledge Network), Jacque Gencarelle (Chair, Maricopa County Indigenous Circle), and Fentress Truxon (Maricopa County Diversity Manager.) The event highlighted some of the world’s culture that makes up the Adult and Juvenile Probation staff. The Assessor's Office recently completed delivering Diversity Awareness Training throughout the entire department. This is part of an overall effort to impact the culture and professionalism of the department. The County's Diversity Awareness program was the core of these sessions, but the program was modified to fit departmental population in ways designed to not only inform and increase awareness but to encourage the staff to embrace diversity. The reception was very positive. One tangible result of this effort has been for the Assessor's Office to explore the need for bilingual capabilities and compensation according to the County policy on bilingual Compensation. They are in the process of identifying where this is appropriate. This should impact access to diversity in a very practical way. The County Manager’s Diversity Office sends out a Semi-Annual Diversity checklist to County departments, which includes a question about utilizing diverse interview panels for job interviews. In the most recent survey, 44 departments responded to the checklist, and 42 departments reported the use of diverse interview panels, indicating that practices such as these are becoming a standard operating procedure by County departments. The County Manager’s Diversity Office continues to demonstrate a commitment to diversity by celebrating cultural celebrations with the collaboration of the three Maricopa County Employee Networks: co-hosted Hispanic Heritage with the Maricopa County Hispanic Network (September 2007); co-hosted Native American Heritage Celebration with the Indigenous Circle Employee network (November 2007); the Diversity Office celebrated Unity Day (January 2008), celebrated Black History with the African American Knowledge Network (February 2008); and celebrated Women Celebration at the Irish Cultural Center (March 2008). Additionally, 46 departments have appointed Diversity co-coordinators; the Diversity Office meets with the coordinators every three months to coordinate County cultural celebrations. Currently, 23 Diversity Councils exist that reinforce the County’s commitment to diversity. The County Manager’s Diversity Office met with Human Resources Staff Development and Career Management Guide Project. The Staff Development project is to determine how to best meet the training and education needs of County employees whereas the Career Management Guide Project was to create a means by which County employees could self-manage their careers within the County with the ultimate goal of positively affecting recruitment and retention. 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. 69 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction This goal has been achieved. In early FY2007, the County completed review of the employee suggestion program. Implementation of the recommendations is underway. Selected recommendations included: 1. Create an online suggestion form and provide an online copy of the checklist used by the evaluator for the employees to view before submitting a suggestion; 2. Provide a permanent hyperlink on the employee intranet (EBC) home page which will connect employees to the Employee Suggestion webpage containing the necessary online forms, employee suggestion tips, and suggestion process updates; 3. Raise awareness by including information in the employee newsletter Newsline, emails, and flyers attached to paycheck stubs; and 4. Recognize merit award recipients in a public fashion, with recognition given online and in the Newsline. 70 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 FY2007, 80% of the respondents indicated they were satisfied or very satisfied with County government, which is the same rating reported in FY2006. Ma ricopa Count y Citizen Rating: Ove ra ll S atisfaction 100% 80% 75% 77% 76% 81% 83% 83% 80% 80% FY06 FY07 60% 40% 20% 0% FY00 FY01 FY02 FY03 FY04 FY05 % rating sati sfied to very sati sfied wi th Mari copa County Government Source: Maricopa Count y General Citizen Surv ey Citizen Satisfaction Strategic Goal 1 By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing for Results and performance-based budgeting initiatives. This goal is ongoing. The Office of Management and Budget continues to implement Managing for Results initiative through ongoing training and other departmental support. FY08 Mid-Year County Progress/Achievements: • • In February 2008, the Office of Management and Budget implemented an enhanced performance reporting process, with the deployment of the Reporting for Results module of the new Managing for Results Information System (MFRIS). The module allows departments to enter performance metrics in a centralized data warehouse that will be able to be viewed through various on-line dashboard reports. The Office of Management and Budget is working with the Office of Enterprise Technology to develop and implement an Information Governance plan that will provide for more thorough and structured analysis of information technology requests. 71 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction 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. FY08 Mid-Year County Progress/Achievements: • • The Network Transformation Initiative is focused on developing a network architecture strategy, creating a more robust and efficient network for the County. This approach provides for quality, cost-effective, customer centric and value-added services to the County departments and agencies. The project team has most recently completed interviews of 58 County Departments and has completed the roadmap towards the “future state” of the County network. The Office of Enterprise Technology has proposed a new model for IT Governance, and has initiated studies in support of an IT Consolidation plan. 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. Maricopa County Citizen Rating: Responsiveness (% rating County as good to excellent) 100% 80% 60% 46% 46% 48% FY03 FY04 FY05 47% 45% FY06 FY07 40% 20% 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 FY07, 45% of Citizen Survey respondents indicated that the County’s responsiveness was good to excellent, a slight decrease from the FY06 (47%) rating. 0% % rating Responsiveness as Good to Excellent Source: Maricopa County General Citizen Survey FY08 Mid-Year County Progress/Achievements: • • Solid Waste Department is rebuilding and extending services to six Transfer Stations located throughout Maricopa County, and extending hours of operations at three Transfer Stations from two days per week to five days per week. The department also has developed a plan and identified funding to establish an additional Waste Tire Recycling Facility in the western portion of the county to reduce the distance traveled by tire haulers and to reduce illegal dumping of waste tires. Building on the foundation created by the Elections Department, the STAR Call Center assists voters in all municipalities within Maricopa County to make the election process as seamless as possible. The Center assists the public by directing them to their local jurisdictions, special districts, and state agencies, including the Secretary of State. As a provider of information to voters and taxpayers, the STAR Call Center has numerous bilingual agents on staff, who are able to assist our diverse community. Current staff includes Spanish, Navajo, and Pima representation. 72 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • • • • • • • Strategic Direction Uno por Uno, an annual Maricopa County Animal Care and Control (MCACC) project, targets high-risk areas ‘one-by-one’ with increased outreach, spay/neuter, enforcement and education efforts so that licensing compliance is increased, and dog bites and impoundments are reduced. The 2007 Uno por Uno campaign was held in zip code 85040, accomplishing more than 600 spay/neuter surgeries, and 1,821 rabies vaccinations. As a result, license compliance increased by 350%. The Women, Infants & Children (WIC) program is beginning to partner with various community agencies to co-locate services needed in a community. Examples include: A New Leaf center in Mesa, moving the Thomas Rd. clinic into a St. Mary’s Food Bank facility, and a potential partnership with Chicanos Por La Causa to relocate the Maryvale WIC clinic into a new human services center that CPLC is constructing at 67th Ave. and Indian School. The Planning and Development Department successfully launched its digital permit process for residential production home permits. This new service dramatically improves service times and lowers customer expenses for single-family production home permits within large development communities. Customers apply for and receive their building permit online. The County is actively working to expand the program to include additional building permit types, allowing for greater community participation. During October 2007, Maricopa County Adult Probation Department (MCAPD) staff, Garfield neighborhood residents, Phoenix police officers, and neighborhood businesses combined efforts to celebrate GAIN-Getting Arizona Involved in Neighborhoods. Information was provided about GED classes and ESL classes. MCAPD staff and Garfield Community and Probation Center clients also provided community restitution work that set up and cleaned up the area. The event emphasized the availability and knowledge of services to help develop a stronger community. Maricopa County Department of Transportation (McDOT) Operations has decentralized into four districts serving various quadrants of the County, which will enable more time at work locations, less travel time for customers, better response time to citizen requests, lower fuel usage (for County staff and customers), and better relationships with customers. Department of Emergency Management developed and printed 275,000 English-language and 75,000 Spanish-language copies of an emergency readiness guide for County residents. Approximately 208,000 English-language and 64,000 Spanish-language copies were distributed as newspaper inserts to target demographics or through partner agencies including municipal offices, school districts, emergency management agencies, and corporate entities. Maricopa County Department of Transportation Developed “61 Office” wallet cards, which were designed to be an easy tool for Maricopa County residents to report any road/street hazards to McDOT’s 61 Office dispatch. Once the report has been made by the caller, it is dispatched to the Maintenance District for repairs. More than 4,000 cards have been distributed to date. To increase awareness of County services, Human Services Department (HSD) Community Services distributed 17,000 People’s Information Guides countywide. HSD Community Services staff is assisting the Arizona Community Action Association (ACAA) in the development of a Spanish translation of the People’s Information Guide. The Maricopa County Library District’s Reciprocal Borrowing Program allows any county resident to use any public library in the County without paying a fee. The Library District also works to ensure that even the smallest public libraries in the County have access to a Library Integrated Automation system. Desert Foothills (Cave Creek) Library, Tolleson Library, and Buckeye and Old Town Branch (Avondale) libraries use the District’s Polaris Library Integrated Automation system, which allow the libraries and their patrons access to a wide variety of electronic databases. The Juvenile Probation Department continues to actively engage in process improvement efforts designed to better serve our primary customer, the youth of Maricopa County. Through programs designed to educate young people on the justice system (law-related education and crime prevention programs) to programs that allow low-level offenders to be held accountable via diversion programs rather than the formal court system, the Juvenile Probation Department demonstrates a dedication to dealing with behaviors early on in the hopes of preventing them from escalating. 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. 73 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction FY08 Mid-Year County Progress/Achievements: • The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY2008 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. Citizen Satisfaction Strategic Goal 5 Establish a comprehensive public outreach and community plan to increase the County’s effectiveness in communicating about the services it provides so that by September 2008 the percentage of citizens who rate the County’s communication effectiveness as poor in the Annual Population Satisfaction Survey will have decreased to 10% or less. Effectively communicating to citizens about services the County provides is key to increasing citizen awareness and understanding about the roles and responsibilities of County government. Through the annual citizen survey, the County asks citizens to rate the effectiveness of the County in communicating information about its services. In FY07, 43% of citizens responding to the General Citizen Survey rated the communication effectiveness of County government as good or excellent, a decrease from the FY06 rating of 45%. Maricopa County Citizen Rating: County Effectiveness in Communication (% rating County as good to excellent) 100% 80% 60% 39% 41% FY02 FY03 48% 44% 45% 43% FY05 FY06 FY07 40% 20% 0% FY04 % rating Communication as Good to Excellent Source: Maricopa County General Citizen Survey FY08 Mid-Year County Progress/Achievements: • • • Between April and June 2007, all the newly designed Board of Supervisors’ websites went live. Each site contains more information and user-friendly features. A highlight is the use of digital technology that allows Supervisor videos to be showcased on each site at the click of the mouse for any viewer. Now, regular updates of press releases and photos occur. The Communications Office is working with the Research and Reporting Department to assess current questions and determine if any revisions/additions are warranted in time for the 2008 General Population Survey. The department also will promote the survey to the public so citizens will be aware of the results. The Communications Office has produced four Spanish language programs, Maricopa en Accion, showcasing the County. The Office also collaborated with Maricopa County Animal Care & Control and the Arizona 74 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Mexico Commission to produced Spanish language public service announcements, and press releases and media advisories are sent to Spanish language media regularly. All County public information offices formally were introduced to Univision, the primary Spanish language broadcast television station. 75 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Strategic Direction Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process Budget Policies and Process Policies and Their Budgetary Impact Maricopa County has achieved and maintained financial stability by developing and implementing a series of budget and financial policies that guide fiscal management and budgetary decisions. These policies address a number of issues, including budget development, the degree of budgetary control, reserves, tax reduction, and managing for results. These policies 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 establish guidelines for developing County budgets, with the goal of providing responsible management of taxpayers’ resources while ensuring 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’s results 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, meaning operating expenditures may not exceed operating revenues. 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 76 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Budget Policies and Process reached the Presiding Judge and elected officials may appeal first to the County Manager, and finally to 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 guidance and direction on managing Board-approved budgets to elected, appointed, and judicial branch agencies so they can be accountable and comply with the law. 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 and fund with appropriated budgets for any specific projects included within a department/fund. Where applicable, appropriation levels may be established by function, program/activity, or object of expenditure. • Departments have the flexibility to incur expenditures that vary from their detailed budgets for the remainder of the current fiscal year, as long as they comply with the appropriated budget. However, they are also responsible for bottom-line performance and are expected to absorb unanticipated cost increases and revenue shortfalls. If a department requests an appropriated budget increase or contingency transfer for an unanticipated spending increase, the Board of Supervisors/Board of Directors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. • Departments shall not exceed their appropriated expenditure budgets. Departments are required to reduce expenditures to offset any revenue shortfall unless the Board has approved other adjustments to offset the shortfall. • If a department exceeds or is forecasted to exceed its appropriated budget, the Board of Supervisors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure and a reduction of the department’s appropriated budget in the subsequent fiscal year in the amount of the overrun in the prior fiscal year. • Departments that are over budget year-to-date or are forecasted to be over budget by the end of the year are obliged to submit a corrective action plan to Finance and the Office of Management and Budget for their review and approval. • 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. 77 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process • 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 as 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. • 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 balances, 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 (GAAP) applicable to governmental units adopted by the Governmental Accounting Standards Board (GASB). Reporting Entity Maricopa County is a general-purpose local government governed by a separately elected board of five county supervisors. Financial statements present the activities of the County (the primary government) and its component units. Component units are legally separate entities for which the County is considered 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 78 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process has a June 30 year-end. The reporting entity comprises 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: 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, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Library District The Maricopa County Library District is a legally separate, tax-levying entity that provides and maintains library services for the residents of Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Library District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Public Finance Corporation Maricopa County Public Finance Corporation is a nonprofit corporation created by the Maricopa County Board of Supervisors that exists primarily to assist the County in the acquisition, construction, and improvement of County facilities, including real property and personal property. The Board of Directors of the Public Finance Corporation is subject to the approval of the County Board of Supervisors and the corporation exists primarily for the benefit of the County; therefore, the corporation is considered a blended component unit of the County. The corporation has issued certificates of participation, lease revenue bonds, and lease trust certificates that evidence undivided proportionate interests in rent payments to be made under the lease agreements, with an option to purchase, between Maricopa County and the Corporation. Since this debt is in substance the County’s obligation, these liabilities and resulting assets are reported on the County’s financial statements. Maricopa County Special Assessment Districts The Special Assessment Districts are legally separate entities that provide improvements to various properties within the County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Special Assessment Districts, it is able to significantly influence the activities and level of services provided by the Districts; therefore, the Districts are considered a blended component unit of the County. Maricopa County Stadium District The Maricopa County Stadium District is a legally separate entity that provides regional leadership and fiscal resources to assure the presence of Major League Baseball in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Stadium District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. 79 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process 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: 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 recommended by 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 80 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Budget Policies and Process Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements – provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as nonmajor funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or nonoperating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Nonoperating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as nonoperating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered to be nonoperating expenses. The County reports the following major governmental funds: The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The 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 81 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process warehouse services provided to County departments or to other governments on a cost reimbursement basis. The investment trust fund – accounts for pooled assets held and invested by the County Treasurer on behalf of other governmental entities. The agency fund – accounts for assets held by the County as an agent for other governments and individuals. Basis of Accounting The government-wide, proprietary fund, and fiduciary fund financial statements are presented using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Property taxes are recognized as revenue in the year for which they are levied. Grants and donations are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Governmental funds in the fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The County considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 days after year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on general long-term debt, claims and judgments and compensated absences, which are recognized as expenditures to the extent they are due and payable. General capital asset acquisitions are reported as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are reported as other financing sources. Under the terms of grant agreements, the County funds certain programs by a combination of grants and general revenues. Therefore, when program expenses are incurred, there are both restricted and unrestricted net assets available to finance the program. The County applies grant resources to such programs before using general revenues. The County’s business-type activities, enterprise funds, and the discretely presented component unit of the County follow Financial Accounting Standards Board (FASB) Statements and Interpretations issued 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, at the time when they are purchased, to be cash equivalents. Nonparticipating interest-earning investment contracts are stated at cost. Money market investments and participating interest-earning investment contracts, with a remaining maturity of one year or less at time of purchase, are stated at amortized cost. All other investments are stated at fair market value. Inventories The County accounts for its inventories in the governmental funds using the purchase method. Inventories of the governmental funds consist of expendable supplies held for consumption and are recorded as expenditures at the time of purchase. Amounts on hand at year-end are shown on the balance sheet as an asset, for informational purposes only, and are offset by a fund balance reserve to indicate that they do not constitute “available spendable resources.” These inventories are stated at 82 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process weighted-average cost. Inventories of the proprietary funds are recorded as assets when purchased and as expenses when consumed. The amount shown on the statement of net assets for the enterprise funds is valued at cost using the first-in, first-out method. The amount shown on the statement of net assets for the internal service funds is valued at cost using the moving-average method. Property Tax Calendar The County levies real property taxes and commercial personal property taxes, on or before the third Monday in August, that become due and payable in two equal installments. The first installment is due on the first day of October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. During the year, the County also levies mobile home personal property taxes that are due the second Monday of the month following receipt of the tax notice and become delinquent 30 days later. A lien assessed against real and personal property attaches on the first day of January preceding assessment and levy. Capital Assets Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the government-wide statements and the proprietary funds. Capital assets are defined as assets with an initial, individual cost of more than $5,000. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets’ lives are not capitalized. Property, plant, and equipment of the primary government and the discretely presented component unit are depreciated using the straight-line method over the following estimated useful lives: 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. 83 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process 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 assets are accounted for using the straight-line depreciation method with a useful life between 25 and 50 years. For infrastructure assets owned prior to fiscal year 2002, the County used internal records, maintained by the department, to estimate Flood Control’s historical cost for these assets. Investment Income Investment income is composed of interest, dividends, and net changes in the fair market value of applicable investments. Compensated Absences Compensated absences consist of vacation leave and a calculated amount of sick leave earned by employees based on services already rendered. Employees may accumulate up to 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 $10,000 tax free Post Employment Health Plan account for the payment of post employment qualified medical expenses. 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 Arizona law requires the County to prepare and adopt an annual balanced budget for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares budgets for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred that exceeds the amounts budgeted except as provided by law. Appropriation levels are established by department, fund and (if applicable) capital project, and they lapse annually. During the year, budget transfers from the contingency account to a department’s budget require approval by the Board of Supervisors. The budget is appropriated by fund for the three departments of the Judicial Branch and the five departments of the Indigent Representation System (see below). Budgeted amounts are reported as originally adopted or as adjusted 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. Budgets of Blended Component Units Section 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 84 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process 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. The Budget Process Annual Budget Process Maricopa County’s fiscal year begins on July 1 and ends on the following June 30, coinciding with the State of Arizona’s fiscal year. The Maricopa County budget process is a key component of the overall Managing for Results process. The following chart provides an overview of the typical County budget process and calendar. Maricopa County Budget Process Timeline Jul Financial Forecasting Planning for Results Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Budget Adoption: Tentative Adoption Final Adoption Property Tax Levy Adoption Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun (for current Fiscal Year) This typical overview does not supersede actual budget processes for specific years, or the actual budget calendar that is 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 specific 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. 85 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process Planning for Results Through the summer and fall, departments review and update their strategic business plans in accordance with the Managing for Results process. Departments update their strategic issues and goals, and set initial performance 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. 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. 86 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Policies and Process Fiscal Year 2008-09 Budget Process Due to the emerging economic slowdown and the development of a new, integrated management and budget system, the Managing For Results Information System (MFRIS), the FY 2008-09 budget process did not follow the normal timeline. The financial forecast was updated in September. 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 3, 2007, the Board of Supervisors approved the FY 2008-09 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 January. Departments began to submit their budget requests to OMB in February. OMB reviewed and analyzed department budget requests through the end of April. The Deputy County Manager negotiated budget recommendations with elected officials and the Presiding Judge from mid-March through midApril. The Recommended Budget was presented to the Board of Supervisors on May 19, and was tentatively adopted on May 21. Final Adoption of the budget occurred on June 19, 2008. Property Tax levies and rates were adopted on August 18, 2008. Fiscal Year 2009-10 Budget Process The FY 2009-10 budget process is anticipated to more closely follow the normal schedule. 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 2007-08. 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. Budget Adjustment Process After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so in a written request that must be approved by the Board of Supervisors. According to A.R.S. §42-17106 (see above), the Board of Supervisors may transfer monies between budget items if the monies are available, if the transfer is in the public interest and based on a demonstrated need, and if the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • 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. 87 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Budget Policies and Process 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. 88 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County and Districts Overview Summary Schedules Maricopa County and Districts Overview Consolidated Sources, Uses and Fund Balance by Fund Type FY 2008-09 Adopted Budget MARICO PA COUNTY & DISTRICTS FY 2008-09 ADOPTED BUDGET BEG. UNDESIGNATED FUND BAL. GENERAL $ 274,627,644 $ SOURCES OF FUNDS OPERATING PROPERTY TAX ES $ 456,457,388 $ TAX PENALTIES & INTEREST 14,500,000 SALES TAXES LICENSES AND PERMITS 1,923,641 GRANTS OTHER INTERGOVERNMENTAL 5,307,848 PAYMENTS IN LIEU OF TAXES 7,661,044 STATE SHARED SALES TAX 459,033,619 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 137,859,289 INTERGOV CHARGES FOR SERVICES 13,731,038 OTHER CHARGES FO R SERVICES 25,175,329 INTERNAL SERVICE CHARGES 2,340,375 PATIENT SERVICES REVENUE 14,400 16,669,467 FINES & FORFEITS INTEREST EARNINGS 12,000,000 MISCELLANEOUS REVENUE 4,613,267 GAIN ON FIXED ASSETS TRANSFERS IN 9,365,597 TOTAL OPERATING SOURCES $ 1,166,652,302 $ NON-RECURRING OTHER INTERGOVERNMENTAL INTERGOV CHARGES FOR SERVICES OTHER CHARGES FO R SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE TRANSFERS IN TO TAL NON-RECURRING SOURCES $ $ - $ 1,881,148 1,881,148 $ TOTAL SOURCES $ 1,168,533,450 $ USES OF FUNDS OPERATING PERSONAL SERVICES $ 466,146,234 $ SUPPLIES 13,789,654 SERVICES 441,475,398 CAPITAL 13,838,211 OTHER FINANCING USES 231,402,805 TOTAL OPERATING USES $ 1,166,652,302 $ NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NO N-RECURRING USES $ 1,450,000 $ 127,045,121 148,013,671 276,508,792 $ SPECIAL DEBT SERVICE 186,914,730 $ 21,724,034 $ FUND TYPE: CAPITAL INTERNAL Value 481,718,270 $ 64,867,634 94,471,897 $ 138,206,968 43,416,843 125,136,891 22,625,155 316,501 111,458,984 9,341,579 75,071,221 61,899,205 1,368,585 16,350,413 13,081,218 33,801,692 400,000 199,288,483 946,235,635 $ - $ 5,450,000 2,663,869 1,113,618 11,529,657 20,757,144 $ - $ 300,000 1,000,000 1,660,000 2,960,000 $ - $ 65,000 15,584,294 15,649,294 $ - $ - $ 14,910,000 $ 20,103,960 200,000 100,000 307,608,261 342,922,221 $ 961,884,929 $ 345,882,221 $ 472,769,132 $ 52,926,114 289,116,524 15,955,440 12,035,670 842,802,880 $ - $ 28,821,952 492,750 29,314,702 $ - $ 3,000 3,000 $ 394,823 $ 108,000 81,596,101 6,269,126 131,648,905 220,016,955 $ - $ - $ 6,080,969 $ 17,726,750 310,230,638 6,252,339 340,290,696 $ TOTAL USES $ 1,443,161,094 $ 1,062,819,835 $ $ 20,757,144 29,314,702 $ STRUCTURAL BALANCE $ - $ 103,432,755 $ (8,557,558) $ ENDING UNDESIGNATED FUND BAL. $ - $ 85,979,824 $ 13,166,476 89 $ 340,293,696 $ SUBTOTAL $ 1,029,852,312 ELIMINATIONS $ - TOTAL $ 1,029,852,312 - $ 550,929,285 $ - $ 550,929,285 14,500,000 14,500,000 143,656,968 143,656,968 45,340,484 45,340,484 125,136,891 125,136,891 27,933,003 27,933,003 7,977,545 7,977,545 459,033,619 459,033,619 111,458,984 111,458,984 147,200,868 147,200,868 (39,513,602) 59,158,354 7,205,828 98,671,956 40,564,961 127,639,495 127,639,495 165,060,305 167,400,680 (167,400,680) 1,382,985 1,382,985 33,019,880 33,019,880 1,000,000 27,494,836 27,494,836 16,385 39,431,344 39,431,344 400,000 400,000 221,843,737 (221,843,737) 213,847,479 $ 2,350,452,560 $ (428,758,019) $ 1,921,694,541 - $ - $ 213,847,479 14,910,000 $ - $ 20,103,960 65,000 200,000 15,684,294 309,489,409 (309,489,409) 360,452,663 $ (309,489,409) $ $ 2,710,905,223 11,513,114 $ 950,428,480 9,395,644 76,111,412 188,999,122 919,594,044 922,807 59,538,410 1,487,006 245,418,231 212,317,693 $ 2,251,090,577 - $ 1,816,000 1,004,000 440,000 3,260,000 $ 215,577,693 7,925,792 1,924,000 227,371,972 316,939,764 285,914,915 840,076,443 14,910,000 20,103,960 65,000 200,000 15,684,294 50,963,254 $ (738,247,428) $ 1,972,657,795 $ - $ 950,428,480 (6,515,806) 69,595,606 (200,398,476) 719,195,568 59,538,410 (245,418,231) $ (452,332,513) $ 1,798,758,064 $ - $ 7,925,792 1,924,000 227,371,972 316,939,764 (285,914,915) $ (285,914,915) $ 554,161,528 $ 3,091,167,020 $ (738,247,428) $ 2,352,919,592 2,957,000 $ 1,529,786 $ 99,361,983 $ 23,574,494 $ 122,936,477 487,306,795 $ 63,137,420 $ 649,590,515 $ - $ 649,590,515 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget County and Districts Overview Property Tax Levies and Rates 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 Districts also levies these district’s secondary property taxes. FY 2008-09 PRELIMINARY PROPERTY TAX LEVIES AND RATES MARICOPA COUNTY, FLOOD CONTRL DISTRICT AND LIBRARY DISTRICT Description Net Assessed Value (NAV) MARICOPA COUNTY PRIMARY: FY 2008-09 Preliminary $ 44,881,602,698 FY 2007-08 Adopted 38,930,267,550 Variance $ 5,951,335,148 SRP Effective NAV Total w/SRP $ 518,745,464 518,745,464 $ - $ 45,400,348,162 39,449,013,014 $ 5,951,335,148 $ FLOOD CONTROL DISTRICT SECONDARY: FY 2008-09 Preliminary $ 54,751,262,830 FY 2007-08 Adopted 45,937,944,910 Variance $ 8,813,317,920 $ 97,574,499 97,574,499 - $ 54,848,837,329 46,035,519,409 $ 8,813,317,920 LIBRARY DISTRICT SECONDARY: FY 2008-09 Preliminary $ 58,303,635,287 FY 2007-08 Adopted 49,534,573,831 Variance $ 8,769,061,456 $ 518,745,464 518,745,464 $ - $ 58,822,380,751 50,053,319,295 $ 8,769,061,456 GRAND TOTALS: FY 2008-09 Preliminary FY 2007-08 Adopted Variance 90 Proceeds of 1-cent Rate $ $ $ $ $ $ Tax Rate Tax Levy SRP PILT Total Levy & SRP PILT 4,540,035 3,944,901 595,134 $ 1.0327 $ 463,492,311 1.1046 430,023,735 $ (0.0719) $ 33,468,576 $ 5,357,084 $ 468,849,395 5,730,062 435,753,797 $ (372,978) $ 33,095,598 5,484,884 4,603,552 881,332 $ 0.1367 $ 74,844,976 0.1533 70,422,870 $ (0.0166) $ 4,422,106 $ 5,882,238 5,005,332 876,906 $ 0.0353 $ 20,581,183 0.0391 19,368,018 $ (0.0038) $ 1,213,165 $ $ 1.2047 $ 558,918,470 1.2970 519,814,623 $ (0.0923) $ 39,103,847 $ 5,673,585 $ 564,592,055 6,082,473 525,897,096 $ (408,888) $ 38,694,959 $ $ 133,384 $ 74,978,360 149,582 70,572,452 (16,198) $ 4,405,908 183,117 $ 20,764,300 202,829 19,570,847 (19,712) $ 1,193,453 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type MARICO PA COUNTY FY 2008-09 ADOPTED BUDGET BEG. UNDESIGNATED FUND BAL. SPECIAL REVENUE GENERAL $ 274,627,644 $ SOURCES OF FUNDS OPERATING PROPERTY TAX ES $ 456,457,388 $ TAX PENALTIES & INTEREST 14,500,000 SALES TAXES LICENSES AND PERMITS 1,923,641 GRANTS OTHER INTERGOVERNMENTAL 5,307,848 PAYMENTS IN LIEU OF TAXES 7,661,044 STATE SHARED SALES TAX 459,033,619 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 137,859,289 INTERGOV CHARGES FOR SERVICES 13,731,038 OTHER CHARGES FO R SERVICES 25,175,329 INTERNAL SERVICE CHARGES 2,340,375 PATIENT SERVICES REVENUE 14,400 FINES & FORFEITS 16,669,467 12,000,000 INTEREST EARNINGS MISCELLANEOUS REVENUE 4,613,267 GAIN ON FIXED ASSETS TRANSFERS IN 9,365,597 TOTAL OPERATING SOURCES $ 1,166,652,302 $ NON-RECURRING INTERGOV CHARGES FOR SERVICES OTHER CHARGES FO R SERVICES MISCELLANEOUS REVENUE TRANSFERS IN TO TAL NON-RECURRING SOURCES $ $ - $ 1,881,148 1,881,148 $ TOTAL SOURCES $ 1,168,533,450 $ USES OF FUNDS OPERATING PERSONAL SERVICES $ 466,146,234 $ SUPPLIES 13,789,654 SERVICES 441,475,398 13,838,211 CAPITAL OTHER FINANCING USES 231,402,805 TOTAL OPERATING USES $ 1,166,652,302 $ NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NO N-RECURRING USES $ 1,450,000 $ 127,045,121 148,013,671 276,508,792 $ TOTAL USES $ 1,443,161,094 $ 170,964,505 FUND TYPE: CAPITAL INTERNAL DEBT SERVICE PROJECTS SERVICE SUBTOTAL Value $ 21,468,273 $ 455,874,659 $ 64,867,634 $ 987,802,715 - $ 138,206,968 42,670,843 125,136,891 22,625,155 111,458,984 9,341,579 71,048,065 61,874,995 1,368,585 15,741,393 12,064,335 28,215,060 400,000 197,562,295 837,715,148 $ - $ 2,663,869 638,524 11,529,657 14,832,050 $ - $ - $ - $ 65,000 8,984,294 9,049,294 $ - $ - $ 20,103,960 $ 255,490,488 275,594,448 $ 846,764,442 $ 14,832,050 $ 275,594,448 $ 446,928,184 $ 44,906,533 264,223,857 13,635,471 9,142,232 778,836,277 $ - $ 23,389,608 23,389,608 $ - $ - $ 394,823 $ 108,000 81,596,101 6,269,126 79,531,132 167,899,182 $ - $ - $ 3,562,000 $ 17,726,750 245,712,515 6,252,339 273,253,604 $ 946,735,459 $ STRUCTURAL BALANCE $ - $ 58,878,871 $ ENDING UNDESIGNATED FUND BAL. $ - $ 70,993,488 $ 23,389,608 $ (8,557,558) $ 12,910,715 91 $ 273,253,604 $ - $ 456,457,388 14,500,000 138,206,968 44,594,484 125,136,891 27,933,003 7,661,044 459,033,619 111,458,984 147,200,868 7,205,828 94,648,800 40,564,961 127,615,285 165,060,305 167,400,680 1,382,985 32,410,860 1,000,000 25,702,859 16,385 32,844,712 400,000 218,457,549 213,847,479 $ 2,233,046,979 - $ - $ 213,847,479 11,513,114 $ 924,587,532 9,395,644 68,091,831 188,999,122 894,698,377 922,807 51,786,097 1,487,006 242,032,043 212,317,693 $ 2,181,195,880 215,577,693 - TOTAL $ 5,406,823 1,924,000 227,371,972 252,421,641 233,797,142 720,921,578 $ 2,902,117,458 987,802,715 $ - $ 456,457,388 14,500,000 138,206,968 44,594,484 125,136,891 27,933,003 7,661,044 459,033,619 111,458,984 147,200,868 94,648,800 127,615,285 (167,400,680) 1,382,985 32,410,860 25,702,859 32,844,712 400,000 (218,457,549) $ (385,858,229) $ 1,847,188,750 20,103,960 $ - $ 65,000 8,984,294 257,371,636 (257,371,636) 286,524,890 $ (257,371,636) $ $ 2,519,571,869 - $ 1,816,000 1,004,000 440,000 3,260,000 $ ELIMINATIONS $ 20,103,960 65,000 8,984,294 29,153,254 $ (643,229,865) $ 1,876,342,004 $ - $ 924,587,532 (6,515,806) 61,576,025 (160,884,874) 733,813,503 51,786,097 (242,032,043) $ (409,432,723) $ 1,771,763,157 $ - $ (233,797,142) $ (233,797,142) $ 5,406,823 1,924,000 227,371,972 252,421,641 487,124,436 $ (643,229,865) $ 2,258,887,593 - $ 1,529,786 $ 51,851,099 $ 23,574,494 $ 75,425,593 458,215,503 $ 63,137,420 $ 605,257,126 $ - $ 605,257,126 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Sources and Uses of Funds FY 2008-09 ADOPTED BUDGET $2,258,887,593 Permits, Fees, Fines & Charges 14.37% Miscellaneous & Interest 3.06% Patient Revenue 0.06% Fund Balances 15.60% Other Intergovernmental & Grants 7.23% Property Taxes, Penalties & Interest 21.18% Highw ay User Revenues 5.01% State Shared Vehicle License Taxes 6.62% State Shared Sales Taxes 20.65% Sales Taxes 6.22% FY 2008-09 ADOPTED BUDGET $2,258,887,593 Culture & Recreation 0.74% Education 0.33% General Government 2.00% Highways & Streets 9.30% Health, Welfare & Sanitation 23.70% Public Safety 63.93% 92 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes FY 2007-08 ADOPTED TO FY 2008-09 ADOPTED BUDGET SPECIAL REVENUE GENERAL DEBT SERVICE (amounts in millions) CAPITAL INTERNAL PROJECTS SERVICE ELIM. TOTAL FY 2007-08 ADOPTED TO FY 2007-08 REVISED: FY 2007-08 Adopted Budget Employee Compensation and Benefits Non-Recurring Fund Transfers County Attorney Fill-the-Gap Capital Improvement Program: Sunnyslope Probation Office Delay Southwest Justice Center Buckeye Hills Shooting Range Juvenile Durango Project Court Tower Project Human Services Campus Parks Visitor Centers & Amphitheaters CIP Reconciliation $ $ $ $ 1,341.596 - $ 837.762 $ 21.711 $ $ (0.028) $ 0.024 0.073 - $ $ (8.066) (0.297) (8.363) $ $ 8.054 2.702 3.867 14.623 $ - $ $ 300.186 $ - $ 1.400 $ (24.289) (2.702) (6.901) 5.950 (0.060) 0.475 (5.796) (31.922) $ FY 2007-08 Admin. Reductions Major Maintenance Projects Air Quality - MAG 5% Plan Grants Intergovernmental Agreements Donations $ $ (0.725) 1.291 - 0.477 $ (0.539) 2.336 11.578 (0.029) 1.272 - $ Total Adjustments $ (7.796) $ 29.786 $ - $ (29.133) $ FY 2007-08 Revised Budget $ 1.953 0.836 $ 198.530 $ (485.508) $ 2,214.276 0.083 - $ 0.063 $ (0.024) - 0.118 0.073 - $ $ (1.400) $ (4.184) (0.475) (6.059) $ (24.301) (6.901) 1.470 (0.060) (1.928) (31.721) (0.477) $ 1.300 - $ (1.953) (0.836) 0.036 2.336 11.578 1.262 1.272 $ (8.810) $ (15.046) 0.906 1,333.799 $ 867.548 $ 21.711 $ 271.053 $ 199.436 $ (494.318) $ 2,199.229 $ 867.548 867.548 79.187 946.735 $ $ 199.436 199.436 16.142 215.578 $ $ 271.053 271.053 2.200 273.254 $ $ 21.711 21.711 1.679 23.390 $ $ 1,333.799 1,333.799 110.882 1,444.682 $ (494.318) $ (494.318) $ (150.432) (644.750) $ 2,199.229 2,199.229 59.658 2,258.887 $ 1,313.049 $ 845.185 $ 21.711 $ 10.960 $ 199.436 $ (494.318) $ 1,896.023 FY 2007-08 REVISED TO FY 2008-09 ADOPTED: Summary - Operating and Non-Recurring FY 2007-08 Revised Budget: Net Restatements FY 2007-08 Restated Revised Budget: Net Adjustments FY 2008-09 Adopted Budget: $ $ $ $ $ $ $ $ Detail - Operating FY 2007-08 Revised Budget: Restatements - Oper. to Non-Recurring: Restatement - County Attorney Civil FY 2007-08 Restated Revised Budget: Mandated State Contributions: AHCCCS Contribution ALTCS Contribution Arnold v. Sarn Contribution Other Mandated Expenditures: Jail Excise Tax Maintenance of Effort Additional Transfer to Detention Fund Primary and General Elections New Justice Court Precincts Mental Health Testimony County Residual Long Term Care Qwest Settlement (143.225) (1.520) $ $ $ $ $ 1,168.304 (108.344) $ (0.623) $ 6.018 1.600 6.995 $ 4.148 $ 27.371 7.760 0.128 0.125 (0.027) (2.400) 37.106 $ 736.841 - - - - $ 21.711 $ 10.960 $ $ - $ - $ $ $ 2.400 2.400 $ 93 $ $ 199.436 - 59.595 1.520 (191.975) - $ (433.203) $ $ - $ $ 1,704.048 $ (0.623) 6.018 1.600 6.995 - $ - $ - $ (4.148) $ (27.371) - 7.760 0.128 0.125 (0.027) - $ - $ - $ (31.519) $ 7.987 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (Continued) SPECIAL REVENUE GENERAL Budget Balancing Strategies: Expenditure Reductions - Departments $ Expenditure Reductions - Non-Departmental Reallocation of Exp. to Other Funds Short-term Use of Fund Bal. for Operations Debt Reduction $ Other Budget Reductions: FY 2007-08 Admin. Reductions Other Reductions Employee Compensation and Benefits: Elected Official Salary Increases Employee Health/Dental Premiums Performance-Based Salary Increases Retirement Contributions Annualize FY 08 Market Adjustments $ $ $ $ Information and Communications Technology: IT Infrastructure $ Human Resources Info. System Board Agenda Information System Assessor CAMA Replace Permits Plus ProjectDox Software/Implementation ICIS Support and Development Constables Radio Replacement Sheriff Radio Replacement $ Non-Recurring Expenditures and Other Uses: Non-Recurring Expenditures $ Non-Recurring Fund Transfers $ Program Revenue Adjustments: Food Service Permit Increases Other Program Revenue Adjustments Capital Improvement Program: Court Tower Project Capital Improvement Pr ogr am (net) Parks Visitor Centers & Amphitheaters Base Adjustments: Base Internal Service Charges Central Service Cost Allocation Lease Adjustments Debt Service Other Base Adjustments $ $ $ $ (32.690) $ (36.648) (4.643) (3.113) (16.053) (93.147) $ (9.534) $ (19.383) 4.643 2.714 (21.560) $ - (4.784) $ (0.456) (5.240) $ (0.750) $ (3.608) (4.358) $ - 0.666 $ 7.401 3.000 0.508 11.575 $ $ 0.030 3.800 4.400 0.373 8.603 $ - $ $ $ (0.042) (0.188) (0.197) (0.175) 0.108 (0.494) $ (2.135) $ (2.135) $ (27.122) $ (0.029) (27.152) $ - $ (2.637) $ (2.637) $ 2.637 $ (0.354) 2.283 $ - $ 27.283 1.300 28.583 $ 2.984 (0.475) 2.509 $ - $ 0.134 0.286 0.011 0.135 0.566 $ $ $ Major Maintenance Annualization of FY 08 Issues Grants Intergovernmental Agreements Donations Reclass. of Eliminations to Non-Recurring Operating Fund Transfers $ (1.300) $ 0.074 (0.034) (1.202) - $ 0.182 (5.434) 35.920 (1.358) Total Adjustments $ (1.651) $ 41.995 $ $ 778.836 $ $ $ 0.709 18.436 19.145 $ (0.849) $ 0.432 50.872 50.455 $ FY 2008-09 Adopted Budget: $ CAPITAL PROJECTS DEBT SERVICE 1,166.653 $ 94 - $ - $ - $ $ $ $ $ $ $ $ $ 1.679 1.679 $ - $ 1.679 $ 23.390 $ - INTERNAL SERVICE (0.048) $ - $ $ (0.048) $ - $ (0.477) $ (0.477) $ - $ - $ $ $ $ $ $ $ 1.800 1.800 $ $ $ $ (0.615) $ (0.615) $ $ $ (4.184) $ (4.184) $ - $ - $ 0.002 0.003 0.004 - - $ $ $ (10.960) $ - TOTAL $ $ (6.776) (6.776) $ - ELIM. $ - $ $ (6.011) (4.064) (10.075) 0.666 0.030 11.203 7.400 0.884 20.182 $ 1.800 (0.042) 0.134 0.286 (0.188) (0.197) (0.175) 0.011 0.243 1.872 $ 0.005 0.005 $ (29.873) (6.800) (36.673) $ (0.354) (0.354) $ (27.283) $ (1.300) (28.583) $ (4.184) 2.984 (0.475) (1.675) $ (0.094) 13.612 13.517 $ 0.849 $ 0.094 (6.403) (5.460) $ (1.300) $ - 74.576 14.751 $ 12.882 $ 23.770 $ 67.715 212.318 $ (409.433) $ 1,771.764 $ - $ (42.272) (56.031) (0.399) (16.053) (114.755) $ 1.141 1.679 76.517 79.337 (2.600) 0.256 (5.467) 34.718 (1.358) 74.576 14.751 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (Continued) SPECIAL REVENUE GENERAL Detail - Non-Recurring FY 2007-08 Revised Budget: $ 20.750 $ Restatements - Op. to Non-Recurring: FY 2007-08 Restated Revised Budget: $ $ 143.225 163.975 $ Budget Balancing Strategies: Expenditure Reductions Debt Reduction $ Non-Recurring Expend. and Other Uses: Non-Recurring Expenditures Non-Recurring Fund Transfers Information and Comm. Technology: Replace Permits Plus IT Infrastructure Other IT Non-Recurring $ $ $ CAPITAL PROJECTS - DEBT SERVICE - ELIM. $ - $ 260.093 $ - $ $ $ 108.344 $ 130.707 $ - $ $ 260.093 $ $ - (23.973) $ 54.260 30.287 $ (13.839) $ - $ - $ (13.839) $ - $ - 15.473 $ 16.751 32.224 $ - $ 6.252 6.252 - 10.818 0.953 11.772 $ $ $ 22.363 INTERNAL SERVICE - $ 11.807 11.807 $ 1.453 $ 1.894 3.347 $ $ $ $ - TOTAL $ 303.206 $ $ (59.595) $ (59.595) $ 191.975 495.181 - $ $ - $ $ (54.260) (54.260) $ (37.812) (37.812) $ 1.460 1.460 $ $ (23.957) (23.957) $ 27.751 27.751 $ $ $ $ 1.800 1.800 $ $ - - $ $ 1.453 1.800 13.700 16.954 Capital Improvement Program $ 52.573 $ (31.162) $ - $ 6.908 $ - $ (21.411) $ 6.908 Base Adjustments Major Maintenance Projects Grants Reclass. Eliminations from Operating $ 5.521 0.574 - $ 45.314 $ 0.981 0.326 - $ - $ - $ $ (74.575) 50.835 1.556 0.326 (74.575) Total Adjustments $ 112.534 $ 37.191 $ - $ 13.160 $ 3.260 $ (174.203) $ (8.057) $ 276.509 $ 167.899 $ - $ 273.254 $ 3.260 $ (233.797) $ 487.124 1,166.653 $ 276.509 1,443.162 $ 778.836 $ 167.899 946.735 $ 23.390 $ 23.390 $ 273.254 273.254 $ 212.318 3.260 215.578 $ (409.433) $ (233.797) (643.230) $ 1,771.764 487.124 2,258.887 FY 2008-09 Adopted Budget: Summary - Total Adopted Budget - Operating vs. Non-Recurring FY 2008-09 Adopted Budget: Operating Non-Recurring Total $ $ 95 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Summary of General Fund Budget Reductions and Revenue Enhancements Department 010 BOARD OF SUPERVISORS DIST 1 020 BOARD OF SUPERVISORS DIST 2 030 BOARD OF SUPERVISORS DIST 3 040 BOARD OF SUPERVISORS DIST 4 050 BOARD OF SUPERVISORS DIST 5 060 CLERK OF THE BOARD 110 ADULT PROBATION 120 ASSESSOR 140 CALL CENTER 150 EMERGENCY MANAGEMENT 160 CLERK OF THE SUPERIOR COURT 180 FINANCE 190 COUNTY ATT ORNEY 200 COUNTY MANAGER 210 ELECTIONS 220 HUMAN SERVICES 230 INTERNAL AUDIT 250 CONSTABLES 260 CORRECTIONAL HEALTH 270 JUVENILE PROBATION 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 W ORKFORCE MGMT & DEVELOPMENT 340 PUBLIC FIDUCIARY 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 410 ENTERPRISE TECHNOLOGY 420 JUSTICE SYSTEM PLANNING & INFO 430 TREASURER 460 RESEARCH & REPORTING 490 MANAGEMENT & BUDGET 500 SHER IFF 520-560 INDIGENT REPRESENTATION SYSTEM 700 FACILITIES MANAGEMENT 710 COMMUNICATIONS 730 MATERIALS MANAGEMENT 790 ANIMAL CARE & CONTROL 800 Trial Courts 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES FY 2009 Adopted Expenditure Reduction Target Budget Amount % Change $ 392,261 $ (19,615) -5.0% 392,261 (19,613) -5.0% 392,261 (19,613) -5.0% 392,261 (19,613) -5.0% 392,261 (19,618) -5.0% 770,276 (53,855) -7.0% 66,089,817 (5,106,903) -7.7% 25,470,534 (547,232) -2.1% 1,760,138 (131,948) -7.5% 268,636 (33,636) -12.5% 33,804,223 (1,460,407) -4.3% 3,986,346 (199,309) -5.0% 78,080,721 (3,436,216) -4.4% 1,535,830 (105,862) -6.9% 21,130,890 (1,034,000) -4.9% 2,702,378 (185,365) -6.9% 1,945,740 (101,954) -5.2% 2,491,120 (129,903) -5.2% 3,581,457 0.0% 19,020,593 (1,800,000) -9.5% 8,081,263 (343,247) -4.2% 1,677,998 (251,705) -15.0% 6,727,349 (581,818) -8.6% 2,754,729 (141,785) -5.1% 2,619,716 (340,004) -13.0% 2,443,456 (122,617) -5.0% 12,903,864 (2,118,447) -16.4% 570,536 (28,479) -5.0% 3,676,973 (280,009) -7.6% 370,669 (42,926) -11.6% 4,133,569 (517,464) -12.5% 76,581,632 (4,051,919) -5.3% 80,353,694 (4,474,682) -5.6% 13,811,936 (903,283) -6.5% 994,079 (61,988) -6.2% 2,124,937 (95,337) -4.5% 358,799 (35,880) -10.0% 87,184,326 (2,721,393) -3.1% 13,067,851 (605,143) -4.6% 4,338,686 (651,041) -15.0% $ 589,376,066 $ (32,793,829) -5.6% 96 FY 2009 Revenue Target Adopted Revenue Budget Enhancements % Change $ $ 150,000 0.0% 10,215,000 794,272 7.8% 523,185 1,086,658 207.7% 4,935,575 (494,221) -10.0% 2,617,695 700,000 26.7% 85 (85) -100.0% 1,843,000 0.0% 29,000 0.0% 2.8% 302,768 8,535 44,700 0.0% 750,000 168,848 22.5% 13,246,000 (4,791,247) -36.2% 218,550 609,491 278.9% 4,000 0.0% 11,935,933 1,069,884 9.0% 589,961 (400,861) -67.9% 617,670 0.0% 500 0.0% 116,959 100,041 85.5% 16,914,273 2,652,901 15.7% 1,000 0.0% $ 65,055,854 $ 1,504,216 2.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary FY 2009 % Change Expenditure Target Budget $ 392,261 (19,615) -5.0% Department/Description of Reduction 010 BOARD OF SUPERVISORS DIST 1 Administrative Reduction 020 BOARD OF SUPERVISORS DIST 2 Administrative Reduction $ 030 BOARD OF SUPERVISORS DIST 3 Administrative Reduction $ 040 BOARD OF SUPERVISORS DIST 4 Administrative Reduction $ 050 BOARD OF SUPERVISORS DIST 5 Administrative Reduction $ 060 CLERK OF THE BOARD $ Staffing Adjustment - .5 FTE for Office Assistant Elimination of Manangement Analyst Position Additional Reduction of Administration Services Total Changes 110 ADULT PROBATION Elimination of 25 FTEs - Standard Probation Officers Elimination of 24 FTEs - (19) Intensive Probation Officers & (5) Surveillance Officers Elimination of 4 FTEs - (1) Pretrial Probation Officer, (2) Presentence Screeners & (1) Surveillance Officer Elimination of 2 FTEs - Probation Officer Supervisors Elimination of 6 FTEs - Justice System Clerks Elimination of 1.5 FTEs - Surveillance Officers Increased Allocation Out to Adult Probation Fees Fund $ Total Changes 120 ASSESSOR Eliminated Vacant Project Manager Position Eliminate Support Services Temporary Pay and Overtime Total Changes 97 -5.0% 392,261 (19,613) -5.0% 392,261 (19,613) -5.0% 392,261 (19,618) -5.0% 770,276 15,298 (53,850) (15,303) (53,855) $ - $ - $ - $ - $ - $ - (189,600) - (142,976) (175,608) (58,396) (1,800,000) -7.7% 25,470,534 (129,235) (33,300) (74,069) (73,728) (144,603) (70,826) (21,471) (547,232) $ $ -7.0% 66,089,817 (1,416,804) (1,323,519) (5,106,903) Eliminate Vacant HR Training Position Eliminate Vacant Audit Staff Position Eliminate 2 Vacant IT Network Support Positions Eliminate Vacant Computer Operator Downtown Reorganization Savings Total Changes 140 CALL CENTER Elimination of funding for County Temporary Personnel Reduction of funding for Overtime Reduction of Supplies Elimination of funding for Contracted Personnel Services 392,261 (19,613) FY 2009 Revenue Target % Change Budget $ - $ $ -7.5% 150,000 - -2.1% 1,760,138 (29,299) (10,000) (5,000) (87,649) (131,948) - - 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary Department/Description of Reduction 150 EMERGENCY MANAGEMENT Reduction in Planning Activity Personnel Expenditures 160 CLERK OF THE SUPERIOR COURT Requested Revenue Above Target Requested Expenditures Below Target Increase Non-Criminal Docketing Fee by $5.00 Reduce 1.0 FTE Ct-Room Services Mngr/Trainer & 1.0 FTE Adult Ct-Room Clerks Reduce 1.0 FTE Appeals Activity Position Reduce Quality Control Staff for Electronic Ct. Records by 1.0 FTE Clerk Eliminate Ct. Document Preservation Activity -- 14.0 FTE Positions Reduce Admin. Services Program -- 2.0 FTE Couriers, Other FTE Reduce One Supervisory Position in S.E. Court File Room FY 2009 % Change Expenditure Target Budget $ 268,636 (33,636) -12.5% FY 2009 Revenue Target % Change Budget $ - $ $ Reduction of IT Program $ Reduction to Grant Compliance Program Reduction to Supplies and Services Adjustment to Collection Unit Total Changes 190 COUNTY ATTORNEY $ Reduce Outside Counsel usage and create additional Civil Division staff to handle caseload -- 5.0 FTE Rightsize Civil Division staff due to reduced retainer revenue -- 5.0 FTE Transfer salaries to Fill the Gap Fund Transfer salaries to Criminal Justice Enhancement Fund Eliminate Civil Division positions -- 3.5 FTE Eliminate Crime Prevention program -- 1.0 FTE Eliminate selected vacant positions -- 4.0 FTE Reduce travel budget Reduce supply budget Transfer FY09 computer lease payments to the Criminal Justice Enhancement Fund Transfer a portion of the FY08 operating lease payment for Wells Fargo office space to the County Attorney Fill the Gap Fund Total Changes 98 10,215,000 434,272 360,000 - (44,367) (44,348) - (765,474) - (218,546) - (62,693) - (101,016) (1,460,407) Total Changes 180 FINANCE Requested Revenue Above Target for Leased Property Reduction to Electronic Document Management Program 33,804,223 (108,248) (115,715) 3,986,346 (48,302) (61,816) (127) (89,064) (199,309) 794,272 -4.3% $ 78,080,721 (497,232) $ (494,221) 523,185 646,284 440,374 1,086,658 -5.0% 207.7% 4,935,575 (494,221) (191,895) (233,176) - (398,449) (256,968) (219,350) (25,000) (24,925) (594,000) - (500,000) - (3,435,216) 7.8% -4.4% (494,221) -10.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary FY 2009 % Change Expenditure Department/Description of Reduction Target Budget 200 COUNTY MANAGER $ 1,535,830 Eliminate Diversity Director Position (95,328) (31,500) Reduce National Urban Fellows Program (16,000) Eliminate ASU/MPA Marvin Andrews Fellow (14,000) Eliminate Legislative Intern Transfer Constables Executive Assistant 61,542 (10,576) Reduce Constables Executive Assistant to 80% FTE (105,862) Total Changes -6.9% FY 2009 Revenue Target % Change Budget $ - 210 ELECTIONS $ Primary and General Election Reduce the Sample Ballot Mailing to Households Rather than Individual Voter Eliminate Uncontested Precinct Committeemen from Ballots in the General Election Total Changes 21,130,890 (640,000) $ 220 HUMAN SERVICES $ Reduce Homeless Assistance Reduce County contribution to Community Action Agencies Total Changes 2,702,378 (109,703) (75,662) 230 INTERNAL AUDIT $ Requested Revenue Below Target Educational Supply Materials Depleted Consulting Services Adjustment Total Changes 1,945,740 - 250 CONSTABLES Supplies/equipment for two new constable precincts (fuel, computers, radios) Amend Constables salary from the statutory max to a stepped schedule Transfer Executive Assistant to County Manager's Office 2,491,120 11,134 Eliminate one deputy constable position -- 1.0 FTE Total Changes 260 CORRECTIONAL HEALTH 99 $ (394,000) (1,034,000) (185,365) (101,954) (101,954) 2,617,695 700,000 - -4.9% 700,000 $ -6.9% 26.7% - $ 85 (85) (85) -5.2% $ -100.0% 1,843,000 - (31,002) - (61,542) - (48,493) (129,903) -5.2% - 3,581,457 0.0% - 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary Department/Description of Reduction 270 JUVENILE PROBAT ION Transfer costs to Juvenile Probation Special Fee Fund as a result of additional fee revenue due to increasing the probation surcharge FY 2009 % Change Expenditure Target Budget $ 19,020,593 (1,800,000) -9.5% 0.0% 290 MEDICAL EXAMINER $ Delete vacant Office Assistant Delete vacant PT Office Assistant Specialized Delete filled temp PT Office Assistant Delete one Physician position Delete one Investigator position Delete one Forensic Photographer position Total Changes 8,081,263 (44,937) (19,322) (11,484) (175,461) (45,546) (46,497) (343,247) 300 PARKS & RECREATION $ Transfer 3 Positions to Lake Pleasant Recreation Services Fund (240) Reduce Fuel Expenditures Eliminate Vehicle Upgrades Reduce Maintenance Services at Estrella Mountain Regional Park Reduce Training and Travel Expenditures Eliminate Position Recruiting Advertisements Reduce Repair & Maintenance Expenditures Eliminate Administrative Uniform Allowances Additional Reduction to Achieve 15% Total Reduction Total Changes 1,677,998 (140,585) 310 WORKFORCE MGMT & DEVELOPMENT $ Reduction to Employment Services Division Reduction to Payroll/Records Division Reduction to Staff Development Division Reduce Supplies and Services Transfer position to Non-Departmental Consultants Total Changes 6,727,349 (199,493) (65,230) (176,857) (26,899) (113,339) (581,818) 340 PUBLIC FIDUCIARY Reduce Indigent Burial Support/Care (object code 845) Reduce Sr. Systems Analyst Position by .25 FTE Delete 2 part time temp employees Delete Management Position Increased revenue based on increased fees and volume 2,754,729 (11,607) (20,258) (34,886) (75,034) - $ Total Changes 360 RECORDER $ Reduced Forecast of Recording Filings Increase Salary Savings to Retain Six (6) Vacant Positions Transfer One (1) Position to Recorder Surcharge Fund (236) Total Changes 100 FY 2009 Revenue Target % Change Budget $ 29,000 - $ -4.2% $ 302,768 - (5,770) (22,500) (18,000) - (16,250) (10,000) (8,000) (600) (30,000) (251,705) - (141,785) -15.0% $ -7.0% -5.1% 2,619,716 (266,838) (340,004) 0.0% 750,000 168,848 168,848 $ (73,166) 44,700 - $ 0.0% 22.5% 13,246,000 (4,791,247) - -13.0% (4,791,247) -36.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary FY 2009 % Change Expenditure Department/Description of Reduction Target Budget 370 SUPERINTENDENT OF SCHOOLS $ 2,443,456 Expenditure Reduction (467) Indirect Cost Recovery Revenue Indirect Cost Recovery Revenue Reduction Eliminate Two (2) Administrative Positions (60,580) Eliminate Communication Officer/Lobbyist Position (61,570) Total Changes (122,617) -5.0% FY 2009 Revenue Target % Change Budget $ 218,550 682,882 (73,391) 278.9% 609,491 410 ENTERPRISE TECHNOLOGY Budget Balancing Reduction $ - $ - $ 420 JUSTICE SYSTEM PLANNING & INFO $ Create IT Operations Manager position -- 1.0 FTE Eliminate Asst. County Manager - Criminal Justice position -- 1.0 FTE Adjust personnel Total Changes 430 TREASURER Elimination of Tax Information Statements $ 460 RESEARCH & REPORTING Reduce 1 FTE Program Coordinator Contract Position by .50 Eliminate 1 .50 FTE Office Assistant Temporary Position $ Total Changes 12,903,864 (2,118,447) -16.4% 570,536 120,213 (198,692) 50,000 (28,479) -5.0% 3,676,973 (280,009) -7.6% $ 370,669 (31,117) $ (11,809) (42,926) 101 4,133,569 (176,776) (39,692) (63,813) (118,555) (93,338) (25,290) (517,464) - -11.6% - 470 NONDEPARTMENTAL 490 MANAGEMENT & BUDGET $ Delete Vacant General Government Director Position Delete Vacant half-time Budget Anaylst Position Delete Vacant Managing for Result Facilitator Delete Vacant Budget Supervisor Position Delete Vacant Compensation Position Reduce Budgeted rate for Compensation Supervisor Total Changes 4,000 - $ -12.5% - 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary FY 2009 % Change Expenditure Department/Description of Reduction Target Budget 500 SHERIFF $ 76,581,632 Requested Revenue Above Target (949,082) Eliminate SMI Intervention Program -- 10.0 FTE (839,818) Eliminate various vacant positions -- 12.0 FTE (36,568) Eliminate various vacant temporary positions (25,000) Reduce outside technology services budget (407,675) Eliminate Mounted Patrol (54,252) Eliminate DOD Program Eliminate motorcycles (402,524) Transfer court security to Inmate Services Fund (1,337,000) Total Changes (4,051,919) -5.3% FY 2009 Revenue Target % Change Budget $ 11,935,933 1,069,884 1,069,884 9.0% 520-560 INDIGENT REPRESENTATION SYSTEM Reduction in Revenue below Target Add 14.0 FTE Work Withdrawal Staff to PD (4.0), LD (5.0) & OLA (5.0) & Reduce Contract Felony Costs in OPDS - Net Reduction Restructure Contract Payments in RCC Courts Add 4.0 Attys to LD (1.0) & OLA (3.0) to Reduce Contract RCC/EDC Costs - Net Move Juvenile cases from PD to New Juvenile PD Office Net Change Reduction in Contracted Felony Conflict Costs as a Result of New Juvenile Public Defender Office (Fewer Conflict Cases from PD) $ $ Eliminate Non-Mandated Services in Therapeutic PostDisposition Courts (3.0 FTE) Stop Appointing Attorneys in Juvenile Incorrigibility Cases (8.6 FTE) Shift Family Ct. Assignments from Contract Attorneys to Child Welfare Specialists Shift 1.0 FTE Tech Trainer & one-third of three trainers to the Training Fund (209) Delete 1.0 FTE Proposed OPDS Senior Attorney Total Changes 700 FACILITIES MANAGEMENT $ Additional Maintenance Positions for New Facilities Reduce Trades Specialist Positions Reduce Advertising & Supplies Expenditures Reduce Redundant Public Work's Expenditures Eliminate Non-Capital Equipment Expenditures Reduce Supplies Expenditures Eliminate Additional Maintenance Positions for New Facilities Security Reduction - Madison & Jefferson Garages Eliminate Redundant Technology Funding Security Reduction - Forensics and Durango Campus Total Changes 102 80,353,694 (1,321,225) (945,051) (400,142) 589,961 (400,861) - 149,827 - - - (370,289) - (289,420) - (720,060) - (370,327) - (112,876) - (95,135) (4,474,698) 13,811,936 108,144 (332,521) (30,000) (43,800) (9,000) (98,000) (108,144) (191,851) (83,000) (115,111) (903,283) (400,861) -5.6% $ -6.5% 617,670 - 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules FY 2008-09 Adopted General Fund Budget Reductions/Revenue Enhancements Summary Department/Description of Reduction 710 COMMUNICATIONS Reallocation to Events Center Fund Eliminate Use of Channel 11 Studio FY 2009 % Change Expenditure Target Budget $ 994,079 (12,000) (49,988) (61,988) Total Changes -6.2% 730 MATERIALS MANAGEMENT $ Requested Revenue Above Target (P card rebate) Requested Expenditure Below Target (Salary Savings) Reduce Small Business Enterprise Program Total Changes 790 ANIMAL CARE & CONTROL Reduction in Field Service $ 800 Trial Courts Revenue Enhancements Revenue Enhancements Transfer lease expenses to Special Revenue Fund Elimination of 3 FTEs in Family Court Staffing Elimination of 3 FTEs in Probate/Mental Health Court Staffing Elimination of 2 FTEs in Juvenile Court Staffing Elimination of 2 FTEs in Civil Court Staffing Elimination of 11 FTEs in Court Security Staffing Elimination of 3 FTEs in Administrative Services Staffing $ 2,124,937 (22,860) (72,477) (95,337) -4.5% 358,799 (35,880) -10.0% 860 PUBLIC HEALT H $ Delete Director's Office Staff Reduce Disease Control Administrator Position Delete Human Resources Specialist Position Transfer Health Educator to Grant Funding; Reduce Supplies and Travel Delete Half-Time Social Worker Position Family Planning to Fee Fund Transfer Nurse Position to Grant Funding Reduce Vacant Administrative Assistant Position Transfer HIV Specialist Position and Supplies into Grant Funding Reduce Family Health Supplies Transfer Pharmacy Program Coordinator Position from General Government Total Changes $ 103 $ 87,184,326 (682,436) (189,710) (164,247) (151,402) (363,094) (161,767) (212,599) (2,721,393) Total Changes $ $ (78,039) (82,519) (439,850) (195,730) Elimination of 4 FTEs in Law Library Staffing Elimination of 7 FTEs in Court Administrative Staffing Elimination of 2 FTEs in Court IT Staffing Reduction in Training, Travel and Resource Material Total Changes 880 ENVIRONMENTAL SERVICES Elimination of Aerial Insecticides Discontinued Vehicle Leases FY 2009 Revenue Target % Change Budget $ 500 0.0% 116,959 100,041 100,041 16,914,273 1,452,901 1,200,000 2,652,901 -3.1% 13,067,851 (61,493) (110,000) (50,814) (36,308) $ - (3,609) 60,564 - 4,338,686 (454,000) (197,041) (651,041) -5.1% $ -15.0% 15.7% - (25,030) (239,677) (69,502) (22,150) (47,124) (605,143) 85.5% 1,000 - 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2006-07 ACTUAL ALL FUNDS JUDICIAL BRANCH 110 - ADULT PROBATION 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2007-08 ADOPTED $ SUBTOTAL $ 16,554,902 10,416,037 15,108,290 42,079,229 ELECTED OFFICIAL 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 240 - JUSTICE COURTS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL $ 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 270,172 19,776,064 13,694,305 10,360,896 21,565,706 1,740,073 4,897,835 20,625,098 5,437,559 1,054 57,951,921 156,320,683 $ APPOINTED DEPARTMENT 150 - EMERGENCY MANAGEMENT $ 1,424,200 170 - COMMUNITY DEVELOPMENT 14,558,840 180 - FINANCE 1,134,347 220 - HUMAN SERVICES 42,527,153 230 - INTERNAL AUDIT 260 - CORRECTIONAL HEALTH 197,477 290 - MEDICAL EXAMINER 199,357 300 - PARKS & RECREATION 5,817,175 310 - WORKFORCE MGT & DEVELOPMENT 44,148 340 - PUBLIC FIDUCIARY 759,336 350 - EMPLOYEE HEALTH INITIATIVES 25,425,390 390 - HEALTH CARE PROGRAMS 10,596,758 410 - ENTERPRISE TECHNOLOGY 20,874,462 440 - PLANNING & DEVELOPMENT 14,905,823 460 - RESEARCH & REPORTING 6,529 470 - NON-DEPARTMENTAL 2,062,289,747 520 - PUBLIC DEFENDER 2,692,106 540 - LEG AL DEFENDER 147,071 550 - LEG AL ADVOCATE 102,594 560 - PUBLIC DEFENSE SERVICES 131,750 700 - FACILITIES MANAGEMENT 181,749 710 - COMMUNICATIONS 80,327 730 - MATERIALS MANAGEMENT 1,096,256 740 - EQUIPMENT SERVICES 15,518,853 750 - RISK MANAGEMENT 27,876,522 790 - ANIMAL CARE & CONTROL 10,279,150 850 - AIR QUALITY 17,305,265 860 - PUBLIC HEALTH 42,851,969 880 - ENVIRONMENTAL SERVICES 14,692,367 910 - PUBLIC WORKS 173,586,652 $ 2,507,303,373 SUBTOTAL ELIMINATIONS 980 - ELIMINATIONS (COUNTY) MARICO PA COUNTY $ SUBTOTAL $ 16,703,318 11,883,050 15,326,098 43,912,466 $ 150,000 18,681,276 13,011,398 2,617,695 19,315,648 1,843,000 4,883,875 19,546,000 4,761,962 804,000 57,674,418 143,289,272 $ 1,083,884 13,523,899 523,185 42,509,831 85 358,229 302,768 6,862,387 45,200 750,000 133,744,808 6,442,704 16,557,997 17,227,710 1,662,196,456 2,722,602 151,594 32,500 419,900 617,670 75,000 1,113,844 13,259,789 39,272,014 10,306,425 14,496,373 37,850,297 19,452,679 148,231,190 $ 2,190,131,020 $ $ $ $ $ (755,358,247) $ (755,358,247) $ $ 1,950,345,038 FY 2007-08 REVISED 17,026,617 12,121,076 15,326,098 44,473,791 $ 150,000 18,987,312 15,270,906 2,617,695 19,315,648 1,843,000 4,883,875 19,546,000 4,791,505 804,000 61,800,713 150,010,654 $ 1,242,229 13,526,903 523,185 43,037,828 85 858,229 410,161 7,106,849 45,200 750,000 133,796,882 6,442,704 16,557,997 17,907,710 69,729 1,668,562,141 2,722,602 151,594 32,500 419,900 617,670 75,000 1,113,844 13,259,789 39,272,014 10,746,742 16,859,279 41,860,839 19,452,679 148,961,585 $ 2,206,383,869 $ $ $ $ (425,729,107) $ (425,729,107) $ $ 1,951,603,651 104 FY 2007-08 FORECAST 16,354,806 9,165,781 15,560,868 41,081,455 $ 221,850 19,454,376 15,858,451 4,131,718 21,251,727 1,744,654 4,804,923 14,155,118 3,925,237 272,249 62,164,989 147,985,292 $ 1,242,327 7,137,414 953,905 41,357,207 1,993 557,410 465,732 5,734,895 52,335 824,810 127,713,896 5,947,866 17,450,546 11,041,255 119,729 1,554,069,635 2,552,211 136,705 41,856 98,214 607,552 125,276 1,384,586 16,116,420 39,304,112 12,233,489 17,461,287 43,273,197 18,787,781 152,856,698 $ 2,079,650,339 $ $ $ $ (433,601,337) $ (433,601,337) $ $ 1,967,266,977 FY 2008-09 ADOPTED 18,826,621 11,294,125 16,833,998 46,954,744 $ 150,000 19,693,644 16,511,977 3,317,695 20,515,649 1,843,000 2,869,451 12,883,887 2,840,677 804,000 65,060,563 146,490,543 $ 1,159,532 12,709,276 1,609,843 41,943,100 39,318 302,768 8,460,659 44,700 918,848 144,601,554 7,609,122 16,557,997 13,674,233 1,656,779,912 2,656,341 136,894 32,500 100,000 617,670 75,500 1,213,885 15,519,000 36,172,043 12,266,834 23,464,120 42,781,456 20,570,464 189,295,399 $ 2,251,312,968 $ $ $ $ (431,137,637) $ (431,137,637) $ $ 1,837,579,449 ADOPTED VS REVISED VARIANCE % $ $ $ 1,800,004 (826,951) 1,507,900 2,480,953 10.6% -6.8% 9.8% 5.6% 0.0% 706,332 3.7% 1,241,071 8.1% 700,000 26.7% 1,200,001 6.2% 0.0% (2,014,424) -41.2% (6,662,113) -34.1% (1,950,828) -40.7% 0.0% 3,259,850 5.3% (3,520,111) -2.3% $ (82,697) (817,627) 1,086,658 (1,094,728) (85) (818,911) (107,393) 1,353,810 (500) 168,848 10,804,672 1,166,418 (4,233,477) (69,729) (11,782,229) (66,261) (14,700) (319,900) 500 100,041 2,259,211 (3,099,971) 1,520,092 6,604,841 920,617 1,117,785 40,333,814 44,929,099 -6.7% -6.0% 207.7% -2.5% -100.0% -95.4% -26.2% 19.0% -1.1% 22.5% 8.1% 18.1% 0.0% -23.6% -100.0% -0.7% -2.4% -9.7% 0.0% -76.2% 0.0% 0.7% 9.0% 17.0% -7.9% 14.1% 39.2% 2.2% 5.7% 27.1% 2.0% (568,416,251) $ (568,416,251) $ (134,814,914) (134,814,914) 31.1% 31.1% (90,924,973) -4.6% $ 1,876,342,004 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2006-07 ACTUAL GENERAL FUND JUDICIAL BRANCH 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2007-08 ADOPTED $ SUBTOTAL $ 35,481 1,743,773 1,779,254 ELECTED OFFICIAL 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 240 - JUSTICE COURTS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 270,172 11,484,147 60,708 3,165,025 17,224,645 1,740,073 4,897,835 14,004,895 220,975 1,054 9,879,242 62,948,771 $ $ $ 29,000 1,350,684 1,379,684 $ 150,000 10,215,000 51,700 2,617,695 15,563,589 1,843,000 4,883,875 13,246,000 218,550 4,000 10,636,912 59,430,321 $ APPOINTED DEPARTMENT 180 - FINANCE $ 1,134,347 $ 523,185 230 - INTERNAL AUDIT 85 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 188,437 302,768 300 - PARKS & RECREATION 30 310 - WORKFORCE MGT & DEVELOPMENT 44,148 45,200 340 - PUBLIC FIDUCIARY 759,336 750,000 350 - EMPLOYEE HEALTH INITIATIVES 495,416 390 - HEALTH CARE PROGRAMS 3,426,282 7,200 460 - RESEARCH & REPORTING 6,529 470 - NON-DEPARTMENTAL 1,166,325,353 1,113,217,039 520 - PUBLIC DEFENDER 147,562 133,261 540 - LEG AL DEFENDER 21,700 16,800 550 - LEG AL ADVOCATE 117,460 20,000 560 - PUBLIC DEFENSE SERVICES 131,750 419,900 700 - FACILITIES MANAGEMENT 181,749 617,670 710 - COMMUNICATIONS 730 - MATERIALS MANAGEMENT 181,850 116,959 850 - AIR QUALITY 24,100 860 - PUBLIC HEALTH (22) 880 - ENVIRONMENTAL SERVICES 53,459 1,000 SUBTOTAL $ 1,173,239,486 $ 1,116,171,067 MARICO PA COUNTY $ 1,237,967,511 FY 2007-08 REVISED $ 1,176,981,072 105 FY 2007-08 FORECAST 29,000 1,350,684 1,379,684 $ 150,000 10,215,000 51,700 2,617,695 15,563,589 1,843,000 4,883,875 13,246,000 218,550 4,000 12,568,427 61,361,836 $ 523,185 85 500,000 302,768 45,200 750,000 7,200 69,729 1,113,326,089 133,261 16,800 20,000 419,900 617,670 116,959 1,000 $ 1,116,849,846 $ $ 1,179,591,366 $ $ $ FY 2008-09 ADOPTED 29,680 1,563,068 1,592,748 $ 221,850 11,214,721 68,810 4,050,385 16,852,878 1,744,654 4,804,923 9,454,782 150,245 5,585 12,355,031 60,923,864 $ 953,905 1,993 194,525 281,153 52,335 824,810 6,730 119,729 1,091,940,232 66,667 2,100 33,776 98,214 607,552 387,700 $ 1,095,571,421 $ $ 1,158,088,033 $ $ ADOPTED VS REVISED VARIANCE % 29,000 2,803,584 2,832,584 $ 150,000 11,009,272 51,700 3,317,695 16,763,590 1,843,000 2,869,451 8,454,753 828,091 4,000 13,005,817 58,297,369 $ 1,609,843 302,768 44,700 918,848 14,400 1,103,487,668 67,000 2,100 20,000 100,000 617,670 500 217,000 1,000 $ 1,107,403,497 $ $ 1,168,533,450 $ $ $ $ 0.0% 1,452,900 107.6% 1,452,900 105.3% 0.0% 794,272 7.8% 0.0% 700,000 26.7% 1,200,001 7.7% 0.0% (2,014,424) -41.2% (4,791,247) -36.2% 609,541 278.9% 0.0% 437,390 3.5% (3,064,467) -5.0% 207.7% -100.0% -100.0% 0.0% $ 1,086,658 (85) (500,000) (500) 168,848 7,200 (69,729) (9,838,421) (66,261) (14,700) (319,900) 500 100,041 (9,446,349) $ (11,057,916) -0.9% -1.1% 22.5% 100.0% -100.0% -0.9% -49.7% -87.5% 0.0% -76.2% 0.0% 85.5% 0.0% -0.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2006-07 ACTUAL SPECIAL REVENUE JUDICIAL BRANCH 110 - ADULT PROBATION 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2007-08 ADOPTED $ SUBTOTAL $ 16,554,902 10,380,556 13,364,517 40,299,975 ELECTED OFFICIAL 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 240 - JUSTICE COURTS 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 8,291,917 13,633,597 7,195,871 4,341,061 6,620,203 5,216,584 48,072,679 93,371,912 $ APPOINTED DEPARTMENT 150 - EMERGENCY MANAGEMENT $ 170 - COMMUNITY DEVELOPMENT 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS & RECREATION 390 - HEALTH CARE PROGRAMS 440 - PLANNING & DEVELOPMENT 470 - NON-DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEG AL DEFENDER 550 - LEG AL ADVOCATE 710 - COMMUNICATIONS 790 - ANIMAL CARE & CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS SUBTOTAL $ MARICO PA COUNTY $ 16,703,318 11,854,050 13,975,414 42,532,782 $ $ $ 8,466,276 12,959,698 3,752,059 6,300,000 4,543,412 800,000 47,037,506 83,858,951 1,424,200 $ 14,558,840 42,527,153 197,477 10,920 5,887,035 7,170,476 14,905,823 316,865,045 2,544,544 125,371 (14,866) 80,327 10,279,150 17,281,165 42,851,991 14,638,908 134,330,601 625,664,160 $ 1,083,884 13,523,899 42,509,831 358,229 6,932,237 6,435,504 17,227,710 333,792,049 2,589,341 134,794 12,500 75,000 10,306,425 14,496,373 37,850,297 19,451,679 125,826,322 632,606,074 $ 759,336,047 758,997,807 $ $ FY 2006-07 ACTUAL DEBT SERVICE APPOINTED DEPARTMENT 470 - NON-DEPARTMENTAL MARICO PA COUNTY 8,772,312 15,219,206 3,752,059 6,300,000 4,572,955 800,000 49,232,286 88,648,818 $ $ $ 1,242,229 13,526,903 43,037,828 358,229 107,393 7,176,699 6,435,504 17,907,710 332,200,504 2,589,341 134,794 12,500 75,000 10,746,742 16,859,279 41,860,839 19,451,679 125,826,322 639,549,495 $ 771,292,420 $ $ 16,354,806 9,136,101 13,997,800 39,488,707 $ 8,239,655 15,789,641 81,333 4,398,849 4,700,336 3,774,992 266,664 49,809,958 87,061,428 $ $ $ 1,242,327 7,137,414 41,357,207 362,885 184,579 5,805,860 5,941,136 11,041,255 314,598,097 2,485,544 134,605 8,080 125,276 12,233,489 17,461,287 43,273,197 18,787,781 124,805,639 606,985,658 $ 733,535,793 $ $ FY 2007-08 REVISED ADOPTED VS REVISED VARIANCE % 18,826,621 11,265,125 14,030,414 44,122,160 $ 8,684,372 16,460,277 3,752,059 4,429,134 2,012,586 800,000 52,054,746 88,193,174 $ $ $ 1,159,532 12,709,276 41,943,100 39,318 8,525,289 7,594,722 13,674,233 357,718,690 2,589,341 134,794 12,500 75,000 12,266,834 23,464,120 42,781,456 20,569,464 169,191,439 714,449,108 $ (82,697) -6.7% (817,627) -6.0% (1,094,728) -2.5% (318,911) -89.0% (107,393) -100.0% 1,348,590 18.8% 1,159,218 18.0% (4,233,477) -23.6% 25,518,186 7.7% 0.0% 0.0% 0.0% 0.0% 1,520,092 14.1% 6,604,841 39.2% 920,617 2.2% 1,117,785 5.7% 43,365,117 34.5% 74,899,613 11.7% $ 846,764,442 $ 75,472,022 $ $ FY 2007-08 FORECAST FY 2008-09 ADOPTED $ $ 1,800,004 (826,951) 55,000 1,028,053 10.6% -6.8% 0.4% 2.4% (87,940) -1.0% 1,241,071 8.2% 0.0% (1,870,866) -29.7% (2,560,369) -56.0% 0.0% 2,822,460 5.7% (455,644) -0.5% 9.8% ADOPTED VS REVISED VARIANCE % 115,202,655 115,202,655 $ $ 21,936,506 21,936,506 $ $ 21,936,506 21,936,506 $ $ 21,660,303 21,660,303 $ $ 14,832,050 14,832,050 $ $ (7,104,456) -32.4% (7,104,456) -32.4% $ 115,202,655 $ 21,936,506 $ 21,936,506 $ 21,660,303 $ 14,832,050 $ (7,104,456) -32.4% FY 2007-08 ADOPTED 24,929,974 20,874,462 914,406 15,518,853 27,876,522 90,114,217 $ $ 90,114,217 $ FY 2007-08 REVISED $ $ 133,744,808 16,557,997 996,885 13,259,789 39,272,014 203,831,493 $ 203,831,493 FY 2006-07 ACTUAL MARICO PA COUNTY $ FY 2008-09 ADOPTED $ SUBTOTAL $ INTERNAL SERVICE APPOINTED DEPARTMENT 350 - EMPLOYEE HEALTH INITIATIVES $ 410 - ENTERPRISE TECHNOLOGY 730 - MATERIALS MANAGEMENT 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ CAPITAL PRO JECTS APPOINTED DEPARTMENT 470 - NON-DEPARTMENTAL 910 - PUBLIC WORKS FY 2007-08 FORECAST 17,026,617 12,092,076 13,975,414 43,094,107 FY 2007-08 ADOPTED FY 2006-07 ACTUAL MARICO PA COUNTY FY 2007-08 REVISED $ $ 133,796,882 16,557,997 996,885 13,259,789 39,272,014 203,883,567 $ 203,883,567 FY 2007-08 ADOPTED $ SUBTOTAL $ 463,896,694 105,519,083 569,415,777 $ 569,415,777 $ $ $ 275,364,988 FY 2008-09 ADOPTED $ $ 127,713,896 17,450,546 996,886 16,116,420 39,304,112 201,581,860 $ 201,581,860 FY 2007-08 REVISED 193,250,862 82,114,126 275,364,988 106 FY 2007-08 FORECAST $ $ 144,601,554 16,557,997 996,885 15,519,000 36,172,043 213,847,479 $ 213,847,479 FY 2007-08 FORECAST $ $ 201,099,042 82,729,767 283,828,809 $ 283,828,809 ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ 125,871,003 87,645,563 213,516,566 $ 213,516,566 $ 10,804,672 2,259,211 (3,099,971) 9,963,912 8.1% 0.0% 0.0% 17.0% -7.9% 4.9% $ 9,963,912 4.9% ADOPTED VS REVISED VARIANCE % $ $ 180,741,504 94,852,944 275,594,448 $ 275,594,448 $ $ (20,357,538) -10.1% 12,123,177 14.7% (8,234,361) -2.9% (8,234,361) -2.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2006-07 ACTUAL ELIMINATIONS APPOINTED DEPARTMENT 300 - PARKS & RECREATION 910 - PUBLIC WORKS ELIMINATIONS 980 - ELIMINATIONS (COUNTY) MARICO PA COUNTY $ FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SUBTOTAL $ (69,890) $ (66,263,032) (66,332,922) $ (69,850) $ (59,709,258) (59,779,108) $ (69,850) $ (59,594,504) (59,664,354) $ (70,965) $ (59,594,504) (59,665,469) $ (64,630) $ (74,748,984) (74,813,614) $ 5,220 (15,154,480) (15,149,260) -7.5% 25.4% 25.4% $ SUBTOTAL $ (755,358,247) $ (755,358,247) $ (425,729,107) $ (425,729,107) $ (433,601,337) $ (433,601,337) $ (431,137,637) $ (431,137,637) $ (568,416,251) $ (568,416,251) $ (134,814,914) (134,814,914) 31.1% 31.1% $ (821,691,169) $ (485,508,215) $ (493,265,691) $ (490,803,106) $ (643,229,865) $ (149,964,174) 30.4% 107 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Department and Fund Type FY 2008-09 ADOPTED BUDGET SPECIAL REVENUE GENERAL 110 240 270 800 - ADULT PROBATION JUSTICE COURTS JUVENILE PROBATION SUPERIOR COURT $ $ SUBTOTAL $ 16,763,590 29,000 2,803,584 19,596,174 ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 150,000 11,009,272 51,700 3,317,695 1,843,000 2,869,451 8,454,753 828,091 4,000 13,005,817 41,533,779 $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 170 - COMMUNITY DEVELOPMENT 180 - FINANCE 1,609,843 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 302,768 300 - PARKS & RECREATION 310 - WORKFORCE MGT & DEVELOPMEN 44,700 340 - PUBLIC FIDUCIARY 918,848 350 - EMPLOYEE HEALTH INITIATIVES 390 - HEALTH CARE PROGRAMS 14,400 410 - ENTERPRISE TECHNOLOGY 440 - PLANNING & DEVELOPMENT 470 - NON-DEPARTMENTAL 1,103,487,668 520 - PUBLIC DEFENDER 67,000 540 - LEG AL DEFENDER 2,100 550 - LEG AL ADVOCATE 20,000 560 - PUBLIC DEFENSE SERVICES 100,000 700 - FACILITIES MANAGEMENT 617,670 710 - COMMUNICATIONS 500 730 - MATERIALS MANAGEMENT 217,000 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE & CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 1,000 910 - PUBLIC WORKS SUBTOTAL $ 1,107,403,497 980 - ELIMINATIONS MARICO PA COUNTY $ $ DEBT SERVICE 18,826,621 3,752,059 11,265,125 14,030,414 47,874,219 $ 8,684,372 16,460,277 4,429,134 2,012,586 800,000 52,054,746 84,441,115 $ $ $ $ - $ - $ $ 1,159,532 12,709,276 41,943,100 39,318 8,525,289 7,594,722 13,674,233 357,718,690 2,589,341 134,794 12,500 75,000 12,266,834 23,464,120 42,781,456 20,569,464 169,191,439 714,449,108 $ 14,832,050 14,832,050 - $ - $ - $ 1,168,533,450 $ 846,764,442 $ 14,832,050 $ $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE 108 $ $ - $ - $ $ $ $ - $ 180,741,504 94,852,944 $ 275,594,448 $ $ - $ $ 275,594,448 $ SUBTOTAL ELIMINATIONS - $ - $ 18,826,621 20,515,649 11,294,125 16,833,998 67,470,393 $ - $ - $ 150,000 19,693,644 16,511,977 3,317,695 1,843,000 2,869,451 12,883,887 2,840,677 804,000 65,060,563 125,974,894 $ - $ 1,159,532 12,709,276 1,609,843 41,943,100 39,318 302,768 8,525,289 44,700 918,848 144,601,554 144,601,554 7,609,122 16,557,997 16,557,997 13,674,233 1,656,779,912 2,656,341 136,894 32,500 100,000 617,670 75,500 996,885 1,213,885 15,519,000 15,519,000 36,172,043 36,172,043 12,266,834 23,464,120 42,781,456 20,570,464 264,044,383 213,847,479 $ 2,326,126,582 - $ - 213,847,479 $ 2,519,571,869 $ $ $ $ TOTAL - $ - $ $ $ 18,826,621 20,515,649 11,294,125 16,833,998 67,470,393 150,000 19,693,644 16,511,977 3,317,695 1,843,000 2,869,451 12,883,887 2,840,677 804,000 65,060,563 125,974,894 - $ 1,159,532 12,709,276 1,609,843 41,943,100 39,318 302,768 (64,630) 8,460,659 44,700 918,848 144,601,554 7,609,122 16,557,997 13,674,233 1,656,779,912 2,656,341 136,894 32,500 100,000 617,670 75,500 1,213,885 15,519,000 36,172,043 12,266,834 23,464,120 42,781,456 20,570,464 (74,748,984) 189,295,399 (74,813,614) $ 2,251,312,968 $ (568,416,251) $ (568,416,251) $ (643,229,865) $ 1,876,342,004 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES SUBTOTAL $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 392,522,283 13,158,912 145,389,598 551,070,793 $ 37,735,686 37,735,686 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 140,580,308 0620 - OTHER INTERGOVERNMENTAL 122,795,100 0621 - PAYMENTS IN LIEU OF TAXES 8,233,223 0625 - STATE SHARED SALES TAX 480,411,950 0626 - STATE SHARED HIGHWAY USER REV 107,593,116 0630 - STATE SHARED VEHICLE LICENSE 153,262,715 SUBTOTAL $ 1,012,876,412 CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ $ $ $ 425,284,450 14,550,571 149,823,673 589,658,694 $ $ 425,284,450 14,550,571 149,823,673 589,658,694 $ 425,284,451 12,202,301 141,027,519 578,514,271 43,182,399 $ 43,182,399 $ 45,227,140 45,227,140 $ $ 37,601,996 37,601,996 $ $ 136,169,468 49,977,607 7,953,924 497,453,141 104,000,000 152,496,256 948,050,396 118,514,573 48,685,535 7,153,712 468,401,652 103,688,527 150,435,499 896,879,498 $ 125,136,891 27,933,003 7,661,044 459,033,619 111,458,984 147,200,868 $ 878,424,409 61,532,014 $ 111,769,957 966,763 174,268,734 $ 64,691,755 112,295,565 52,074 966,763 178,006,157 $ $ 114,752,760 127,680,285 1,382,985 $ 243,816,030 $ $ 68,029,514 112,026,471 636,895 970,745 181,663,625 126,172,530 48,752,733 7,953,924 497,453,141 104,000,000 152,496,256 936,828,584 $ $ $ $ 456,457,388 14,500,000 138,206,968 $ 609,164,356 $ $ $ $ 31,172,938 (50,571) (11,616,705) 19,505,662 7.3% -0.3% -7.8% 3.3% 44,594,484 $ 44,594,484 $ (632,656) (632,656) -1.4% -1.4% $ $ (11,032,577) -8.1% (22,044,604) -44.1% (292,880) -3.7% (38,419,522) -7.7% 7,458,984 7.2% (5,295,388) -3.5% (69,625,987) -7.3% 87,177,214 7 2,813,494 89,990,715 $ $ SUBTOTAL $ 31,062,158 31,062,158 $ $ 27,348,290 27,348,290 $ $ 28,348,290 28,348,290 $ $ 31,537,568 31,537,568 $ $ 32,410,860 32,410,860 $ $ 4,062,570 4,062,570 14.3% 14.3% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 52,666,662 53,987,733 106,654,395 $ 21,381,648 37,325,146 58,706,794 $ 21,381,648 34,984,496 56,366,144 $ 46,989,796 23,658,068 70,647,864 $ 25,702,859 41,829,006 67,531,865 $ $ 4,321,211 6,844,510 11,165,721 20.2% 19.6% 19.8% $ 1,796,844,822 $ 1,875,942,004 $ 30,285,183 1.6% $ $ FINES & FOREFEITS 0637 - FINES & FORFEITS ALL REVENUES $ 1,829,390,159 OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 344,270 168,256,342 1 168,600,613 TOTAL SOURCES $ 1,997,990,772 $ $ $ 1,829,993,495 $ $ $ $ 1,845,656,821 900,000 $ 120,710,156 121,610,156 $ $ 1,951,603,651 109 900,000 120,710,156 121,610,156 $ 1,967,266,977 $ $ 499,999 40,234,628 40,734,627 $ 1,837,579,449 $ $ $ 400,000 $ 400,000 $ $ 1,876,342,004 $ 50,061,005 77.4% 15,384,720 13.7% (52,074) -100.0% 416,222 43.1% 65,809,873 37.0% (500,000) -55.6% (120,710,156) -100.0% (121,210,156) -99.7% (90,924,973) -4.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (Continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST SUBTOTAL $ 425,284,450 14,550,571 439,835,021 $ $ 425,284,450 $ 14,550,571 439,835,021 $ 2,510,840 2,510,840 $ $ 2,156,000 $ 2,156,000 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 20,346,780 8,233,223 480,411,950 143,543,616 652,535,569 $ - $ 4,465,841 7,953,924 497,453,141 143,247,168 653,120,074 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 26,478,755 5,233,098 7,274 31,719,127 $ $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES & FOREFEITS 0637 - FINES & FORFEITS 392,522,283 13,158,912 405,681,195 $ $ SUBTOTAL $ $ $ 456,457,388 14,500,000 470,957,388 $ $ 1,923,641 1,923,641 $ $ (232,422) -10.8% (232,422) -10.8% 5,307,848 7,661,044 459,033,619 137,859,289 609,861,800 $ $ 180,000 $ 5,239,883 7,153,712 468,401,652 140,672,743 621,647,990 $ (85,000) -100.0% 902,509 20.5% (292,880) -3.7% (38,419,522) -7.7% (5,387,879) -3.8% (43,282,772) -6.6% 15,569,538 $ 25,845,071 4,354,799 7,200 45,776,608 $ 15,749,404 $ 23,663,496 4,674,480 6,730 44,094,110 $ 13,731,038 25,175,329 2,340,375 14,400 41,261,142 $ $ 13,508,317 $ 25,844,692 4,354,799 7,200 43,715,008 $ 18,244,455 18,244,455 $ $ 16,433,137 $ 16,433,137 $ 16,433,137 16,433,137 $ $ 17,426,500 17,426,500 $ $ 16,669,467 16,669,467 $ $ 236,330 236,330 1.4% 1.4% 31,648,635 8,171,745 39,820,380 $ 12,000,000 $ 2,883,415 14,883,415 $ 12,000,000 3,383,498 15,383,498 $ 20,977,964 4,864,372 25,842,336 $ 12,000,000 4,613,267 16,613,267 $ 0.0% 36.3% 8.0% ALL REVENUES $ 1,150,511,566 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 87,455,945 113,176,199 TOTAL SOURCES $ 1,263,687,765 $ $ $ 425,284,451 12,202,301 437,486,752 2,156,063 2,156,063 $ $ 1,727,878 1,727,878 85,000 4,405,339 7,953,924 497,453,141 143,247,168 653,144,572 $ $ $ $ 31,172,938 (50,571) 31,122,367 7.3% -0.3% 7.1% (1,838,500) -11.8% (669,742) -2.6% (2,014,424) -46.3% 7,200 100.0% (4,515,466) -9.9% $ 1,229,769 1,229,769 $ 1,170,142,655 $ 1,172,728,899 $ 1,148,225,566 $ 1,157,286,705 $ (15,442,194) -1.3% $ $ $ $ $ $ 11,246,745 11,246,745 $ $ 4,384,278 4,384,278 63.9% 63.9% $ 1,168,533,450 $ (11,057,916) -0.9% $ 6,838,417 $ 6,838,417 $ 6,862,467 6,862,467 $ 1,176,981,072 $ 1,179,591,366 110 $ 9,862,467 9,862,467 $ 1,158,088,033 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (Continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SPECIAL REVENUE TAXES 0606 - SALES TAXES $ SUBTOTAL $ 145,389,597 145,389,597 $ $ 149,823,673 $ 149,823,673 $ 149,823,673 $ 149,823,673 $ 141,027,519 $ 141,027,519 $ 138,206,968 138,206,968 $ $ (11,616,705) (11,616,705) -7.8% -7.8% $ SUBTOTAL $ 35,224,839 35,224,839 $ $ 41,026,399 $ 41,026,399 $ 43,071,077 $ 43,071,077 $ 35,874,118 $ 35,874,118 $ 42,670,843 42,670,843 $ $ (400,234) (400,234) -0.9% -0.9% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 140,580,296 51,784,100 107,593,116 9,719,101 309,676,612 $ 126,172,530 $ 21,882,024 104,000,000 9,249,088 261,303,642 $ 136,084,468 $ 23,167,400 104,000,000 9,249,088 272,500,956 $ 118,334,573 $ 21,397,775 103,688,527 9,762,756 253,183,631 $ 125,136,891 22,625,155 111,458,984 9,341,579 268,562,609 $ (10,947,577) (542,245) 7,458,984 92,491 (3,938,347) -8.0% -2.3% 7.2% 1.0% -1.4% CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 54,898,095 927,916 55,826,010 $ 31,505,279 $ 57,185,152 959,563 89,649,994 $ 35,922,401 $ 53,129,874 964,015 90,016,290 $ 71,048,065 61,939,995 1,368,585 134,356,645 $ $ 30,842,154 $ 56,659,923 959,563 88,461,640 $ $ SUBTOTAL $ 12,817,700 12,817,700 $ $ 10,915,153 $ 10,915,153 $ 11,915,153 $ 11,915,153 $ 14,111,068 $ 14,111,068 $ 15,741,393 15,741,393 $ $ 3,826,240 3,826,240 32.1% 32.1% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 15,781,244 20,206,017 35,987,260 $ 7,007,290 $ 30,375,933 37,383,223 $ 15,239,935 $ 17,549,645 32,789,580 $ 12,064,335 37,199,354 49,263,689 $ $ 7,007,290 $ 33,511,666 40,518,956 $ $ 5,057,045 6,823,421 11,880,466 72.2% 22.5% 31.8% ALL REVENUES $ 594,922,019 $ 592,049,463 $ 604,344,076 $ 567,002,206 $ 648,802,147 $ 44,458,071 7.4% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 344,270 164,069,663 164,413,932 $ 900,000 $ 166,048,344 166,948,344 $ 499,999 $ 166,033,588 166,533,587 $ 400,000 197,562,295 197,962,295 $ $ 900,000 $ 166,048,344 166,948,344 $ $ (500,000) -55.6% 31,513,951 19.0% 31,013,951 18.6% TOTAL SOURCES $ 759,335,951 $ 758,997,807 $ 771,292,420 $ 733,535,793 $ 846,764,442 $ 75,472,022 LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES & FOREFEITS 0637 - FINES & FORFEITS $ FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED $ $ 39,542,786 125.5% 4,754,843 8.3% 409,022 42.6% 44,706,651 49.9% 9.8% ADOPTED VS REVISED VARIANCE % DEBT SERVICE TAXES 0601 - PROPERTY TAXES $ SUBTOTAL $ - $ $ - $ - $ - $ - $ - $ - $ - $ $ - INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 3,346,366 3,346,366 $ $ - $ - $ - $ - $ - $ - $ - $ $ - CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ SUBTOTAL $ - $ $ 2,970,149 2,970,149 $ $ 2,970,149 $ 2,970,149 $ 3,301,071 $ 3,301,071 $ 2,663,869 2,663,869 $ $ (306,280) -10.3% (306,280) -10.3% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,211,040 1,211,040 $ 1,074,358 $ 887,400 1,961,758 $ 1,122,039 $ 295,800 1,417,839 $ 638,524 638,524 $ $ 1,074,358 $ 887,400 1,961,758 $ $ (435,834) -40.6% (887,400) ###### (1,323,234) -67.5% ALL REVENUES $ 4,557,406 $ 4,931,907 $ 4,931,907 $ 4,718,910 $ 3,302,393 $ (1,629,514) -33.0% OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 33,813,842 76,831,405 110,645,247 $ - $ 17,004,599 17,004,599 $ - $ 16,941,393 16,941,393 $ 11,529,657 11,529,657 $ $ - $ 17,004,599 17,004,599 $ $ (5,474,942) -32.2% (5,474,942) -32.2% TOTAL SOURCES $ 115,202,653 $ 21,936,506 21,936,506 $ 21,660,303 $ 14,832,050 $ (7,104,456) -32.4% 111 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (Continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED CAPITAL PRO JECTS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 39,089,704 39,089,704 $ $ 22,404,868 $ 22,404,868 $ 22,404,868 22,404,868 $ $ 22,047,877 22,047,877 $ $ - $ $ (22,404,868) -100.0% (22,404,868) -100.0% CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ SUBTOTAL $ - $ $ - $ - $ 435,395 435,395 $ $ 5,606,255 5,606,255 $ $ 20,103,960 20,103,960 $ $ 19,668,565 4517.4% 19,668,565 4517.4% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 696,851 8,318,047 9,014,898 $ 295,000 295,000 $ $ - $ $ 6,589,514 652,814 7,242,328 $ $ - $ - $ $ (295,000) -100.0% (295,000) -100.0% ALL REVENUES $ 48,104,602 $ 22,404,868 $ 23,135,263 $ 34,896,460 $ 20,103,960 $ (3,031,303) -13.1% OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 108,722,246 412,588,929 521,311,175 $ 120,710,156 139,983,390 260,693,546 $ $ 255,490,488 255,490,488 $ $ 40,236,716 138,383,390 178,620,106 $ $ 120,710,156 $ 132,249,964 252,960,120 $ $ (120,710,156) -100.0% 115,507,098 82.5% (5,203,058) -2.0% 569,415,777 $ 283,828,809 $ 213,516,566 $ 275,594,448 $ TOTAL SOURCES $ FY 2006-07 ACTUAL 275,364,988 $ FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED (8,234,361) -2.9% ADOPTED VS REVISED VARIANCE % INTERNAL SERVICE INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 8,228,144 8,228,144 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 5,800,302 72,291,293 78,091,595 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 3,328,889 460,149 3,789,038 $ ALL REVENUES $ - $ - $ - $ $ - $ $ - $ $ - 14,211,394 29,265,342 159,064,166 202,540,902 $ 7,450,383 35,233,101 155,544,683 198,228,167 $ $ $ 7,205,828 40,564,961 165,060,305 212,831,094 (7,005,566) -49.3% 11,299,619 38.6% 5,996,139 3.8% 10,290,192 5.1% $ 1,000,000 16,385 1,016,385 $ $ 3,060,344 $ 295,437 3,355,781 $ $ $ 213,847,479 $ 9,963,912 (2,088) $ (2,088) $ - $ $ - 213,847,479 $ 9,963,912 14,211,394 29,265,342 159,012,092 202,488,828 $ $ $ 1,300,000 42,665 1,342,665 $ 1,300,000 42,665 1,342,665 90,108,776 $ 203,831,493 $ 203,883,567 $ OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 5,431 5,431 $ - $ $ - $ - $ TOTAL SOURCES $ 90,114,207 $ 203,883,567 $ $ FY 2006-07 ACTUAL 203,831,493 $ $ FY 2007-08 ADOPTED $ $ FY 2007-08 REVISED 201,583,948 201,581,860 $ FY 2007-08 FORECAST FY 2008-09 ADOPTED $ (300,000) -23.1% (26,280) -61.6% (326,280) -24.3% 4.9% 4.9% ADOPTED VS REVISED VARIANCE % ELIMINATIONS CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ (77,524,387) $ (77,524,387) $ (163,366,891) $ (163,366,891) $ (163,366,891) $ (163,366,891) $ (159,582,268) $ (159,582,268) $ (167,400,680) $ (167,400,680) $ (4,033,789) (4,033,789) 2.5% ALL REVENUES $ (77,524,387) $ (163,366,891) $ (163,366,891) $ (159,582,268) $ (167,400,680) $ (4,033,789) 2.5% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (744,166,782) $ (744,166,782) $ (322,141,324) $ (322,141,324) $ (329,898,800) $ (329,898,800) $ (331,220,838) $ (331,220,838) $ (475,829,185) $ (475,829,185) $ (145,930,385) 44.2% (145,930,385) 44.2% TOTAL SOURCES $ (821,691,169) $ (485,508,215) $ (493,265,691) $ (490,803,106) $ (643,229,865) $ (149,964,174) 30.4% 112 2.5% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Revenue Sources and Variance Commentary This section describes each of Maricopa County’s major revenue sources, along with historical collection trends and forecasts for upcoming fiscal years. Maricopa County revenues include the following categories: • • • • Taxes Licenses & Permits Intergovernmental Revenues Charges for Services • • • Fines & Forfeits Miscellaneous Other Financing Sources Basis for Estimating Revenue In accordance with 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 2008-09. Taxes Property Taxes Property taxes are imposed on both real and personal property. Primary property taxes finance the County’s general operations through its General Fund. The table below contains information on historical property tax levies. Primary property taxes are used to support general operations, whereas secondary property taxes fund voter-approved general obligation bonds and special overrides. At the present time, Maricopa County levies only primary property taxes. The County’s last general obligation bonds were paid in full in FY 2003-04, and no County secondary taxes have been levied since that time. Property Tax Levy 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 by the Arizona Constitution. 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. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Primary General Fund $183,750,071 207,540,697 225,396,514 252,676,223 277,949,612 308,122,580 339,882,099 371,224,118 398,725,245 430,023,735 456,457,388 Secondary Debt Service $ 22,058,679 20,264,361 24,037,880 20,071,906 19,565,638 19,234,591 - Note: Excludes Payments in Lieu of Taxes 113 Total $205,808,750 227,805,058 249,434,394 272,748,129 297,515,250 327,357,171 339,882,099 371,224,118 398,725,245 430,023,735 456,457,388 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules The following schedule lists the overall primary net assessed values and tax rates for the last ten fiscal years, plus the assessed values and the preliminary tax rates for FY 2008-09. Net Assessed Values and Tax Rates Primary Secondary Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Primary Tax Rate (per $100 N.A.V.) $ 1.1472 1.1884 1.1641 1.1832 1.2108 1.2108 1.2108 1.1971 1.1794 1.1046 1.0327 Net Assessed Value (Thousands) $ 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 44,881,603 Net Assessed Value (Thousands) $ 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 58,303,635 Debt Service Tax Rate (per $100 N.A.V.) $ 0.1312 0.1085 0.1152 0.0876 0.0800 0.0700 - Combined Rate $ 1.2784 1.2969 1.2793 1.2708 1.2908 1.2808 1.2108 1.1971 1.1794 1.1046 1.0327 The FY 2008-09 preliminary primary property tax rate for Maricopa County is anticipated to be reduced to $1.0327 per $100 net assessed value as a result of the constitutional levy limit. 8 $0.7500 $40.0 $0.6000 $30.0 $0.4500 $33.807 $38.930 $44.882 $48.268 $48.393 $48.787 $51.104 $53.560 $56.160 $20.0 $0.0 $1.0500 $0.9000 $50.0 $10.0 $1.2000 2006 2007 2008 2009 2010* 2011* 2012* 2013* 2014* 2015* Fiscal Year 114 $0.3000 $0.1500 $0.0000 *Forecast Tax Rate per $100 of NAV $1.0 07 3 $1.0 20 6 $1.0 32 6 $1.0 44 1 $1.0 27 5 $1.0 07 7 $1.0 32 $1.1 04 6 4 $60.0 $31.010 Net Assessed Value (Billions) $70.0 Net Assessed Value vs. Tax Rate $1.1 79 $1.1 97 1 The chart below illustrates that as assessed values plateau over the next three years due to the housing market crisis, the constitutionally allowable tax rate is forecasted to remain relatively flat. As the housing market rebounds and values begin growing again, the tax rate will naturally decline. Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules The effects of the housing market crisis on County property tax revenue will lag the market trends due to the retrospective nature of property value assessments, as shown in the graph below. Appreciation will account for approximately 60% of the increase to the FY 2008-09 levy. This is in sharp contrast to the growth patterns of five to seven years ago, which were much more heavily influenced by new construction. Levy growth is expected to decline substantially in FY 2009-10 and be near zero in FY 2010-11 and 2011-12. Recovery is not expected until FY 2012-13. PRIMARY PROPERTY TAX LEVY GROWTH APPRECIATION vs. NEW CONSTRUCTION (Millions) $60 $40 $20 $0 8* -1 17 * 7 -1 16 * 6 -1 15 * 5 -1 14 * 4 -1 13 * 3 -1 12 * 2 -1 11 * 1 -1 10 * 0 -1 09 9 -0 08 8 -0 07 7 -0 06 6 -0 05 5 -0 04 4 -0 03 3 -0 02 2 -0 01 Fiscal Year APPRECIATION NEW CONSTRUCTION *Forecast: Source FY 2009-10 to 2017-18 Elliott D. Pollack & Co. The FY 2008-09 primary property tax levy (excluding Salt River Project) is $456,457,388, an increase of $26,433,653 (6.15%) from the FY 2007-08 adopted primary levy. Property tax revenue is budgeted in FY 2008-09 based on prior years’ collection trends in relation to the adopted levy. Estimated collections for FY 2008-09 also reflect a one-time reduction due to the impact of a state-wide property tax settlement with Qwest Communications. Property Tax Collection Analysis Maricopa County Primary $ Levy Amount 456,457,388 Estimated Collections $ 451,892,814 Collection Rate 99% 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. The FY 2008-09 budget is a conservative estimate based on current interest rates and historical trends. 115 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Jail Excise Tax The County levies a Jail Excise Tax that is collected by the State of Arizona and transmitted to the County Treasurer monthly. The only special sales tax in Maricopa County at this time is the Jail Excise Tax. In November 1998, Maricopa County voters approved a new Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. The $900 million was reached in FY 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. Despite annual growth of 16% as recently as FY 2005-06, local tax revenues have been seriously impacted by the national economic slowdown. FY 2007-08 Jail Excise Tax revenues are forecasted at 3% below the prior year’s collections. This trend is expected to continue in FY 2008-09 and, as Jail Excise Tax a result, the revenue forecast has been lowered to just over the FY 2005-06 level. Jail Excise Tax revenue is budgeted based on the pessimistic forecast. Fiscal Amount Jail Excise Tax Forecasts Pessimistic Scenario Most Likely Scenario Fiscal % % Year Annual Collections Chg. Annual Collections Chg. 2008-09 $ 138,206,968 -2.0% $ 141,056,597 1.0% 2009-10 140,971,108 2.0% 145,288,294 3.0% 2010-11 148,019,663 5.0% 152,552,709 5.0% 2011-12 155,420,646 5.0% 163,536,504 7.2% 2012-13 163,191,679 5.0% 175,311,133 7.2% Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 * 2008-09 ** Collected $41,477,224 91,984,716 97,752,375 98,029,348 98,932,138 107,441,209 119,143,064 137,876,660 145,389,597 141,027,519 138,206,968 * Forecast ** Budget Source: Elliot t 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 in the chart to the right are the actual license and permit revenues recorded for the last nine fiscal years, along with forecasted collections for FY 2007-08 and estimated revenues for FY 2008-09. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** Licenses & Permits Revenues Special Revenue General Fund Fund Total $ 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 36,276,380 38,625,605 2,510,839 35,224,839 37,735,678 1,727,878 35,874,118 37,601,996 1,923,641 42,670,843 44,594,484 * Forecast Special Revenue Licenses and Permits are expected ** Budget to grow by approximately 17% in FY 2009, due primarily to increases in Air Quality charges. The additional license and permit revenue will offset substantial increases in expenditures related to increased efforts to meet EPA requirements. General Fund license and permit revenues, shown in detail to the right, include license fees paid by cable television companies for operation in unincorporated areas which are being aggressively developed. Licenses and Permits General Fund FY 2007-08 FY 2008-09 Department Budget Budget Non-Departmental $ 50,000 $ 50,000 Non-Departmental 1,700,000 1,458,981 Clerk of Superior Court 340,000 348,660 Sheriff 66,063 66,000 Total $ 2,156,063 $ 1,923,641 116 Description Liquor Licenses Cable Television Franchise Fees Marriage Licenses Pawnshop & Peddler's Licenses Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules 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, forecasted collections for FY 2007-08, and the amounts budgeted for FY 2008-09. Intergovernmental Revenues Fiscal Year Special Revenue Funds General Fund 1998-99 $ 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** 380,989,403 402,400,291 421,036,415 439,548,553 486,655,500 489,807,845 626,232,433 694,985,741 652,535,569 621,647,990 609,861,800 Internal Service Funds Enterprise Funds $ 218,432,298 $ 304,279,055 261,793,910 270,074,384 257,064,915 259,928,320 250,103,881 285,620,779 308,701,512 253,183,631 268,562,609 8,093,439 93,391,643 3,062,855 5,302,492 284,611 - $ Capital Projects Funds - $ 34,434 873,340 1,118,844 1,215,513 9,647,024 13,365,808 8,228,148 - 1,335,329 859,370 278,259 12,784,358 7,320,885 9,384,689 8,820,531 8,847,363 39,089,704 22,047,877 - Debt Service $ 399,224 339,376 339,376 2,036,360 1,395,932 3,346,367 - Total $ 600,757,030 707,538,716 691,236,457 817,071,502 755,562,375 765,978,235 896,840,230 1,004,500,234 1,011,901,300 896,879,498 878,424,409 *Forecast ** 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 $2001-02 2002-03 2003-04 2004-05 SRP 2005-06 Federal BLM 117 2006-07 Cities ASRS 2007-08 2008-09 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules State Shared Sales Taxes Maricopa County does not have legal authority to levy a general-purpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which are deposited in the General Fund. The State collects Transaction Privilege Taxes on 30 types of business activities, at rates ranging from .516 to 6.05 percent. A portion of each of these taxes, ranging from 0 to 80 percent, is allocated to a pool for distribution to the cities, counties and state. Of this distribution base, State Shared Sales Tax 40.51 percent is allocated to Arizona counties based on the larger of Growth two different distribution base calculations: a) 50% based on point of General Fund Rate Fiscal Year sale + 50% based on assessed valuation; or b) 50% based on point of 1998-99 $ 279,386,536 8.4% sale + 50% based on population. Counties also receive a portion of an 1999-00 309,009,200 10.6% additional 2.43 percent of the distribution base of receipts, distributed 2000-01 322,429,593 4.3% using a 50% point of sale + 50% population basis method. Listed to the 2001-02 325,728,202 1.0% right are the actual State Shared Sales Tax collections for the last nine 2002-03 330,260,143 1.4% fiscal years, forecasted totals for FY 2007-08 plus the budget for FY 2003-04 357,526,559 8.3% 2008-09. As discussed above in regard to Jail Excise Tax collections, 2004-05 397,712,843 11.2% State Shared Sales Tax collection growth slowed substantially in FY 2005-06 457,785,985 15.1% 2006-07 and actual collections are expected decline year-over-year in 2006-07 480,411,951 4.9% 468,401,652 -2.5% fiscal years 2007-08 and 2008-09. Full recovery is not expected until FY 2007-08* 459,033,619 -2.0% 2010-11 (see table below). The declining revenues currently being 2008-09** experienced are attributable to two primary factors: 1) prior to FY 2006* Forecast 07 consumer spending was driven to record-high levels by unusually ** Budget high capital gains and construction sales tax, both of which are transitory in nature. Beginning in FY 2006-07, this trend reversed, causing sales tax growth to slow State Shared Sales Tax Forecast considerably. 2) The weak state of the economy, which many economists are calling a recession Pessimistic Scenario Most Likely Scenario (see Econometric and Demographic Trends section Fiscal Annual Annual of the Transmittal Letter for further discussion on Year Collections % Chg. Collections % Chg. the current state of the economy). 2008-09 459,033,619 -2.0% 470,803,712 0.0% 2009-10 468,214,291 2.0% 2010-11 491,625,006 5.0% 2011-12 516,206,256 5.0% 2012-13 542,016,569 5.0% Source: Elliott D. Pollack & Company 484,927,823 509,174,214 545,834,758 585,134,860 3.0% 5.0% 7.2% 7.2% State Shared Sales Taxes are budgeted for the upcoming fiscal year at the “pessimistic” forecast scenario of -2.0% decline over Pollack’s FY 200708 forecast, resulting in a $9.4 million reduction in revenue. State Shared Highway User Growth Fiscal Revenues Rate Year State Shared Highway User Revenues $ 72,392,313 7.4% The State of Arizona collects highway user revenue, principally from a $0.18 per 1998-99 gallon tax on the motor fuel sold within the state. The primary purpose of 1999-00 77,317,632 6.8% highway user revenue is to fund construction and maintenance of streets and 2000-01 78,243,269 1.2% highways. The State distributes these highway user funds in approximately the 2001-02 78,285,212 0.1% following proportions: 50 percent to the State Highway Fund, 30 percent to cities 2002-03 82,153,375 4.9% and towns and 20 percent to counties. The highway user revenues distributed to 86,598,735 5.4% the counties are allocated based upon fuel sales and estimated consumption as 2003-04 90,566,135 4.6% well as population. Maricopa County Highway User Revenue Funds (HURF) are 2004-05 deposited in the Transportation Operations Fund. Listed to the right are the 2005-06 96,972,512 7.1% actual collections of the highway user revenues for the last nine fiscal years, 2006-07 107,593,116 11.0% forecasted totals for FY 2007-08, and the budget for FY 2008-09. 2007-08* 103,688,527 -3.6% 2008-09** 111,458,984 7.5% * Forecast ** Budget 118 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules State Shared Vehicle License Taxes The State of Arizona levies Vehicle License Taxes (VLT) annually on all vehicles, based upon their estimated value. The Vehicle License Tax is essentially a personal property tax on cars and trucks. VLT is paid as part of the annual auto license renewal process, billed and payable during the month in State Shared Vehicle License Tax Growth which the vehicle was first registered. VLT rates are applied to a vehicle’s Fiscal General Rate Year Fund depreciated value and as a result, revenue growth depends greatly on the 1998-99 $ 81,053,747 20.7% volume of new car sales. VLT revenue is shared with counties and cities, and a 1999-00 88,147,523 8.8% portion is also deposited in the Highway User Revenue Fund (HURF), which is 2000-01 93,389,137 5.9% also shared with local governments. The table to the left shows actual and 2001-02 99,372,045 6.4% forecasted vehicle license tax collections from FY 1998-99 to FY 2008-09. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** 138,003,052 38.9% 116,054,332 -15.9% 122,637,827 5.7% 138,003,052 18.9% 143,543,616 4.0% 140,672,743 -2.0% 137,859,289 -2.0% FY 2007-08 VLT forecasted collections are lower than the collections in FY 200607. The trend of negative growth is expected to continue through FY 2008-09, based on the pessimistic forecast. Revenues are not expected to rebound until FY 2009-10, as shown in the following table. State Shared Vehicle License Tax Forecast (General Fund) * Forecast ** Budget Fiscal Year Pessimistic Scenario % Annual Collections Chg. 2008-09 $ 137,859,289 -2.0% $ 2009-10 144,752,253 5.0% 2010-11 150,542,344 4.0% 2011-12 156,564,037 4.0% 2012-13 162,826,599 4.0% Source: Elliott D. Pollack & Co. Most Likely Scenario Annual % Collections Chg. 144,979,052 153,677,795 164,435,241 175,945,708 188,261,908 1.0% 6.0% 7.0% 7.0% 7.0% 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. Detail of General Fund Other Intergovernmental Revenue is shown in the table on the next page. Revenue is projected to increase by over $900,000 (20%) in FY 2008-09 from the FY 2007-08 Revised budget due primarily to revenues associated with the primary and general elections. Other Intergovernmental (General Fund) $6,000,000 $5,059,911 $4,405,339 $5,307,848 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY 08 REVISED FY 08 FORECAST 119 FY 09 BUDGET Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Public Defense Services County Attorney Civil Elections Non-Departmental Juvenile Probation Legal Defender Legal Advocate Public Defender Sheriff’s Office Superintendent of Schools Justice Courts Total FY 2007-08 Budget $ 419,900 529,076 2,595,085 249,773 20,999 16,800 20,000 49,232 500,000 4,474 $ 4,405,339 Budget Summary Schedules Other Intergovernmental Revenue General Fund FY 2008-09 Budget Description $ 100,000 State Grand Jury Reimbursements 529,076 Legal services to Housing Authority and Others 3,301,490 Election Services 249,733 Shared State Lottery Sales 20,999 Reimbursement from U.S. Marshals for housing of federal juvenile prisoners 2,100 State Grand Jury Reimbursements 20,000 State Grand Jury Reimbursements 12,600 State Grand Jury Reimbursements 960,000 Social Security Administration pay for inmate information 107,376 National Forest Fees for Schools 4,474 Intergovernmental Agreement Revenue $ 5,307,848 Charges for Services Charges for Services is a broad category of program revenues that includes charges to customers, applicants, or other governments who purchase, use, or directly benefit from the goods, services, or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, 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 below are the revenues recorded for the last nine fiscal years, forecasted revenue for FY 2007-08 and the budget amount for FY 2008-09 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 Maricopa Integrated Health Care System becoming a distinct governmental entity and the termination of the County’s long-term health care plans. In FY 2007-08, the County began selffunding employee health and dental benefits, which resulted in an increase in Internal Service Fund revenue. This increase was almost exclusively due to budgeting and accounting procedural changes necessitated by the transition from insured benefits to self-insurance, rather than actual rate increases. Fiscal General Year Fund 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 33,156,418 2006-07 31,719,127 2007-08* 61,520,610 2008-09** 57,930,609 Special Revenue Funds $ 33,611,232 40,987,616 43,356,914 31,204,270 36,564,318 41,510,912 46,588,972 53,563,330 55,826,076 104,127,358 150,098,038 Debt Service Fund $ 352,643 280,976 125,432 3,301,071 Charges for Service Capital Projects Enterprise Funds Funds $ 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 78,515,094 62,873 5,606,255 212,831,094 2,663,869 * Forecast ** Budget 120 Internal Service Funds $ 70,147,479 87,758,508 47,269,363 48,199,803 73,435,665 86,558,352 86,706,148 74,861,880 78,091,596 198,228,167 20,103,960 $ Eliminations Total - $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) 167,532,151 (70,498,458) 95,201,214 (159,582,268) 213,201,193 (167,400,680) 276,226,890 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules 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) $15,749,404 $15,569,538 16,000,000 15,500,000 15,000,000 $13,731,038 14,500,000 14,000,000 13,500,000 13,000,000 12,500,000 FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 BUDGET Detail of Intergovernmental Charges for Service is shown in the following table. Intergovernmental Charges for Service General Fund FY 2007-08 FY 2008-09 Department Budget Budget Description Finance $ 523,185 $ 222,282 Lease revenue, reimbursement from Industrial Development Authority Workforce Management and Development 6,500 6,000 Training purchased by Housing Authority and Special Health Care District Superintendent of Schools 127,500 100,245 National Forest Fees for Schools Research and Reporting 69,729 - Surveys Performed for non-County Entities Non-Departmental 2,032,095 855,869 District Reimbursements Sheriff 11,494,204 11,230,317 Patrol Services Facilities 335,141 335,141 Security Services to Library District Trial Courts 981,184 981,184 IGAs for Court Security Total $ 15,569,538 $ 13,731,038 Patient Charges Fiscal General Year Fund 1998-99 $ 647,580 $ 1999-00 87,872 2000-01 101,118 2001-02 66,046 2002-03 49,448 2003-04 18,746 2004-05 29,583 2005-06 13,742 2006-07 7,271 2007-08* 6,730 2008-09** 14,400 Patient Services Revenue Special Internal Revenue Enterprise Service Funds Funds Funds Eliminations Total 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 80,699,515 927,916 935,187 964,015 970,745 1,368,585 1,382,985 *Forecast ** Budget 121 In the General Fund, the residual longterm 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 2005-06 is the result of the Maricopa Integrated Health Care System becoming a distinct governmental entity. The further reduction in FY 2006-07 is due to the termination of the County’s management of the long-term health care plan. Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Internal Service Charges Internal Service Charges are established during the budget process. The internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal charges for service are recorded in the Internal Service Funds. In FY 2008-09, Internal Service Fund revenue is budgeted to grow 2.5% over the prior year. In Materials Management and Telecommunications, revenue remains constant as departments tighten their budgets and have fewer discretionary funds and combat rising prices. Risk Management is supplementing their costs with a planned partial spend-down of their fund balance, and the County Attorney’s Office is reducing costs to departments by relying more upon in-house staff than more costly contract attorneys. Increases are budgeted for both Equipment Services and Employee Health Initiatives in order to fully recover the increased cost of services provided to departments. Internal Service Charges FY 2008 FY 2009 Equipment Services $ 11,276,188 $ 12,211,512 Materials Management 995,000 995,000 Employee Health Initiatives 100,946,499 109,992,836 Telecom 15,861,733 15,861,733 Risk Management 29,932,672 25,999,224 County Attorney- Civil 4,354,799 2,340,375 Other Charges for Services FY 2007-08 actual collections of Other Charges for Service in the General Fund are anticipated to be less than budgeted by over $2 million. This is primarily due to a substantial reduction in Document Recording Fee revenue resulting from the slowdown in the housing market. This revenue source will continue to be weak into FY 2008-09, as shown in the table below, but will be partially offset by increases in court-related fees, collections fees, and tax sales fees. Other Charges for Services (General Fund) $30,000,000 $25,845,071 $23,663,496 $25,175,329 $24,000,000 $18,000,000 $12,000,000 $6,000,000 $0 FY 08 REVISED FY 08 FORECAST 122 FY 09 BUDGET Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund Department Clerk of the Superior Court Finance Constables Elections Non-Departmental Facilities Workforce Management & Development Juvenile Probation Medical Examiner Public Defender Public Fiduciary Recorder Sheriff Superintendent of Schools Treasurer Justice Courts Total FY 2007-08 Budget $ 4,700,000 1,843,000 1,602 1,742,500 186,974 38,100 8,001 FY 2008-09 Budget $ 5,284,320 440,374 1,843,000 702 2,000,000 186,974 38,100 8,001 302,768 84,029 750,000 12,000,002 409,379 91,050 4,000 3,683,666 302,768 54,400 918,848 7,620,002 408,000 50 4,000 6,065,790 $ 25,845,071 $ 25,175,329 Description Filing fees Collections Fee 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 Miscellaneous charges Defensive Driving fees, Civil Trial Jury fees and other miscellaneous court fees Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as citations, and court fines. Fiscal Year 1998-99 $ 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** Fines & Forfeits Special General Revenue Fund Funds 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 7,098,112 18,244,445 12,817,700 17,426,500 14,111,068 16,669,467 15,741,393 $ Total 13,271,894 14,379,003 14,688,341 16,088,831 15,992,480 16,687,250 21,331,294 22,744,322 31,062,145 31,537,568 32,410,860 * Forecast ** Budget The largest source of General Fund fine revenue is in Justice Courts. Overall, fine revenue is expected to grow slowly in FY 2008-09 at a rate of 2.8%. The table below summarizes the sources of General Fund Fines and Forfeits: 123 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fines and Forfeits Summary General Fund FY 2007-08 Budget $ 4,990,000 15,600 1,000 1,000 11,425,537 FY 2008-09 Budget $ 5,126,292 12,000 1,000 2,500 11,527,675 Total $ 16,433,137 $ 16,669,467 Department Clerk of the Superior Court Elections Environmental Services Sheriff Justcie Courts Description Superior Court Fines Campaign Finance Penalty Fees Code Enforcement Fines Civil Sanctions and Traffic Fines Justice Court Traffic and Misdemeanor Fines Miscellaneous Revenue Maricopa County classifies miscellaneous revenues as any revenues that do not fall within 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. Listed below are the combined miscellaneous revenues and interest earnings recorded for the last nine fiscal years, forecasted amounts for FY 2007-08, plus the budget for FY 2008-09. Miscellaneous revenues are recorded in all fund types. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08* 2008-09** $ General Fund 12,514,416 13,968,176 20,448,749 16,376,321 11,657,516 9,818,704 15,154,769 22,714,174 39,820,376 25,842,336 16,613,267 $ Special Revenue Funds 16,762,720 15,978,606 30,668,984 18,781,108 16,902,830 15,901,534 19,078,397 24,869,157 35,303,667 32,789,580 49,263,689 $ Miscellaneous Revenue Debt Capital Service Projects Funds Funds 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 3,229,749 1,211,040 7,127,256 1,417,839 7,242,328 638,524 - Enterprise Funds $ 78,878,826 21,320,726 26,279,616 8,543,553 4,857,068 7,081,380 591,581 456,261 684,104 - $ Internal Service Funds 2,594,804 941,625 2,344,981 2,230,495 1,672,982 625,811 1,345,006 4,101,900 3,789,038 3,355,781 1,016,385 $ Total 111,557,859 53,934,133 197,690,898 64,214,978 44,279,083 45,519,428 43,942,989 56,448,842 87,935,481 70,647,864 67,531,865 * Forecast ** 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 2008-09. The most notable increase in this revenue source in FY 2008-09 is for building rental revenue within the Department of Finance’s budget. 124 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Miscellane ous Revenue General Fund FY 200 7-08 FY 2008-09 Description $ 150,000 $ 150,0 00 Sale of maps, copies, etc. 185,000 250,0 00 Sale of copies & bad check fees, interest 51,700 51,7 00 Fees to private defense for discovery information 5,408 3,5 03 Sale of copies and maps 95,555 95,5 55 Parking fees 947,1 87 Building Rental 12,115,000 12,115,0 00 Primarily Interest income 600 6 00 Sale of copies, W-2 fees 85 - Sale of instructional videos 116,959 217,0 00 Vendor rebates & copy sales 1,245,998 834,7 51 Micrographics & photocopy sales 500,000 - IGA with Pima County 620,4 20 Indirect Cost Recovery 97,781 339,0 00 Sale of copies and reimbur sement for ID cards 5 00 Sale of copies 819,412 988,0 51 Sale of copies $ 15,383,498 $ 16,613,2 67 Department Assessor Clerk of the Superior Court County Attorney Elections Facilities Management Finance Non-Departmen tal Workforce Mang ement and Development Internal Audit Materials Manageme nt Recorder Correctional Health Superintendent of Scho ols Sheriff Communications Trial Courts Total Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Proceeds of Financing No revenues are budgeted for Proceeds of Financing in FY 2008-09. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and the Capital Improvement Program section for additional information on the uses of the proceeds of financing form prior fiscal years. Fund Transfers In Details on Fund Transfers In and Out are included later in this document. In FY 2008-09, budgeted fund transfers in to the General Fund are comprised of Central Service Allocation charges to non-General Fund departments, and a transfer in from a special revenue fund that has historically been used by the County School Superintendent to collect indirect costs from grantors. The fund balance will be transferred to the General Fund in FY 2008-09, consistent with Board policy for indirect cost reimbursement, and the special revenue fund will no longer be used. For further detail refer to the Fund Transfer section. Transfers In (General Fund) $9,862,467 $11,246,745 $10,000,000 $6,862,467 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 08 REVISED FY 08 FORECAST 125 FY 09 BUDGET Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Levy Limit and Truth-in-Taxation Comparisons FY 2008-09 PRELIMINARY PRIMARY PROPERTY TAX LEVY VS. LEVY LIMIT FY 2008-09 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assess Value) $ 463,492,311 $ 1.0327 FY 2008-09 Preliminary Primary Levy (excluding SRP): Primary Tax Rate (per $100 Assess Value) $ 463,492,311 $ 1.0327 Amount Under/(Over) Limit: $ - PRELIMINARY FY 2008-09 LEVY VS. TRUTH-IN-TAXATION LEVY Current NAV Subject to Taxation in Prior Year FY 2007-08 Primary Property Tax Levy FY 2008-09 Truth-in-Taxation Tax Rate FY 2008-09 Primary Net Assessed Value FY 2008-09 Truth-in-Taxation Primary Levy $ 42,473,135,731 $ 430,023,735 $ 1.0125 $ 44,881,602,698 $ 454,426,227 FY 2008-09 Primary Levy FY 2008-09 Primary Rate $ $ Amount Under/(Over) Truth-in-Taxation Levy Amount Under/(Over) Truth-in-Taxation Rate $ $ (9,066,084) (0.0202) Truth-in-Taxation Assessment on a $250,000 Home: Recommended Primary Levy on a $250,000 Home: (Increase)/Decrease $ $ $ 253.13 258.18 (5.05) -2.0% Impact of County Rate on a $250,000 home: FY 2007-08 FY 2008-09 Net Impact on Taxpayer $ $ $ 324.25 301.18 23.08 7.1% 126 463,492,311 1.0327 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Balance and 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 2008-09: Intergovernmental Capital Projects (422) The Intergovernmental Capital Projects fund accounts for a number of projects that are funded through private donations or contributions from other governmental entities. Project expenditures in FY 2008-09 will be incurred in advance of expected reimbursements. Financing Series 2008 (441) Capital projects in this fund will be financed by a future debt issue. Project expenditures will be made in advance of the financing, for which the County has issued a notice of intent Choice Fund H.S.A. (606) This fund is one of several internal service funds used to account for specific self-insured employee health benefit plans. All other plans are achieving favorable financial results, as demonstrated by their positive fund balances. The Choice Fund H.S.A. plan has not yet performed to expectation, and the County is taking steps to improve its performance. Collectively, all employee health plan funds have a significant positive fund balance. In addition, $34.3 million is designated within the unreserved balance of the County General Fund as a reserve for the health benefit plans. 127 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Balance Summary Beginning Fund Balance Summary FUND GENERAL MARICOPA COUNTY FY 2008-09 ADOPTED BUDGET SOURCES: USES: UNDESIG. BEG. FUND NON NON BALANCE OPERATING RECURRING OPERATING RECURRING $ 274,627,644 $ 1,166,652,302 $ 1,881,148 $ 1,166,652,302 $ 276,508,792 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 ECONOMIC DEVELOOPMENT 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT 215 EMERGENCY MANAGEMENT 218 CLERK OF COURT FILL THE GAP 220 DIVERSION 221 COUNTY ATTORNEY FILL THE G AP 225 SPUR CROSS RANCH CONSERVATION 226 PLANNING AND DEVELOPMENT FEES 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION 232 TRANSPORTATION OPERATIONS 235 DEL WEBB 236 RECORDERS SURCHARGE 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS 245 JUSTICE COURTS SPECIAL REVENUE 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 TRIAL COURTS SPECIAL REVENUE 261 LAW LIBRARY FEES 262 PUBLIC DEFENDER FILL THE GAP 263 LEG AL DEFENDER FILL THE GAP 264 SUPERIOR COURT FILL THE G AP 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 SPO USAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 376 EVENTS CENTER OPERATIONS 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTRO L LICENSE/SHELTER 574 ANIMAL CONTRO L FIELD OPERATION 580 SOLID WASTE MANAGEMENT 669 SMALL SCHOOL SERVICE 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATIO N 795 COUNTY SCHOOL INDIRECT COST 988 PUBLIC WORKS FLOOD CONTROL SUBTOTAL NON-GRANT FUNDS $ 4,063,979 81,829 3,050,168 68,689 218,905 1,011,957 172,698 495,950 1,823,757 1,403,556 53,882 286,029 1,042,920 1,237,394 500,639 2,750,238 1,741,880 93,865 12,293,854 500,140 5,737,730 21,056 1,560,221 2,963,360 791,660 4,769,874 21,988,062 527,178 56,979,145 303,563 671,058 2,384,449 583,496 661,761 17,974 1,688,794 4,206,261 218,336 2,097,087 664,191 641,938 310,401 385,495 135,438 884,800 699,930 124,794 260,744 241,263 4,803,901 103,724 3,453,019 5,419,748 3,175,841 749,813 7,614,952 379,894 261,531 49,093 1,881,148 173,305,052 $ $ 14,249,148 $ 25,800 657,982 1,150,243 354,558 1,177,727 659,774 1,155,000 2,750,000 2,205,000 804,974 2,155,845 1,008,810 1,814,388 452,500 13,597,000 4,696,187 25,000 126,033,844 77,233 4,429,134 130,000 1,803,617 3,035,413 108,000 3,094,077 14,520,364 149,715 369,242,022 389,531 1,695,930 5,680,313 940,000 1,630,600 59,000 2,010,456 4,774,817 600,000 1,799,746 100,000 40,000 80,000 445,580 18,000 2,900,000 316,633 115,921 115,007 190,682 5,730,000 75,000 19,331,976 19,661,464 8,207,427 3,154,071 800,000 110,000 800,000 792,887 82,680 35,962,287 690,173,363 $ 128 - $ 14,249,145 $ 25,800 657,480 1,150,236 354,560 1,177,724 633,647 65,000 1,155,000 2,750,000 2,205,000 804,974 2,155,862 1,008,810 2,314,388 452,501 14,835,778 4,696,187 25,000 63,578,714 77,236 3,863,298 130,000 1,803,630 2,980,794 3,035,409 108,000 3,776,505 16,812,421 149,715 369,242,022 389,531 1,695,930 5,680,313 940,000 1,630,593 59,000 2,010,454 4,774,809 599,997 2,384,928 100,000 40,000 80,000 445,580 3,302 2,900,005 316,635 115,921 115,007 190,682 5,730,000 75,000 17,952,308 18,988,768 8,156,441 2,962,071 1,612,369 110,000 800,000 792,887 82,680 35,962,289 3,045,794 $ 630,926,542 $ 394,823 415,000 452,522 275,000 250,000 1,453,497 74,748,984 639,000 40,000 2,980,794 2,300,000 150,000 56,979,145 526,150 326,258 400,000 400,000 77,500 50,000 550,000 975,000 4,761,707 2,841,113 51,000 192,000 6,010,000 1,881,148 160,120,641 STRUCTURAL BALANCE $ - $ $ UNDESIG. ENDING FUND BALANCE $ - 3 $ 502 7 (2) 3 26,127 (17) (500,000) (1) (1,238,778) 62,455,130 (3) 565,836 (13) 4 (682,428) (2,292,057) 7 2 8 3 (585,182) 14,698 (5) (2) 1,379,668 672,696 50,986 192,000 (812,369) (2) 59,246,821 $ 3,669,159 81,829 3,050,670 68,696 218,903 596,960 198,825 108,428 1,823,757 1,403,556 53,882 11,012 1,042,920 737,394 250,638 57,963 1,741,880 93,865 500,137 5,664,566 21,056 1,520,208 2,963,364 791,660 4,087,446 17,396,005 377,178 303,563 671,058 2,384,449 583,496 135,618 17,974 1,688,796 3,880,011 218,339 1,511,905 264,191 241,938 232,901 385,495 100,136 334,795 699,928 124,794 260,744 241,263 3,828,901 103,724 70,980 3,251,331 3,175,827 749,813 792,583 379,894 261,531 49,093 (2) 75,477,026 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Balance Summary (continued) Beginning Fund Balance Summary MARICOPA COUNTY FY 2008-09 ADOPTED BUDGET SOURCES: USES: UNDESIG. BEG. FUND NON NON BALANCE OPERATING RECURRING OPERATING RECURRING FUND SPECIAL REVENUE (CONT'D) GRANT FUNDS 211 ADULT PROBATION GRANTS $ 216 CLERK OF THE COURT GRANTS 217 CDBG HOUSING TRUST 219 COUNTY ATTORNEY G RANTS 222 HUMAN SERVICES GRANTS 223 TRANSPORTATION GRANTS 227 JUVENILE PROBATION GRANTS 230 PARKS & REC. GRANTS 233 PUBLIC DEFENDER GRANTS 238 TRIAL COURTS GRANTS 248 ELECTIONS GRANT 249 NON DEPARTMENTAL GRANT 251 SHERIFF GRANTS 292 CORRECTIONAL HEALTH GRANT 503 AIR QUALITY GRANT 505 ENVIRONMENTAL SERVICES GRANT 532 PUBLIC HEALTH GRANTS 573 ANIMAL CONTRO L GRANTS 715 SCHOOL GRANT SUBTOTAL GRANTS $ $ SPECIAL REVENUE DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE CAPITAL PRO JECT 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS CAPITAL PRO JECT INTERNAL SERVICE 601 CMG HIGH OPTION 602 CMG LOW OPTION 603 OAP IN 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 ALO NE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL 630 DEPENDENT LIFE $ $ 35,901 $ (57,926) (731,287) 1,710,312 ( 3,423,123) (212,042) 479,941 22,802 8,159 68,762 71,493 (641,667) (117) ( 1,569,159) 58,995 275,940 558,461 1,004,008 ( 2,340,547) $ 170,964,505 $ 19,058,957 2,409,316 21,468,273 $ $ $ 38,923,859 $ 589,741 83,728,727 ( 7,261,432) 267,771,295 72,122,469 $ 455,874,659 $ $ 4,557,691 $ 371,990 2,232,770 5,562,165 380,629 (402,492) 4,185 15,147,072 1,952,943 2,716,282 626,295 470,263 213,723 950,660 491,101 345,816 1,226,277 718,406 184,389 68,674 276,992 16,735 84,209 343,089 3,619,418 36,727 4,577,473 $ 1,635,834 12,709,276 8,347,333 41,943,100 665,308 6,227,305 14,965 387,261 2,013,717 9,654,668 6,758,867 32,818 4,132,144 908,000 45,601,361 905,336 1,027,019 147,541,785 $ 837,715,148 $ 6,568,541 425,000 785,000 7,778,541 167,899,182 $ - $ $ 15,976,228 $ 7,413,380 23,389,608 $ - $ - $ 104,677,000 3,450,000 67,626,776 67,122,027 24,426,801 5,951,000 273,253,604 $ $ 94,852,944 $ 1,950,000 177,840,504 951,000 275,594,448 $ 38,871,668 $ 1,765,916 18,364,277 32,607,094 1,655,844 466,262 5,943,115 15,599,854 2,593,364 2,069,203 651,142 768,661 594,994 2,658,708 1,296,888 456,516 3,228,886 1,994,563 725,872 1,478,152 94,098 658,705 1,065,588 4,105,572 217,226 3,280,574 394,414 - $ - 38,565,052 $ 1,736,357 18,217,871 32,384,265 1,640,272 460,207 5,942,253 15,586,712 2,550,358 2,069,203 651,142 768,660 594,994 2,658,521 806,304 419,092 3,026,622 1,994,563 725,872 1,477,962 94,074 658,626 1,065,588 4,105,572 217,224 3,280,311 394,414 1,000,000 - $ 7,380,700 $ 7,451,350 14,832,050 $ - $ 129 - $ 4,577,481 $ 1,635,833 12,709,280 8,347,330 41,943,098 665,308 6,227,304 14,965 387,251 2,013,724 29,524 6,003,500 9,654,668 7,548,150 32,818 4,132,151 482,998 45,601,376 879,460 1,027,016 6,003,500 $ 147,909,735 $ 9,049,294 $ 778,836,277 $ STRUCTURAL BALANCE - - $ $ $ $ $ UNDESIG. ENDING FUND BALANCE (8) $ 1 (4) 3 2 1 10 (7) (29,524) (789,283) (7) 425,002 (15) 25,876 3 (367,950) $ 58,878,871 $ 35,893 (57,925) (731,291) 1,710,315 (3,423,121) (212,042) 479,942 22,802 8,169 68,755 41,969 (565,041) (1,430,950) (117) (1,569,166) 58,997 275,925 584,337 219,011 (4,483,538) 70,993,488 (8,595,528) $ 37,970 (8,557,558) $ 10,463,429 2,447,286 12,910,715 - $ 29,099,803 (910,259) 16,101,951 (74,383,459) 421,184,998 67,122,469 $ 458,215,503 306,616 29,559 146,406 222,829 15,572 6,055 862 13,142 43,006 1 187 490,584 37,424 202,264 190 24 79 2 263 - $ 4,864,307 401,549 2,379,176 5,784,994 396,201 (396,437) 5,047 15,160,214 1,995,949 2,716,282 626,295 470,264 213,723 950,847 981,685 383,240 226,277 920,670 184,389 68,674 277,182 24 16,814 84,209 343,089 2 3,619,681 36,727 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Balance Summary (continued) Beginning Fund Balance Summary FUND INTERNAL SERVICE (CONT'D) 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 654 EQUIPMENT SERVICES 673 REPROG RAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS INTERNAL SERVICE MARICOPA COUNTY FY 2008-09 ADOPTED BUDGET SOURCES: USES: UNDESIG. BEG. FUND NON NON BALANCE OPERATING RECURRING OPERATING RECURRING $ 279 86,840 1,213,564 823,302 548,045 13,882,989 6,116,606 64,867,634 ELIMINATIONS $ - ALL FUNDS $ 987,802,715 $ $ $ 507,318 487,080 15,519,000 996,885 36,172,043 $ 16,557,997 213,847,479 $ - $ - $ 507,318 487,080 13,522,007 983,793 38,624,251 $ 16,101,153 212,317,693 $ 460,000 1,800,000 3,260,000 STRUCTURAL BALANCE $ $ UNDESIG. ENDING FUND BALANCE 1,996,993 13,092 (2,452,208) $ 456,844 1,529,786 $ 279 86,840 1,213,564 2,360,295 561,137 11,430,781 4,773,450 63,137,420 $ (385,858,229) $ (257,371,636) $ (409,432,723) $ (233,797,142) $ 23,574,494 $ $ 1,847,188,750 75,425,593 $ 605,257,126 $ 130 29,153,254 $ 1,771,763,157 $ 487,124,436 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Designations The following schedule lists amounts designated for future purposes within the estimated balances of various funds. Designations are the County’s self-imposed limitation on financial resources that would otherwise be available for use. The primary fund balance designation is for budget stabilization. For the County General Fund, this includes an amount designated to cover cash shortfalls during the fiscal year due to the property tax collection cycle, as well as a reserve or “rainy day” fund. Combined, these two elements equal 15% of the operating budget. The designations in the Detention Fund are for budget stabilization and future capital improvements. Amounts designated in Planning and Development, Public Health, and Air Quality Special Revenue funds for capital improvements are under review, and will be determined at a later date. FY 2008-09 Fund Balance Designations Fund/Designation General Fund (Fund 100) Budget Stabilization: Cash Flow/Property Tax Reserve FY 2007-08 (Inc.)/Dec. 54,000,000 $ 157,809,663 211,809,663 $ 58,000,000 $ 118,549,851 176,549,851 $ (4,000,000) (1) 39,259,812 (2) 35,259,812 $ 34,300,000 $ 3,433,900 249,543,563 $ 34,300,000 $ 210,849,851 $ (3) 3,433,900 38,693,712 Planning and Development Fees (Fund 226) Future Capital Projects $ 10,000,000 $ 9,000,000 $ 1,000,000 (4) Detention Fund (Fund 255) Budget Stabilization: Future Capital Projects $ 35,000,000 $ 50,000,000 85,000,000 $ (35,000,000) (2) 25,000,000 (4) (10,000,000) Benefits Self-Funding Reserve Sheriff Court Remodel Major Maintenance Project $ FY 2008-09 $ $ $ $ 75,000,000 75,000,000 $ Public Health Fees (Fund 265) Future Capital Projects $ 634,000 $ 634,000 $ - (4) Air Quality Fees (Fund 504) Future Capital Projects $ 3,000,000 $ 2,700,000 $ 300,000 (4) (1) Based on estimate of the amount needed to eliminate the need for Tax Anticipation Notes or other forms of short-term borrowing to finance current operations. (2) This reserve is maintained to offset the impact of economic downturns or unexpected financial losses. Beginning in FY 2008-09, a reserve is added in the Detention Fund (255) in response to fluctuations in Jail Excise Tax collections. (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. 131 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Expenditure Limitation Maricopa County expenditures are subject to limitation according to Article 9, Section 20 of the Arizona Constitution. The Expenditure Limitation is calculated annually by the Economic Estimates Commission based on Maricopa County’s actual expenditures in FY 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 2008-09 Expenditure Limitation $ 1,099,442,729 FY 2008-09 Est. Expenditures Subject to Limitation $ 1,099,442,728 Expenditures (Over)/Under Limitation $ 132 1 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund FY 2006-07 ACTUAL ALL FUNDS JUDICIAL BRANCH 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - TRIAL COURTS $ FY 2007-08 ADOPTED $ SUBTOTAL $ 75,028,158 15,913,108 64,003,031 80,643,740 235,588,037 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 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 361,153 351,972 328,760 322,235 376,157 22,383,940 40,608,005 71,218,754 26,289,369 2,107,574 12,577,378 13,336,567 4,017,912 4,657,322 259,616,459 458,553,557 $ APPOINTED DEPARTMENT 060 - CLERK OF THE BOARD $ 735,248 140 - CALL CENTER 1,592,996 150 - EMERGENCY MANAGEMENT 1,579,134 170 - COMMUNITY DEVELOPMENT 9,351,113 180 - FINANCE 4,351,846 200 - COUNTY MANAGER 1,681,954 220 - HUMAN SERVICES 43,718,389 230 - INTERNAL AUDIT 1,880,318 260 - CORRECTIONAL HEALTH 47,026,278 290 - MEDICAL EXAMINER 7,419,433 300 - PARKS & RECREATION 6,911,742 310 - WORKFORCE MGT & DEVELOPMENT 3,100,916 340 - PUBLIC FIDUCIARY 2,526,743 350 - EMPLOYEE HEALTH INITIATIVES 19,192,150 390 - HEALTH CARE PROGRAMS 229,229,041 410 - ENTERPRISE TECHNOLOGY 26,871,642 420 - JUSTICE SYSTEM PLANNING & INFO 1,512,030 440 - PLANNING & DEVELOPMENT 16,780,725 460 - RESEARCH & REPORTING 281,311 470 - NON-DEPARTMENTAL 895,005,828 490 - MANAGEMENT & BUDGET 3,040,438 520 - PUBLIC DEFENDER 35,527,420 540 - LEG AL DEFENDER 8,555,765 550 - LEG AL ADVOCATE 7,630,480 560 - PUBLIC DEFENSE SERVICES 18,508,387 570 - JUVENILE DEFENDER 4,350,122 700 - FACILITIES MANAGEMENT 14,740,037 710 - COMMUNICATIONS 1,016,892 730 - MATERIALS MANAGEMENT 2,796,695 740 - EQUIPMENT SERVICES 14,091,903 750 - RISK MANAGEMENT 33,044,629 790 - ANIMAL CARE & CONTROL 9,790,289 850 - AIR QUALITY 15,311,937 860 - PUBLIC HEALTH 52,078,185 880 - ENVIRONMENTAL SERVICES 17,128,707 910 - PUBLIC WORKS 165,040,348 SUBTOTAL $ 1,842,854,403 ELIMINATIONS 980 - ELIMINATIONS (COUNTY) MARICO PA COUNTY $ SUBTOTAL $ $ $ $ 1,662,184,418 83,590,127 17,170,841 69,265,947 86,774,160 256,801,075 $ 391,686 391,686 391,686 391,686 391,686 25,446,423 43,501,140 77,159,493 12,187,046 2,424,814 12,229,718 9,013,591 5,896,698 5,911,957 288,092,712 483,822,022 $ $ 840,627 1,759,134 1,352,520 13,523,899 4,048,897 1,439,173 45,212,209 1,949,548 52,719,438 8,056,892 9,291,654 3,249,295 2,762,148 133,444,808 235,935,047 25,721,362 2,830,338 17,194,035 378,755 909,323,659 4,318,819 38,100,654 9,630,784 8,415,217 17,930,726 4,367,355 17,114,420 966,495 3,204,926 12,388,440 35,893,572 10,926,857 16,403,646 50,728,877 26,052,208 171,905,205 $ 2,029,369,677 (755,358,247) $ (755,358,247) $ FY 2007-08 REVISED $ $ $ 2,214,275,629 133 84,285,348 17,170,585 69,649,084 87,223,841 258,328,858 $ 389,161 389,161 389,161 389,161 389,161 25,477,383 44,030,111 81,862,654 12,165,128 2,434,957 12,366,139 9,013,876 5,914,342 5,972,199 295,795,364 496,977,958 $ $ 783,071 1,763,208 1,545,865 13,526,903 4,091,497 1,442,089 45,740,206 1,994,398 53,231,139 8,190,895 10,826,470 6,234,458 2,813,379 133,485,157 235,588,532 27,152,825 2,759,580 17,717,414 444,441 857,095,732 4,212,123 38,907,439 9,934,226 8,707,185 17,247,643 4,643,051 17,384,229 944,991 3,229,306 12,398,883 35,886,326 11,463,255 24,609,319 55,614,938 25,998,730 171,858,035 $ 2,012,073,824 (425,729,107) $ (425,729,107) $ FY 2007-08 FORECAST $ $ $ 2,191,172,417 83,472,432 17,250,360 66,343,895 85,018,512 252,085,199 $ 361,066 366,984 334,481 327,808 372,634 24,389,273 42,614,175 78,647,643 13,449,047 2,450,806 13,698,058 8,197,296 5,134,377 5,104,473 288,627,454 484,075,575 $ $ 718,045 1,732,366 1,414,905 7,674,687 4,000,794 1,485,088 44,221,880 1,967,215 52,520,331 8,008,549 8,568,194 3,261,833 2,792,374 120,458,937 228,879,756 28,822,039 2,391,010 14,960,196 429,926 498,294,128 3,817,644 38,596,733 9,529,650 8,227,353 22,601,095 4,479,248 16,547,171 763,710 3,227,495 15,021,921 35,409,900 11,828,212 22,782,893 50,689,139 21,540,569 155,020,967 $ 1,593,634,433 (433,601,337) $ (433,601,337) $ FY 2008-09 ADOPTED $ $ $ 1,757,709,090 80,204,352 18,549,657 64,200,085 84,377,689 247,331,783 $ 372,646 372,649 372,649 372,648 372,643 24,923,302 42,380,992 81,182,492 20,126,428 2,361,217 15,915,927 6,782,008 6,999,564 4,196,965 288,746,703 495,478,833 $ $ 716,421 1,628,190 1,394,530 12,709,280 3,787,037 1,429,968 44,460,111 1,843,786 52,844,224 7,738,016 10,176,973 6,145,531 2,612,944 144,086,489 242,362,789 28,686,570 2,237,861 16,366,511 327,743 1,007,180,696 3,746,301 39,858,089 10,645,988 9,542,264 15,414,886 3,654,409 15,652,190 1,007,091 3,013,393 13,982,007 38,624,251 12,563,891 26,846,166 55,570,429 26,425,523 219,210,680 $ 2,218,038,829 (431,137,637) $ (431,137,637) $ ADOPTED VS REVISED VARIANCE % $ $ $ $ (568,416,251) $ (568,416,251) $ $ 2,258,887,593 $ 4,080,996 (1,379,072) 5,448,999 2,846,152 10,997,075 4.8% -8.0% 7.8% 3.3% 4.3% 16,515 4.2% 16,512 4.2% 16,512 4.2% 16,513 4.2% 16,518 4.2% 554,081 2.2% 1,649,119 3.7% 680,162 0.8% (7,961,300) -65.4% 73,740 3.0% (3,549,788) -28.7% 2,231,868 24.8% (1,085,222) -18.3% 1,775,234 29.7% 7,048,661 2.4% 1,499,125 0.3% 66,650 135,018 151,335 817,623 304,460 12,121 1,280,095 150,612 386,915 452,879 649,497 88,927 200,435 (10,601,332) (6,774,257) (1,533,745) 521,719 1,350,903 116,698 (150,084,964) 465,822 (950,650) (711,762) (835,079) 1,832,757 988,642 1,732,039 (62,100) 215,913 (1,583,124) (2,737,925) (1,100,636) (2,236,847) 44,509 (426,793) (47,352,645) (205,965,005) 8.5% 7.7% 9.8% 6.0% 7.4% 0.8% 2.8% 7.6% 0.7% 5.5% 6.0% 1.4% 7.1% -7.9% -2.9% -5.6% 18.9% 7.6% 26.3% -17.5% 11.1% -2.4% -7.2% -9.6% 10.6% 21.3% 10.0% -6.6% 6.7% -12.8% -7.6% -9.6% -9.1% 0.1% -1.6% -27.6% -10.2% 134,814,914 134,814,914 -31.1% -31.1% (67,715,176) -3.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL GENERAL FUND JUDICIAL BRANCH 110 - ADULT PROBATION OPERATING FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ DEPT TOTAL $ 57,705,364 57,705,364 $ $ 65,774,128 65,774,128 $ $ 66,151,242 66,151,242 $ $ 66,057,998 66,057,998 $ $ 60,982,903 60,982,903 $ $ $ DEPT TOTAL $ 12,146,734 12,146,734 $ $ 13,458,934 13,458,934 $ $ 13,458,928 13,458,928 $ $ 14,069,992 14,069,992 $ $ 14,115,672 14,115,672 $ $ $ DEPT TOTAL $ 21,747,569 21,747,569 $ $ 21,235,324 21,235,324 $ $ 21,190,397 21,190,397 $ $ 21,646,716 21,646,716 $ $ 17,220,629 17,220,629 $ $ 3,969,768 3,969,768 18.7% 18.7% $ DEPT TOTAL $ JUDICIAL BRANCH TOTAL $ 67,766,827 67,766,827 159,366,494 $ $ $ 72,758,594 72,758,594 173,226,980 $ $ $ 72,826,275 72,826,275 173,626,842 $ $ $ 72,062,872 72,062,872 173,837,578 $ $ $ 70,347,261 70,347,261 162,666,465 $ $ $ 2,479,014 2,479,014 11,617,121 3.4% 3.4% 6.7% $ $ 361,153 361,153 $ $ 391,686 391,686 $ $ 389,161 389,161 $ $ 361,066 361,066 $ $ 372,646 372,646 $ $ 16,515 16,515 4.2% 4.2% $ $ 351,972 351,972 $ $ 391,686 391,686 $ $ 389,161 389,161 $ $ 366,984 366,984 $ $ 372,649 372,649 $ $ 16,512 16,512 4.2% 4.2% $ $ 328,760 328,760 $ $ 391,686 391,686 $ $ 389,161 389,161 $ $ 334,481 334,481 $ $ 372,649 372,649 $ $ 16,512 16,512 4.2% 4.2% $ $ 322,235 322,235 $ $ 391,686 391,686 $ $ 389,161 389,161 $ $ 327,808 327,808 $ $ 372,648 372,648 $ $ 16,513 16,513 4.2% 4.2% $ $ 376,157 376,157 $ $ 391,686 391,686 $ $ 389,161 389,161 $ $ 372,634 372,634 $ $ 372,643 372,643 $ $ 16,518 16,518 4.2% 4.2% $ $ 22,383,940 22,383,940 $ $ 25,446,423 25,446,423 $ $ 25,477,383 25,477,383 $ $ 24,389,273 24,389,273 $ $ 24,923,302 24,923,302 $ $ 554,081 554,081 2.2% 2.2% $ $ 32,173,873 32,173,873 $ $ 34,177,630 34,177,630 $ $ 34,052,040 34,052,040 $ $ 33,708,852 33,708,852 $ $ 32,343,816 32,343,816 $ $ 1,708,224 1,708,224 5.0% 5.0% $ $ 59,674,765 59,674,765 $ $ 63,399,795 63,399,795 $ $ 65,031,852 65,031,852 $ $ 64,489,670 64,489,670 $ $ 62,837,039 62,837,039 $ $ 2,194,813 2,194,813 3.4% 3.4% $ $ 19,025,269 19,025,269 $ $ 12,157,522 12,157,522 $ $ 12,135,604 12,135,604 $ $ 13,439,207 13,439,207 $ $ 20,096,904 20,096,904 $ $ (7,961,300) (7,961,300) $ $ 2,107,574 2,107,574 $ $ 2,424,814 2,424,814 $ $ 2,434,957 2,434,957 $ $ 2,450,806 2,450,806 $ $ 2,361,217 2,361,217 $ $ $ $ 12,577,378 12,577,378 $ $ 12,229,718 12,229,718 $ $ 12,366,139 12,366,139 $ $ 13,698,058 13,698,058 $ $ 15,915,927 15,915,927 $ $ $ $ 2,246,578 2,246,578 $ $ 2,638,611 2,638,611 $ $ 2,626,351 2,626,351 $ $ 2,445,374 2,445,374 $ $ 2,279,710 2,279,710 $ $ 346,641 346,641 13.2% 13.2% $ $ 2,007,234 2,007,234 $ $ 2,461,627 2,461,627 $ $ 2,449,728 2,449,728 $ $ 2,298,942 2,298,942 $ $ 2,320,833 2,320,833 $ $ 128,895 128,895 5.3% 5.3% $ $ 4,657,322 4,657,322 $ $ 5,111,957 5,111,957 $ $ 5,172,199 5,172,199 $ $ 4,837,809 4,837,809 $ $ 3,396,965 3,396,965 $ $ 1,775,234 1,775,234 34.3% 34.3% $ $ $ 68,952,419 68,952,419 227,546,629 $ $ $ 71,117,264 71,117,264 233,123,791 $ $ $ 72,179,544 72,179,544 235,871,602 $ $ $ 71,588,050 71,588,050 235,109,014 $ $ $ 72,529,713 72,529,713 240,868,661 $ $ $ (350,169) (350,169) (4,997,059) -0.5% -0.5% -2.1% 240 - JUSTICE COURTS OPERATING 270 - JUVENILE PROBATION OPERATING 800 - SUPERIOR COURT OPERATING ELECTED 010 - BOARD OF SUPERVISO RS DIST 1 OPERATING DEPT TOTAL 020 - BOARD OF SUPERVISO RS DIST 2 OPERATING DEPT TOTAL 030 - BOARD OF SUPERVISO RS DIST 3 OPERATING DEPT TOTAL 040 - BOARD OF SUPERVISO RS DIST 4 OPERATING DEPT TOTAL 050 - BOARD OF SUPERVISO RS DIST 5 OPERATING DEPT TOTAL 120 - ASSESSOR OPERATING DEPT TOTAL 160 - CLERK OF THE SUPERIOR COURT OPERATING DEPT TOTAL 190 - COUNTY ATTORNEY OPERATING DEPT TOTAL 210 - ELECTIONS OPERATING DEPT TOTAL 250 - CONSTABLES OPERATING DEPT TOTAL 280 - COUNTY ATTORNEY CIVIL OPERATING DEPT TOTAL 360 - RECORDER OPERATING DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS OPERATING DEPT TOTAL 430 - TREASURER OPERATING DEPT TOTAL 500 - SHERIFF OPERATING DEPT TOTAL ELECTED TOTAL 134 5,168,339 5,168,339 (656,744) (656,744) 73,740 73,740 (3,549,788) (3,549,788) 7.8% 7.8% -4.9% -4.9% -65.6% -65.6% 3.0% 3.0% -28.7% -28.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL GENERAL FUND (cont'd) APPOINTED 060 - CLERK OF THE BOARD OPERATING FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ DEPT TOTAL $ 735,248 735,248 $ $ 840,627 840,627 $ $ 783,071 783,071 $ $ 718,045 718,045 $ $ 716,421 716,421 $ $ 66,650 66,650 8.5% 8.5% $ DEPT TOTAL $ 150 - EMERGENCY MANAGEMENT OPERATING $ DEPT TOTAL $ 180 - FINANCE OPERATING $ DEPT TOTAL $ 200 - COUNTY MANAGER OPERATING $ DEPT TOTAL $ 220 - HUMAN SERVICES OPERATING $ DEPT TOTAL $ 230 - INTERNAL AUDIT OPERATING $ DEPT TOTAL $ 260 - CORRECTIONAL HEALTH OPERATING $ DEPT TOTAL $ 290 - MEDICAL EXAMINER OPERATING $ DEPT TOTAL $ 300 - PARKS & RECREATION OPERATING $ DEPT TOTAL $ 310 - WORKFORCE MGT & DEVELOPMENT OPERATING $ DEPT TOTAL $ 340 - PUBLIC FIDUCIARY OPERATING $ DEPT TOTAL $ 350 - EMPLOYEE HEALTH INITIATIVES OPERATING $ DEPT TOTAL $ 390 - HEALTH CARE PROGRAMS OPERATING $ DEPT TOTAL $ 410 - ENTERPRISE TECHNOLO GY OPERATING $ DEPT TOTAL $ 420 - JUSTICE SY STEM PLANNING & INFO OPERATING $ DEPT TOTAL $ 460 - RESEARCH & REPORTING OPERATING $ DEPT TOTAL $ 1,592,996 1,592,996 $ $ 1,759,134 1,759,134 $ $ 1,763,208 1,763,208 $ $ 1,732,366 1,732,366 $ $ 1,628,190 1,628,190 $ $ 135,018 135,018 7.7% 7.7% 238,187 238,187 $ $ 268,636 268,636 $ $ 268,636 268,636 $ $ 267,247 267,247 $ $ 234,996 234,996 $ $ 33,640 33,640 12.5% 12.5% 4,351,846 4,351,846 $ $ 4,048,897 4,048,897 $ $ 4,091,497 4,091,497 $ $ 4,000,794 4,000,794 $ $ 3,787,037 3,787,037 $ $ 304,460 304,460 7.4% 7.4% 1,681,954 1,681,954 $ $ 1,439,173 1,439,173 $ $ 1,442,089 1,442,089 $ $ 1,485,088 1,485,088 $ $ 1,429,968 1,429,968 $ $ 12,121 12,121 0.8% 0.8% 2,702,378 2,702,378 $ $ 2,702,378 2,702,378 $ $ 2,702,378 2,702,378 $ $ 2,702,378 2,702,378 $ $ 2,517,013 2,517,013 $ $ 185,365 185,365 6.9% 6.9% 1,880,318 1,880,318 $ $ 1,949,548 1,949,548 $ $ 1,994,398 1,994,398 $ $ 1,967,215 1,967,215 $ $ 1,843,786 1,843,786 $ $ 150,612 150,612 7.6% 7.6% 3,586,286 3,586,286 $ $ 3,570,368 3,570,368 $ $ 4,076,942 4,076,942 $ $ 3,705,345 3,705,345 $ $ 3,581,457 3,581,457 $ $ 495,485 495,485 12.2% 12.2% 7,321,894 7,321,894 $ $ 8,056,892 8,056,892 $ $ 8,083,502 8,083,502 $ $ 7,910,589 7,910,589 $ $ 7,738,016 7,738,016 $ $ 345,486 345,486 4.3% 4.3% 1,761,166 1,761,166 $ $ 1,772,629 1,772,629 $ $ 1,764,191 1,764,191 $ $ 1,677,480 1,677,480 $ $ 1,426,304 1,426,304 $ $ 337,887 337,887 19.2% 19.2% 3,100,916 3,100,916 $ $ 3,249,295 3,249,295 $ $ 6,234,458 6,234,458 $ $ 3,261,833 3,261,833 $ $ 6,145,531 6,145,531 $ $ 88,927 88,927 1.4% 1.4% 2,526,743 2,526,743 $ $ 2,762,148 2,762,148 $ $ 2,813,379 2,813,379 $ $ 2,792,374 2,792,374 $ $ 2,612,944 2,612,944 $ $ 200,435 200,435 7.1% 7.1% 2,343,920 2,343,920 $ $ - $ $ - $ $ - $ $ - $ $ - 222,790,578 222,790,578 $ $ 229,499,543 229,499,543 $ $ 229,153,028 229,153,028 $ $ 222,657,832 222,657,832 $ $ 234,768,067 234,768,067 $ $ (5,615,039) (5,615,039) -2.5% -2.5% 7,754,440 7,754,440 $ $ 10,052,098 10,052,098 $ $ 10,592,666 10,592,666 $ $ 10,287,827 10,287,827 $ $ 10,785,417 10,785,417 $ $ (192,751) (192,751) -1.8% -1.8% - $ $ 846,536 846,536 $ $ 846,536 846,536 $ $ 725,245 725,245 $ $ 542,057 542,057 $ $ 304,479 304,479 36.0% 36.0% 281,311 281,311 $ $ 378,755 378,755 $ $ 444,441 444,441 $ $ 429,926 429,926 $ $ 327,743 327,743 $ $ 116,698 116,698 26.3% 26.3% 140 - CALL CENTER OPERATING 135 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL GENERAL FUND (cont'd) APPOINTED (cont'd) 470 - NON-DEPARTMENTAL OPERATING $ NON-RECURRING /NO N-PRO JECT 11TH AVE BLDG RESTORATIO N 333 WEST HATCHER ADMIN BUILDING IMPROVEMENTS APACHE LAKE AVONDALE SHERIFF SUB BUILDING ASSESSMENT PROJECTS BUILDING SECURITY PROJECTS CANYON LAKE CARPET AND PAINTING PROGRAM CENTRAL COURT BLDG CHAMBERS BUILDING CLRK O F CRT IMPRV (JACKSON ST) CODE COMPLIANCE RESERVE COMPLEX - ADMIN DRNGO ADMIN BLDG & SHOPS DURANGO BUILDING DEMO DURANGO PARKING GARAGE EAST CRTS INFRASTRUC IMPRVMNTS ELECTIONS WAREHOUSE EMERGENCY SVCS ADMIN IMP ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS EQUIPMENT SERVICES FORENSIC SCIENCE CENTER GARFIELD ADULT PROBATION GENERAL INVESTIGATION & TO U GLENDALE - REGIONAL DAY JUVENILE DETENTION BLDG LAKE PLEASANT IMPROVEMENTS LAW ENFORCEMENT COMPUTER CTR LBJ COMPLEX LIFE/SAFETY PROJECTS MSCO BARTLETT LAKE SUBST IMPRV NORTHEAST JUSTICE COURT NORTHWEST JUSTICE COURTS OLD COURT HOUSE BLDG IMPRVMTS PROBATION SECURITY PROGRAM FEES PUBLIC HEALTH CLINIC SAGUARO LAKE SCOTTSDALE ADULT PROBATION SE JUV INFRASTRUC IMPRVMTS SE REG INFRASTRUC IMPRVMTS SEC CTR INFRASTRUC IMPRVMTNS SOUTHPORT ADULT PROBATION ST. VINCENT DE PAUL DEMOLITION VEHICLE PROCESSING CENTER WEST COURT WEST COURT INFRASTRUC IMPRVMTN DEPT TOTAL $ 558,448,689 $ (2,563) 501,633 2,956,567 640,913 216,022 880,469 660,385 584,579 18,746 230,450 8,648 212,536 867,593 2,757,384 363,491 140,724 256,520 350,518 8,396 1,532,922 331,672 418,265 949,989 171,806 99,999 16,271 248,839 188,507 816,184 2,895 298,744 280,115 168,136 575,626,044 $ FY 2007-08 ADOPTED FY 2007-08 REVISED 370,049,501 157,646,219 100,000 2,320,076 615,842 500,000 289,000 771,000 500,000 55,000 400,000 295,254 34,161 433,000 200,000 250,000 136,000 110,944 155,000 385,000 96,000 500,000 150,000 500,000 853,000 230,000 2,040,000 95,000 2,921,889 290,211 55,000 441,198 1,246,000 544,664,295 $ $ 136 354,843,015 156,284,574 98,366 1,806,231 590,601 500,000 289,000 3,170,870 500,000 55,000 132,407 22,643 433,000 100,000 250,000 136,000 116,604 155,000 385,000 96,000 500,000 729 500,000 1,891,000 230,000 2,011,493 95,000 983,889 55,000 219,885 1,330,864 527,782,171 FY 2007-08 FORECAST $ $ 248,500,403 $ 64,241,229 82,019 1,697,294 545,595 413,245 (1) 272,717 1,810,034 452,019 45,058 (345,795) 10,439 411,096 92,170 211,607 135,959 88,640 125,530 309,906 76,799 516,080 (2) 9,078 426,129 1,530,543 185,252 1,999,253 73,631 1,058,830 44,546 213,736 745,035 325,978,074 $ FY 2008-09 ADOPTED 371,063,308 269,543,792 414,000 323,000 400,000 400,000 158,000 712,000 150,000 1,059,000 67,000 350,000 92,000 500,000 30,000 200,000 26,000 374,000 143,000 67,000 1,500,000 647,572,100 ADOPTED VS REVISED VARIANCE % $ $ (16,220,293) -4.6% (113,259,218) -72.5% 98,366 100.0% (414,000) 1,483,231 82.1% 590,601 100.0% 100,000 20.0% 289,000 100.0% 3,170,870 100.0% 100,000 20.0% 55,000 100.0% 132,407 100.0% 22,643 100.0% 275,000 63.5% (612,000) -612.0% 100,000 40.0% (1,059,000) 136,000 100.0% 116,604 100.0% 155,000 100.0% (67,000) 35,000 9.1% 96,000 100.0% (92,000) 0.0% (29,271) -4015.2% 300,000 60.0% 1,865,000 98.6% 230,000 100.0% 2,011,493 100.0% 95,000 100.0% 609,889 62.0% (143,000) (67,000) 55,000 100.0% 219,885 100.0% (169,136) -12.7% (119,789,929) -22.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL GENERAL FUND (cont'd) APPOINTED (cont'd) 490 - MANAGEMENT & BUDGET OPERATING DEPT TOTAL 520 - PUBLIC DEFENDER OPERATING DEPT TOTAL 540 - LEGAL DEFENDER OPERATING DEPT TOTAL 550 - LEGAL ADVOCATE OPERATING DEPT TOTAL 560 - PUBLIC DEFENSE SERVICES OPERATING DEPT TOTAL 570 - JUVENILE DEFENDER OPERATING DEPT TOTAL 700 - FACILITIES MANAGEMENT OPERATING DEPT TOTAL 710 - COMMUNICATIONS OPERATING DEPT TOTAL 730 - MATERIALS MANAGEMENT OPERATING DEPT TOTAL 790 - ANIMAL CARE & CONTROL OPERATING DEPT TOTAL 850 - AIR QUALITY OPERATING DEPT TOTAL 860 - PUBLIC HEALTH OPERATING DEPT TOTAL 880 - ENVIRONMENTAL SERVICES OPERATING DEPT TOTAL APPOINTED TOTAL GENERAL FUND TOTAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ 3,040,438 3,040,438 $ $ 4,318,819 4,318,819 $ $ 4,212,123 4,212,123 $ $ 3,817,644 3,817,644 $ $ 3,746,301 3,746,301 $ $ 465,822 465,822 11.1% 11.1% $ $ 33,263,442 33,263,442 $ $ 35,511,313 35,511,313 $ $ 36,331,255 36,331,255 $ $ 36,284,434 36,284,434 $ $ 36,768,742 36,768,742 $ $ (437,487) (437,487) -1.2% -1.2% $ $ 8,437,745 8,437,745 $ $ 9,495,990 9,495,990 $ $ 9,799,432 9,799,432 $ $ 9,394,856 9,394,856 $ $ 10,511,194 10,511,194 $ $ (711,762) (711,762) -7.3% -7.3% $ $ 7,619,904 7,619,904 $ $ 8,402,717 8,402,717 $ $ 8,694,685 8,694,685 $ $ 8,217,853 8,217,853 $ $ 9,529,764 9,529,764 $ $ (835,079) (835,079) -9.6% -9.6% $ $ 18,508,387 18,508,387 $ $ 17,930,726 17,930,726 $ $ 17,247,643 17,247,643 $ $ 22,601,095 22,601,095 $ $ 15,414,886 15,414,886 $ $ 1,832,757 1,832,757 10.6% 10.6% $ $ 4,350,122 4,350,122 $ $ 4,367,355 4,367,355 $ $ 4,643,051 4,643,051 $ $ 4,479,248 4,479,248 $ $ 3,654,409 3,654,409 $ $ 988,642 988,642 21.3% 21.3% $ $ 12,699,359 12,699,359 $ $ 14,078,935 14,078,935 $ $ 14,177,995 14,177,995 $ $ 13,457,086 13,457,086 $ $ 12,908,663 12,908,663 $ $ 1,269,332 1,269,332 9.0% 9.0% $ $ 990,795 990,795 $ $ 903,495 903,495 $ $ 857,941 857,941 $ $ 688,061 688,061 $ $ 932,091 932,091 $ $ (74,150) (74,150) -8.6% -8.6% $ $ 1,859,043 1,859,043 $ $ 2,071,136 2,071,136 $ $ 2,123,861 2,123,861 $ $ 2,103,372 2,103,372 $ $ 2,029,600 2,029,600 $ $ 94,261 94,261 4.4% 4.4% $ $ 375,982 375,982 $ $ 361,432 361,432 $ $ 360,115 360,115 $ $ 360,115 360,115 $ $ 322,919 322,919 $ $ 37,196 37,196 10.3% 10.3% $ $ 459,755 459,755 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ 10,451,481 10,451,481 $ $ 12,878,580 12,878,580 $ $ 12,921,147 12,921,147 $ $ 11,522,894 11,522,894 $ $ 12,462,708 12,462,708 $ $ 458,439 458,439 $ 3,687,644 $ 3,687,644 $ 1,039,625,968 $ 1,443,161,094 $ $ $ $ $ 3,425,341 $ 3,425,341 $ 945,758,019 $ 1,332,671,142 $ 7,063,645 $ 7,063,645 $ 935,245,095 $ 1,341,595,866 $ 7,059,208 $ 7,059,208 $ 923,265,047 $ 1,332,763,491 137 $ 3,401,910 $ 3,401,910 $ 708,628,226 $ 1,117,574,818 3,371,564 3,371,564 (116,360,921) (110,397,603) 3.5% 3.5% 47.8% 47.8% -12.6% -8.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE - GRANT JUDICIAL BRANCH 110 - ADULT PROBATION 211 ADULT PRO BATION GRANTS OPERATING FUND TOTAL DEPT TOTAL 270 - JUVENILE PROBATION 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL DEPT TOTAL 800 - SUPERIOR COURT 238 TRIAL COURTS GRANTS OPERATING FUND TOTAL DEPT TOTAL JUDICIAL BRANCH TOTAL ELECTED 160 - CLERK OF THE SUPERIOR COURT 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL DEPT TOTAL 190 - COUNTY ATTORNEY 219 COUNTY ATTORNEY GRANTS OPERATING FUND TOTAL DEPT TOTAL 210 - ELECTIONS 248 ELECTIONS GRANT OPERATING FUND TOTAL DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS 715 SCHOOL G RANT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 500 - SHERIFF 251 SHERIFF GRANTS OPERATING FUND TOTAL DEPT TOTAL ELECTED TOTAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ $ 4,086,158 4,086,158 4,086,158 $ $ $ 4,254,173 4,254,173 4,254,173 $ $ $ 4,577,472 $ 4,577,472 $ 4,577,472 $ 4,237,528 4,237,528 4,237,528 $ $ $ 4,577,481 4,577,481 4,577,481 $ $ $ $ $ $ 6,844,935 6,844,935 6,844,935 $ $ $ 8,591,502 8,591,502 8,591,502 $ $ $ 8,829,528 $ 8,829,528 $ 8,829,528 $ 6,399,230 6,399,230 6,399,230 $ $ $ 6,227,304 6,227,304 6,227,304 $ $ $ 2,602,224 2,602,224 2,602,224 29.5% 29.5% 29.5% $ $ $ $ 1,382,182 1,382,182 1,382,182 12,313,275 $ $ $ $ 2,013,717 2,013,717 2,013,717 14,859,392 $ $ $ $ $ $ $ $ 1,628,385 1,628,385 1,628,385 12,265,143 $ $ $ $ 2,013,724 2,013,724 2,013,724 12,818,509 $ $ $ $ (7) (7) (7) 2,602,208 0.0% 0.0% 0.0% 16.9% $ $ $ 1,368,535 1,368,535 1,368,535 $ $ $ 1,676,124 1,676,124 1,676,124 $ $ $ 1,676,124 $ 1,676,124 $ 1,676,124 $ 1,450,242 1,450,242 1,450,242 $ $ $ 1,635,833 1,635,833 1,635,833 $ $ $ 40,291 40,291 40,291 2.4% 2.4% 2.4% $ $ $ 5,970,114 5,970,114 5,970,114 $ $ $ 6,160,825 6,160,825 6,160,825 $ $ $ 8,347,333 $ 8,347,333 $ 8,347,333 $ 6,789,267 6,789,267 6,789,267 $ $ $ 8,347,330 8,347,330 8,347,330 $ $ $ 3 3 3 0.0% 0.0% 0.0% $ $ $ 7,264,100 7,264,100 7,264,100 $ $ $ 29,524 29,524 29,524 $ $ $ 29,524 $ 29,524 $ 29,524 $ 9,840 9,840 9,840 $ $ $ 29,524 29,524 29,524 $ $ $ - 0.0% 0.0% 0.0% $ $ 2,212,470 2,212,470 2,212,470 $ $ 1,027,016 785,000 1,812,016 1,812,016 $ $ $ 2,589,047 $ 2,589,047 $ 2,589,047 $ $ $ $ 2,559,504 2,559,504 2,559,504 $ $ $ 1,074,430 1,074,430 1,074,430 $ $ $ $ 5,588,534 5,588,534 5,588,534 21,265,713 $ $ $ $ 5,084,102 5,084,102 5,084,102 15,510,079 $ $ $ $ 5,855,806 5,855,806 5,855,806 16,317,625 $ $ $ $ 7,548,150 7,548,150 7,548,150 19,372,853 138 2,013,717 2,013,717 2,013,717 15,420,717 7,278,882 7,278,882 7,278,882 19,920,910 $ $ $ $ (9) (9) (9) 0.0% 0.0% 0.0% $ $ 1,562,031 (785,000) 777,031 777,031 60.3% 30.0% 30.0% $ $ $ $ (269,268) (269,268) (269,268) 548,057 -3.7% -3.7% -3.7% 2.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE - GRANT APPOINTED 170 - COMMUNITY DEVELO PMENT 217 CDBG, HOUSING TRUST OPERATING FUND TOTAL DEPT TOTAL 220 - HUMAN SERVICES 222 HUMAN SERVICES GRANTS OPERATING FUND TOTAL DEPT TOTAL 260 - CORRECTIONAL HEALTH 292 CORRECTIONAL HEALTH GRANT OPERATING FUND TOTAL DEPT TOTAL 290 - MEDICAL EXAMINER 224 MEDICAL EXAMINER GRANT OPERATING FUND TOTAL DEPT TOTAL 300 - PARKS & RECREATION 230 PARKS & REC. GRANTS OPERATING FUND TOTAL DEPT TOTAL 390 - HEALTH CARE PROGRAMS 532 PUBLIC HEALTH GRANTS OPERATING FUND TOTAL DEPT TOTAL 470 - NON-DEPARTMENTAL 249 NON DEPARTMENTAL GRANT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 520 - PUBLIC DEFENDER 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL DEPT TOTAL 790 - ANIMAL CARE & CONTROL 573 ANIMAL CONTROL GRANTS OPERATING FUND TOTAL DEPT TOTAL 850 - AIR QUALITY 503 AIR QUALITY GRANT OPERATING FUND TOTAL DEPT TOTAL 860 - PUBLIC HEALTH 532 PUBLIC HEALTH GRANTS OPERATING FUND TOTAL DEPT TOTAL 880 - ENVIRO NMENTAL SERVICES 505 ENVIRONMENTAL SERVICES GRANT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 910 - PUBLIC WORKS 223 TRANSPO RTATION GRANTS OPERATING FUND TOTAL DEPT TOTAL APPOINTED TOTAL SPECIAL REVENUE - GRANT TOTAL SPECIAL REVENUE OTHER TOTAL SPECIAL REVENUE TOTAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ $ 9,351,115 9,351,115 9,351,115 $ $ $ 13,523,899 13,523,899 13,523,899 $ $ $ 13,526,903 $ 13,526,903 $ 13,526,903 $ 7,674,687 7,674,687 7,674,687 $ $ $ 12,709,280 12,709,280 12,709,280 $ $ $ 817,623 817,623 817,623 6.0% 6.0% 6.0% $ $ $ 41,015,961 41,015,961 41,015,961 $ $ $ 42,509,831 42,509,831 42,509,831 $ $ $ 43,037,828 $ 43,037,828 $ 43,037,828 $ 41,519,502 41,519,502 41,519,502 $ $ $ 41,943,098 41,943,098 41,943,098 $ $ $ 1,094,730 1,094,730 1,094,730 2.5% 2.5% 2.5% $ $ $ 193,607 193,607 193,607 $ $ $ 351,729 351,729 351,729 $ $ $ 351,729 $ 351,729 $ 351,729 $ 358,451 358,451 358,451 $ $ $ 32,818 32,818 32,818 $ $ $ 318,911 318,911 318,911 90.7% 90.7% 90.7% $ $ $ 97,539 97,539 97,539 $ $ $ - $ $ $ 107,393 $ 107,393 $ 107,393 $ 97,960 97,960 97,960 $ $ $ - $ $ $ 107,393 107,393 107,393 100.0% 100.0% 100.0% $ $ $ 279,643 279,643 279,643 $ $ $ 1,794,770 1,794,770 1,794,770 $ $ $ 1,799,232 $ 1,799,232 $ 1,799,232 $ 206,882 206,882 206,882 $ $ $ 14,965 14,965 14,965 $ $ $ 1,784,267 1,784,267 1,784,267 99.2% 99.2% 99.2% $ $ $ 6,432,061 6,432,061 6,432,061 $ $ $ 6,435,504 6,435,504 6,435,504 $ $ $ 6,435,504 $ 6,435,504 $ 6,435,504 $ 6,221,924 6,221,924 6,221,924 $ $ $ 7,594,722 7,594,722 7,594,722 $ $ $ (1,159,218) -18.0% (1,159,218) -18.0% (1,159,218) -18.0% $ $ $ $ - $ $ 9,654,668 6,568,541 16,223,209 16,223,209 $ $ $ 8,649,727 8,649,727 8,649,727 $ $ $ 14,949,882 14,949,882 14,949,882 $ $ $ 1,145,224 1,145,224 1,145,224 $ $ (1,004,941) -11.6% (6,568,541) (7,573,482) -87.6% (7,573,482) -87.6% $ $ $ 353,532 353,532 353,532 $ $ $ 387,261 387,261 387,261 $ $ $ 387,261 $ 387,261 $ 387,261 $ 379,103 379,103 379,103 $ $ $ 387,251 387,251 387,251 $ $ $ 10 10 10 0.0% 0.0% 0.0% $ $ $ 644,576 644,576 644,576 $ $ $ 446,765 446,765 446,765 $ $ $ 976,849 $ 976,849 $ 976,849 $ 854,594 854,594 854,594 $ $ $ 879,460 879,460 879,460 $ $ $ 97,389 97,389 97,389 10.0% 10.0% 10.0% $ $ $ 3,952,911 3,952,911 3,952,911 $ $ $ 4,010,023 4,010,023 4,010,023 $ $ $ 4,010,023 $ 4,010,023 $ 4,010,023 $ 3,679,726 3,679,726 3,679,726 $ $ $ 4,132,151 4,132,151 4,132,151 $ $ $ (122,128) (122,128) (122,128) -3.0% -3.0% -3.0% $ $ $ 38,184,050 38,184,050 38,184,050 $ $ $ 34,184,711 34,184,711 34,184,711 $ $ $ 37,968,461 $ 37,968,461 $ 37,968,461 $ 35,153,937 35,153,937 35,153,937 $ $ $ 38,006,654 38,006,654 38,006,654 $ $ $ (38,193) (38,193) (38,193) -0.1% -0.1% -0.1% $ $ 1,289,268 1,289,268 1,289,268 $ $ 851,880 (425,000) 426,880 426,880 63.8% $ $ 482,998 425,000 907,998 907,998 $ $ $ 1,334,878 $ 1,334,878 $ 1,334,878 $ $ $ $ 1,334,878 1,334,878 1,334,878 $ $ $ 99,022 99,022 99,022 $ $ $ $ $ $ $ 943,669 943,669 943,669 102,692,911 136,271,899 575,942,345 712,214,244 $ $ $ $ $ $ $ 1,170,760 1,170,760 1,170,760 121,100,013 151,469,484 686,292,387 837,761,871 $ $ $ $ $ $ $ 563,225 563,225 563,225 97,999,259 126,582,027 620,662,157 747,244,184 $ $ $ $ $ $ $ 665,308 665,308 665,308 123,496,914 155,688,276 791,047,183 946,735,459 $ $ $ $ $ $ $ 139 1,170,760 1,170,760 1,170,760 119,756,548 155,098,175 704,544,589 859,642,764 $ $ $ $ $ $ $ $ 32.0% 32.0% 505,452 43.2% 505,452 43.2% 505,452 43.2% (3,740,366) -3.1% (590,101) -0.4% (86,502,594) -12.3% (87,092,695) -10.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER JUDICIAL BRANCH 110 - ADULT PROBATION 201 ADULT PRO BATION FEES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 270 - JUVENILE PROBATION 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL DEPT TOTAL 800 - SUPERIOR COURT 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL 256 PRO BATE FEES OPERATING FUND TOTAL 257 CONCILIATION COURT FEES OPERATING FUND TOTAL 259 TRIAL COURTS SPECIAL REVENUE OPERATING FUND TOTAL 261 LAW LIBRARY FEES OPERATING FUND TOTAL 264 SUPERIOR COURT FILL THE GAP OPERATING FUND TOTAL 271 EXPEDITED CHILD SUPPORT OPERATING FUND TOTAL 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL DEPT TOTAL JUDICIAL BRANCH TOTAL $ $ $ 13,236,621 13,236,621 13,236,621 $ $ FY 2007-08 ADOPTED $ $ $ 13,561,826 13,561,826 13,561,826 995,760 995,760 $ $ $ $ 27,009 27,009 $ $ FY 2007-08 REVISED $ $ 13,556,634 13,556,634 13,556,634 $ $ 13,176,906 13,176,906 13,176,906 2,896,187 2,896,187 $ $ $ $ 10,000 10,000 34,141,158 34,141,158 $ $ $ $ $ 246,596 246,596 35,410,523 $ $ $ 2,896,187 2,896,187 $ $ $ $ 25,000 25,000 36,216,301 36,216,301 $ $ $ $ $ 316,633 316,633 39,439,121 346,383 346,383 $ $ $ $ 369,996 369,996 $ $ FY 2008-09 ADOPTED $ ADOPTED VS REVISED VARIANCE % $ $ 14,249,145 394,823 14,643,968 14,643,968 $ $ (692,511) (394,823) ( 1,087,334) ( 1,087,334) 2,867,595 2,867,595 $ $ 4,696,187 4,696,187 $ $ ( 1,800,000) -62.2% ( 1,800,000) -62.2% $ $ 19,210 19,210 $ $ 25,000 25,000 $ $ - 0.0% 0.0% 36,391,339 36,391,339 $ $ 35,085,810 35,085,810 $ $ 35,714,330 35,714,330 $ $ 677,009 677,009 1.9% 1.9% $ $ $ 316,633 316,633 39,629,159 $ $ $ 325,334 325,334 38,297,949 $ $ $ 316,635 316,635 40,752,152 $ (2) 0.0% $ ( 1,122,993) -2.8% 433,277 433,277 $ $ 640,277 640,277 $ $ 448,610 448,610 $ $ 433,286 433,286 $ 206,991 32.3% $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 357,546 357,546 $ $ 389,531 389,531 $ $ - 0.0% 0.0% 1,626,984 1,626,984 $ $ 1,695,930 1,695,930 $ $ 1,695,930 1,695,930 $ $ 1,597,895 1,597,895 $ $ 1,695,930 1,695,930 $ - 0.0% $ $ 5,733,448 5,733,448 $ $ 5,680,313 5,680,313 $ $ 5,855,313 5,855,313 $ $ 5,501,369 5,501,369 $ $ 5,680,313 5,680,313 $ $ 175,000 175,000 3.0% 3.0% $ $ 892,665 892,665 $ $ 885,000 885,000 $ $ 885,000 885,000 $ $ 839,590 839,590 $ $ 940,000 940,000 $ $ (55,000) (55,000) -6.2% -6.2% $ $ 1,705,348 1,705,348 $ $ 2,010,456 2,010,456 $ $ 2,010,456 2,010,456 $ $ 1,797,339 1,797,339 $ $ 2,010,454 2,010,454 $ $ 2 2 0.0% 0.0% $ $ 421,600 421,600 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 376,044 376,044 $ $ 445,580 445,580 $ $ - 0.0% 0.0% $ $ 109,835 109,835 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 90,499 90,499 $ $ 115,921 115,921 $ $ - 0.0% 0.0% $ $ 108,786 108,786 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 92,633 92,633 $ $ 115,007 115,007 $ $ - 0.0% 0.0% $ $ $ $ 179,680 179,680 11,494,725 60,141,869 $ $ $ $ 190,682 190,682 11,961,697 64,962,644 $ $ $ $ 190,682 190,682 12,343,697 65,529,490 $ $ $ $ 184,889 184,889 11,286,414 62,761,269 $ $ $ $ 190,682 190,682 12,016,704 67,412,824 $ $ $ $ 140 $ FY 2007-08 FORECAST $ 326,993 ( 1,883,334) -5.1% -8.0% -8.0% 0.0% 0.0% 2.6% -2.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER ELECTED 160 - CLERK OF THE SUPERIOR COURT 205 COURT DOCUMENT RETRIEVAL OPERATING FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 218 CLERK OF COURT FILL THE GAP OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 270 CHILD SUPPORT ENHANCEMENT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 273 VICTIM LOCATION OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 274 CLERK OF THE COURT EDMS OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 190 - COUNTY ATTORNEY 213 COUNTY ATTORNEY RICO OPERATING FUND TOTAL 220 DIVERSION OPERATING FUND TOTAL 221 COUNTY ATTORNEY FILL THE GAP OPERATING FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL 267 CRIM JUSTICE ENHANCEMENT OPERATING FUND TOTAL 268 VICTIM COMP AND ASSISTANCE OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 240 - JUSTICE COURTS 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING FUND TOTAL DEPT TOTAL 360 - RECORDER 236 RECORDERS SURCHARGE OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS 669 SMALL SCHOOL SERVICE OPERATING FUND TOTAL 780 SCHOOL TRANSPORTATION OPERATING FUND TOTAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 1,202,023 1,202,023 $ $ 1,150,243 1,150,243 $ $ 1,150,243 1,150,243 $ $ 1,109,877 1,109,877 $ $ 1,150,236 1,150,236 $ $ $ $ $ 1,255,051 1,255,051 $ $ $ 1,039,333 $ - $ 1,039,333 $ 1,039,333 1,039,333 $ $ $ 951,464 951,464 $ $ $ 744,438 415,000 1,159,438 $ $ $ 294,895 28.4% (415,000) (120,105) -11.6% $ $ $ 1,728,706 1,728,706 $ $ $ 1,962,909 $ - $ 1,962,909 $ 2,617,470 2,617,470 $ $ $ 2,352,892 2,352,892 $ $ $ 2,155,862 275,000 2,430,862 $ $ $ 461,608 (275,000) 186,608 $ $ $ 34,353 34,353 $ $ $ 75,000 $ - $ 75,000 $ 75,000 75,000 $ $ $ 75,000 75,000 $ $ $ 80,000 77,500 157,500 $ $ $ (5,000) -6.7% (77,500) (82,500) -110.0% $ $ $ - $ $ $ 89,901 $ - $ 89,901 $ 89,901 89,901 $ $ $ - $ $ $ 3,302 50,000 53,302 $ $ $ 86,599 (50,000) 36,599 96.3% $ $ $ $ 2,845,459 2,845,459 7,065,592 $ $ $ $ 3,330,000 $ - $ 3,330,000 $ 7,647,386 $ 3,330,000 3,330,000 8,301,947 $ $ $ $ 2,965,848 2,965,848 7,455,081 $ $ $ $ 2,900,005 550,000 3,450,005 8,401,343 $ $ $ $ 429,995 (550,000) (120,005) (99,396) 12.9% $ $ 1,238,102 1,238,102 $ $ 2,000,000 2,000,000 $ $ 2,750,000 2,750,000 $ $ 2,919,042 2,919,042 $ $ 2,750,000 2,750,000 $ $ - 0.0% 0.0% $ $ 963,896 963,896 $ $ 1,008,810 1,008,810 $ $ 1,008,810 1,008,810 $ $ 815,358 815,358 $ $ 1,008,810 1,008,810 $ $ - 0.0% 0.0% $ $ 1,250,600 1,250,600 $ $ 1,483,493 1,483,493 $ $ 1,622,493 1,622,493 $ $ 1,542,582 1,542,582 $ $ 2,314,388 2,314,388 $ $ $ $ 569,203 569,203 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 517,893 517,893 $ $ 599,997 599,997 $ $ $ $ 1,436,052 1,436,052 $ $ 1,566,570 1,566,570 $ $ 1,562,166 1,562,166 $ $ 1,553,831 1,553,831 $ $ 2,384,928 2,384,928 $ $ (822,762) -52.7% (822,762) -52.7% $ $ $ - $ $ $ 500,000 $ - $ 500,000 $ 500,000 500,000 $ $ $ 10,000 10,000 $ $ $ 100,000 400,000 500,000 $ $ $ 400,000 (400,000) - $ $ $ $ 116,023 116,023 5,573,876 $ $ $ $ 440,000 $ - $ 440,000 $ 7,598,873 $ 440,000 440,000 8,483,469 $ $ $ $ 10,000 10,000 7,368,706 $ $ $ $ 40,000 400,000 440,000 9,998,123 $ $ $ $ $ $ 453,733 453,733 $ $ 657,982 657,982 $ $ 657,732 657,732 $ $ 462,120 462,120 $ $ 657,480 657,480 $ $ $ $ $ 3,312,641 3,312,641 3,766,374 $ $ $ 3,094,077 3,094,077 3,752,059 $ $ $ 3,094,077 3,094,077 3,751,809 $ $ $ 2,759,089 2,759,089 3,221,209 $ $ $ 3,776,505 3,776,505 4,433,985 $ (682,428) -22.1% $ (682,176) -18.2% $ $ $ $ 3,863,298 639,000 4,502,298 4,502,298 $ $ $ 5,751,922 5,751,922 5,751,922 $ $ $ 6,387,525 6,387,525 6,387,525 $ $ $ 6,374,980 6,374,980 6,374,980 $ $ $ 11,089,989 11,089,989 11,089,989 $ $ 2,524,227 (639,000) 1,885,227 1,885,227 $ $ - $ $ - $ - $ - $ $ - $ $ 110,000 110,000 $ $ (110,000) (110,000) $ $ 882,402 882,402 $ $ 792,887 792,887 $ $ 557,253 557,253 $ $ 792,887 792,887 $ $ 792,887 792,887 141 $ $ 7 7 0.0% 0.0% 17.6% 7.1% 40.7% -3.6% -1.2% (691,895) -42.6% (691,895) -42.6% 3 3 0.0% 0.0% 80.0% 0.0% 400,000 90.9% (400,000) 0.0% ( 1,514,654) -17.9% 252 252 - 0.0% 0.0% 39.5% 29.5% 29.5% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER ELECTED (cont'd) 782 SCHOOL COMMUNICATION OPERATING FUND TOTAL 795 COUNTY SCHOOL INDIRECT COST NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 430 - TREASURER 741 TAXPAYER INFORMATION OPERATING FUND TOTAL DEPT TOTAL 500 - SHERIFF 203 SHERIFF DONATIONS OPERATING FUND TOTAL 212 SHERIFF RICO OPERATING FUND TOTAL 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL 252 INMATE SERVICES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL DEPT TOTAL ELECTED TOTAL FY 2007-08 ADOPTED $ $ 53,849 53,849 $ $ $ $ $ 936,251 $ $ $ FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 82,680 82,680 $ $ 65,712 65,712 $ $ 82,680 82,680 $ $ - $ $ $ - $ - $ 875,567 $ 875,567 $ $ $ 622,965 $ $ $ 1,881,148 1,881,148 2,866,715 $ $ $ ( 1,881,148) ( 1,881,148) ( 1,991,148) -227.4% - $ $ $ 800,000 800,000 800,000 $ $ $ 800,000 800,000 800,000 $ $ $ 266,664 266,664 266,664 $ $ $ 800,000 800,000 800,000 $ $ $ - $ $ 4,114 4,114 $ $ 16,400 16,400 $ $ 16,400 16,400 $ $ 10,914 10,914 $ $ 25,800 25,800 $ $ $ $ 1,099,789 1,099,789 $ $ 1,100,000 1,100,000 $ $ 1,100,000 1,100,000 $ $ 1,066,161 1,066,161 $ $ 1,155,000 1,155,000 $ $ (55,000) (55,000) -5.0% -5.0% $ $ 1,457,148 1,457,148 $ $ 2,050,000 2,050,000 $ $ 2,050,000 2,050,000 $ $ 1,244,389 1,244,389 $ $ 2,205,000 2,205,000 $ $ (155,000) (155,000) -7.6% -7.6% $ 10,067,889 10,067,889 $ 12,042,042 12,042,042 $ 16,042,042 16,042,042 $ 12,892,963 12,892,963 $ 16,812,421 2,300,000 19,112,421 $ $ $ $ $ $ - $ $ $ $ 172,084,212 172,084,212 184,713,152 213,145,234 82,680 82,680 FY 2007-08 REVISED $ $ $ 149,715 149,715 $ $ $ $ 196,533,189 196,533,189 211,891,346 238,940,211 142 $ $ $ 149,715 149,715 $ $ $ $ 196,978,781 196,978,781 216,336,938 244,937,255 $ $ $ 49,904 49,904 $ $ $ $ 195,919,267 195,919,267 211,183,598 235,870,145 $ $ $ 149,715 150,000 299,715 $ $ $ $ 185,870,904 185,870,904 208,668,840 239,671,304 $ $ $ $ $ 0.0% 0.0% 0.0% 0.0% 0.0% (9,400) -57.3% (9,400) -57.3% (770,379) -4.8% ( 2,300,000) ( 3,070,379) -19.1% 0.0% (150,000) (150,000) -100.2% 11,107,877 11,107,877 7,668,098 5,265,951 5.6% 5.6% 3.5% 2.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER APPOINTED 150 - EMERGENCY MANAGEMENT 207 PALO VERDE OPERATING $ FUND TOTAL $ OPERATING $ FUND TOTAL $ DEPT TOTAL $ 260 - CORRECTIONAL HEALTH 255 DETENTION OPERATIONS OPERATING $ NON-RECURRING /NO N-PRO JECT FUND TOTAL $ DEPT TOTAL $ 300 - PARKS & RECREATION 225 SPUR CROSS RANCH CONSERVATION OPERATING $ NON-RECURRING /NO N-PRO JECT FUND TOTAL $ 239 PARKS SOUVENIR OPERATING $ FUND TOTAL $ 240 LAKE PLEASANT RECREATION SVCS OPERATING $ NON-RECURRING /NO N-PRO JECT FUND TOTAL $ 241 PARKS ENHANCEMENT FUND OPERATING $ NON-RECURRING /NO N-PRO JECT FUND TOTAL $ 243 PARKS DONATIONS OPERATING $ FUND TOTAL $ DEPT TOTAL $ 420 - JUSTICE SY STEM PLANNING & INFO 255 DETENTION OPERATIONS OPERATING $ FUND TOTAL $ DEPT TOTAL $ 440 - PLANNING & DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON-RECURRING /NO N-PRO JECT FUND TOTAL $ 235 DEL WEBB OPERATING $ FUND TOTAL $ DEPT TOTAL $ FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 302,130 302,130 $ $ 333,615 333,615 $ $ 368,615 368,615 $ $ 364,904 364,904 $ $ 354,560 354,560 $ $ 14,055 14,055 3.8% 3.8% 1,038,818 1,038,818 1,340,947 $ $ $ 750,269 750,269 1,083,884 $ $ $ 908,614 908,614 1,277,229 $ $ $ 782,754 782,754 1,147,658 $ $ $ 804,974 804,974 1,159,534 $ $ $ 103,640 103,640 117,695 11.4% 11.4% 9.2% 43,246,284 43,246,284 43,246,284 $ 48,797,341 48,797,341 48,797,341 $ 48,802,468 48,802,468 48,802,468 $ 48,456,535 48,456,535 48,456,535 $ 49,084,489 145,460 49,229,949 49,229,949 $ (282,021) (145,460) (427,481) (427,481) -0.6% 410,192 410,192 $ $ $ 240,137 (250,000) (9,863) 34.7% $ 452,501 250,000 702,501 $ $ 439,446 439,446 $ $ 692,638 692,638 $ $ 692,638 692,638 128,731 128,731 $ $ 130,000 130,000 $ $ 130,000 130,000 $ $ 119,220 119,220 $ $ 130,000 130,000 $ $ 1,760,588 1,760,588 $ 1,946,554 1,946,554 $ 2,456,443 2,456,443 $ 2,431,915 2,431,915 $ 1,803,630 40,000 1,843,630 $ $ $ $ 2,603,993 2,603,993 $ $ $ $ $ $ 2,864,913 2,864,913 37,304 37,304 4,940,809 $ $ $ 1,512,029 1,512,029 1,512,029 $ $ $ $ $ 3,057,712 3,057,712 160,000 160,000 5,794,105 $ $ $ $ $ $ 1,983,802 1,983,802 1,983,802 16,652,763 16,652,763 $ 127,953 127,953 16,780,716 $ $ $ $ $ 2,863,577 2,863,577 996,104 996,104 7,332,897 $ $ $ $ $ $ 1,913,044 1,913,044 1,913,044 $ $ 17,061,480 17,061,480 $ $ $ 132,555 132,555 17,194,035 143 $ $ $ $ 652,813 (40,000) 612,813 -0.9% -0.9% -1.4% 0.0% 0.0% 26.6% 24.9% $ 3,035,409 2,980,794 6,016,203 $ 22,303 0.7% ( 2,980,794) ( 2,958,491) -96.8% 900,639 900,639 6,754,797 $ $ $ 108,000 108,000 8,800,334 $ $ $ 888,104 89.2% 888,104 89.2% ( 1,467,437) -20.0% $ $ $ 1,665,765 1,665,765 1,665,765 $ $ $ 1,695,804 1,695,804 1,695,804 $ $ $ $ $ 14,835,778 1,453,497 16,289,275 $ $ 14,857,980 14,857,980 $ $ 17,584,859 17,584,859 $ $ $ 132,555 132,555 17,717,414 $ $ $ 102,216 102,216 14,960,196 $ $ $ 77,236 77,236 16,366,511 217,240 217,240 217,240 11.4% 11.4% 11.4% 15.6% $ 2,749,081 ( 1,453,497) 1,295,584 $ $ $ 55,319 55,319 1,350,903 41.7% 41.7% 7.6% 7.4% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER APPOINTED (cont'd) 470 - NON-DEPARTMENTAL 210 WASTE MANAGEMENT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING NON-RECURRING /NO N-PRO JECT 4TH AVE JAIL- MAINTENANCE ANNUAL DET FAC MAINT PROGRAM BUILDING ASSESSMENT PROJECTS BUILDING SECURITY PROJECTS CODE COMPLIANCE RESERVE DATA EXCHANGES DURANGO JAIL ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS ESTRELLA JAIL INMATE COURT HOLDING JUVENILE DETENTION BLDG LBJ COMPLEX LIFE/SAFETY PROJECTS LOWER BUCKEYE JAIL NEW DETENTION FCLTY STARTUP PROJECT OVERHEAD PUP TENTS SE JUV INFRASTRUC IMPRVMTS TOWERS JAIL SVC BLDG FUND TOTAL DEPT TOTAL 520 - PUBLIC DEFENDER 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 540 - LEGAL DEFENDER 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL DEPT TOTAL 540 - LEGAL DEFENDER 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL DEPT TOTAL 700 - FACILITIES MANAGEMENT 255 DETENTION OPERATIONS OPERATING FUND TOTAL DEPT TOTAL 710 - COMMUNICATIONS 376 EVENTS CENTER OPERATIONS OPERATING FUND TOTAL DEPT TOTAL $ $ $ 68,917 68,917 FY 2007-08 ADOPTED $ $ FY 2007-08 REVISED - $ 477,981 477,981 $ 51,292,796 55,184,365 250,000 250,000 1,929,428 632,000 100,000 150,000 3,503,908 400,000 310,000 250,000 2,880,732 500,665 774,904 346,150 7,186,254 125,941,202 126,419,183 $ 477,981 477,981 FY 2007-08 FORECAST $ $ $ $ ADOPTED VS REVISED VARIANCE % 452,522 452,522 $ $ $ $ $ 18,270,221 33,016,338 202,656 224,360 1,872,706 525,341 78,800 121,472 2,708,846 351,456 250,838 224,088 562,339 736,625 661,982 4,960,280 64,768,348 64,877,853 $ $ 94,132,968 48,059,685 514,000 200,000 200,000 2,689,000 250,000 215,000 1,619,000 100,000 413,000 500,000 2,074,000 150,966,653 151,419,175 $ 25,459 25,459 $ $ $ $ 395,104 395,104 $ $ 571,480 571,480 $ $ 558,323 558,323 $ $ 428,053 428,053 $ $ 545,353 545,353 $ $ $ $ $ $ 1,630,593 526,150 2,156,743 2,702,096 $ $ $ 1,505,143 1,505,143 1,933,196 $ $ $ 1,630,600 1,630,600 2,188,923 $ $ $ 1,630,600 1,630,600 2,202,080 $ $ $ 1,515,333 1,515,333 1,910,437 $ $ $ $ 61,014 61,014 $ $ 75,794 75,794 $ $ 75,794 75,794 $ $ 75,795 75,795 $ $ 75,794 75,794 $ $ - 0.0% 0.0% $ $ $ 57,007 57,007 118,021 $ $ $ 59,000 59,000 134,794 $ $ $ 59,000 59,000 134,794 $ $ $ 58,999 58,999 134,794 $ $ $ 59,000 59,000 134,794 $ $ $ - 0.0% 0.0% 0.0% $ $ $ 10,576 10,576 10,576 $ $ $ 12,500 12,500 12,500 $ $ $ 12,500 12,500 12,500 $ $ $ 9,500 9,500 9,500 $ $ $ 12,500 12,500 12,500 $ $ $ - 0.0% 0.0% 0.0% $ $ $ 2,040,666 2,040,666 2,040,666 $ $ $ 3,035,485 3,035,485 3,035,485 $ $ $ 3,206,234 3,206,234 3,206,234 $ $ $ 3,090,085 3,090,085 3,090,085 $ $ $ 2,743,527 2,743,527 2,743,527 $ $ $ 462,707 462,707 462,707 14.4% 14.4% 14.4% $ $ $ 26,097 26,097 26,097 $ $ $ 63,000 63,000 63,000 $ $ $ 87,050 87,050 87,050 $ $ $ 75,649 75,649 75,649 $ $ $ 75,000 75,000 75,000 $ $ $ 12,050 12,050 12,050 13.8% 13.8% 13.8% $ $ (43,565,920) 9,071,442 (514,000) 50,000 50,000 1,929,428 ( 2,057,000) (150,000) (65,000) 1,891,007 300,000 310,000 (413,000) (250,000) 2,898,266 500,665 774,904 827,482 3,640,977 (24,770,749) (24,745,290) 5.3% 5.3% 53,006,002 $ (5,175) 25,000 122,798 64,527 1,120,278 440,725 57,490 662,055 1,906,402 1,229,955 1,552,962 696,799 27,063 1,342,264 2,010,661 64,259,806 $ 64,328,723 $ 144 $ $ $ 50,567,048 57,131,127 250,000 250,000 1,929,428 632,000 100,000 150,000 3,510,007 400,000 310,000 250,000 2,898,266 500,665 774,904 827,482 5,714,977 126,195,904 126,673,885 41,905 67,600 109,505 FY 2008-09 ADOPTED 12,970 12,970 -86.2% 15.9% 20.0% 20.0% 100.0% -325.5% -150.0% -43.3% 53.9% 75.0% 100.0% -100.0% 100.0% 100.0% 100.0% 100.0% 63.7% -19.6% -19.5% 2.3% 2.3% 7 0.0% (526,150) (526,143) -32.3% (513,173) -23.4% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL SPECIAL REVENUE OTHER APPOINTED (cont'd) 790 - ANIMAL CARE & CONTROL 572 ANIMAL CONTROL LICENSE/SHELTER OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 574 ANIMAL CONTROL FIELD OPERATION OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 850 - AIR QUALITY 504 AIR QUALITY FEES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 860 - PUBLIC HEALTH 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 880 - ENVIRONMENTAL SERVICES 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 910 - PUBLIC WORKS 232 TRANSPO RTATION OPERATIONS OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 290 WASTE TIRE OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TOTAL DEPT TOTAL APPOINTED TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2007-08 ADOPTED 5,775,301 5,775,301 $ $ 2,994,418 2,994,418 8,769,719 $ $ $ 10,899,235 10,899,235 10,899,235 $ 3,442,636 3,442,636 3,442,636 $ 13,604,297 13,604,297 13,604,297 $ 122,935,636 122,935,636 $ 6,499,630 6,499,630 $ $ $ $ $ $ $ $ $ 248,974 248,974 $ $ $ $ 129,684,240 302,655,432 SPECIAL REVENUE OTHER TOTAL $ 575,942,345 $ $ 6,905,589 6,905,589 $ $ 3,213,071 3,213,071 10,118,660 $ $ $ 12,393,623 12,393,623 12,393,623 $ 3,665,586 3,665,586 3,665,586 $ 17,653,685 17,653,685 17,653,685 $ 123,435,644 123,435,644 $ 6,844,916 6,844,916 $ $ $ $ $ $ $ $ 6,913,220 6,913,220 $ $ 3,213,071 3,213,071 10,126,291 $ $ $ 20,599,296 20,599,296 20,599,296 $ 4,725,330 4,725,330 4,725,330 $ 17,604,644 17,604,644 17,604,644 $ 123,279,042 123,279,042 $ 6,844,916 6,844,916 $ $ $ $ $ $ $ $ $ $ $ 3,458,654 3,458,654 10,613,503 $ $ $ 19,103,167 19,103,167 19,103,167 $ 4,012,308 4,012,308 4,012,308 $ 16,849,391 16,849,391 16,849,391 $ 120,649,808 120,649,808 $ 6,345,793 6,345,793 $ $ $ $ $ $ $ $ $ $ 2,962,071 192,000 3,154,071 11,361,512 $ $ 17,952,308 4,761,707 22,714,015 22,714,015 63,578,714 74,748,984 138,327,698 $ (49,479) (326,258) (375,737) (375,737) -1.0% -8.0% -8.0% ( 1,384,124) -7.9% ( 2,841,113) ( 4,225,237) -24.0% ( 4,225,237) -24.0% 59,700,328 48.4% (74,748,984) (15,048,656) -12.2% $ $ $ $ (35,962,289) (35,962,289) (56,941,511) -43.2% (89,885,211) -22.8% $ (86,502,594) -12.3% 791,047,183 FY 2007-08 FORECAST $ 2,646,988 12.8% ( 4,761,707) ( 2,114,719) -10.3% ( 2,114,719) -10.3% 1,612,369 6,010,000 7,622,369 $ FY 2007-08 REVISED $ $ 251,000 7.8% (192,000) 59,000 1.8% ( 1,235,221) -12.2% $ 620,662,157 704,544,589 $ $ ( 1,243,221) -18.0% (51,000) ( 1,294,221) -18.7% 5,730,000 975,000 6,705,000 $ 686,292,387 $ $ $ $ $ $ $ 18,988,768 2,841,113 21,829,881 21,829,881 $ $ $ $ $ $ 35,962,289 35,962,289 188,617,356 483,963,055 $ $ $ 4,774,809 326,258 5,101,067 5,101,067 $ 131,675,845 394,077,844 $ ADOPTED VS REVISED VARIANCE % 8,156,441 51,000 8,207,441 128,346,346 322,030,743 - $ 131,837,769 $ 382,389,532 $ FY 2007-08 ADOPTED 7,154,849 7,154,849 $ $ $ FY 2008-09 ADOPTED 1,350,745 1,350,745 $ $ 1,557,209 1,557,209 $ $ FY 2007-08 FORECAST 1,551,887 1,551,887 FY 2006-07 ACTUAL DEBT SERVICE FUNDS APPOINTED 470 - NON-DEPARTMENTAL 320 COUNTY IMPROVEMENT DEBT OPERATING FUND TOTAL 321 COUNTY IMPROVEMENT DEBT 2 OPERATING FUND TOTAL DEPT TOTAL APPOINTED TOTAL FY 2007-08 REVISED FY 2008-09 ADOPTED $ $ 1,114,916 (975,000) 139,916 16.3% 2.0% (60,482) -3.9% ( 6,010,000) ( 6,070,482) -391.2% ADOPTED VS REVISED % $ $ 48,291,424 48,291,424 $ $ 13,810,516 13,810,516 $ $ 13,810,516 13,810,516 $ $ 9,669,696 9,669,696 $ $ 15,976,228 15,976,228 $ $ (2,165,712) (2,165,712) -15.7% -15.7% $ $ $ $ 68,818,587 68,818,587 117,110,011 117,110,011 $ $ $ $ 7,900,000 7,900,000 21,710,516 21,710,516 $ $ $ $ 7,900,000 7,900,000 21,710,516 21,710,516 $ $ $ $ 5,550,160 5,550,160 15,219,856 15,219,856 $ $ $ $ 7,413,380 7,413,380 23,389,608 23,389,608 $ $ $ $ 486,620 486,620 (1,679,092) (1,679,092) 6.2% 6.2% -7.7% -7.7% 145 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006- 07 ACTUAL INTERNAL SERVICE FUNDS APPOINTED 350 - EMPLOYEE HEALTH INITIATIVES 601 CMG HIG H O PTION OPERATING 602 CMG LO W OPTION OPERATING 603 OAP IN OPERATING 604 OAP HIGH OPTION OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE OPERATING 609 CONSUMER CHOICE OPERATING 610 70% STD OPERATING 611 60% STD OPERATING 612 50% STD OPERATING 613 40% STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING 616 CONTRACT ADMINISTRATION OPERATING 617 MEDICAL INCENTIVE/PENALTIES OPERATING NON-RECURRING /NO N-PRO JECT 618 BENEFIT ADMINISTRATION OPERATING 621 FLEX SPENDING HEALTH OPERATING 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL $ - $ $ 35,852,089 35,852,089 $ $ 35,852,089 35,852,089 $ $ 33,397,373 33,397,373 $ $ 38,565,052 38,565,052 $ $ $ FUND TOTAL $ - $ $ 1,045,601 1,045,601 $ $ 1,045,601 1,045,601 $ $ 1,367,921 1,367,921 $ $ 1,736,357 1,736,357 $ $ $ FUND TOTAL $ - $ $ 19,367,538 19,367,538 $ $ 19,367,538 19,367,538 $ $ 15,589,805 15,589,805 $ $ 18,217,871 18,217,871 $ $ $ FUND TOTAL $ - $ $ 27,583,057 27,583,057 $ $ 27,583,057 27,583,057 $ $ 25,494,630 25,494,630 $ $ 32,384,265 32,384,265 $ $ (4,801,208) -17.4% (4,801,208) -17.4% $ FUND TOTAL $ - $ $ 1,124,588 1,124,588 $ $ 1,124,588 1,124,588 $ $ 1,107,843 1,107,843 $ $ 1,640,272 1,640,272 $ $ (515,684) -45.9% (515,684) -45.9% $ FUND TOTAL $ - $ $ 68,604 68,604 $ $ 68,604 68,604 $ $ 873,351 873,351 $ $ 460,207 460,207 $ $ (391,603) -570.8% (391,603) -570.8% $ FUND TOTAL $ - $ $ 5,722,570 5,722,570 $ $ 5,722,570 5,722,570 $ $ 5,674,396 5,674,396 $ $ 5,942,253 5,942,253 $ $ (219,683) (219,683) -3.8% -3.8% $ FUND TOTAL $ - $ $ 15,647,088 15,647,088 $ $ 15,647,088 15,647,088 $ $ 11,697,354 11,697,354 $ $ 15,586,712 15,586,712 $ $ 60,376 60,376 0.4% 0.4% $ FUND TOTAL $ - $ $ 2,358,585 2,358,585 $ $ 2,358,585 2,358,585 $ $ 1,574,628 1,574,628 $ $ 2,550,358 2,550,358 $ $ (191,773) (191,773) -8.1% -8.1% $ FUND TOTAL $ - $ $ 1,884,823 1,884,823 $ $ 1,884,823 1,884,823 $ $ 1,653,660 1,653,660 $ $ 2,069,203 2,069,203 $ $ (184,380) (184,380) -9.8% -9.8% $ FUND TOTAL $ - $ $ 547,974 547,974 $ $ 547,974 547,974 $ $ 258,548 258,548 $ $ 651,142 651,142 $ $ (103,168) -18.8% (103,168) -18.8% $ FUND TOTAL $ - $ $ 596,675 596,675 $ $ 596,675 596,675 $ $ 202,578 202,578 $ $ 768,660 768,660 $ $ (171,985) -28.8% (171,985) -28.8% $ FUND TOTAL $ - $ $ 465,815 465,815 $ $ 465,815 465,815 $ $ 118,439 118,439 $ $ 594,994 594,994 $ $ (129,179) -27.7% (129,179) -27.7% $ FUND TOTAL $ - $ $ 2,289,637 2,289,637 $ $ 2,289,637 2,289,637 $ $ 1,449,594 1,449,594 $ $ 2,658,521 2,658,521 $ $ (368,884) -16.1% (368,884) -16.1% $ FUND TOTAL $ - $ $ 392,832 392,832 $ $ 392,832 392,832 $ $ 784,283 784,283 $ $ 806,304 806,304 $ $ (413,472) -105.3% (413,472) -105.3% $ FUND TOTAL $ - $ $ 469,017 469,017 $ $ 457,292 457,292 $ $ 277,508 277,508 $ $ 419,092 419,092 $ $ $ - $ $ 1,000,000 1,000,000 $ $ 1,000,000 1,000,000 $ $ 1,001,088 1,001,088 $ $ 1,001,088 1,001,088 $ FUND TOTAL $ $ FUND TOTAL $ - $ $ 2,796,091 2,796,091 $ $ 2,848,165 2,848,165 $ $ 2,553,633 2,553,633 $ $ 3,026,622 3,026,622 $ $ (178,457) (178,457) -6.3% -6.3% $ FUND TOTAL $ - $ $ 2,160,460 2,160,460 $ $ 2,160,460 2,160,460 $ $ 1,771,875 1,771,875 $ $ 1,994,563 1,994,563 $ $ 165,897 165,897 7.7% 7.7% $ FUND TOTAL $ - $ $ 926,820 926,820 $ $ 926,820 926,820 $ $ 707,149 707,149 $ $ 725,872 725,872 $ $ 200,948 200,948 21.7% 21.7% $ FUND TOTAL $ - $ $ 1,346,502 1,346,502 $ $ 1,346,502 1,346,502 $ $ 1,268,965 1,268,965 $ $ 1,477,962 1,477,962 $ $ (131,460) (131,460) -9.8% -9.8% 146 $ (2,712,963) (2,712,963) -7.6% -7.6% (690,756) -66.1% (690,756) -66.1% 1,149,667 1,149,667 38,200 38,200 5.9% 5.9% 8.4% 8.4% 1,001,088 100.0% (1,000,000) 1,088 0.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006- 07 ACTUAL INTERNAL SERVICE FUNDS (cont'd) APPOINTED (cont'd) 350 - EMPLOYEE HEALTH INITIATIVES (cont'd) 624 STAND ALONE VISION OPERATING FUND TOTAL 625 FI PREPAID DENTAL OPERATING FUND TOTAL 626 FI LIFE & AD&D OPERATING FUND TOTAL 627 SUPPLEMENTAL LIFE OPERATING FUND TOTAL 628 EMPLOYEE ASSISTANCE OPERATING FUND TOTAL 629 SI DENTAL OPERATING FUND TOTAL 630 DEPENDENT LIFE OPERATING FUND TOTAL 631 VOLUNTARY BENEFITS OPERATING FUND TOTAL 632 CIGNA FO R SENIORS OPERATING FUND TOTAL 652 HS SELF-INSURED TRUST FUND OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL 685 BENEFITS TRUST OPERATING FUND TOTAL DEPT TOTAL 410 - ENTERPRISE TECHNOLOGY 681 TELECOMMUNICATIONS OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 730 - MATERIALS MANAGEMENT 673 REPROGRAPHICS OPERATING FUND TOTAL DEPT TOTAL 740 - EQUIPMENT SERVICES 654 EQUIPMENT SERVICES OPERATING NON-RECURRING /NO N-PRO JECT FUND TOTAL DEPT TOTAL 750 - RISK MANAGEMENT 675 RISK MANAGEMENT OPERATING FUND TOTAL DEPT TOTAL INTERNAL SERVICE TOTAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ - $ $ 92,524 92,524 $ $ 92,524 92,524 $ $ - $ $ 94,074 94,074 $ $ (1,550) (1,550) -1.7% -1.7% $ $ - $ $ 719,709 719,709 $ $ 719,709 719,709 $ $ 629,433 629,433 $ $ 658,626 658,626 $ $ 61,083 61,083 8.5% 8.5% $ $ - $ $ 986,813 986,813 $ $ 986,813 986,813 $ $ 894,663 894,663 $ $ 1,065,588 1,065,588 $ $ (78,775) (78,775) -8.0% -8.0% $ $ - $ $ 3,452,646 3,452,646 $ $ 3,452,646 3,452,646 $ $ 2,985,520 2,985,520 $ $ 4,105,572 4,105,572 $ $ $ $ - $ $ 210,264 210,264 $ $ 210,264 210,264 $ $ 205,749 205,749 $ $ 217,224 217,224 $ $ $ $ - $ $ 2,671,409 2,671,409 $ $ 2,671,409 2,671,409 $ $ 2,701,033 2,701,033 $ $ 3,280,311 3,280,311 $ $ $ $ - $ $ 641,505 641,505 $ $ 641,505 641,505 $ $ 422,263 422,263 $ $ 394,414 394,414 $ $ $ $ - $ $ 395,184 395,184 $ $ 395,184 395,184 $ $ 253,957 253,957 $ $ 507,318 507,318 $ $ $ $ - $ $ 627,300 627,300 $ $ 627,300 627,300 $ $ 542,786 542,786 $ $ 487,080 487,080 $ $ 140,220 140,220 $ 1,376,615 1,376,615 $ $ - $ $ 3,000,000 3,000,000 $ $ - $ $ - $ $ - $ $ $ 15,471,611 15,471,611 16,848,226 $ $ $ 133,444,808 $ $ $ 133,485,157 $ $ $ 120,458,937 $ $ $ 144,086,489 $ $ $ (10,601,332) $ $ $ $ 16,101,153 1,800,000 17,901,153 17,901,153 $ $ $ 18,534,212 18,534,212 18,534,212 $ $ $ 16,560,159 16,560,159 16,560,159 $ $ $ 15,669,264 15,669,264 15,669,264 $ $ $ 19,117,189 19,117,189 19,117,189 $ $ 459,006 (1,800,000) (1,340,994) (1,340,994) $ $ $ 937,652 937,652 937,652 $ $ $ 1,133,790 1,133,790 1,133,790 $ $ $ 1,105,445 1,105,445 1,105,445 $ $ $ 1,124,123 1,124,123 1,124,123 $ $ $ 983,793 983,793 983,793 $ $ $ $ $ $ $ 13,522,007 460,000 13,982,007 13,982,007 $ $ $ 15,021,921 15,021,921 15,021,921 $ $ $ 12,398,883 12,398,883 12,398,883 $ $ $ 12,388,440 12,388,440 12,388,440 $ $ $ 14,091,900 14,091,900 14,091,900 $ $ $ $ 33,044,614 33,044,614 33,044,614 84,039,581 $ $ $ $ 35,893,572 35,893,572 35,893,572 198,529,874 $ $ $ $ 35,886,326 35,886,326 35,886,326 199,435,970 $ $ $ $ 35,409,900 35,409,900 35,409,900 190,549,093 $ $ $ $ 38,624,251 38,624,251 38,624,251 215,577,693 $ $ $ $ 147 $ $ $ (652,926) -18.9% (652,926) -18.9% (6,960) (6,960) -3.3% -3.3% (608,902) -22.8% (608,902) -22.8% 247,091 247,091 38.5% 38.5% (112,134) -28.4% (112,134) -28.4% 121,652 121,652 121,652 22.4% 22.4% -7.9% 2.8% -8.1% -8.1% 11.0% 11.0% 11.0% (1,123,124) -9.1% (460,000) (1,583,124) -12.8% (1,583,124) -12.8% (2,737,925) (2,737,925) (2,737,925) (16,141,723) -7.6% -7.6% -7.6% -8.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL CAPITAL PRO JECTS FUNDS APPOINTED 470 - NON-DEPARTMENTAL 422 INTERGOVERNMENTAL CAP PROJ OPERATING BUCKEYE HILLS SHOOTING RANGE DWNTWN CONSOLIDATD JSTICE CRTS MARICOPA REGIONAL TRAIL SYSTEM MCDOWELL TRACK COMFORT STATION NEW RIVER TRANSFER STATION NON-RECURRING /NO N-PRO JECT RAINBOW VALLEY TRANSFER STATION VISITOR CTRS & AMPHITHEATERS FUND TOTAL 423 HUMAN SERVICES CAMPUS/NON CNTY OPERATING HUMAN SERVICES CAMPUS FUND TOTAL 435 COUNTY IMPROVEMENT DWNTWN CONSOLIDATD JSTICE CRTS HUMAN SERVICES CAMPUS PUBLIC HEALTH CLINIC SAN TAN CONSOL JUSTICE CRT SOUTHEAST CONSOL JUSTICE CRT FUND TOTAL 440 FINANCING SERIES 2007 OPERATING CENTRAL COURT BUILDING DURANGO ANIMAL CARE & CONTROL ONE WEST MADISON SAN TAN CONSOL JUSTICE CRT SOUTHEAST CONSOL JUSTICE CRT SOUTHWEST CONSOL JUSTICE CRT FUND TOTAL 441 FINANCING SERIES 2008 COURT TOWER DURANGO 911 AND CRIME LAB FUND TOTAL 445 GENERAL FUND CTY IMPROV OPERATING ENTRY STATIONS, MO NUMENTS & RR BUCKEYE HILLS SHOOTING RANGE CHAMBERS BLDG BASEMENT REMODEL CHAMBERS BUILDING COURT TOWER DWNTWN CONSOLIDATD JSTICE CRTS EMERGENCY SVCS HVAC UPGRADES ESTRELLA CAMPGROUND DESIGN ESTRELLA MTN IRRIGATION SYSTEM HUMAN SERVICES CAMPUS LB CENT PLANT CHILLED WATER MARICOPA REGIONAL TRAIL SYSTEM MCDOWELL TRACK COMFORT STATION NON-RECURRING /NO N-PRO JECT NW CONSOLIDATED JUSTICE COURTS OLD ACC BUILDING DEMO PARKS SYSTEM MASTER PLAN PLAYGROUND SHADE STRUCTURES PUBLIC HEALTH GENERATOR RESTROOM PROJECTS PHASE 3 SAGUARO LAKE AID STATION SAN TAN CONSOL JUSTICE CRT SECURITY BLDG PLUMBING UPGRADE SECURITY BUILDING SHERIFF COURT REMO DEL SUNNYSLOPE PROB FACILITY USERY MTN WATER SYSTEM VISITOR CTRS & AMPHITHEATERS VULTURE MOUNTAIN FUND TOTAL $ $ $ $ $ $ $ $ $ $ $ $ 1,385,321 3,701,553 2,594,765 235,933 7,917,572 FY 2007-08 ADOPTED $ $ 373,870 2,776,260 3,150,131 $ 999,953 183,100 2,026,057 119,072 3,328,183 $ 1,209,494 71,272 2,919,950 3,084,311 6,668,350 2,450,648 11,430,607 27,834,632 9,351,324 9,351,324 - $ $ - $ 143,166 143,166 $ 82,881 82,881 $ $ $ $ - $ $ $ $ $ 6,490,408 $ 737,407 7,227,815 $ 58,240,485 $ 1,458,435 10,554,122 775,282 4,091,267 74,278 622,974 362,537 474,073 61,408 (0) 200,923 362,129 286,196 256,562 6,375,347 681,898 414,586 85,292,503 $ - $ 60,000 8,100,000 1,310,662 20,000 277,890 1,025,114 6,775,900 275,200 1,241,084 8,162,257 6,280,769 100,000 33,628,876 $ - $ 113,407 8,100,000 24,718 1,211,370 277,375 1,071,086 6,775,900 284,277 1,367,394 5,734,129 1,400,000 6,655,035 100,000 33,114,691 $ - $ 113,406 8,057,259 19,774 82,533 6,664 99,999 842,505 6,775,900 143,661 1,403,829 4,636,340 1,274,327 2,813,073 33,332 26,302,602 $ 148 $ - $ $ 9,522,728 14,010,050 272,902 38,036,879 382,152 62,224,711 $ - $ 4,394,041 836,104 4,183,962 9,414,107 $ 23,841,572 $ 1,342,857 25,184,429 $ $ $ $ 22,075,189 $ 1,342,857 23,418,046 $ $ 9,526,910 15,730,000 826,246 37,687,527 24,838,735 88,609,418 $ 6,649,771 836,104 4,183,962 474,889 12,144,726 FY 2008-09 ADOPTED - $ 3,020,597 14,594,735 264,004 19,289,548 404,883 37,573,767 $ 33,617 33,617 $ $ FY 2007-08 FORECAST - $ $ FY 2007-08 REVISED ADOPTED VS REVISED VARIANCE % 1,500,000 975,000 975,000 3,450,000 - $ $ $ 5,149,771 836,104 (975,000) 4,183,962 (975,000) 474,889 8,694,726 $ - - $ - $ 82,881 82,881 77.4% 100.0% 100.0% 100.0% 71.6% 100.0% 100.0% 7,556,380 300,000 59,770,396 67,626,776 $ 1,966,348 13,710,050 272,902 (21,733,517) 382,152 $ (5,402,065) 100.0% -57.1% 100.0% -8.7% 55,213,727 11,908,300 67,122,027 $ (31,372,155) (10,565,443) $ (41,937,598) -131.6% -786.8% -166.5% - $ 1,200,000 550,000 2,484,959 1,692,086 6,252,339 250,000 212,344 325,000 750,000 760,000 3,109,314 2,433,900 4,306,859 100,000 24,426,801 $ 113,407 8,100,000 (1,200,000) 24,718 1,211,370 (550,000) 277,375 (2,484,959) (621,000) 523,561 (250,000) 71,933 (325,000) 1,367,394 (750,000) (760,000) 2,624,815 (2,433,900) 1,400,000 2,348,176 8,687,890 20.6% 97.9% 100.0% 100.0% 100.0% 100.0% 100.0% -58.0% 7.7% 25.3% 100.0% 45.8% 100.0% 35.3% 0.0% 26.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL CAPITAL PRO JECTS FUNDS (cont'd) APPOINTED (cont'd) 470 - NON-DEPARTMENTAL (cont'd) 455 DETENTION CAPITAL PROJECTS 4TH AVENUE JAIL $ JUVENILE DURANGO LB FOOD FACTORY BOILER ROOM LB LAUNDRY DUST COLLECTION LOWER BUCKEYE JAIL MADISON ST JAIL RENOVATIONS PROJECT RESERVE PUP TENTS RESTROOM BLDG RETHERM FOOD DELIVERY SYSTEM FUND TOTAL $ DEPT TOTAL $ 910 - PUBLIC WORKS 234 TRANSPO RTATION CAPITAL PROJECT OPERATING 115TH AVE BRIDGE AT GILA RIVER 43RD AVE: SOUTHERN TO BROADWAY 51ST AVE: BROADWAY - BASELINE 67TH AVE: PINNACLE P - HAPPY V 75TH AVE: MC 85 - VAN BUREN 99TH AVE AT PALMERAS 99TH AVE MCDOWELL TO GLENDALE ALABAMA AT 111TH AVE APACHE BL BRIDGE/TEMPE CANAL AZTCH SMART CORRIDORS PH III BEARDSLEY RD @ AGUA FRIA RIVER BELL RD AT R H JOHNSON BELL RD: SR 303 -L101 ITS IMP BETHANY HOME RD @ DYSART RD BRIDGE PRESERVATION CAMELBACK AT WIGWAM CREEK BLVD CAMELBACK RD AT LITCHFIELD RD CAMINO DEL SOL AT SPANISH GDN CAVE CRK LONE MT- CRFREE HWY CHAND HGTS AT SANO KI WASH CHAND HGTS: CULVER AT E CANAL CHANDLER HTS RD @ 124TH ST COTTON LANE AT MCDOWELL COTTON LN BRIDGE @ GILA RIVER COUNTY ARTERIALS DEER VALLEY @AGUA FRIA RIVER DEER VALLEY RD: 83RD - 91ST AV DEL WEBB BLVD AT 99TH AVE DESERT HILLS @ SKUNK CREEK DUST MITIGATION DYNAMITE BLVD: CC RD - 56TH ST DYSART BRIDGE @ COLTER CHANNEL ELLSWORTH GERMAN - BASELINE ELLSWORTH: HUNT TO CHNDLR HTS ELLSWORTH: UIV - MCLELLAN ESTRELLA INTERIM LOOP 303II GILBERT RD: LOOP 202 - PECOS GILBERT RD:MCDOWELL - SR 87 HONDA BOW: 7TH AVE TO 11TH AVE HUNT HWY AT HAWES INDIAN SCHOOL AT OLD LITCHFIEL INTELLIGENT TRANS SYST ( ITS) $ 36,708 8,993,646 178,910 29,905 9,239,169 136,795,807 FY 2007-08 ADOPTED $ $ $ (257) $ 174 323,032 2,934,697 377,267 2,653,635 645,488 430,766 68 192,893 47,129 1,229,853 633,276 (3,692) 531,831 259,986 89,336 113,911 176,351 7,923 7,178 341,892 36,172,952 4,948,345 7,914 6,236 4,939 76,392 352,561 163,099 378,883 15,211,732 55 2,350,882 4,513 815,000 431,306 6,114 1,614,359 278,112 - FY 2007-08 REVISED FY 2007-08 FORECAST - $ - $ 7,279,390 378,432 34,149,563 34,149,563 5,000,000 5,000,000 46,428,953 $ 39,527,995 $ 201,579,783 $ 172,279,433 $ 500 10,000 1,000 2,160,000 500 500 1,627,500 420,000 500 3,122,500 88,800 16,800,000 14,853,750 175,000 10,000 902,000 500 500 - 149 $ 500 2,510,395 1,000 10,000 2,160,000 500 500 1,345,500 720,000 500 3,282,500 4,500 255,000 23,865,620 17,364,785 175,000 10,000 735,800 40,500 298,819 2,000 5,000 20,000 - $ FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % - $ - $ 205,086 137,000 314,000 11,383,187 500,000 111,781 5,000,000 11,700,054 $ 5,951,000 $ 92,218,345 $ 168,576,604 $ (53) $ 81 2,409,156 2,000 1,773,245 926 6,789 202,158 465,803 3,609,957 4,240 197,998 24,078,606 19,114,853 584,508 25,202 754,828 341,806 148,694 1,831 645 - 3,290,000 27,490,000 10,885,500 1,510,000 $ 378,432 (137,000) (314,000) 34,149,563 (500,000) 33,576,995 3,702,829 100.0% 100.0% 0.0% 84.9% 2.1% 500 100.0% 2,510,395 100.0% 1,000 100.0% 10,000 100.0% 2,160,000 100.0% 500 100.0% 500 100.0% (1,944,500) -144.5% 720,000 100.0% 500 100.0% 3,282,500 100.0% 4,500 100.0% 255,000 100.0% 23,865,620 100.0% (10,125,215) -58.3% 175,000 100.0% 10,000 100.0% (10,149,700) -1379.4% 40,500 100.0% 298,819 100.0% 2,000 100.0% 5,000 100.0% 20,000 100.0% (1,510,000) Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL CAPITAL PRO JECTS FUNDS (cont'd) APPOINTED (cont'd) 910 - PUBLIC WORKS (cont'd) 234 TRANSPO RTATION CAPITAL PROJECT (cont'd) LOWER BUCKEYE RD @ 67TH AVE $ 31,551 MAG ALCP PROJECTS 3,279,367 MC 85 AT 83/91/99/107&115TH AV 159,020 MC85 AT 119TH AVE 108,467 MC85 AT AG UA FRIA/FIRE ASSESS MC85 AT EL MIRAGE 328,909 MC85: JACKRABBIT - PERRYVILLE 689 MC85: PERRYVILLE - COTTON LN 6,407 MC85:SR85/75TH AV 77,363 MCDOWELL: SHOULDERS WIDENING 5,975 MCQUEEN RD: QUEEN CK - PECOS 1,527,545 MEEKER AT CAMINO DEL SOL 393,823 MEEKER AT TRAIL RD/ALEPPO 513,261 MERIDIAN RD MINGUS AT 25TH AVENUE 31,690 NORTHERN AVE @ 107TH AVE 735,147 NORTHERN AVE AT EL MIRAGE RD 363,229 NORTHERN AVE AT REEMS RD 95,672 OCOTILLO RD: EOM - PALO VERDE 200,000 OLD STAGE: N RVR - COYOTE PASS 9,631 OLIVE AT 103RD AVE 280,872 OLIVE AT LITCHFIELD RD 308,350 OLIVE AT REEMS 241 OLIVE AVE @ BEARDSLEY CANAL 119,394 OLIVE AVE AT 114TH AVE 102,434 OLIVE AVE AT AGUA FRIA PARTNERSHIP SUPPORT 3,105,435 PAVEMENT PRESERVATION 54,413 PEORIA AT LITCHFIELD RD 612,836 PINNACLE PK AT 83RD & 91ST AVE 455,016 PM10 PROGRAM 541,550 PM10: (PH3) NE AREA 264,178 PM10: (PH4) IN NORTH VALLEY 1,599,084 PM10: (PH4) IN SE VALLEY 572,932 PM10: (PH4) IN SW VALLEY 361,997 PNCL PK: LK PLEASNT - 83RD AVE 950,499 POWER RD: ELLIOT TO GUADALUPE R H JOHNSON AT MEEKER 352,435 R.H. JOHNSON AT STARDUST 522,525 RAINBOW RD BRIDGE:BUCKEYE CNL 126,217 RIGGS RD @ SR347 RIGHT-OF-WAY 483,091 SAFETY PROJECTS SIGNAL MODERNIZATION SC 1 1,004,309 SIGNAL MODERNIZATION SC/SCW 2 540,568 SONOMA AT DYSART 324,274 SR303 AT WADDELL 696,291 SR303 RAMP AT GRAND 48,064 SUN CITY MILL & OVERLAY: PH 1 1,105,166 SUN VALLEY PKWY CORRIDOR STUDY 5,342 TRAFFIC IMPROVEMENTS 330,592 TRAFFIC SIGNAL IMPROVEMENT 2 41,441 TRAFFIC SIGNAL IMPROVEMENT 6 12,071 TRAFFIC SIGNAL IMPROVEMENT 9 3,066 TRANSPORTATION ADMINISTRATION 1,324,490 TRANSPORTATION PLANNING 2,153,795 UNION HILLS MULTI-USE PATH 61,726 VAL VISTA: THO MAS TO SOUTHERN 172 WARNER RD AT POWER RD 485,643 WILLIAMS FLD AT HIGLEY 41,014 FUND TOTAL $ 100,675,400 DEPT TOTAL $ 100,675,400 CAPITAL PROJECTS TOTAL $ 237,471,207 FY 2007-08 ADOPTED $ $ $ $ 16,630,000 595,000 430,000 680,000 587,500 100,000 275,000 2,426,000 710,000 1,315,000 1,006,000 500 1,070,000 500 455,000 800,000 450,000 3,155,700 310,000 376,000 10,000 23,195,184 2,400,000 240,000 405,000 810,000 98,605,934 98,605,934 300,185,717 150 FY 2007-08 REVISED $ $ $ $ 88,000 16,535,000 92,500 1,595,000 12,000 50,000 430,000 680,000 587,500 300,500 4,500 3,000 1,133,000 100,000 266,000 10,000 3,977,500 3,740,000 1,315,000 1,006,000 500 1,070,000 500 56,500 455,000 91,500 890,000 13,000 582,500 69,500 3,977,800 350,000 376,000 35,000 2,039,215 2,100,000 550,000 405,000 810,000 98,605,934 98,605,934 270,885,367 FY 2007-08 FORECAST $ $ $ $ FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 87,760 $ - $ 88,000 10,335,504 16,780,000 (245,000) 76,396 92,500 1,556,841 1,595,000 11,378 12,000 2,816 50,000 368,610 430,000 627,444 680,000 607,530 587,500 300,282 300,500 97,546 4,500 3,000 880,958 1,133,000 100,000 216,928 266,000 140 10,000 3,359,410 10,011,000 (6,033,500) 1,693,157 6,280,000 (2,540,000) 610,756 1,315,000 996,982 1,006,000 25,833 500 287,542 1,070,000 344 500 76,144 56,500 3,833 455,000 92,194 91,500 1,039,376 890,000 12,607 13,000 995,591 2,150,000 (1,567,500) 580,000 (580,000) 31,459 69,500 2,285,306 11,545,500 (7,567,700) 444,896 350,000 478,921 376,000 56,155 35,000 866,728 12,525,000 (10,485,785) 1,974,518 1,630,000 470,000 612,061 550,000 405,000 868,681 810,000 85,705,900 $ 104,677,000 $ (6,071,066) 85,705,900 $ 104,677,000 $ (6,071,066) 177,924,245 $ 273,253,604 $ (2,368,237) 100.0% -1.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% -151.7% -67.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% -269.1% 100.0% -190.2% 100.0% 100.0% 100.0% -514.2% 22.4% 100.0% 100.0% 100.0% -6.2% -6.2% -0.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Fund Type/Department/Fund (continued) FY 2006-07 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS & RECREATION 900 ELIMINATIONS OPERATING NON-RECURRING /NO N-PRO JECT DEPT TOTAL 910 - PUBLIC WORKS 900 ELIMINATIONS OPERATING NON-RECURRING /NO N-PRO JECT DEPT TOTAL 980 - ELIMINATIONS 900 ELIMINATIONS OPERATING NON-RECURRING /NO N-PRO JECT DEPT TOTAL ELIMINATIONS TOTAL $ $ $ $ $ $ $ FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % (69,890) $ (69,890) $ (69,850) $ (69,850) $ ( 69,850) $ ( 69,850) $ (70,965) $ (70,965) $ - $ (64,630) (64,630) $ (69,850) 100.0% 64,630 (5,220) 7.5% (66,263,032) $ (66,263,032) $ (59,709,258) $ (59,709,258) $ (59,594,504) $ (59,594,504) $ (59,594,504) $ (59,594,504) $ - $ (74,748,984) (74,748,984) $ (59,594,504) 100.0% 74,748,984 15,154,480 -25.4% (755,358,247) $ (755,358,247) $ (821,691,169) $ (425,729,107) $ (425,729,107) $ (485,508,215) $ (433,601,337) $ (433,601,337) $ (493,265,691) $ (428,137,637) $ (3,000,000) (431,137,637) $ (490,803,106) $ (409,432,723) $ (158,983,528) (568,416,251) $ (643,229,865) $ (24,168,614) 5.6% 158,983,528 134,814,914 -31.1% 149,964,174 -30.4% 151 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures by Department and Fund Type FY 2008-09 ADOPTED BUDGET SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ $ SUBTOTAL $ 60,982,903 14,115,672 17,220,629 70,347,261 162,666,465 19,221,449 4,433,985 46,979,456 14,030,428 84,665,318 $ 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 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECO RDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 372,646 372,649 372,649 372,648 372,643 24,923,302 32,343,816 62,837,039 20,096,904 2,361,217 15,915,927 2,279,710 2,320,833 3,396,965 72,529,713 240,868,661 $ 10,037,176 18,345,453 29,524 4,502,298 4,678,731 800,000 216,216,990 254,610,172 $ 1,159,534 12,709,280 41,943,098 49,262,767 8,815,299 7,594,722 1,695,804 16,366,511 167,642,384 3,089,347 134,794 12,500 2,743,527 75,000 12,240,972 26,846,166 43,107,721 22,737,879 189,282,664 $ 607,459,969 $ - $ - $ 1,443,161,094 $ 946,735,459 APPOINTED 060 - CLERK OF THE BOARD $ 716,421 140 - CALL CENTER 1,628,190 150 - EMERGENCY MANAGEMENT 234,996 170 - COMMUNITY DEVELOPMENT 180 - FINANCE 3,787,037 200 - COUNTY MANAGER 1,429,968 220 - HUMAN SERVICES 2,517,013 230 - INTERNAL AUDIT 1,843,786 260 - CORRECTIONAL HEALTH 3,581,457 290 - MEDICAL EXAMINER 7,738,016 300 - PARKS & RECREATION 1,426,304 310 - WORKFORCE MGT & DEVELOPMEN 6,145,531 340 - PUBLIC FIDUCIARY 2,612,944 350 - EMPLOYEE HEALTH INITIATIVES 390 - HEALTH CARE PROGRAMS 234,768,067 410 - ENTERPRISE TECHNOLOGY 10,785,417 542,057 420 - JUSTICE SYSTEM PLANNING & INFO 440 - PLANNING & DEVELOPMENT 460 - RESEARCH & REPORTING 327,743 470 - NON-DEPARTMENTAL 647,572,100 490 - MANAGEMENT & BUDGET 3,746,301 520 - PUBLIC DEFENDER 36,768,742 540 - LEG AL DEFENDER 10,511,194 550 - LEG AL ADVOCATE 9,529,764 560 - PUBLIC DEFENSE SERVICES 15,414,886 570 - JUVENILE DEFENDER 3,654,409 700 - FACILITIES MANAGEMENT 12,908,663 710 - COMMUNICATIONS 932,091 730 - MATERIALS MANAGEMENT 2,029,600 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE & CONTROL 322,919 850 - AIR QUALITY 860 - PUBLIC HEALTH 12,462,708 880 - ENVIRONMENTAL SERVICES 3,687,644 910 - PUBLIC WORKS SUBTOTAL $ 1,039,625,968 980 - ELIMINATIONS MARICO PA COUNTY $ $ $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE $ - $ - $ $ $ 23,389,608 23,389,608 $ - $ 23,389,608 $ $ 152 - $ - $ 168,576,604 104,677,000 $ 273,253,604 $ $ $ - $ $ 273,253,604 $ $ $ $ $ SUBTOTAL ELIMINATIONS - $ - $ 80,204,352 18,549,657 64,200,085 84,377,689 247,331,783 $ - $ - $ 372,646 372,649 372,649 372,648 372,643 24,923,302 42,380,992 81,182,492 20,126,428 2,361,217 15,915,927 6,782,008 6,999,564 4,196,965 288,746,703 495,478,833 $ - $ 716,421 1,628,190 1,394,530 12,709,280 3,787,037 1,429,968 44,460,111 1,843,786 52,844,224 7,738,016 10,241,603 6,145,531 2,612,944 144,086,489 144,086,489 242,362,789 17,901,153 28,686,570 2,237,861 16,366,511 327,743 1,007,180,696 3,746,301 39,858,089 10,645,988 9,542,264 15,414,886 3,654,409 15,652,190 1,007,091 983,793 3,013,393 13,982,007 13,982,007 38,624,251 38,624,251 12,563,891 26,846,166 55,570,429 26,425,523 293,959,664 215,577,693 $ 2,159,306,842 $ - $ - 215,577,693 $ 2,902,117,458 $ $ $ TOTAL - $ - $ $ 80,204,352 18,549,657 64,200,085 84,377,689 247,331,783 372,646 372,649 372,649 372,648 372,643 24,923,302 42,380,992 81,182,492 20,126,428 2,361,217 15,915,927 6,782,008 6,999,564 4,196,965 288,746,703 $ 495,478,833 - $ 716,421 1,628,190 1,394,530 12,709,280 3,787,037 1,429,968 44,460,111 1,843,786 52,844,224 7,738,016 (64,630) 10,176,973 6,145,531 2,612,944 144,086,489 242,362,789 28,686,570 2,237,861 16,366,511 327,743 1,007,180,696 3,746,301 39,858,089 10,645,988 9,542,264 15,414,886 3,654,409 15,652,190 1,007,091 3,013,393 13,982,007 38,624,251 12,563,891 26,846,166 55,570,429 26,425,523 (74,748,984) 219,210,680 (74,813,614) $ 2,084,493,228 $ (568,416,251) $ (568,416,251) $ (643,229,865) $ 2,258,887,593 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS PERSO NAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 585,721,484 $ 5,537,539 20,462,756 190,419,096 12,654,970 (46,386,310) 44,683,085 813,092,620 $ 664,503,191 $ 5,874,791 10,538,688 226,665,965 29,203,314 (71,588,739) 67,780,607 932,977,817 $ 670,809,674 $ 5,913,987 10,587,809 228,136,383 27,509,270 (71,957,353) 68,106,320 939,106,090 $ 650,102,925 $ 4,621,943 15,174,093 219,772,432 15,465,540 (72,574,908) 68,082,982 900,645,007 $ 660,047,010 $ 12,066,428 10,760,409 222,334,909 28,306,069 (88,152,579) 84,632,109 929,994,355 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 50,148,421 $ 15,266,157 6,317,344 7,928,485 (3,573,009) 3,360,655 79,448,053 $ 38,110,892 $ 12,677,000 5,998,885 31,572,775 (4,503,334) 4,078,136 87,934,354 $ 39,040,707 $ 12,737,659 5,994,969 18,857,864 (4,490,164) 4,078,136 76,219,171 $ 39,125,571 $ 14,431,533 9,083,034 1,899,454 (4,561,017) 4,447,506 64,426,081 $ 40,212,277 $ 15,304,001 6,197,535 1,613,660 (2,891,936) 3,064,488 63,500,025 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 41,821,636 $ 25,719,901 140,020,210 20,423,038 42,935,668 224,376,727 302,570 5,288,387 4,995,020 5,717,233 1,647,331 26,142,238 270,871 (5,402,310) 5,350,252 539,608,772 $ 40,353,632 $ 42,161,518 398,999,577 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) 6,096,016 826,008,777 $ 39,960,821 $ 43,376,945 401,126,563 20,243,628 44,850,345 241,371,180 (3,964,752) 4,736,597 5,397,574 5,545,799 779,232 29,155,348 (6,461,357) 10,456,921 836,574,844 $ 46,365,188 $ 29,379,990 151,447,608 18,349,448 42,880,035 236,864,143 (2,572,635) 4,530,253 4,420,801 5,640,828 1,372,735 29,305,616 40,392 (8,058,687) 7,626,391 567,592,106 $ 41,458,186 $ 41,379,085 497,221,563 18,137,580 69,011,195 246,276,770 (1,440,661) 5,469,946 5,111,469 4,455,948 849,732 33,816,614 40,000 (21,763,213) 21,161,261 961,185,475 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 581,316 581,316 $ $ 20,081,471 $ 80,310,140 31,422,875 10,484,801 82,204,092 58,419,646 ( 347,204) 1,602,434 284,178,255 $ TOTAL USES $ 1,716,909,016 - $ $ 5,366,500 $ 225,600,651 5,657,698 13,778,630 76,397,500 40,547,185 (864,847) 871,364 367,354,681 $ $ 2,214,275,629 153 - $ $ 4,510,300 $ 192,458,644 8,651,445 15,634,343 76,696,065 41,314,998 (864,847) 871,364 339,272,312 $ $ 2,191,172,417 - $ $ 14,441,295 $ 97,038,237 4,174,123 14,526,664 64,390,104 30,310,952 (692,078) 856,599 225,045,896 $ $ 1,757,709,090 - $ $ 12,152,500 $ 165,484,069 4,821,109 12,479,426 70,865,750 38,753,011 (679,584) 331,457 304,207,738 $ $ 2,258,887,593 $ 10,762,664 1.6% (6,152,441) -104.0% (172,600) -1.6% 5,801,474 2.5% (796,799) -2.9% 16,195,226 -22.5% (16,525,789) -24.3% 9,111,735 1.0% (1,171,570) (2,566,342) (202,566) 17,244,204 (1,598,228) 1,013,648 12,719,146 -3.0% -20.1% -3.4% 91.4% 35.6% 24.9% 16.7% (1,497,365) -3.7% 1,997,860 4.6% (96,095,000) -24.0% 2,106,048 10.4% (24,160,850) -53.9% (4,905,590) -2.0% (2,524,091) 63.7% (733,349) -15.5% 286,105 5.3% 1,089,851 19.7% (70,500) -9.0% (4,661,266) -16.0% (40,000) 15,301,856 -236.8% (10,704,340) -102.4% (124,610,631) -14.9% (7,642,200) -169.4% 26,974,575 14.0% 3,830,336 44.3% 3,154,917 20.2% 5,830,315 7.6% 2,561,987 6.2% (185,263) 21.4% 539,907 62.0% 35,064,574 10.3% (67,715,176) -3.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code (continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % GENERAL FUND PERSO NAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 331,695,100 $ 4,126,390 8,624,833 105,284,654 5,014,884 (28,541,958) 9,772,813 435,976,716 $ 376,868,511 $ 4,046,528 3,376,812 125,469,705 13,205,642 (44,022,384) 10,072,010 489,016,824 $ 379,104,700 $ 4,029,706 3,425,933 125,922,809 10,704,132 (44,141,219) 10,215,559 489,261,620 $ 371,194,345 $ 3,597,436 6,489,083 122,793,804 6,464,049 (44,012,799) 8,192,316 474,718,234 $ 365,614,537 $ 9,362,463 3,634,189 122,009,036 16,322,195 (57,910,454) 8,564,268 467,596,234 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 14,199,839 $ 754,764 3,120,335 2,755,550 (2,449,989) 1,009,118 19,389,617 $ 12,797,407 $ 765,419 2,477,705 30,398,362 (2,835,271) 903,477 44,507,099 $ 12,740,404 $ 763,988 2,428,660 17,263,267 (2,822,101) 903,477 31,277,695 $ 10,644,131 $ 774,936 3,418,386 241,438 (2,906,943) 1,003,909 13,175,857 $ 11,031,876 $ 796,337 2,697,856 381,583 (1,373,066) 255,068 13,789,654 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 34,729,402 $ 3,474,962 39,991,163 10,630,792 15,811,059 212,211,711 26,236,928 1,863,273 3,058,321 4,746,733 519,597 10,242,551 27,638 (2,777,220) 105,665 360,872,575 $ 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) 1,250,065 561,256,702 $ 32,236,096 $ 3,462,717 227,973,685 9,651,287 19,048,459 223,056,973 28,415,152 1,720,451 2,911,180 4,767,135 564,621 8,635,236 (3,005,851) 819,513 560,256,654 $ 38,166,783 $ 3,059,606 48,439,493 8,462,735 18,814,495 224,830,022 29,395,601 1,822,612 2,620,374 4,803,199 519,791 7,836,962 (3,110,807) 907,516 386,568,382 $ 32,641,246 $ 3,700,368 228,369,274 7,461,391 25,714,741 229,517,906 23,381,325 2,177,454 2,829,467 3,572,884 557,085 9,467,409 (8,047,272) 7,177,241 568,520,519 $ 491,099,977 491,099,977 213,836,003 213,836,003 216,189,228 216,189,228 216,173,357 216,173,357 379,416,476 379,416,476 OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ - $ 14,318,237 26,705,027 4,615,766 5,676,413 ( 279,132) 16,204 51,052,515 $ TOTAL USES $ 1,358,391,400 $ $ 10,000 $ 14,518,575 551,745 4,827,000 13,610,030 (540,661) 2,549 32,979,238 $ $ 1,341,595,866 154 $ $ 10,000 $ 14,304,582 2,971,014 5,252,992 13,777,818 (540,661) 2,549 35,778,294 $ $ 1,332,763,491 $ $ - $ 10,910,128 559,733 5,375,822 286 10,619,082 (534,091) 8,028 26,938,988 $ $ 1,117,574,818 $ $ - $ 455,156 4,137,383 9,643,704 (402,049) 4,017 13,838,211 $ $ 1,443,161,094 $ 13,490,163 3.6% (5,332,757) -132.3% (208,256) -6.1% 3,913,773 3.1% (5,618,063) -52.5% 13,769,235 -31.2% 1,651,291 16.2% 21,665,386 4.4% 1,708,528 (32,349) (269,196) 16,881,684 (1,449,035) 648,409 17,488,041 13.4% -4.2% -11.1% 97.8% 51.3% 71.8% 55.9% (405,150) -1.3% (237,651) -6.9% (395,589) -0.2% 2,189,896 22.7% (6,666,282) -35.0% (6,460,933) -2.9% 5,033,827 17.7% (457,003) -26.6% 81,713 2.8% 1,194,251 25.1% 7,536 1.3% (832,173) -9.6% 5,041,421 -167.7% (6,357,728) -775.8% (8,263,865) -1.5% (163,227,248) (163,227,248) -75.5% -75.5% 10,000 100.0% 14,304,582 100.0% 2,515,858 84.7% 1,115,609 21.2% 4,134,114 30.0% (138,612) 25.6% (1,468) -57.6% 61.3% 21,940,083 (110,397,603) -8.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code (continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SPECIAL REVENUE PERSO NAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 248,144,787 $ 1,349,039 11,694,447 83,365,237 7,577,400 (17,844,352) 29,996,612 364,283,170 $ 279,179,073 $ 1,820,771 7,085,501 98,470,460 15,921,051 (26,449,164) 52,348,470 428,376,162 $ 283,188,508 $ 1,876,789 7,085,501 99,471,519 16,733,328 (26,698,943) 52,556,134 434,212,836 $ 271,101,350 $ 985,210 8,538,468 94,490,892 8,907,293 (27,628,567) 54,030,345 410,424,991 $ 286,176,509 $ 2,662,874 7,046,978 97,781,010 11,963,244 (29,050,640) 70,743,032 447,323,007 $ (2,988,001) (786,085) 38,523 1,690,509 4,770,084 2,351,697 (18,186,898) (13,110,171) -1.1% -41.9% 0.5% 1.7% 28.5% -8.8% -34.6% -3.0% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 30,590,371 $ 14,142,367 3,166,692 4,724,262 (1,123,020) 2,351,537 53,852,209 $ 23,122,443 $ 11,911,581 3,107,287 1,130,948 (1,645,837) 3,148,856 40,775,278 $ 24,113,985 $ 11,973,671 3,169,448 1,551,132 (1,645,837) 3,148,856 42,311,255 $ 23,828,372 $ 13,640,757 3,447,061 1,562,333 (1,642,367) 3,430,143 44,266,299 $ 24,242,881 $ 14,507,664 3,786,171 1,188,202 (1,495,246) 2,784,861 45,014,533 $ (128,896) (2,533,993) (616,723) 362,930 (150,591) 363,995 (2,703,278) -0.5% -21.2% -19.5% 23.4% 9.1% 11.6% -6.4% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 388,336 $ 18,806,859 58,416,144 7,133,333 24,976,831 11,524,857 17,105,585 3,416,439 1,806,478 966,227 1,127,734 10,205,718 9 (2,625,090) 5,176,190 158,425,650 $ 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) 4,625,329 230,363,773 $ 1,364,492 $ 18,405,612 121,210,105 8,968,104 23,311,249 17,638,471 23,432,057 2,996,184 2,427,371 737,964 214,611 14,472,907 (3,237,435) 9,226,021 241,167,713 $ 687,337 $ 18,286,908 55,620,773 8,423,349 21,449,169 11,371,794 23,154,925 2,682,662 1,747,586 796,277 852,944 15,380,072 (4,768,788) 6,536,059 162,221,067 $ 2,019,701 $ 17,971,383 210,564,905 10,612,982 40,670,925 16,108,864 24,903,150 3,261,048 2,208,310 841,847 292,647 16,285,957 (12,872,286) 12,950,525 345,819,958 $ 114,491,695 114,491,695 100,541,145 100,541,145 101,761,434 101,761,434 100,099,343 100,099,343 OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ $ $ 8,825,874 $ 3,730,302 5,813,770 1,091,842 2,865,682 (68,072) 1,586,230 23,845,628 $ 714,898,352 $ FY 2006-07 ACTUAL $ $ 16,343,293 $ 4,924,658 8,951,630 2,450,000 4,491,385 (304,999) 849,546 37,705,513 $ 837,761,871 $ FY 2007-08 ADOPTED $ $ 16,199,461 $ 5,522,757 10,381,351 2,450,000 5,091,410 (304,999) 849,546 40,189,526 $ 859,642,764 $ FY 2007-08 REVISED $ $ 11,681,104 $ 3,412,440 8,970,614 1,655,723 3,822,806 (146,757) 836,554 30,232,484 $ 747,244,184 $ FY 2007-08 FORECAST 88,673,364 88,673,364 $ $ 3,409,804 $ 3,497,288 8,102,043 4,673,226 (85,273) 307,509 19,904,597 $ 946,735,459 $ (655,209) -48.0% 434,229 2.4% (89,354,800) -73.7% (1,644,878) -18.3% (17,359,676) -74.5% 1,529,607 8.7% (1,471,093) -6.3% (264,864) -8.8% 219,061 9.0% (103,883) -14.1% (78,036) -36.4% (1,813,050) -12.5% 9,634,851 -297.6% (3,724,504) -40.4% (104,652,245) -43.4% 13,088,070 13,088,070 12.9% 12.9% 12,789,657 79.0% 2,025,469 36.7% 22.0% 2,279,308 2,450,000 100.0% 418,184 8.2% (219,726) 72.0% 542,037 63.8% 20,284,929 50.5% (87,092,695) -10.1% ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED DEBT SERVICE OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0950 - DEBT SERVICE $ SUBTOTAL $ 68,818,587 68,818,587 $ $ - $ $ - $ $ - $ $ - $ $ $ SUBTOTAL $ 48,291,424 48,291,424 $ $ 21,710,516 21,710,516 $ $ 21,710,516 21,710,516 $ $ 15,219,856 15,219,856 $ $ 23,389,608 23,389,608 $ $ (1,679,092) (1,679,092) -7.7% -7.7% TOTAL USES $ 117,110,011 $ 21,710,516 $ 21,710,516 $ 15,219,856 $ 23,389,608 $ (1,679,092) -7.7% 155 - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code (continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED CAPITAL PRO JECTS PERSO NAL SERVICES 0790 - OTHER PERSONNEL SERVICES $ 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,619,236 4,619,236 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 125,655 3,398 129,053 $ SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ 11,465,998 1,849 107,325 1,551,550 13,146,722 $ $ SUBTOTAL $ $ $ 35,100 3,852,534 3,887,634 $ - $ $ $ $ $ 15,479,400 15,479,400 59,625,806 59,625,806 $ $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE SUBTOTAL $ 20,081,471 57,166,029 7,351 81,112,250 1,583,325 159,950,426 $ TOTAL USES $ 237,471,243 OTHER FINANCING USES 0880 - TRANSFERS OUT 35,100 3,827,034 3,862,134 $ - $ $ $ $ $ 16,062,535 16,062,535 6,775,900 6,775,900 $ $ $ $ 5,356,500 194,738,783 73,947,500 274,042,783 $ 300,185,717 156 11,692 4,308,323 4,320,015 $ 129,438 4,248 133,686 $ $ $ $ $ 11,202,349 144 11,202,493 10,959,862 10,959,862 $ $ $ $ 4,500,300 161,254,471 74,246,065 240,000,836 $ 270,885,367 3,562,000 3,562,000 $ - $ $ $ $ $ 17,726,750 17,726,750 10,959,862 10,959,862 $ $ $ $ 14,441,295 74,104,149 28,650 62,734,095 151,308,189 $ 177,924,245 35,100 265,034 300,134 100.0% 6.9% 7.8% - -10.4% $ (1,664,215) (1,664,215) 6,252,339 6,252,339 $ $ 4,707,523 4,707,523 43.0% 43.0% $ $ 12,152,500 162,074,265 620,000 70,865,750 245,712,515 $ (7,652,200) -170.0% (819,794) -0.5% (620,000) 3,380,315 4.6% (5,711,679) -2.4% $ 273,253,604 $ (2,368,237) -10.4% -0.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code (continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % INTERNAL SERVICE PERSO NAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 5,881,589 62,110 143,471 1,769,201 62,686 294,425 8,213,482 SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 5,226,095 7,292,332 445,278 12,963,706 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,683,398 15,987,133 24,441,692 2,658,907 2,145,933 532,832 2,360,853 8,672 130,222 4,274 5,693,970 72,235 68,398 60,788,521 $ $ SUBTOTAL $ 8,455,607 $ 7,492 76,375 2,725,800 41,521 (1,117,191) 1,507,593 11,697,197 $ 8,516,466 $ 7,492 76,375 2,742,055 36,710 (1,117,191) 1,507,593 11,769,500 $ 7,807,230 $ 39,297 146,542 2,487,736 82,506 (933,542) 1,551,998 11,181,767 $ 8,255,964 $ 41,091 79,242 2,544,863 20,630 (1,191,485) 1,762,809 11,513,114 $ 260,502 3.1% (33,599) -448.5% (2,867) -3.8% 197,192 7.2% 16,080 43.8% 74,294 -6.7% (255,216) -16.9% 256,386 2.2% 2,191,042 $ 6,032,253 43,465 (22,226) 25,803 8,270,337 $ 2,186,318 $ 6,015,221 43,465 (22,226) 25,803 8,248,581 $ 4,523,630 $ 15,840 7,730,795 91,435 (11,707) 13,454 12,363,447 $ 4,937,520 $ 6,229,314 43,875 (23,624) 24,559 11,211,644 $ (2,751,202) -125.8% (214,093) -3.6% (410) -0.9% 1,398 -6.3% 4.8% 1,244 (2,963,063) -35.9% $ 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) 220,622 176,657,433 $ 6,360,233 $ 121,064,328 35,880,238 1,624,237 2,490,637 675,736 2,380,858 19,962 59,023 40,700 6,047,205 (218,071) 411,387 176,836,473 $ 7,511,068 $ 105,267,027 36,184,993 1,463,364 2,616,371 662,327 1,712,204 24,979 52,841 41,352 6,088,582 40,392 (179,092) 182,816 161,669,224 $ 6,797,239 $ 128,700,170 40,560,634 63,207 2,625,529 650,000 2,166,902 31,444 73,692 41,217 8,063,248 40,000 (843,655) 1,033,495 190,003,122 $ (437,006) -6.9% (7,635,842) -6.3% (4,680,396) -13.0% 1,561,030 96.1% (134,892) -5.4% 25,736 3.8% 213,956 9.0% (11,482) -57.5% (14,669) -24.9% (517) -1.3% (2,016,043) -33.3% (40,000) 625,584 -286.9% (622,108) -151.2% (13,166,649) -7.4% 1,397,955 1,397,955 $ $ 988,276 988,276 988,276 988,276 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 980,196 55,265 2,800 1,038,260 $ - $ 181,295 735,254 (19,187) 19,269 916,631 $ TOTAL USES $ 84,401,923 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ $ $ $ 198,529,874 157 $ $ $ $ $ 700,130 $ 157,674 735,254 (19,187) 19,269 1,593,140 $ 199,435,970 $ 3,988,276 3,988,276 $ $ 342,856 $ 173,300 180,228 649,208 (11,230) 12,017 1,346,379 $ 190,549,093 $ 1,487,006 1,487,006 $ $ - $ 248,665 240,000 1,046,473 (192,262) 19,931 1,362,807 $ 215,577,693 $ (498,730) (498,730) -50.5% -50.5% 700,130 100.0% (90,991) -57.7% (240,000) (311,219) -42.3% 173,075 -902.0% (662) -3.4% 230,333 14.5% (16,141,723) -8.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Object Code (continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ELIMINATIONS SUPPLIES 0803 - FUEL $ SUBTOTAL $ (5,214,932) $ (5,214,932) $ (5,618,360) $ (5,618,360) $ (5,618,360) $ (5,618,360) $ (5,513,208) $ (5,513,208) $ (6,515,806) $ (6,515,806) $ SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (16,417,764) $ (48,865,762) (65,283,526) $ (99,555,712) $ (58,192,819) (157,748,531) $ (99,555,712) $ (58,192,819) (157,748,531) $ (97,233,551) $ (56,835,509) (154,069,060) $ (108,992,836) $ (51,892,038) (160,884,874) $ $ SUBTOTAL $ (663,853,706) $ (663,853,706) $ (322,141,324) $ (322,141,324) $ (329,898,800) $ (329,898,800) $ (331,220,838) $ (331,220,838) $ (475,829,185) $ (475,829,185) $ 145,930,385 145,930,385 -44.2% -44.2% TOTAL USES $ (734,352,164) $ (485,508,215) $ (493,265,691) $ (490,803,106) $ (643,229,865) $ 149,964,174 -30.4% OTHER FINANCING USES 0880 - TRANSFERS OUT 158 897,446 897,446 9,437,124 (6,300,781) 3,136,343 -16.0% -16.0% -9.5% 10.8% -2.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Operating Descript ion General Fund (100) Contingency Unreserved Contingency $ Budget Balancing Plan Reserve Pay for Performance Court Tower Debt Reserve Court Tower Maintenance and Operating Reserve FMLA Post Employment Health Plan Payout Reserve Jail Population Reserve Adult Probation Justice Reserve Reserve for Future Year Operating Expenses Retirement Contribution Increases Stormwater Enforcement Technology Reserve Subtotal $ Other Programs Anthem Sheriff Substation $ Board NW Regional Service Char ges Board of Equalization CAMA Reserve for Future Years CASS Citizens Tax Education Combined Charitable Campaign County Single Audit Countywide Emergency Issues Fund Downtown Juror/Employee Shuttle Funding for Reduction in Force Homeless Campus Security Improvement District Allocation Jail Excise Tax, Maintenance of Effort Additional Detention Fund Subsidy Maricopa HMIS - Project Master Plans Orthophotogr aphy Program Public Defender - Mesa Lease Real Estate Evaluation, Acquisition & Divestitur e Relocations/New Facility Startup Ryan White Counsel background checks Sheriff Defendant Calls for Bail Project Sheriff GIITM Match Sheriff Mobile Data Computer Program Special Health Care District Performance Bond Staff Development Training Room PC's Vehicle Replacement Workforce Development Peak Performers Subtotal $ Infrastructure/CIP CIP Fund Transfer $ Central Service Costs Annual County Wide Operation Maintenance Program $ Automated Inventory Management Base-Level Internal Service Charges Enterprise Software License IT Infrastructure IT Infrastructure Future Years Lobbyist Contracts Maintenance Contracts Ombudsman Utilities Subtotal $ FY 2007-08 Adopted FY 2007-08 Revised 29,409,489 8,903,455 20,699,542 10,895,804 800,000 3,004,056 26,717,521 4,063,613 104,493,480 $ $ FY 2007-08 Forecast Variance Adopted to Rev ised FY 2008-09 Adopted 24,870,160 $ 2,752,820 3,485,470 12,337,020 10,895,804 800,000 2,900,531 26,717,521 1,945,166 86,704,492 $ - $ - $ 25,611,216 7,398,559 10,895,804 800,000 2,600,000 3,000,000 3,000,000 53,305,579 $ - $ 5,280 104,000 200,000 1,900 165,000 240,000 92,202 141,079 165,933,494 25,000 500,000 100,000 500,000 7,500 281,000 225,015 46,258 4,612 4,682,100 375,000 173,629,440 $ 40,000 5,280 80,000 790,312 50,000 165,000 100,000 543,759 250,000 87,621 146,017 170,081,831 27,370,834 25,000 348,954 100,000 250,000 7,500 10,512 281,000 50,000 8,500 4,028,900 375,000 205,196,020 $ $ 40,000 35,238 ( 286,045) 50,000 ( 200,000) 303,759 250,000 (4,581) 4,938 4,148,337 27,370,834 ( 500,000) 60,375 ( 237,784) ( 250,000) ( 225,015) ( 101,500) ( 653,200) ( 275,000) 29,530,356 $ 741,056 (2,752,820) 3,913,089 (12,337,020) 2,600,000 (2,900,531) (26,717,521) 3,000,000 3,000,000 (1,945,166) (33,398,913) 5,280 200,000 165,000 100,000 240,000 141,079 165,933,494 500,000 288,579 237,784 100,000 500,000 7,500 10,512 225,015 50,000 110,000 4,682,100 650,000 174,146,343 $ $ - $ 5,280 44,762 1,076,357 200,000 165,000 100,000 240,000 92,202 141,079 165,933,494 25,000 500,000 288,579 237,784 100,000 500,000 7,500 10,512 281,000 225,015 50,000 110,000 4,682,100 650,000 175,665,664 $ - $ - $ - $ 28,017,521 $ 28,017,521 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 $ 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 $ 3,705,000 $ 186,000 23,115,814 2,164,945 12,619,413 517,730 7,814,059 43,489 7,812,000 57,978,450 $ 3,705,000 180,000 19,728,060 2,589,967 13,680,344 5,397,917 517,730 7,814,059 43,489 8,979,584 62,636,150 $ (3,387,754) 250,000 1,060,931 (7,968,660) 1,167,584 (8,877,899) 159 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (Continued) Descript ion Debt Service/Cap Lease Admin. Fee Arbitrage Bond Attorney Court Tower Debt Current CIP Debt Financial Advisor Human Services Campus Debt Financing Lease Revenue Bond 126.8m Dues and Memberships Arizona Association of Counties Arizona-Mexican Commission County Supervisors Association Maricopa Association of Government National Association of Counties Reserve for Increases FY 2007-08 Adopted $ Subtotal $ 15,000 25,000 40,000 5,785,964 60,000 2,200,000 977,184 9,103,148 FY 2007-08 Revised $ $ FY 2007-08 Forecast Variance Adopted to Rev ised FY 2008-09 Adopted 15,000 $ 25,000 40,000 5,785,964 60,000 2,200,000 977,184 9,103,148 $ 15,000 $ 25,000 40,000 5,785,964 60,000 2,200,000 977,184 9,103,148 $ 15,000 125,000 5,821,312 5,961,312 $ 100,000 (40,000) 5,821,312 (5,785,964) (60,000) (2,200,000) ( 977,184) (3,141,836) $ $ 22,579 15,000 37,579 $ $ 73,770 10,000 125,436 43,447 45,000 $ 73,770 $ 10,000 125,436 43,447 45,000 73,770 $ 10,000 148,015 42,882 45,000 Subtotal $ 297,653 $ 297,653 $ 319,667 $ 73,770 10,000 148,015 43,447 45,000 15,000 335,232 $ 162,469 $ 162,469 $ 162,469 $ 175,000 $ 12,531 Subtotal $ 6,280,764 $ 6,280,764 $ 575,862 $ 5,616,718 $ ( 664,046) $ $ 1,790,000 $ 60,000 1,850,000 $ 1,836,745 $ 13,255 1,850,000 $ 1,850,000 1,850,000 $ Subtotal $ 1,790,000 60,000 1,850,000 $ 60,000 (60,000) - Major Maintenance Major Maintenance $ 10,000,000 $ 1,000,070 $ 6,065,000 $ (3,935,000) Judgments Judgments $ 500,000 $ 500,000 $ 229,896 $ 500,000 $ $ $ $ 25,000 $ 20,000 165,000 250,000 674,776 25,000 15,000 1,174,776 $ 25,000 $ 20,000 165,000 250,000 674,776 25,000 15,000 1,174,776 $ 25,000 15,000 165,000 250,000 644,776 22,500 15,000 3,000 3,000 31,500 1,174,776 $ Subtotal $ 25,000 20,000 165,000 250,000 674,776 25,000 15,000 1,174,776 $ $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - Total General Fund (100) $ 379,752,682 $ $ 246,253,778 $ 371,063,308 $ 7,580,293 11,949,882 3,000,000 14,949,882 $ 5,580,963 $ 2,947,294 8,528,257 $ - $ $ 9,654,668 $ 4,073,705 Taxes and Assessments Taxes and Assessments Non-Departmental Consultants Tuition Reimbursement Tuition Reimbursement General Fund Funded Classes Non-Profit Support Collaboration for a New Century East Valley Par tnership Greater Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Center Greater Phoenix Economic Council Maricopa County Spor ts Commission Western Maricopa Enterprise Zone Southwest Valley Chamber of Commerce Wickenberg Chamber of Commerce Unallocated Cooperative Extension Cooperative Extension Non-Departmental Grants (249) Potential Fee increases Pay For Performance $ $ 160 $ $ 10,000,000 363,483,015 $ 9,654,668 (5,000) (30,000) (2,500) 3,000 3,000 31,500 - $ 1,126,411 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (Continued) Descript ion Detention Fund (255) Contingency Pay for Performance Retirement Contribution Increases Jail Population Reserve Detention Related Risk Management Budget Balancing Plan Reserve Justice Reserve Technology Reserve Other Programs Master Plans Sheriff Recruiting Vehicle Replacement FY 2007-08 Adopted $ Subtotal $ $ 13,915,000 3,000,000 85,000 4,266,767 11,949,336 33,216,103 FY 2007-08 Revised $ $ FY 2007-08 Forecast Variance Adopted to Rev ised FY 2008-09 Adopted 13,745,905 $ 2,151,718 85,000 445,635 3,766,767 11,795,330 31,990,355 $ - $ - $ 15,000,000 3,800,000 4,400,000 45,000,000 68,200,000 $ 175,000 $ 500,000 503,000 1,178,000 $ 175,000 $ 500,000 196,532 871,532 $ 199,900 199,900 3,865,000 $ 1,349,693 12,184,000 17,398,693 $ 3,865,000 1,349,693 13,469,375 18,684,068 $ $ $ Subtotal $ 175,000 503,000 678,000 Central Service Costs Annual Detention Facilities Operational Program $ Maintenance Contracts Utilities Subtotal $ 3,865,000 1,349,693 12,184,000 17,398,693 $ $ 3,865,000 $ 1,349,693 12,184,000 17,398,693 $ $ 7,500,000 $ 7,500,000 $ - $ 7,049,000 $ Total Detention Fund (255) $ 58,792,796 $ 58,067,048 $ 18,270,225 $ 94,132,968 $ 36,065,920 Total $ 13,810,516 $ 13,810,516 $ 9,669,695 $ 15,976,228 $ 2,165,712 Total $ 7,900,000 $ 7,900,000 $ 5,550,160 $ 7,413,380 $ 475,205,876 $ 279,743,858 $ 498,240,552 $ Major Maintenance Major Maintenance $ $ 1,254,095 1,648,282 4,400,000 45,000,000 (85,000) ( 445,635) (3,766,767) (11,795,330) 36,209,645 $ $ ( 175,000) ( 500,000) ( 303,100) ( 978,100) 1,285,375 1,285,375 ( 451,000) County Improvement Debt Fund (320) County Improvement Debt Fund #2 (321) Total Operating All Funds $ 161 451,788,836 $ ( 486,620) 46,451,716 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Non-Recurring FY 2007-08 Adopted Description General Fund (100) Contingency Contingency Technology Reser ve $ Subtotal $ Other Programs ASRS Contributions Not Withheld $ Assessor West Tempe Relocation Clerk of the Board Imaging System Communications Crime Prevention Grants Development Impact Fee Study Dust Control Staffing Pilot Economic Forum Executive Compensation/Deferred Compensation Glendale EDC/RCC International G enomics Consortium Marketing Commissions Meth Project Parks & Rec: Guadalupe Rd Bridge Grant Match Pending Legal Settlements Pest Abatement Public Defender - Mesa Relocation Public Health Preventative Medicine Residency Public Health Relocation Sheriff 911 System Upgrade Sheriff Central Service Complex Voice System Sheriff Helicopter Overhaul/FLIR Replacement Sheriff Property and Evidence Bar Coding System Sheriff Records Management System Sheriff Shooting Range Lease Sheriff Vehicles Staff Development Center Equipment AHCCCS Budget Neutrality Compliance Fund Contribution Succession Planning Pr ogram Transfer to CIP Funds Subtotal $ Infrastructure/CIP Lease Termination Adult Probation Scottsdale Assessor Relocation Public Health Lease Sunnyslope Lease West Tempe Justice Court Transfers Out $ Subtotal Debt Service/Cap Lease Debt Payoff to Fund 320 Debt Payoff to Fund 445 Technology Projects Assessor CAMA Clerk of the Board - Agenda System Clerk of the Board - Imaging System Clerk of the Superior Court Financial System DRP Shortage GDACS HR Imaging System Human Resource System Improvement Distr ict Software IT Infrastructure $ $ $ $ FY 2007-08 Revised 14,588,454 30,000,000 44,588,454 $ 500,000 300,000 248,525 5,021,900 544,980 330,000 5,000,000 $ 3,121,235 56,809 50,000,000 109,788 550,000 63,000 17,130 200,000 564,433 61,025 281,200 135,206 353,450 110,000 97,168 38,827,910 106,493,759 $ $ 1,812,282 1,812,282 $ - $ 240,000 90,891 411,812 354,667 136,958 42,850 - $ 162 $ $ FY 2007-08 Forecast 3,977,747 16,850,208 20,827,955 $ 500,000 300,000 43,000 5,021,900 424,938 544,980 330,000 5,000,000 85,000 3,878,737 56,809 50,000,000 109,788 550,000 63,000 17,130 200,000 564,433 61,025 281,200 135,206 14,000 353,450 110,000 5,500,800 97,168 40,227,910 114,470,474 $ 70,000 29,328 1,452,954 70,597 260,000 1,882,879 $ - $ 2,335,650 1,030,440 248,525 411,812 354,667 3,063,876 136,958 5,000,717 42,850 - $ $ $ $ $ FY 2008-09 Adopted Variance Revised to Adopted - $ - $ 9,389,024 9,389,024 $ 500,000 $ 50,509 40,328 451,900 3,000 335,500 1,000,000 $ 3,478,737 77,398 550,000 2,745 61,025 214,781 135,206 14,000 156,185 110,000 5,500,800 40,227,910 52,910,024 $ 500,000 4,570,000 950,000 4,000,000 100,000 80,000,000 63,000 66,419 85,000,000 175,249,419 - $ 68,131 29,328 650,185 747,644 $ 8,753,859 8,753,859 $ - $ - $ 4,012,000 50,247,812 54,259,812 $ 15,192 $ 751,758 411,812 349,810 989,979 136,958 2,320,458 484,109 248,525 2,073,897 5,000,717 15,115,326 42,850 - $ $ $ $ $ 5,411,277 (11,438,931) (300,000) (43,000) (451,900) (424,938) (544,980) 950,000 (330,000) (1,000,000) (85,000) (3,778,737) (56,809) 30,000,000 (109,788) (550,000) (17,130) (200,000) (564,433) (61,025) (214,781) (135,206) (14,000) (353,450) (110,000) (5,500,800) (97,168) 44,772,090 60,778,945 (70,000) (29,328) (1,452,954) (70,597) (260,000) 8,753,859 6,870,980 4,012,000 50,247,812 54,259,812 (15,192) (546,331) (411,812) (354,667) (989,979) (136,958) (42,850) 15,115,326 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Non-Recurring (Continued) Description MFRIS OET - Backup Power Supply PeopleSoft Stabilization Schools New Financial System Subtotal Consultants Unallocated Consultant Contingency Jail Per Diem Study MFR Consulting Treasurer Data Center Upgrade Evaluation FY 2007-08 Adopted 776,640 493,211 204,695 $ 2,751,724 FY 2007-08 Revised 776,640 2,050,000 493,211 204,695 $ 16,150,041 FY 2007-08 FY 2008-09 Forecast Adopted 862,400 2,000,000 1,500,000 550,000 293,211 41,049 163,646 $ 5,395,019 $ 27,956,678 Variance Revised to Adopted 1,223,360 (1,500,000) (493,211) (41,049) $ 11,806,637 $ $ $ $ $ - $ 54,711 56,394 24,000 135,105 $ - $ (1,821,000) (55,000) (100,000) (24,000) (2,000,000) 8,607,807 $ 14,180,589 $ 900,000 $ (7,707,807) $ 163,939,156 $ 73,368,381 $ 276,508,792 $ $ 56,950 52,406 77,527 131,608 72,744 30,000 56,746 477,981 $ 21,522 $ 17,468 25,840 43,868 37,403 10,000 156,101 $ 59,557 59,066 75,815 111,868 59,470 30,000 56,746 452,522 $ $ 56,950 52,406 77,527 131,608 72,744 30,000 56,746 477,981 Non-Departmental Grants (249) Combined Charitable Campaign $ Tire Recycling Potential Expenditures From Fund Balance Total Non-Departmental Grants $ - $ - $ - $ - $ 3,500 1,000,000 5,565,041 6,568,541 $ 15,000,000 5,000,000 20,000,000 $ 15,000,000 1,946,762 5,000,000 21,946,762 $ - $ - $ 13,939,023 40,000,000 53,939,023 $ 31,915 186,747 218,662 $ Subtotal Major Maintenance Major Maintenance Total General Fund (100) Waste Management Fund (210) District 1 District 2 District 3 District 4 District 5 Illegal Dumping Program Mobile Community Council Requests Total Waste Management Fund Detention Fund (255) Contingency Jail Population Reserve (Non-Recurring) Detention Initiatives Technology Reser ve $ 2,000,000 2,000,000 $ 1,821,000 55,000 100,000 24,000 2,000,000 $ 6,968,575 $ $ 164,614,794 $ $ Subtotal Other Programs Correctional Health New Facility Start-Up Detention Fund CIP Transfer Sheriff Carryover Vehicles Sheriff Central Service Complex Voice System Sheriff JMS Migration Sheriff Records Management System $ $ $ 500,000 32,112,796 558,611 1,012,843 1,057,764 443,016 35,685,030 $ Major Maintenance Major Maintenance Justice System Planning Justice System Planning Subtotal Infrastructure/CIP CIP Fund Transfer Total Detention Fund $ $ $ $ $ $ $ $ $ $ 2,607 6,660 (1,712) (19,740) (13,274) (25,459) 3,500 1,000,000 5,565,041 6,568,541 (1,060,977) 40,000,000 (1,946,762) (5,000,000) 31,992,261 $ 500,000 32,112,796 558,611 1,012,843 1,057,764 443,016 35,685,030 $ - $ 32,112,796 518,735 32,219 355,063 33,018,813 $ - $ - $ - $ 951,000 $ $ 8,759,044 $ 7,792,732 $ 10,872,458 $ 1,725,000 $ (6,067,732) $ 2,704,332 $ 2,704,332 $ 2,609,333 $ - $ (2,704,332) $ 67,148,406 $ 68,128,856 $ 46,500,604 $ 56,833,685 $ (11,295,171) 163 $ $ 112,569,636 (500,000) (32,112,796) (526,696) (1,012,843) (871,017) (443,016) (35,466,368) 951,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Non-Recurring (Continued) FY 2007-08 Adopted Description Intergovernmental Capital Projects (422) FY 2007-08 Revised FY 2007-08 Forecast Variance Revised to Adopted FY 2008-09 Adopted Subtotal $ 9,351,324 $ 10,833,733 $ 4,394,041 $ 3,450,000 $ (7,383,733) Subtotal Total Fund $ $ 9,351,324 $ $ 836,104 11,669,837 $ $ 836,104 5,230,145 $ $ 3,450,000 $ $ (836,104) (8,219,837) Total $ 143,166 $ 82,881 $ 66,170 $ - $ (82,881) Total $ 88,609,418 $ 62,224,711 $ 37,573,765 $ 67,626,776 $ 5,402,065 Total $ 23,418,046 $ 25,184,429 $ 7,227,815 $ 67,122,027 $ 41,937,598 Total $ 33,628,876 $ 33,114,691 $ 28,561,233 $ 24,426,801 $ (8,687,890) Subtotal $ 46,428,953 $ 39,527,995 $ 11,700,054 $ 5,951,000 $ (33,576,995) Total Non-Recurring All Funds $ 433,820,964 $ 404,350,537 $ 210,384,267 $ 508,940,144 $ 104,589,607 Parks/Rec Infrastructure County Im provement Fund (435) Financing Series 2007 (440) Financing Series 2008 (441) Capital Improvement Fund (445) Detention Capital Projects (455) 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 2008-09 are listed in the following schedule: Agency Supported Greater Phoenix Economic Counc il East Valley Partnership Southwest Valley Chamber of Commerce Wickenberg Chamber of Commerce 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 Program Economic Development Action Plan Economic Development Action Plan Economic Development Action Plan 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 FY 2007-08 Budget $ University of Arizona Cooperative Extension Maric opa County Cooperative Extension Total Agricultural Extension Funding 164 $ 644,776 15,000 3,000 3,000 165,000 250,000 22,500 - FY 2008-09 Budget $ 644,776 15,000 3,000 3,000 165,000 250,000 22,500 - 15,000 25,000 15,000 25,000 $ 1,174,776 31,500 $ 1,174,776 $ 31,500 1,174,776 $ $ 230,000 230,000 $ $ $ $ 230,000 230,000 Unallocated Total Economic Development Funding 674,776 165,000 250,000 25,000 20,000 FY 2007-08 Actual 230,000 230,000 15,000 25,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Health Care Programs Summary FY 2007-08 Adopted Description FY 2007-08 Revised FY 2007-08 Forecast FY2008-09 Adopted Variance - Adopted to Revised Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn) General Mental Health AHCCCS Acute Care ALTCS Other Mental Health: Mental Health Testimony Mental Health Or der s Mental Health Residency Training $ $ $ $ 34,300,000 $ 4,856,580 22,175,500 156,100,800 217,432,880 $ 34,300,000 4,856,580 22,175,500 156,100,800 217,432,880 $ 774,961 $ 50,000 3,547,900 4,372,861 $ 774,961 50,000 3,547,900 4,372,861 $ $ $ 34,300,000 $ 4,856,580 22,175,500 152,779,700 214,111,780 $ 35,900,000 4,856,580 21,552,700 162,118,900 224,428,180 $ 790,000 $ 45,000 3,547,900 4,382,900 $ 900,000 50,000 3,547,900 4,497,900 $ $ $ 1,600,000 (622,800) 6,018,100 6,995,300 4.46% 0.00% -2.89% 3.71% 3.12% 125,039 125,039 13.89% 0.00% 0.00% 2.78% County Long Term Care 226,759 226,759 159,300 200,000 Tuberculosis Services 500,000 500,000 110,000 500,000 6,017,504 6,017,504 1,722,000 5,104,166 (913,338) -17.89% 216,519 216,519 32,166 37,821 (178,698) -472.48% Litigation Support MMCS Run Out Operations Procurement (26,759) -13.38% - 0.00% 386,505 229,153,028 $ 386,505 229,153,028 $ 220,518,146 $ 234,768,067 $ (386,505) 5,615,039 2.39% $ 6,435,504 $ 6,435,504 $ 6,435,504 $ 7,594,722 $ 1,159,218 15.26% Total Health Care Programs $ 235,588,532 $ 235,588,532 $ 226,953,650 $ 242,362,789 $ 6,774,257 2.80% Subtotal General Fund $ Public Health Grant Fund Services for People with HIV/AIDS 165 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Transfers In SUMMARY OF FUND TRANSFERS - IN GENERAL FUND $ Central Service Allocation Non-Recurring Transfer from 376 Events Center Non-Recurring from 652 HS Self-Insured Trust Fund Non-Recurring from 715 Schools Indirect Cost Fund ADO PTED 6,838,417 $ 6,838,417 - SPECIAL REVENUE FY 2007-08: REV ISED 6,862,467 FORECAST $ 9,862,467 6,838,417 24,050 - 6,838,417 24,050 3,000,000 - $ FY 2008-09 ADOPTED 11,246,745 9,365,597 1,881,148 $ 166,048,344 $ 166,048,344 $ 166,033,588 $ 197,562,295 241 PARKS ENHANCEMENT FUND Transfer from 239 Parks Souvenir Fund $ 69,850 69,850 $ 69,850 69,850 $ 70,965 70,965 $ 64,630 64,630 255 DETENTION OPERATIONS Maint. of Effort from General Fund Additional Transfer from General Fund $ 165,933,494 165,933,494 $ 165,933,494 165,933,494 $ 165,933,494 165,933,494 $ 197,452,665 170,081,831 27,370,834 265 PUBLIC HEALTH FEES Vital Statistics $ 45,000 45,000 $ 45,000 45,000 $ 29,129 29,129 $ 45,000 45,000 $ 17,004,599 $ 17,004,599 $ 16,941,393 $ 11,529,657 $ 9,029,599 9,029,599 49,838 16,613 977,184 2,200,000 5,785,964 $ 9,029,599 9,029,599 49,838 16,613 977,184 2,200,000 5,785,964 $ 9,029,599 9,029,599 49,838 16,613 977,184 2,200,000 5,785,964 $ 4,078,307 49,838 16,469 4,012,000 $ 7,975,000 7,975,000 6,775,900 1,087,154 111,946 $ 7,975,000 7,975,000 6,775,900 1,087,154 111,946 $ 7,911,794 9,891,049 6,775,900 1,023,948 111,946 $ 7,451,350 7,413,380 6,252,339 1,087,154 111,857 $ 132,249,964 $ 139,983,390 $ 138,383,390 $ 255,490,488 234 TRANSPORTATION CAPITAL PROJECT Transfer from 232 Transportation Operations $ 59,709,258 59,709,258 $ 59,594,504 59,594,504 $ 59,594,504 59,594,504 $ 74,748,984 74,748,984 422 INTERGOVERNMENTAL CAP PROJ Transfer from 230 Parks & Rec Grants Transfer from 240 Lake Pleasant Recreation Services Transfer from 243 Parks Donations Transfer from 290 Waste Tire Transfer from 580 Solid Waste Management $ 1,600,000 1,600,000 - $ 2,910,993 1,600,000 474,889 836,104 - $ 1,310,993 474,889 836,104 - $ 1,950,000 975,000 975,000 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT Sheriff Transfer fr om Gen Fund for COPS/Cap Lease Refinancing Medical Examiner Transfer from Gen Fund for COPS/Cap Lease Refinancing Non-Dept. Transfer from G en Fund for COPS/Cap Lease Refinancing Transfer from General Fund for Human Service Campus Transfer from General Fund for Current CIP Non-Recurring Transfer from General Fund to Reduce Operating Debt 321 COUNTY IMPROVEMENT DEBT 2 Transfer from 445 Gener al Fund Cty Improv Transfer from 572 Animal Control License/Shelter Transfer from Animal Care and Control Field Operation CAPITAL PROJECTS 166 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules SUMMARY OF FUND TRANSFERS - IN ADO PTED 38,827,910 38,827,910 - FORECAST $ 45,365,097 41,181,135 4,183,962 - $ 455 DETENTION CAPITAL PROJECTS Transfer from 255 Detention Operations $ 32,112,796 32,112,796 $ 32,112,796 32,112,796 $ 32,112,796 32,112,796 $ 951,000 951,000 TOTAL BEFORE ELIMINATIONS $ 322,141,324 $ 329,898,800 $ 331,220,838 $ 475,829,185 ELIMINATIONS $ ALL FUNDS $ 167 $ FY 2008-09 ADOPTED 177,840,504 28,017,521 445 GENERAL FUND CTY IMPROV Non-Recurring Transfer from General Fund Recurring Transfer from Gener al Fund Non-Recurring Transfer from 422 Intergovernmental Cap Proj Transfer from General Fund for CIP Debt Non-Recurring Transfer from General Fund to Reduce Debt Non-Recurring Transfer from General Fund for Court Tower Non-Recurring Transfer to 445 Gen Fund Cty Imporov for Reclass Major Maint. Parks and Recreation Public Works County-wide Eliminations $ FY 2007-08: REV ISED 45,365,097 41,181,135 4,183,962 - 5,821,312 50,247,812 85,000,000 8,753,859 (322,141,324) $ (329,898,800) $ ( 331,220,838) $ (475,829,185) (69,850) (59,709,258) (262,362,216) (69,850) (59,594,504) (270,234,446) (70,965) (59,594,504) ( 271,555,369) (64,630) (74,748,984) (401,015,571) - $ - $ - $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Fund Transfers Out SUMMARY OF FUND TRANSFERS - OUT FY 2007-08: REVISED ADOPTED GENERAL FUND FY 2008-09 ADOPTED FORECAST $ 213,836,003 $ 216,189,228 $ 216,173,357 $ 379,416,476 Operating: Maint. of Effort to 255 Detention Operations Additional Transfer to 255 Detention Operations Transfer to 445 General Fund Cty Improv for Cash Financing Transfer to 445 General Fund Cty Improv for CIP Debt Transfer to 320 Co Improvement Debt for Human Service Campus Transfer to 320 Co Improvement Debt for Curr. CIP Transfer to 320 Co Improvement Debt for COPS/Cap Lease Refinancing Vital Statistics Transfer to 265 Public Health Fees Sheriff transfer to 320 for COPS/Cap Lease Refinancing Medical Examiner transfer to 320 for COPS/Cap Lease Refinancing $ 175,008,093 165,933,494 2,200,000 5,785,964 977,184 45,000 49,838 16,613 $ 175,008,093 $ 165,933,494 2,200,000 5,785,964 977,184 45,000 49,838 16,613 174,992,222 165,933,494 2,200,000 5,785,964 977,184 29,129 49,838 16,613 $ 231,402,805 170,081,831 27,370,834 28,017,521 5,821,312 45,000 49,838 16,469 Non-Recurring: Transfer to 445 Transfer to 320 Transfer to 445 Transfer to 445 Transfer to 445 $ 38,827,910 38,827,910 - $ 41,181,135 $ 41,181,135 - 41,181,135 $ 41,181,135 - 148,013,671 4,012,000 50,247,812 85,000,000 8,753,859 $ 100,541,145 $ 101,761,434 $ 100,099,343 $ 88,673,364 207 PALO VERDE Central Service Allocation - Gener al Fund $ 15,190 15,190 $ 15,190 $ 15,190 15,190 15,190 $ 20,897 20,897 215 EMERGENCY MANAGEMENT Central Service Allocation - Gener al Fund $ 49,716 49,716 $ 49,716 $ 49,716 49,716 49,716 $ 52,762 52,762 217 CDBG, HO USING TRUST Central Service Allocation - Gener al Fund $ 24,493 24,493 $ 24,493 $ 24,493 24,493 24,493 $ 39,292 39,292 222 HUMAN SERVICES GRANTS Central Service Allocation - Gener al Fund $ 937,832 937,832 $ 937,832 $ 937,832 937,832 937,832 $ 1,092,166 1,092,166 226 PLANNING AND DEVELOPMENT FEES Central Service Allocation - Gener al Fund $ 422,434 422,434 $ 422,434 $ 422,434 422,434 422,434 $ 462,814 462,814 230 PARKS & REC. GRANTS Transfer to 422 Intergovernmental Cap. Projects $ 1,600,000 1,600,000 $ 1,600,000 $ 1,600,000 - $ - 232 TRANSPORTATION OPERATIONS Central Service Allocation - Gener al Fund Transfer to 234 Transportation Capital Projects $ 61,520,005 1,810,747 59,709,258 $ 61,405,251 $ 1,810,747 59,594,504 61,405,251 1,810,747 59,594,504 $ 76,711,865 1,962,881 74,748,984 235 DEL WEBB SPECIAL FUND Central Service Allocation - Gener al Fund $ 6,415 6,415 $ 6,415 $ 6,415 6,415 6,415 $ 5,088 5,088 239 PARKS SOUVENIR FUND Transfer to 241 Parks Enhancement Fund $ 69,850 69,850 $ 69,850 $ 69,850 70,965 70,965 $ 64,630 64,630 240 LAKE PLEASANT RECREATION SERVICES Transfer to 422 Intergovernmental Capital Projects $ - $ 474,889 $ 474,889 474,889 474,889 $ - 243 PARKS DONATIONS Transfer to 422 Intergovernmental Capital Projects $ - $ 836,104 $ 836,104 836,104 836,104 $ - 255 DETENTION OPERATIONS Transfer to Detention Capital Projects $ 32,112,796 32,112,796 $ 32,112,796 $ 32,112,796 32,112,796 32,112,796 $ 951,000 951,000 265 PUBLIC HEALTH FEES Central Service Allocation - Gener al Fund $ 186,984 186,984 $ 186,984 $ 186,984 186,984 186,984 $ 180,420 180,420 290 WASTE TIRE Central Service Allocation - Gener al Fund Transfer to 422 Intergovernmental Capital Projects $ 38,491 38,491 - $ 38,491 $ 38,491 - 38,491 $ 38,491 - 1,032,322 57,322 975,000 General Fund Cap Improv Fund for CIP Projects County Improvement Debt Reduce Operating Debt General Fund Cty Improv to Reduce Debt General Fund Cty Improv for Court Tower General Fund Cty Improv for Major Maint. Reclass SPECIAL REVENUE 168 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules SUMMARY OF FUND TRANSFERS - OUT ADOPTED FY 2007-08: REVISED FORECAST 24,050 $ 24,050 24,050 24,050 376 EVENTS CENTER OPERATIONS Non-Recurring Transfer to General Fund $ - $ 503 AIR Q UALITY GRANT Central Service Allocation - Gener al Fund $ 66,468 66,468 $ 66,468 $ 66,468 504 AIR Q UALITY FEES Central Service Allocation - Gener al Fund $ 208,428 208,428 $ 506 ENVIRONMENTAL SVCS ENV HEALTH Central Service Allocation - Gener al Fund $ 380,790 380,790 532 PUBLIC HEALTH GRANTS Central Service Allocation - Gener al Fund $ 572 ANIMAL CONTROL LICENSE/SHELTER Central Service Allocation - Gener al Fund Transfer to 321 County Improvement Debt 2 FY 2008-09 ADOPTED $ - 66,468 66,468 $ 69,161 69,161 208,428 $ 208,428 208,428 208,428 $ 323,418 323,418 $ 380,790 $ 380,790 380,790 380,790 $ 481,622 481,622 964,095 964,095 $ 964,095 $ 964,095 964,095 964,095 $ 1,246,839 1,246,839 $ 1,572,119 484,965 1,087,154 $ 1,572,119 $ 484,965 1,087,154 1,508,913 484,965 1,023,948 $ 1,501,633 414,479 1,087,154 573 ANIMAL CONTROL G RANTS Central Service Allocation - Gener al Fund $ 19,017 19,017 $ 19,017 $ 19,017 19,017 19,017 $ 24,759 24,759 574 ANIMAL CONTROL FIELD OPERATION Central Service Allocation - Gener al Fund Transfer to 321 County Improvement Debt 2 $ 306,254 194,308 111,946 $ 306,254 $ 194,308 111,946 306,254 194,308 111,946 $ 284,609 172,752 111,857 580 SOLID WASTE MANAGEMENT Central Service Allocation - Gener al Fund Transfer to 422 Intergovernmental Capital Projects $ 39,768 39,768 - $ 39,768 $ 39,768 - 39,768 39,768 - $ 1,014,587 39,587 975,000 795 COUNTY SCHOOL INDIRECT COST Non-Recurring Transfer to General Fund $ - $ - $ - $ - 1,881,148 1,881,148 988 PUBLIC WORKS FLOOD CONTROL Central Service Allocation - Gener al Fund $ - $ - $ - $ - 1,232,332 1,232,332 $ 6,775,900 $ 10,959,862 $ 10,959,862 $ 6,252,339 422 INTERGOVERNMENTAL CAP PROJ Non-Recurring Transfer to 445 Gen. Fund Cty Improv $ - $ 4,183,962 $ 4,183,962 4,183,962 4,183,962 $ - 445 GENERAL FUND CTY IMPROV Transfer to 321 County Improvement Debt 2 $ 6,775,900 6,775,900 $ 6,775,900 6,775,900 $ 6,252,339 6,252,339 $ 988,276 $ 6,775,900 $ 6,775,900 988,276 $ 3,988,276 $ 1,487,006 618 BENEFIT ADMINISTRATION Central Service Allocation - Gener al Fund $ - $ - $ - $ - 172,936 172,936 652 HS SELF-INSURED TRUST FUND Non-Recurring Transfer to General Fund $ - $ - $ 3,000,000 3,000,000 $ - 654 EQUIPMENT SERVICES Central Service Allocation - Gener al Fund $ 425,504 425,504 $ 425,504 $ 425,504 425,504 425,504 $ 667,146 667,146 673 REPROGRAPHICS Central Service Allocation - Gener al Fund $ 56,977 56,977 $ 56,977 $ 56,977 56,977 56,977 $ 43,238 43,238 675 RISK MANAGEMENT Central Service Allocation - Gener al Fund $ 177,771 177,771 $ 177,771 $ 177,771 177,771 177,771 $ 181,216 181,216 681 TELECOMMUNICATIONS Central Service Allocation - Gener al Fund $ 328,024 328,024 $ 328,024 $ 328,024 328,024 328,024 $ 422,470 422,470 TOTAL BEFORE ELIMINATIONS $ 322,141,324 $ 329,898,800 $ 331,220,838 $ 475,829,185 ELIMINATIONS $ (322,141,324) $ (329,898,800) $ (331,220,838) $ (475,829,185) (69,850) (59,709,258) (262,362,216) (69,850) (59,594,504) (270,234,446) (70,965) (59,594,504) (271,555,369) (64,630) (74,748,984) (401,015,571) CAPITAL PROJECTS INTERNAL SERVICE Parks and Recreation Public Works County-wide Eliminations ALL FUNDS $ 169 - $ - $ - $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Eliminations Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. One example is the interdepartmental charges from the Reprographics (print shop) fund to various County departments. Departments pay the County print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. The expenditures and revenues are therefore budgeted twice within the overall County budget. Budgeting eliminations removes these duplicated revenues and expenditures from the budget as a whole in order to provide a more accurate picture of total net expenditures and revenues. The following schedule lists the various items that are eliminated in the budget: ELIMINATIONS SUMMARY DESCRIPTION ADOPTED FY 2007-08: REVISED FORECAST FY 2008-09 ADOPTED FY 09 ADOPTED/ FY08 REVISED VAR. % Fund Transfers (see schedule) $ (322,141,324) $ (329,898,800) $ (331,220,838) $ (475,829,185) $ (144,608,347) 30.5% Internal Service Charges Total $ (163,366,891) (163,366,891) (159,582,268) (167,400,680) (4,033,789) 2.4% 485,508,215 $ (493,265,691) $ (490,803,106) $ (643,229,865) $ (148,642,136) 23.1% 170 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Personnel Summary by Department FY 2007-08 ADOPTED 3,961.28 1,432.00 270.53 957.00 1,301.75 FY 2007-08 REVISED 3,956.28 1,430.00 270.53 954.00 1,301.75 FY 2007-08 FORECAST 3,727.88 1,249.00 273.53 904.10 1,301.25 FY 2008-09 ADOPTED 3,688.88 1,246.00 290.53 902.10 1,250.25 Adopted VS. Forecast Variance (39.00) (3.00) 17.00 (2.00) (51.00) 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 160 CLERK OF THE SUPERIOR COURT 190 COUNTY ATTORNEY 210 ELECTIONS 250 CONSTABLES 280 COUNTY ATTORNEY CIVIL 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF 6,315.65 3.00 3.00 3.00 3.00 3.00 365.00 776.00 943.60 58.00 31.00 89.30 84.25 40.00 64.00 3,849.50 6,272.15 3.00 3.00 3.00 3.00 3.00 364.00 772.00 941.60 58.00 31.00 89.30 84.25 40.00 65.00 3,812.00 6,307.90 3.00 3.00 3.00 3.00 3.00 367.00 763.50 943.10 58.00 31.00 86.80 83.00 40.00 47.00 3,873.50 6,227.10 3.00 3.00 3.00 3.00 3.00 361.00 767.50 940.10 58.00 32.00 83.00 77.00 37.00 47.00 3,809.50 (80.80) (6.00) 4.00 (3.00) 1.00 (3.80) (6.00) (3.00) (64.00) APPOINTED 060 CLERK OF THE BOARD 140 CALL CENTER 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 200 COUNTY MANAGER 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 WORKFORCE MGT & DEVELOPMENT 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE PROGRAMS 410 ENTERPRISE TECHNOLOGY 420 JUSTICE SYSTEM PLANNING & INFO 440 PLANNING & DEVELO PMENT 450 GENERAL GOVERNMENT 460 RESEARCH & REPORTING 4,635.57 12.00 33.00 14.50 7.00 56.00 19.99 461.25 20.00 471.40 90.90 91.98 17.00 36.00 30.00 117.00 22.00 205.00 91.30 6.50 4,607.07 11.00 33.00 14.50 7.00 53.00 18.99 461.25 20.00 471.40 89.90 91.98 15.00 35.00 30.00 117.00 22.00 204.00 83.80 6.25 4,635.88 11.00 33.00 13.50 7.00 53.00 20.48 459.00 20.00 463.80 94.00 92.00 14.00 35.00 28.00 148.00 22.00 179.00 83.80 6.25 4,746.28 10.50 33.00 13.50 7.00 49.00 13.05 435.00 20.00 451.80 91.00 90.00 52.00 34.75 28.00 9.00 142.00 21.00 177.00 5.75 110.40 (0.50) (4.00) (7.43) (24.00) (12.00) (3.00) (2.00) 38.00 (0.25) 9.00 (6.00) (1.00) (2.00) (83.80) (0.50) Department JUDICIAL 110 ADULT PROBATION 240 JUSTICE COURTS 270 JUVENILE PROBATION 800 SUPERIOR COURT 171 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Personnel Summary by Department (Continued) Department 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 PUBLIC DEFENSE SERVICES 570 JUVENILE DEFENDER 640 TRANSPORTATION 670 SOLID WASTE 700 FACILITIES MANAGEMENT 710 COMMUNICATIONS 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES 910 PUBLIC WORKS MARICO PA COUNTY Less Flood Control IGA MARICO PA COUNTY NET TOTAL FY 2007-08 ADOPTED 26.50 463.95 102.00 83.00 13.75 34.50 515.00 23.00 270.50 37.00 55.00 24.25 156.00 166.00 555.55 306.75 14,912.50 FY 2007-08 REVISED 26.50 462.95 102.00 83.00 14.00 34.50 515.00 23.00 263.50 37.00 55.00 24.25 156.00 164.00 554.55 306.75 14,835.50 FY 2007-08 FORECAST 24.50 472.15 109.00 92.00 15.00 30.50 519.00 22.00 259.50 37.00 54.00 24.25 166.00 245.00 518.40 264.75 14,671.66 14,912.50 14,835.50 14,671.66 172 FY 2008-09 ADOPTED 32.90 459.13 109.00 92.00 15.00 43.50 231.50 8.75 37.00 54.00 24.25 167.00 248.00 532.40 270.75 737.75 14,662.26 (195.75) 14,466.51 Adopted VS. Forecast Variance 8.40 (13.02) 13.00 (519.00) (22.00) (28.00) 8.75 1.00 3.00 14.00 6.00 737.75 (9.40) (195.75) (205.15) Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Significant Staffing Variances Air Quality: The Air Quality Monitoring Program is increasing by 3 FTE’s for the implementation of the Mobile Air Quality Monitoring Van. Communications: This is a new department in FY 208-09. Six positions were restated from the County Manager’s Office (200) and one from General Government (450). There was a net addition of .75 staff to assist with Media Relations. Correctional Health: There was a net reduction of 12 FTE’s in all program areas in Correctional Health Services associated with the Budget Balancing Reductions. These reductions were a result of efficiencies and did not impact service delivery. County Manager: Six positions that were in the County Manager’s Office in FY2007-08 were restated to the Office of Communications (710) in FY 2008-09. The remaining variance is associated with the elimination of the Diversity Director and a part-time Consultant. Facilities Management: The Facilities Management Activity and Security Activity are decreasing by 28 FTE to meet budgetary reductions without affecting delivery. Human Services: The Administrative Services and Information Technology Programs had a reduction of 11 FTE due to an anticipated decrease in indirect cost reimbursement from Grants in FY 200809. In addition, there was a reduction of 12 FTE in the Special Needs Transportation area associated with the discontinuation of the Special Needs Transportation Meals program. Also, there was a reduction in the Senior Assisted Living program of 1 FTE associated with the Budget Balancing Reductions. Justice Courts: By order of the Administrative Office of the Court, Justice Courts was separated from Superior Court and 18.0 FTE were transferred from the Superior Court to the Justice Courts. Juvenile Defender: Positions were shifted from Public Defender to the newly-created Juvenile Defender Office within the Public Defense Services system. Management and Budget: 8.40 FTE’s (Total Compensation) that were in General Government in FY 2007-08 were restated to the Office of Management and Budget in FY 2008-09. Office of Enterprise Technology (OET): Staff restructured to meet OET’s needs in the current and near future environment resulting in a reduction of 6 FTE’s. Public Defender: Positions were shifted from Public Defender to the newly-created Juvenile Defender Office within the Public Defense Services system. Public Health: Four new FTE were added to support increases in volume in the Vital Registration Program. In addition, 2 FTE were added to meet the demand in the Epidemiology Activity. To meet grant requirements, 2 FTE were added to the Public Health Emergency Management area. In addition, grant funding will support the addition of 1.5 administrative FTE and 4.5 FTE working on health education and disease control. Public Works: The 737.75 FTE increase is due to combining Solid Waste, Transportation and Flood Control into one Department. Sheriff: The Sheriff's Office eliminated a variety of vacant positions as part of their FY 2008-09 budget balancing plan. Budget reductions also led to the elimination of the Seriously Mentally Ill (SMI) Intervention program in light of recruitment difficulties in that program. Solid Waste: The 22 FTE decrease is due to moving the Solid Waste FTE’s into the Public Works Department. 173 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Budget Summary Schedules Superior Court: By order of the Administrative Office of the Court, Justice Courts was separated from Superior Court and 18.0 FTE were transferred from the Superior Court to the Justice Courts. In addition, positions were deleted to meet overall department budget reductions required in FY 2008-09. Transportation: The 519 FTE decrease is due to moving the transportation FTE’s into the Public Works Department. Workforce Management and Development: There was a net gain of 38 positions which were restated from General Government (450) for the Recruiting, Payroll and Records Activities. 174 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates Mandates Introduction Although approximately 94.16% 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 Departmental Strategic Plan and Budget 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 historically hovered 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 2008-09 is projected at around 2.0%. During that same period, total expenditures are increasing 2.8% and mandated expenditures are anticipated to increase 2.9%. 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. As illustrated in the table below, over $1.46 billion (64.59%) of Maricopa County’s budget directly supports mandated services. $668 million (29.57%) in expenditures is associated with administrative mandates and only 5.83% of the County’s budget ($132 million) supports non-mandated services. Summary of FY 2008-09 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 $ 6,318,103 0.28% $ 681,461 0.03% $ 0.00% 0.00% 0.00% 16,563,262 0.73% 46,825,726 2.07% 502,614,670 22.25% 10,855,147 0.48% 367,370,875 16.26% 20,783,600 0.92% 101,444,068 4.49% 155,502,470 6.88% 11,970,707 0.53% 0.00% 883,060,966 39.09% 131,969,932 5.84% 2,926,606 0.13% $ 1,459,078,140 64.59% $ 668,020,370 29.57% $ 131,789,083 5.83% 175 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates 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 general government. 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 General Government. These notable changes, along with other significant changes, will be noted in the sections that follow. Mandates $1,600,000,000 $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 $- FY09 FY08 Education Health, Welfare and Sanitation FY09 Culture and Recreation Highways and Streets FY08 FY09 FY08 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 $6.99 million, less than 0.3% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated expenditures for Education in FY 2007-08 and FY 2008-09 is shown in the table below. Education Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 5,646,522 6,318,103 12% 527,974 681,461 29% 156,897 -100% $ 6,331,393 6,999,564 11% The overall increase in expenditures in the Education is due to a transfer of the fund balance in the County School Indirect Fund (795) to the County’s General Fund (100). 176 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates 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 .07% of the County’s total budget is spent in this functional area. The table below reflects the FY 2007-08 and FY 2008-09 expenditures for Culture and Recreation. Culture & Recreation Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 0% 0% 16,756,821 16,563,262 -1% $ 16,756,821 $ 16,563,262 -1% Planned expenditures for the Culture and Recreation activities have decreased. This is mostly due to a decrease in planned capital improvements on Park facilities. General Government 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. General Government Expenditures Non-Mandates, 10,855,147 , 2% Of the $560 million budgeted for General Government expenditures, $46 million is mandated. General Government mandates comprise 26.3% of the total County Mandates. The table below illustrates the mandated versus non-mandated expenditures in FY 2007-08 and FY 2008-09. Mandates, 46,825,726 , 8% Administrative Mandates, 502,614,670 , 90% General Government Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 199,452,978 46,825,726 -77% 506,957,827 502,614,670 -1% 67,333,704 10,855,147 -84% $ 773,744,509 560,295,543 -28% General Government expenditures have decreased due to a reclassification of expenditures to Health, Welfare and Sanitation in the amount of $80 million, a decrease in debt service of $36 million, a decrease in unfunded liabilities in the amount of $40 million and a decrease in contingency and other reserves of $57 million. 177 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates 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 $167.4 million, or 8.3% of the County’s mandated expenditures. The table below reflects the FY 2007-08 and FY 2008-09 expenditures for Highways and Streets. Highways & Streets Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 150,369,658 155,502,470 3% 13,274,501 11,970,707 -10% 0% $ 163,644,159 167,473,177 2% The Highways and Streets mandates have stayed relatively even. An increase of approximately $4 million is dues to an increase in Public Works Transportation budget for capital projects. 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 Non-Mandates, 101,444,068 , 21% Administrative Mandates, 20,783,600 , 4% The Air Quality and Environmental Services departments enforce standards related to air Mandates, pollution, water contamination, and food handling, 367,370,875 , 75% 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 are also included in this category. The FY 2008-09 budget includes over $101 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 $388.1 million or 18.2% of the County’s total mandated expenditures. The distribution of mandates versus non-mandates for Health, Welfare & Sanitation in the FY 2007-08 and FY 2008-09 budgets is shown in the table below. Health, Welfare & Sanitation Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 287,144,213 367,370,875 28% 16,471,456 20,783,600 26% 97,168,586 101,444,068 4% $ 400,784,255 489,598,542 22% Health, Welfare and Sanitation mandates increased in FY 2008-09 due mostly to a reclassification of expenditures from General Government in the amount of $80 million. 178 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates 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 $1.01 billion or 47.7% of total the County’s mandated expenditures. Less than 0.29% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2007-08 and FY 2008-09. Public Safety Mandates Administrative Mandates Non-Mandates Total FY 2007-08 FY 2008-09 % Change $ 732,225,600 883,060,966 21% 119,629,776 131,969,932 10% 1,159,116 2,926,606 152% $ 853,014,492 1,017,957,504 19% The increase in Public Safety expenditures is due to the addition of certain functions from the Flood Control District to the County’s Public Works department, a $37 million increase in Maintenance of Effort for the Jail system, and $98 million in Public Safety-related Capital Projects. 179 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Mandates Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 2008-09 Adopted Budget. A forecast scenario is also presented for FY 2008-09, which differs from the Adopted Budget. The FY 2008-09 Forecast presents the Most Likely scenario for major revenues, whereas the Adopted Budget was based on the Pessimistic forecast. In addition, the FY 2008-09 Forecast incorporates other revenue and expenditure changes that were identified close to the time of budget adoption, but were too late to incorporate in the budget. Overall, the 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. While the budget itself is based on the “Pessimistic” revenue scenario, the five-year financial forecast reflects the “Most Likely” scenario. In the “Most Likely” scenario, expenditures and revenues are estimated to 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. Overall Fiscal Position The latest five-year financial forecast reflects a worsening economy and possibility of a recession. 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. • No growth or even declines in State Shared Sales Tax, Vehicle License Tax, and Jail Excise Tax revenues. These revenues experienced unprecedented increases during the 2004-2006 housing “bubble,” and serious problems in the local housing market have depressed consumer spending. Revenues are not expected to grow until at least FY 2009-10, and then only at a modest rate. 180 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Financial Forecast • Sizable increases in mandated payments to the State of Arizona for health care, in particular the ALTCS program. However, the State of Arizona faces a huge budget deficit, and could likely shift its costs to counties through higher AHCCCS and ALTCS contributions. This factor remains an unpredictable threat to Maricopa County’s fiscal stability, but cannot be factored into the forecast. • Lower increases in employee salaries, but continued increases in costs for health benefits and retirement contributions. As a result, the forecast indicates that Maricopa County will continue to face challenges in maintaining a structurally-balanced budget as demands for ever-higher expenditures could exceed growth in revenues. Operating deficits are forecast beginning in FY 2010-11 in both the General and Detention Funds. No deficits are forecast in the Transportation Fund, but slower growth in Highway User Revenue Funds will limit the County’s ability to fund transportation projects. There is a high degree of uncertainty regarding the economy, and there is a significant likelihood that economic trends could worsen significantly in coming months. 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. County Population (millions) County population growth is forecasted at slower rates than in recent years, which will, to some degree, relieve the County from the service demand increases seen in recent years. While Couty population growth is expected to continue, the rate of growth will decline, at least for the next two fiscal years. The population growth rate is forecasted to slow to 2.3% in FY 2008-09, down from a peak of 3.7% in FY 2005-06; this equates to an annual increase of 91,000, which should push County population over four million for the first time. 4.8 4.6 4.4 4.2 4.0 3.8 3.6 3.4 3.2 3.0 3.6 FY 05 3.7 FY 06 15.9% 15.0% 9.8% 10.0% 7.2% 3.5% 3.0% 5.0% 5.6% 5.6% 5.6% 5.0% 0.0% -5.0% FY 07 3.9 FY 08 4.0 FY 09 FY 10 4.3 FY 11 FY 12 4.5 FY 13 Population growth is forecasted to eventually level off at 3.0% per year through FY 2012-13. By year five of the forecast, the total County population will reach nearly 4.5 million, an increase of almost 589,000 new residents. Retail Sales in Maricopa County 20.0% 3.9 4.2 4.4 0.0% -2.5% FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 181 Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI) is expected to increase to 3.0% in FY 2008-09, but will drop to 2.5% in later years. Increases in the cost of health care, as measured by the Medical CPI, are Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Financial Forecast forecasted to spike to 4.8% 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. Consistent with the slowing economy, retail sales are forecasted to be flat in FY 2008-09 after a decline of 2.5% in FY 2007-08. Growth is expected to start to recover in FY 2009-10. 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. Maricopa County building permits are forecasted to continue to decline, following drops of 10.9% in FY 2005-06, 24.5% in FY 2006-07, and an expected 20% drop in FY 2007-08. The five-year forecast assumes that housing permits will drop to 26,490 in FY 2008-09, and will start to recover in FY 2008-09 but will not return to the peak levels seen in FY 2004-05 during the forecast period.. 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 and 17.7% in FY 2008-09, is forecasted to drop 1.4% in FY 2009-10 and 2.7% in FY 2010-11. The primary property tax, which supports the general fund, is based on the limited cash value, and will not experience the same fluctuations. 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 will continue its policy of “pay-as-you-go” financing of capital improvements. • No changes in the rates of fees and charges, unless already approved by the Board of Supervisors or the State Legislature. • There will be no further revenue reductions or cost shifts from the State of Arizona. developments are a significant possibility, they are impossible to predict. While such 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 2008-09 NAV continued to reflect the tremendous increases in residential market values, which peaked in 2005. The forecast for FY 2009-10 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. Property Tax 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. 182 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Financial Forecast 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 record growth of more than 15% in FY 2005-06, increases in State Shared Sales Taxes slipped to 4.9% in FY 2006-07, and are forecasted actually decline 2.0% in FY 2007-08. For FY 2008-09, the forecast calls for zero growth in the Most Likely scenario, with growth recovering in FY 2009-10 and eventually leveling off at annual rates of 7.2%. 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. 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 be at zero for 2007-08, followed by only 1% growth in FY 2008-09. Growth levels out to 7.0% annually later in the forecast period. 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 incorporates a significant increase in court fees that was approved by the Arizona Legislature after adoption of the County budget. Otherwise, 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 assume a 2.5% average performance pay increase in FY 2008-09; in subsequent years, all performance and market adjustments are assumed to average 3.5% per year. The forecast also includes the impact of mandated elected official salary increases that will take effect in January 2009. Higher salary increases are forecast for health care delivery personnel. No staffing growth is forecast until FY 2010-11, with the exception of specific increases in public safety staffing, 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. 183 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Financial Forecast 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. 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. 184 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Financial Forecast 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. Tax es , Pen. & Int ere st Lic ens es & Perm its Ot her I nte rgov ernm ental P ay ment s in Lieu of Tax es 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 ervic es I nternal S ervic e Charges F ines & F orfeit s I nteres t E arnings M is cel laneous Rev enue T otal Rev enue $ 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 $ $ 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 $ 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 $ 520, 731,443 282, 754,969 18, 355,116 10, 000,000 237, 132,080 $ 1 ,068, 973,608 $ 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 $ $ 178,169 ,053 45 ,000 9,029 ,599 187,243 ,652 $ $ 165 ,933, 494 45, 000 9 ,029, 599 175 ,008, 093 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 Us es $ F und Tr ansfers-In Cent ral S erv ic e A lloc at 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 ic es S upplies & S erv ices Capit al Out lay M ajor M aint enanc e M andated S tat e Cont ributi ons T otal E xpend itures F und Tr ansfers-Out J ail Tax M aint . of E ff ort V it al Regi st rati on Debt S ervi ce T otal Trans fe rs -Out F und Bal ance: Beg . Un reserved Bal ance Des ignat ion/ Cash Fl ow Des ignat ion/ Budge t St ab. Ot her Des ignat ion s Beg . Un res/ Un desi g. Bal ance Net S urplus/Def icit A ppropriate d Fun d B alance E nd ing Unr es./ Undesi g. Bal . E nd ing Unr es. Fun d Balan ce $ $ $ $ $ $ $ $ 170, 247,765 45,000 9, 029,599 179, 322,364 $ 7, 150,000 $ $ $ 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 $ $ 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 $ $ $ $ 9, 650,069 $ 0.8% 264, 479,938 (83, 200,000 ) (130, 930,007 ) 50, 349,931 9, 650,069 (60, 000,000 ) 214, 130,007 185 $ $ $ $ 173, 993,216 45,000 9, 029,599 183, 067,815 $ $ 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 $ 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 $ 7,322 ,000 $ 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 Annual Business Strategies FY 2008-09 Adopted Budget Adop ted F Y 2007-08 DETENT ION FUND Financial Forecast 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 F und Tr ansfers-In J ail Tax M aint . of E ff ort $ 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) 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 $ 186 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 Annual Business Strategies FY 2008-09 Adopted Budget Ado pted FY 2007-08 TR ANSPORTATION FUN D Financial Forecast 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 enses & 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 Taxes I ntergov ernmen tal Charges f or S erv ic e I nteres t E arnings M is cel laneous Revenue 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 $ $ $ $ 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 $ $ F und Tr ansfers-Out: Cent ral S ervic e A llocat ion Capit al Proj ect s Fu nd T otal Trans fe rs -Out $ 1, 810,747 59, 709,258 61, 520,005 T otal Uses $ 123, 435,644 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, 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, 938, 582 67, 853, 589 69, 792, 171 $ $ 1, 893,147 63, 920,715 65, 813,861 $ $ 1, 850, 583 60, 132, 894 61, 983, 477 $ 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 Less Us es $ E nd ing Unr eserved Fun d Balan ce $ 7, 146,750 $ 187 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary 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: • 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% • Increase by 10% the number of high-risk offenders who have a reduction in risk scores upon termination of probation Status: Currently Adult Probation has decreased their commitment rate to the Department of Corrections in FY2007, and continues to make improvements in this area. They are currently meeting the 8% range of new felony convictions and nearing the goal for successful completions from standard probation. Pretrial Services is meeting the goal given current staffing resources. • 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: 96% of all staff completed the Employee Satisfaction Survey in FY2008. MCAPD staff had an overall satisfaction score of 5.87. This is the first time that the overall score in every category of the survey reached over 5.0 by employees. The average years of service for MCAPD badge staff are nine (9) years. • 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 Community Restitution collected to 80% • Increasing the rate of community work service completed to 50% • Increasing the use of the Offender Screening Tool to 75% for newly sentenced probationers 188 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Department Strategic Plans and Budgets Adult Probation Making use of the Field Reassessment Offender Screening Tool to develop case management plans at least 67% of the time Status: Presentence reports have continually been reported on time with a year to date of 99.82%. MCAPD continues to improve in the areas of victim restitution payments, as well as ensuring community restitution work hours are completed by probationers. They are currently operating at the established benchmarks for both the OST and the FROST assessments. • By the end of fiscal year 2010, MCAPD will improve customer satisfaction as evidenced by the following measurable increase in customers who report satisfaction: • 60% of victims will be satisfied with services provided by MCAPD • 67% of offenders will be satisfied with services provided by MCAPD • 75% of criminal court judges will be satisfied with services provided by MCAPD • Staff satisfied with MCAPD will improve to an overall satisfaction score of 5.50 on the Employee Satisfaction Survey • The percentage of community and criminal justice partners satisfied with MCAPD will be maintained at level of 90% or higher Status: MCAPD continues to make great strides in improving the services that are provided to our community partners. They have made improvements to increase satisfaction rates and will continue to monitor for growth. Currently, MCAPD is operating at the benchmark for each category. • 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: • 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. • Attaining 100% of technology standards and replacement schedule recommended by the County Chief Information Officer. Status: There has been an increase in the staff satisfaction with MCAPD equipment facilities, and support services with an overall score of 6.27. With the increased security at regional offices, there has also been an increase in the staff satisfaction with MCAPD safety services with an overall score of 6.52. 189 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 11BC - BEHAVIORAL CHANGE EDUC - ADULT EDUCAT ION PRES - PRESENTENCE PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 3,792,333 340,319 383,522 124,747 142,846 2,800,899 $ 3,483,094 326,167 158,310 176,972 200,000 2,621,645 $ 3,804,776 366,579 158,310 176,972 200,000 2,902,915 $ 3,502,318 272,740 251,221 120,652 121,909 2,735,796 $ 3,727,877 313,794 173,430 189,344 189,344 2,861,965 $ (76,899) (52,785) 15,120 12,372 (10,656) (40,950) -2.0% -14.4% 9.6% 7.0% -5.3% -1.4% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION WARR - FUGITIVE APPREHENSION ACTIVITY ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION $ 11,143,364 399,358 8,886 985,493 1,886,249 52,900 7,810,477 $ 11,185,963 97,000 7,262 1,210,620 1,792,000 311,368 7,767,713 $ 11,185,963 97,000 7,262 1,210,620 1,792,000 311,368 7,767,713 $ 10,849,062 156,123 4,075 1,097,741 2,300,145 174,734 7,116,244 $ 13,088,571 174,700 14,587 1,114,411 2,219,422 185,195 9,380,256 $ 1,902,608 77,700 7,325 (96,209) 427,422 (126,173) 1,612,543 17.0% 80.1% 100.9% -7.9% 23.9% -40.5% 20.8% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 37,549 37,549 $ 73,563 73,563 $ 75,180 75,180 $ 50,924 50,924 $ 60,173 60,173 $ (15,007) (15,007) -20.0% -20.0% $ 1,581,657 1,581,657 16,554,903 $ 1,960,698 1,960,698 16,703,318 $ 1,960,698 1,960,698 17,026,617 $ 1,952,502 1,952,502 16,354,806 $ 1,950,000 1,950,000 $ 18,826,621 $ (10,698) (10,698) 1,800,004 -0.5% -0.5% 10.6% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT TOTAL PROGRAMS $ EXPENDITURES 11BC - BEHAVIORAL CHANGE EDUC - ADULT EDUCAT ION PRES - PRESENTENCE PTBB - PRETRIAL BAIL/BOND REVIEW PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT $ $ $ $ $ 17,187,483 799,182 7,630,598 240,060 1,397,283 3,201,465 3,918,896 $ 18,445,562 916,349 8,180,414 250,454 1,662,930 3,463,361 3,972,054 $ 18,859,994 1,010,938 8,259,210 251,224 1,669,670 3,474,242 4,194,710 $ 19,179,402 868,940 8,317,832 263,930 1,821,257 3,639,530 4,267,913 $ 18,668,825 969,507 8,054,443 57,350 1,762,464 3,472,573 4,352,488 $ 191,169 41,431 204,767 193,874 (92,794) 1,669 (157,778) 1.0% 4.1% 2.5% 77.2% -5.6% 0.0% -3.8% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION DVIO - DOMESTIC VIOLENCE WARR - FUGITIVE APPREHENSION ACTIVITY ICMA - IN CUSTODY MANAGEMENT INDS - INDIRECT SERVICES INPB - INTENSIVE PROBATION RPRT - REPORT & REVIEW SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION TYT H - TRANSFER YOUTH $ 53,640,361 3,159,205 963,628 1,458,328 2,856,565 822,583 10,003,675 1,634,331 1,149,321 2,910,290 28,384,494 297,939 $ 59,977,854 3,321,386 1,150,786 1,791,006 3,233,950 814,672 11,518,822 2,812,348 1,292,732 3,528,150 30,178,733 335,269 $ 60,314,140 3,328,993 1,154,829 1,805,572 3,256,680 818,335 11,577,578 2,837,173 1,305,115 3,535,637 30,355,416 338,812 $ 59,272,877 3,329,050 1,186,784 1,702,239 3,370,628 877,315 10,559,415 2,697,744 1,280,983 3,681,725 30,240,568 346,426 $ 56,745,799 3,325,329 1,182,575 1,818,310 3,281,421 861,707 9,063,142 3,051,600 1,223,975 3,729,784 28,874,755 333,201 $ 3,568,341 3,664 (27,746) (12,738) (24,741) (43,372) 2,514,436 (214,427) 81,140 (194,147) 1,480,661 5,611 5.9% 0.1% -2.4% -0.7% -0.8% -5.3% 21.7% -7.6% 6.2% -5.5% 4.9% 1.7% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 2,315,129 127,606 922,876 393,251 471,430 121,374 278,591 $ 2,522,767 132,309 1,221,436 440,512 322,598 107,204 298,708 $ 2,468,843 131,829 1,192,676 415,137 321,781 107,243 300,177 $ 2,545,405 130,381 1,073,642 414,502 364,790 142,985 419,105 $ 2,238,335 126,106 876,303 411,869 357,225 136,168 330,664 $ 230,508 5,723 316,373 3,268 (35,444) (28,925) (30,487) 9.3% 4.3% 26.5% 0.8% -11.0% -27.0% -10.2% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 306,486 306,486 $ 990,348 990,348 $ 990,348 990,348 $ 956,664 956,664 $ 1,002,540 1,002,540 $ (12,192) (12,192) -1.2% -1.2% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPOR HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 1,578,588 320,127 1,084,776 45,355 9,460 118,870 75,028,047 $ 1,653,596 364,096 1,085,313 42,908 9,259 152,020 83,590,127 $ 1,652,023 363,090 1,085,285 42,813 9,236 151,599 84,285,348 $ 1,518,084 249,607 1,090,209 40,380 76,243 61,645 83,472,432 $ 1,548,853 275,987 1,082,226 52,996 69,570 68,074 $ 80,204,352 $ 103,170 87,103 3,059 (10,183) (60,334) 83,525 4,080,996 6.2% 24.0% 0.3% -23.8% -653.2% 55.1% 4.8% $ 190 $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,422,166 420,902 3,843,068 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 10,841,030 10,841,030 $ $ SUBTOTAL $ 3,359,091 538,447 3,897,538 $ $ $ 10,650,082 10,650,082 1,571,826 1,571,826 $ $ $ SUBTOTAL $ 298,979 298,979 ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 3,682,390 538,447 4,220,837 $ $ $ 10,650,082 10,650,082 2,055,698 2,055,698 $ $ $ $ 100,000 100,000 16,554,903 $ 16,554,903 $ $ $ $ 3,451,381 $ (1) 3,451,380 $ $ 3,654,526 3,654,526 $ $ $ (27,864) -0.8% (538,447) -100.0% (566,311) -13.4% $ 473,846 10,106,975 10,580,821 $ 599,517 12,243,478 12,842,995 2,055,698 2,055,698 $ $ 2,048,767 2,048,767 $ $ 2,053,100 2,053,100 $ $ $ $ 100,000 100,000 $ $ 273,838 273,838 $ $ 276,000 276,000 $ $ 176,000 176,000 176.0% 176.0% 16,703,318 $ 17,026,617 $ 16,354,806 $ 18,826,621 $ 1,800,004 10.6% 16,703,318 $ 17,026,617 $ 16,354,806 $ 18,826,621 $ 1,800,004 10.6% $ 599,517 1,593,396 2,192,913 (2,598) (2,598) 15.0% 20.6% -0.1% -0.1% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 48,815,759 $ 228,043 815,135 15,514,762 499,451 (1,535,104) 2,488,840 66,826,884 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 857,547 12,140 107,870 217,139 1,194,696 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES SUBTOTAL $ 809 331,335 1,921,244 437,665 498,148 31,288 757,795 369,374 75,736 95,505 185,705 2,455 4,707,059 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 85,796 284,700 75,640 625,392 1,227,880 2,299,407 $ TOTAL USES $ 75,028,047 FY 2007-08 REVISED 55,999,262 $ 212,050 878,258 18,776,962 486,231 (12,298,664) 13,270,719 77,324,818 $ 1,180,158 10,315 111,300 19,800 1,321,573 $ 1,000 332,000 1,376,812 288,627 522,000 33,000 764,480 384,502 107,000 84,000 125,000 2,000 4,020,421 $ $ $ 60,000 658,315 205,000 923,315 $ 83,590,127 $ $ $ FY 2007-08 FORECAST 56,214,243 $ 212,050 878,258 18,807,048 941,753 (12,298,664) 13,270,719 78,025,407 $ 1,180,158 10,315 111,300 19,800 1,321,573 $ $ 1,000 332,000 1,371,620 288,627 522,000 33,000 764,480 384,326 107,000 84,000 125,000 2,000 4,015,053 $ $ $ 60,000 658,315 205,000 923,315 $ 84,285,348 $ 191 FY 2008-09 ADOPTED 56,106,548 $ 315,205 360,339 18,550,536 959,449 (12,392,321) 13,353,116 77,252,872 $ 948,721 32,241 141,263 30,444 1,152,669 $ $ 343 332,175 1,546,285 293,440 558,728 12,102 734,522 428,313 68,812 99,527 128,713 2,094 4,205,054 $ $ $ 8,717 56,660 632,460 164,000 861,837 $ 83,472,432 $ $ ADOPTED VS REVISED VARIANCE % 53,204,109 $ 568,271 400,900 18,092,759 874,200 (14,516,107) 15,893,986 74,518,118 $ 625,547 40,000 151,000 816,547 305,500 1,588,407 297,910 502,700 745,000 444,400 45,000 107,120 135,000 2,000 4,173,037 $ $ $ $ $ $ 696,650 696,650 $ 80,204,352 $ $ 3,010,134 5.4% (356,221) -168.0% 477,358 54.4% 714,289 3.8% 67,553 7.2% 2,217,443 -18.0% (2,623,267) -19.8% 3,507,289 4.5% 554,611 47.0% (29,685) -287.8% (39,700) -35.7% 19,800 100.0% 505,026 38.2% 1,000 100.0% 26,500 8.0% (216,787) -15.8% (9,283) -3.2% 19,300 3.7% 33,000 100.0% 19,480 2.5% (60,074) -15.6% 62,000 57.9% (23,120) -27.5% (10,000) -8.0% 0.0% (157,984) -3.9% 60,000 100.0% (38,335) -5.8% 205,000 100.0% 226,665 24.5% 4,080,996 4.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE SOURCES 211 - ADULT PROBATION GRANTS SPECIAL REVENUE - GRANT $ $ 4,193,722 4,193,722 $ $ 4,254,173 4,254,173 $ $ 4,577,472 4,577,472 $ $ 4,329,783 4,329,783 $ $ 4,577,473 4,577,473 $ $ 1 1 0.0% 0.0% 201 - ADULT PROBATION FEES SPECIAL REVENUE - OTHER $ $ 12,361,181 12,361,181 $ $ 12,449,145 12,449,145 $ $ 12,449,145 12,449,145 $ $ 12,025,023 12,025,023 $ $ 14,249,148 14,249,148 $ $ 1,800,003 1,800,003 14.5% 14.5% TOTAL SPECIAL REVENUE $ 16,554,903 $ 16,703,318 $ 17,026,617 $ 16,354,806 $ 18,826,621 $ 1,800,004 10.6% TOTAL FUNDS $ 16,554,903 $ 16,703,318 $ 17,026,617 $ 16,354,806 $ 18,826,621 $ 1,800,004 10.6% $ 57,705,309 $ 65,774,128 $ 66,151,242 $ 66,057,998 $ 60,982,903 $ 5,168,339 7.8% 211 - ADULT PROBATION GRANTS SPECIAL REVENUE - GRANT $ $ 4,086,158 4,086,158 $ $ 4,254,173 4,254,173 $ $ 4,577,472 4,577,472 $ $ 4,237,528 4,237,528 $ $ 4,577,481 4,577,481 $ $ (9) (9) 0.0% 0.0% 201 - ADULT PROBATION FEES SPECIAL REVENUE - OTHER $ $ 13,236,580 13,236,580 $ $ 13,561,826 13,561,826 $ $ 13,556,634 13,556,634 $ $ 13,176,906 13,176,906 $ $ 14,643,968 14,643,968 $ $ (1,087,334) (1,087,334) -8.0% -8.0% TOTAL SPECIAL REVENUE $ 17,322,738 $ 17,815,999 $ 18,134,106 $ 17,414,434 $ 19,221,449 $ (1,087,343) -6.0% TOTAL FUNDS $ 75,028,047 $ 83,590,127 $ 84,285,348 $ 83,472,432 $ 80,204,352 $ 4,080,996 4.8% USES 100 - GENERAL General Adjustments Revenue Enhancement: An increase in revenue of $1,800,003 in the Adult Probation Fees Fund (201) resulting from an increase in the probation surcharge assessed on civil and criminal traffic violations from $10 to $20 allows a commensurate increase in expenditures. Costs associated with the Standard Probation, Intensive Probation and In-Custody Management activities will be shifted from the General Fund to the Adult Probation Fees Fund. Budget Reductions: The General Fund (100) budget is reduced by $3,306,914 impacting several activities including Standard Probation, Intensive Probation, and Pretrial Services. This budget reduction results in a department-wide reduction of 62.5 FTE’s. 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. 192 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results 11BC - BEHAVIORAL CHANGE Description Percent of students who successfully complete MCAPD operated education classes during the reporting period. FY 2007 Actual Not Reported FY 2008 Forecast 67.0% Percent of presentence investigation reports submitted to (0.0%) the Court that did not have continuances submitted by MCAPD during the reporting period. Percent of defendants released from custody following a (1.4%) Pretrial Bail/Bond Review. Percent of Pretrial Initial Appearance Defendant Packets (0.0%) submitted to the Court within the 24-hour statutory mandate. Percent of defendants who successfully complete release Not Reported conditions without termination during the reporting period. Percent of defendants who fail to initially appear to Not Reported Pretrial Services during the reporting period Percent of probationers who successfully completed Not Reported MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing probationers early Not Reported from jail into treatment during the reporting period. Activities that comprise this program include: • Education • Pre-Sentence • Pre-Trial Bail/Bond Review FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% 3.0% 4.5% 97.0% 91.0% (6.0%) -6.2% 35.0% 66.0% 31.0% 88.6% 100.0% 100.0% 0.0% 0.0% 1.2% 85.0% 83.8% 6898.8% 4.4% 2.7% (1.7%) -38.6% 55.2% 67.0% 11.8% 21.4% 8.1% 17.0% 8.9% 109.9% • • • 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. 193 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result FY 2007 Actual Percent of students who successfully Not Reported complete MCAPD operated education classes during the reporting period. Output Average number of students who 1,794 participate in MCAPD operated education classes during the reporting period. Number of students who terminate Not Reported (exit) from education classes operated by NCADP Average number of students in need 2,550 (assessed, ordered, or referred) of MCAPD operated education services Output Demand Efficiency Measure Description NAAverage cost per student who participates in MCAPD operated education classes during the reporting period FY 2008 Forecast 67.0% $445.47 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% 3.0% 4.5% 444 1,972 1,528 344.1% 1,461 2,829 1,368 93.6% 678 1,605 927 136.7% $1,957.07 $491.64 $1,465.44 74.9% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 340,319 $ 340,319 $ 272,740 $ 272,740 $ 313,794 $ 313,794 $ 41,054 41,054 15.1% 15.1% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 111,868 $ 176,972 510,342 799,182 $ 358,170 $ 510,770 868,940 $ 330,034 $ 639,473 969,507 $ 28,136 (128,703) (100,567) 7.9% 0.0% -25.2% -11.6% Expenditure 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. 194 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 0.0% Percent of presentence recommendations matching actual sentences (i.e., probation, prison, terminal dispositions)" Percent of presentence investigation Not Reported reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Number of presentence investigation reports completed during the reporting period. Number of presentence investigation reports ordered by the court to be completed during the reporting period. Average cost per presentence investigation report. FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 97.0% 91.0% (6.0%) -6.2% 16,631 17,411 17,057 -354 -2.0% 16,631 17,411 18,774 1,363 7.8% $458.82 $477.73 $472.21 $5.53 1.2% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 383,522 $ 383,522 $ 251,221 $ 251,221 $ 173,430 $ 173,430 $ (77,791) (77,791) -31.0% -31.0% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 5,249,058 $ 2,166,103 215,436 7,630,598 $ 8,094,951 $ 37,749 185,132 8,317,832 $ 7,850,550 $ 244,401 37,749 (18,761) 263,389 3.0% 100.0% -10.1% 3.2% Expenditure 203,893 8,054,443 $ 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 at his/her appearance before a judicial officer, any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of defendants released from custody following a Pretrial Bail/Bond Review. Number of Bail/Bond Reviews completed. 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). Average cost per Bail/Bond Reviews completed during the reporting period. FY 2007 Actual 15.0% FY 2008 Forecast 35.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 66.0% 31.0% 88.6% 295 202 194 -8 -4.0% 3,600 23,083 17,785 -5,298 -23.0% $813.76 $1,306.58 $295.62 $1,010.97 77.4% 206,580 206,580 78.3% 78.3% Expenditure 100 - GENERAL $ TOTAL USES $ 240,060 $ 240,060 $ 263,930 $ 263,930 $ 195 57,350 $ 57,350 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation 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 at his/her appearance before a judicial officer, any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 100.0% FY 2008 Forecast 100.0% 16,440 56,438 54,002 -2,436 -4.3% 16,440 56,438 54,002 -2,436 -4.3% $84.99 $32.27 $32.64 -$0.37 -1.1% 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 124,747 $ 124,747 $ 120,652 $ 120,652 $ 189,344 $ 189,344 $ 68,692 68,692 56.9% 56.9% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,233,164 $ 6,445 157,673 1,397,283 $ 1,678,411 $ 142,846 1,821,257 $ 1,627,609 $ 134,855 1,762,464 $ 50,802 7,991 58,793 3.0% 0.0% 5.6% 3.2% Percent of Pretrial Initial Appearance Defendant Packets submitted to the Court within the 24-hour statutory mandate. Number of Initial Appearance Defendant Packets presented to the court. Number of Initial Appearance Defendant Packets ordered by the court. Average cost per Initial Appearance Defendant Packets presented to the court. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Revenue Expenditure 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 at his/her appearance before a judicial officer, any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. 196 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of defendants who successfully complete release conditions without termination during the reporting period. Not Reported Percent of defendants who fail to initially appear to Pretrial Services during the reporting period Number of defendents exiting Not Reported (successful and unsuccessful) from pretrial services Average daily number of defendents Not Reported ordered into pretrial supervision during the reporting period Average daily number of defendants 8,748 ordered into pretrial supervision during the reporting period. Average daily cost per defendant on $6,040.50 pretrial supervision. FY 2008 Forecast 72.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 13.0% 18.1% 4.4% 2.7% (1.7%) -38.6% 6,760 6,377 -383 -5.7% 2,451 3,466 1,015 41.4% 2,451 3,466 1,015 41.4% $1,570.79 $642.59 $928.20 59.1% 67,435 67,435 55.3% 55.3% 200,996 (34,039) 166,957 5.8% -23.4% 4.6% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 142,846 $ 142,846 $ 121,909 $ 121,909 $ 189,344 $ 189,344 $ 100 - GENERAL $ 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,035,820 $ 165,645 3,201,465 $ 3,493,798 $ 145,732 3,639,530 $ 3,292,802 $ 179,771 3,472,573 $ Expenditure 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. 197 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Output Output Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing Not Reported probationers early from jail into treatment during the reporting period. FY 2008 Forecast 55.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 67.0% 11.8% 21.4% 8.1% 17.0% 8.9% 109.9% 1,685 1,685 0 0.0% 27,543 27,543 0 0.0% 1,177 1,420 243 20.6% 2,221 4,617 2,396 107.9% Number of jail days ordered for Not Reported probationers who are released from jail into treatment Average daily number of probationers 7,790 who need (court order, assessment, or referral) MCAPD operated and/or funded treatment and residential services during the reporting period. 27,543 88 -27,455 -99.7% 1,520 4,032 2,512 165.3% $670.70 $3,626.09 $3,065.13 $560.96 15.5% Number of probationers who were Not Reported terminated from MCAPD operated and/or funded treatment and residential services Number of jail days order to Not Reported probationers who are released from jail into treatment Average daily number of probationers 5,843 who participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing 4,324 probationers early from jail into treatment during the reporting period. Average daily cost per probationer to receive MCAPD operated and/or funded treatment and residential services during the reporting period. Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 2,800,899 $ 2,800,899 $ 2,735,796 $ 2,735,796 $ 2,861,965 $ 2,861,965 $ 126,169 126,169 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,364,705 $ 108,999 2,445,192 3,918,896 $ 1,839,571 $ 15,740 2,412,602 4,267,913 $ 1,808,471 $ 31,100 15,740 (131,415) (84,575) 4.6% 4.6% Expenditure 2,544,017 4,352,488 $ 1.7% 100.0% -5.4% -2.0% 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. Activities that comprise this program include: • Community Restoration • Domestic Violence Probation • Supervision • In-Custody Management • Indirect Services • Intensive Probation • Seriously Mentally Ill Supervision • • • • • 198 Report and Review Probation Supervision Seriously Mentally Ill Supervision Standard Probation Transferred Youth Probation Supervision Fugitive Apprehension Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results 11 - COMMUNITY JUSTICE Description Percent of probationers paying restitution and/or performing community work service during the reporting period. Percent of opted-in victims satisfied with victim assistance services Percent of domestic violence probationers who successfully complete probation. Percent of active domestic violence probationers sentenced for a new felony offense wihle supervised Percent of jailed probationers who receive services under the In-Custody Management Activity during the reporting period. Percent of jail days saved through Court Liaison during the reporting period. Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period Percent of sex offenders whose probation has started following their discharge from prison/DOC who report to MCAPD within 72 hours during the reporting period Percent of probationers on deportation status through USCIS who are returned to MCAPD for action due to arrest, technical violation, or investigation 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 active IPS probationers sentenced for a new felony offense while supervised Percent of Report and Review probationers who successfully complete Report and Review supervision during the reporting period Percent of active Report and Review probationers sentenced for a new felony offense while supervised Percent of seriously mentally ill who successfully complete probation. Percent of active seriously mentally ill probationers sentenced for a new felony offense while supervised Percent of active sex offenders sentenced for a new felony offense while supervised Percent of Standard probationers who successfully complete probation. Percent of active Standard probationers convicted of a new felony offense while supervised Percent of transferred youth who successfully complete probation. Percent of active transferred youth sentenced for a new felony offense while supervised "Percent of warrants cleared with either a class 2, 3, or 4 person or property offense during the reporting period." Percent of warrants cleared during the reporting period. FY 2007 Actual Not Reported FY 2008 Forecast 86.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.0% 0.0% 0.0% Not Reported 0.0% 0.0% 0.0% 0.0% Not Reported 14.6% 46.0% 31.4% 214.9% Not Reported 4.4% 4.5% 0.1% 2.3% Not Reported 1.0% 100.0% 99.0% 9564.0% Not Reported 47.0% 46.0% (1.0%) -2.1% (0.0%) 100.0% 100.0% 0.0% 0.0% (3.4%) 67.2% 81.0% 13.8% 20.5% (0.0%) 0.0% 0.8% 0.8% 6651.0% Not Reported 3.3% 55.0% 51.7% 1558.9% Not Reported 10.0% 10.0% 0.0% 0.0% Not Reported 1.6% 81.0% 79.4% 4966.0% Not Reported 3.0% 2.0% (1.0%) -33.3% Not Reported 24.8% 73.0% 48.2% 194.1% Not Reported 6.0% 6.0% 0.0% 0.0% Not Reported 3.0% 5.0% 2.0% 66.7% Not Reported 0.7% 62.0% 61.3% 8401.2% Not Reported 10.0% 10.0% 0.0% 0.0% Not Reported 39.1% 80.0% 40.9% 104.7% Not Reported 20.0% 39.0% 19.0% 95.0% Not Reported 12.7% 23.0% 10.3% 81.1% Not Reported 108.0% 98.0% (10.0%) -9.3% 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. 199 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Efficiency Measure Description Percent of probationers paying restitution and/or performing community work service during the reporting period. Percent of opted-in victims satisfied with victim assistance services Average number of probationers ordered to pay restitution and/or performing community work service during the reporting period. Number of opted-in victims receiving victim assistance services Average number of probationers ordered to pay restitution and/or perform community work service during the reporting period. Average cost to provide Victim Assistance Services Average daily cost to provide Financial Compliance and Community Work services FY 2007 Actual Not Reported FY 2008 Forecast 86.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.0% 0.0% 0.0% Not Reported 0.0% 0.0% 0.0% 0.0% Not Reported 10,291 10,291 0 0.0% Not Reported 0 0 0 0.0% Not Reported 11,913 11,913 0 0.0% Not Reported $0.00 $0.00 $0.00 0.0% Not Reported $0.00 $0.00 $0.00 0.0% Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 370,006 $ 29,352 399,358 $ 119,547 $ 36,576 156,123 $ 124,700 $ 50,000 174,700 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,066,976 $ 1,034,171 58,058 3,159,205 $ 3,295,646 $ (23,503) 56,907 3,329,050 $ 3,249,022 $ (37,461) 113,768 3,325,329 $ 5,153 13,424 18,577 4.3% 36.7% 11.9% 46,624 13,958 (56,861) 3,721 1.4% -59.4% -99.9% 0.1% Expenditure 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. 200 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of domestic violence probationers who successfully complete probation. Not Reported Percent of active domestic violence probationers sentenced for a new felony offense wihle supervised Number of domestic violence Not Reported probationers terminated from probation Average number of active domestic violence probationers supervised during the reporting period. Average number of active domestic violence probationers ordered to be supervised during the reporting period. Average cost per active domestic violence probationer for the reporting period. FY 2008 Forecast 14.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 46.0% 31.4% 214.9% 4.4% 4.5% 0.1% 2.3% 267 267 0 0.0% 2,043 605 128 -477 -78.8% 2,043 605 500 -105 -17.4% $471.67 $1,961.63 $9,238.87 -$7,277.24 -371.0% Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 833,513 $ 87,689 42,426 963,628 $ 1,138,042 $ 48,742 1,186,784 $ 1,135,328 $ 47,247 1,182,575 $ 2,714 1,495 4,209 -0.2% 0.0% -3.1% -0.4% 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. 201 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of jail days saved through Court Liaison during the reporting period. Percent of jailed probationers who Not Reported receive services under the In-Custody Management Activity during the reporting period. 11,772 Average daily number of jailed probationers who receive In-Custody Management services from the Work Furlough and Custody Management Unit, plus the total number of probationers handled by Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. FY 2008 Forecast 47.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 46.0% (1.0%) -2.2% 100.0% 100.0% 0.0% 0.0% 2,601 2,940 339 11.5% Number of jail days required for Not Reported probationers going through violation proceedings during the reporting period Number of jailed probationers Not Reported Number of jail days required for 264,915 probationers going through violation proceedings during the reporting period. 11,772 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. 231,816 124,765 -107,051 -46.2% 9,664 231,816 2,940 271,789 -6,724 39,973 -69.6% 17.2% 2,601 2,940 339 13.0% $242.66 $1,295.90 $1,116.13 $179.77 13.9% 16,670 16,670 1.9% 0.0% 1.5% Average daily cost per probationer to provide In-Custody Management Activity services during the reporting period. Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 985,493 $ 985,493 $ 881,530 $ 216,211 1,097,741 $ 898,200 $ 216,211 1,114,411 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,251,165 $ 523,002 82,399 2,856,565 $ 2,093,486 $ 1,024,618 252,524 3,370,628 $ 3,023,230 $ Expenditure 258,191 3,281,421 $ (929,744) 1,024,618 (5,667) 89,207 -44.4% 100.0% -2.2% 2.6% 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. 202 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Result Output Output Output Measure Description Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period Percent of sex offenders whose probation has started following their discharge from prison/DOC who report to MCAPD within 72 hours during the reporting period Percent of probationers on deportation status through USCIS who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period Average daily number of probationers monitored according to Indirect Services standards Number of sex offenders whose probation has started following their discharge from prison/DOC who are required to report to MCAPD with 72 hours during the reporting period Average daily number of probationers on deportation status through USCIS during the reporting period FY 2007 Actual (0.0%) FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% (3.4%) 67.2% 81.0% 13.8% 20.5% (0.0%) 0.0% 0.8% 0.8% 6651.0% 52,805 15,811 15,425 -386 -2.4% 116 134 213 79 59.0% 18,107 6,751 5,656 -1,095 -16.2% Demand Average daily number of probationers ordered on deportation status through USCIS during the reporting period 18,107 6,751 18,107 11,356 168.2% Demand Number of sex offenders whose probation will start following their discharge from prison/DOC who were required to report to MCAPD during the reporting period Average daily number of probationers assigned to Indirect Services during the reporting period Average daily cost per probationer administered by Indirect Services during the reporting period 125 134 125 -9 -6.7% 52,805 15,811 15,425 -386 -2.4% $15.58 $55.49 $55.86 -$0.38 -0.7% 482,340 $ 340,244 822,583 $ 877,314 $ 1 877,315 $ 861,707 $ 861,707 $ Demand Efficiency Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES TOTAL USES $ 15,607 1 15,608 1.8% 100.0% 1.8% 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. 203 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of IPS probationers who exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers Not Reported sentenced for a new felony offense while supervised Total number of IPS probationers Not Reported discharged from IPS Average number of active IPS 5,028 probationers supervised during the reporting period Average number of active IPS 5,028 probationers ordered supervised during the reporting period Average daily cost per IPS probationer $1,989.59 for the reporting period FY 2008 Forecast 33.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 55.0% 22.0% 66.7% 10.0% 10.0% 0.0% 0.0% 1,398 1,124 -274 -19.6% 1,093 1,124 31 2.8% 1,093 1,124 31 2.8% $9,660.95 $8,063.29 $1,597.65 16.5% Revenue 201 - ADULT PROBATION FEESS $ TOTALSOURCES $ 1,886,249 $ 1,886,249 $ 2,300,145 $ 2,300,145 $ 2,219,422 $ 2,219,422 $ (80,723) (80,723) -3.5% -3.5% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 9,472,284 $ 519,802 11,589 10,003,675 $ 10,002,675 $ 554,304 2,436 10,559,415 $ 9,043,195 $ 4,945 15,002 9,063,142 $ 959,480 549,359 (12,566) 1,496,273 9.6% 99.1% -515.8% 14.2% Expenditure 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 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: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 76.0% Percent of active Report and Review Not Reported probationers sentenced for a new felony offense while supervised Average number of Report and Review Not Reported probationers supervised during the reporting period. Average number of active probationers Not Reported ordered by the court and/or transferred from field supervisions to be monitored 3.0% 2.0% (1.0%) -33.3% 6,148 6,382 234 3.8% 6,148 6,382 234 3.8% $438.80 $478.16 -$39.36 -9.0% 1,824,964 $ 872,780 2,697,744 $ 3,051,600 $ (1,226,636) 872,780 (353,856) -67.2% 100.0% -13.1% Percent of Report and Review probationers who successfully complete Report and Review supervision during the reporting period Average cost per Report and Review probationer supervised during the reporting period Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 81.0% 5.0% 6.6% Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES TOTAL USES $ 1,496,844 $ 137,487 1,634,331 $ 204 3,051,600 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation 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 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: Measure Type Result FY 2007 Actual Percent of Standard probationers who Not Reported successfully complete probation. Result Percent of active Standard Not Reported probationers convicted of a new felony offense while supervised Number of Standard probationers Not Reported terminated from probation Average daily number of active 94,614 standard probationers supervised for the reporting period. Average daily number of active 94,614 standard probationers ordered supervised for the reporting period. Average daily cost per active Standard $300.00 Supervision probationer. Output Output Demand Efficiency Measure Description FY 2008 Forecast 57.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 62.0% 5.0% 8.8% 10.0% 10.0% 0.0% 0.0% 8,652 5,459 -3,193 -36.9% 18,465 23,681 5,216 28.2% 19,440 23,681 4,241 21.8% $1,637.72 $1,219.32 $418.40 25.5% Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 7,656,201 $ 154,277 7,810,477 $ 6,775,869 $ 340,375 7,116,244 $ 9,056,826 $ 323,430 9,380,256 $ 2,280,957 (16,945) 2,264,012 33.7% -5.0% 31.8% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 22,705,691 $ 5,434,753 244,050 28,384,494 $ 19,861,887 $ 10,165,961 212,720 30,240,568 $ 15,179,113 $ 13,576,484 119,158 28,874,755 $ 4,682,774 (3,410,523) 93,562 1,365,813 23.6% -33.5% 44.0% 4.5% Expenditure 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. 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. 205 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of seriously mentally ill who successfully complete probation. Percent of active seriously mentally ill Not Reported probationers sentenced for a new felony offense while supervised Number of active seriously mentally ill Not Reported probationers terminated from probation Average number of active seriously mentally ill probationers supervised during the reporting period. Average number of active seriously mentally ill probationers ordered to be supervised by the Court during the reporting period. Average cost per active seriously mentally ill probationer for the reporting period. FY 2008 Forecast 70.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 73.0% 3.0% 4.3% 6.0% 6.0% 0.0% 0.0% 305 650 345 113.1% 2,118 532 650 118 22.2% 2,118 532 650 118 22.2% $542.64 $2,407.86 $1,883.04 $524.82 21.8% 57,008 57,008 4.5% 0.0% 4.5% Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES TOTAL USES $ 1,127,323 $ 21,998 1,149,321 $ 1,280,983 $ 1,280,983 $ 1,223,975 $ 1,223,975 $ 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. 206 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of active transferred youth sentenced for a new felony offense while supervised Percent of transferred youth who Not Reported successfully complete probation. 689 Average number of active transferred youth supervised during the reporting period. Number of transferred youth Not Reported terminated from probation Average number of active transferred 689 youth ordered to be supervised by the Court during the reporting period. Average cost per active transferred $432 youth for the reporting period. FY 2008 Forecast 20.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 39.0% 19.0% 95.0% 69.0% 80.0% 11.0% 15.9% 170 197 27 15.9% 66 172 106 160.6% 170 197 27 15.9% $2,038 $1,691 $346 17.0% 346,426 $ 346,426 $ 333,201 $ 333,201 $ Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES TOTAL USES $ 232,082 $ 65,857 297,939 $ 13,225 13,225 3.8% 0.0% 3.8% 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. 207 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Performance Analysis: Measure Type Result Result Output Output Output Demand Efficiency Measure Description FY 2007 Actual Percent of warrants cleared during the Not Reported reporting period. Not Reported "Percent of warrants cleared with either a class 2, 3, or 4 person or property offense during the reporting period." Average daily number of probationers 37,105 placed on warrant status being sought by Adult Probation during the reporting period. FY 2008 Forecast 108.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% (10.0%) -9.3% 12.7% 23.0% 10.3% 81.1% 8,955 9,505 550 6.1% Not Reported 8,428 1,611 -6,817 -80.9% Not Reported 7,770 9,505 1,735 22.3% 37,105 647 7,236 6,589 1018.4% Average daily cost per probationer on warrant status during the reporting period. $39.30 $190.09 $191.30 -$1.21 -0.6% 211 - ADULT PROBATION GRANTS $ TOTALSOURCES $ 8,886 $ 8,886 $ 4,075 $ 4,075 $ 14,587 $ 14,587 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 871,021 $ 584,545 2,761 1,458,328 $ 1,684,168 $ (1) 18,072 1,702,239 $ 1,800,718 $ 17,592 1,818,310 $ Total number of probationers on warrant status cleared during the reporting period Total number of probationers placed on warrant status by the Court during the reporting period Average daily number of probationers placed on warrant status by the Court during the reporting period. Revenue 10,512 10,512 258.0% 258.0% (116,550) (1) 480 (116,071) -6.9% 100.0% 2.7% -6.8% Expenditure 208 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Employee Market Compensation Adjustments (Admin Phase II Market Study $ $45,219; Probation Officer Market/Merit Adjustments $319,782; Program & Operations Market Study $68,297) Jan. 2008 Administrative Reductions Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions Annualization of Employee Market Compensation Adjustments (Program & Operations Market Study) One-Time Vehicle Expenses Annualization of Jan. 2008 Administrative Reductions Subtotal $ 65,774,128 $ - 433,328 $ - (56,214) 377,114 $ - 66,151,242 $ - 57,789 $ - (63,000) (56,214) (61,425) $ - FY 2008-09 BUDGET TARGET $ 66,089,817 $ - FY 2008-09 REQUESTED BUDGET $ 66,089,817 $ - (1,416,815) $ - (1,323,519) - (189,600) (142,976) (175,608) (58,396) (1,800,000) (5,106,914) $ - 60,982,903 $ -7.7% 0.0% BUDGET BALANCING ADJUSTMENTS: Elimination of 25 FTEs - Standard Probation Officers $ Elimination of 24 FTEs - (19) Intensive Probation Officers & (5) Surveillance Officers Elimination of 4 FTEs - (1) Pretrial Probation Officer, (2) Presentence Screeners & (1) Surveillance Officer Elimination of 2 FTEs - Probation Officer Supervisors Elimination of 6 FTEs - Justice System Clerks Elimination of 1.5 FTEs - Surveillance Officers Increased Allocation Out to Adult Probation Fees Fund Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 209 60,982,903 $ - - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions Annualization of FY 2007-08 Initiatives (Sex Offender Staffing) Non-Recurring Expenditures from Fund Balance Facility Security Modifications Structural Balance Annualization of Jan. 2008 Administrative Reductions 13,561,826 $ 12,449,145 (5,192) $ (5,192) $ - $ 13,556,634 $ 12,449,145 $ - $ 349,142 (500,000) (205,000) (746,440) (5,191) (1,107,489) $ - Subtotal $ FY 2008-09 BUDGET TARGET $ 12,449,145 $ 12,449,145 FY 2008-09 REQUESTED BUDGET $ 12,449,145 $ 12,449,145 BUDGET BALANCING ADJUSTMENTS: Revenue Enhancement (Probation Fee Increase) Increase Allocation in from General Fund $ 1,800,003 1,800,003 $ $ 1,800,003 1,800,003 14,249,148 $ 14.5% 14,249,148 14.5% Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ NON-OPERATING NON-OPERATING 0001 Quality Assurance Project (Year 3 of 3-yr Project) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 210 $ Subtotal $ 394,820 394,820 $ $ - $ 394,820 $ - $ 14,643,968 $ 14,249,148 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grant Fund (211) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 4,254,173 $ 4,254,173 $ Subtotal $ 323,299 323,299 $ $ 323,299 323,299 FY 2007-08 REVISED RESTATED BUDGET $ 4,577,472 $ 4,577,472 FY 2008-09 BUDGET TARGET $ 4,577,472 $ 4,577,472 FY 2008-09 REQUESTED BUDGET $ 4,577,472 $ 4,577,472 $ Subtotal $ 9 9 $ $ 1 1 4,577,481 $ 0.0% 4,577,473 0.0% MID-YEAR ADJUSTMENTS: Grant Fund Reconciliation (C-11-08-006-3-00) BASE ADJUSTMENTS: Budget Balancing Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 211 4,577,481 $ 4,577,473 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Angie Flick, Management & Budget Analyst Summary 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, 2008, complete a needs assessment to enable the issuance of Air Quality Permits in accordance with the Arizona State licensing 18 month requirement. Status: The assessment has been completed and the Department is working to revise processes and evaluating resource utilization to reach full compliance by June 2009. The FY 2008-09 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 Department continues to implement changes as processes are evaluated and movement is made towards the new information system. The FY 2008-09 budget continues to support the attainment of this goal. • By June 20, 2007, secure a funding source for the vacant lot dust inspection program to relieve the general fund obligation. Status: Grant funds are being utilized for the vacant lot dust inspections in FY 2008-09. The Department continues to search for a dedicated funding source. The general fund is no longer funding this program. • By June 30, 2008, have an air monitoring vehicle in service to provide instantaneous tests to assess air pollution levels in Maricopa County. Status: The vehicle is being built and is scheduled for delivery in February 2009. • 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. 212 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Status: Acella, a new permitting software package, is anticipated to be in use by June 2009 which will provide the tools for attaining this goal. The FY 2008-09 budget continues to support the attainment of this goal. Sources and Uses by Program and Activity – All Funds FY 2006-07 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 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 16,086,105 1,499,237 3,352,588 2,989,879 24,100 777,254 497,972 221,573 3,940,876 792,650 411,584 1,294,433 283,960 $ 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 $ 16,841,625 641,976 3,695,643 796,973 1,784,472 1,200,000 467,734 1,468,406 3,583,289 134,557 485,000 1,858,575 725,000 $ 18,042,618 575,189 3,913,711 2,223,700 1,056,727 945,213 101,054 481,654 3,867,483 2,266,165 220,660 1,566,583 824,479 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 820,487 820,487 $ 17,654 17,654 $ 17,654 17,654 $ 542,602 542,602 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 398,671 398,671 17,305,262 $ 14,496,373 $ 16,859,279 $ 11,017,608 418,414 1,676,840 2,017,071 187,230 455,688 555,364 162,244 607,462 733,516 1,011,615 100,903 669,242 1,791,091 630,927 $ 13,503,599 391,239 2,568,453 1,862,578 161,777 758,326 615,870 164,997 968,290 500,000 988,278 1,121,511 90,333 747,515 1,839,432 725,000 $ 19,557,970 391,239 1,854,899 7,450,256 161,773 2,001,410 615,874 164,994 935,176 500,000 958,553 1,121,508 90,336 747,516 1,839,434 725,002 $ 3,958,935 39,645 3,458,378 305,299 145,647 9,968 $ 2,531,983 36,077 2,033,180 240,037 197,422 25,267 $ 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 335,357 303,802 31,555 15,311,900 $ 368,064 274,896 93,168 16,403,646 $ TOTAL PROGRAMS $ EXPENDITURES 85AQ - AIR QUALITY PROGRAM $ SBRC - BUSINESS RESOURCE CENTER 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 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 BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ $ 213 $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 23,172,120 426,580 7,661,112 1,782,480 1,121,988 1,315,140 634,728 720,500 5,598,756 998,340 328,920 1,858,576 725,000 $ $ 292,000 292,000 $ (1,123,933) $ (1,123,933) 17,461,287 $ 23,464,120 $ $ 17,021,216 394,040 1,989,537 5,971,183 273,944 1,716,686 559,780 146,030 613,415 917,370 1,314,063 176,921 732,279 1,560,151 655,817 $ 19,389,509 255,938 1,819,318 5,414,938 337,875 1,750,461 646,736 236,516 721,699 1,354,040 993,308 2,292,212 199,511 853,137 1,788,565 725,255 $ 168,461 135,301 35,581 2,035,318 (176,102) 250,949 (30,862) (71,522) 213,477 (854,040) (34,755) (1,170,704) (109,175) (105,621) 50,869 (253) 0.9% 34.6% 1.9% 27.3% -108.9% 12.5% -5.0% -43.3% 22.8% -170.8% -3.6% -104.4% -120.9% -14.1% 2.8% 0.0% 4,683,285 36,081 3,470,925 240,037 197,422 738,820 $ 5,428,838 31,729 4,809,354 335,499 228,791 23,465 $ 6,424,046 37,386 5,804,004 291,142 266,025 25,489 $ (1,740,761) (1,305) (2,333,079) (51,105) (68,603) 713,331 -37.2% -3.6% -67.2% -21.3% -34.7% 96.6% 368,064 274,896 93,168 24,609,319 $ 332,839 274,896 57,943 22,782,893 $ 1,032,611 392,579 640,032 $ 26,846,166 $ (664,547) -180.6% (117,683) -42.8% (546,864) -587.0% (2,236,847) -9.1% $ $ $ $ 6,330,495 (215,396) 3,965,469 985,507 (662,484) 115,140 166,994 (747,906) 2,015,467 863,783 (156,080) 1 - 37.6% -33.6% 107.3% 123.7% -37.1% 9.6% 35.7% -50.9% 56.2% 641.9% -32.2% 0.0% 0.0% 274,346 1554.0% 274,346 1554.0% 6,604,841 39.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 8,703,875 8,703,875 $ $ 9,069,432 9,069,432 $ $ 10,432,338 10,432,338 $ $ 9,427,727 9,427,727 $ $ 15,624,428 15,624,428 $ $ 5,192,090 5,192,090 49.8% 49.8% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,476,300 3,476,300 $ $ $ 1,548,568 2,583,576 4,132,144 $ $ 507,983 2,391,062 2,899,045 $ $ 1,426,448 2,583,575 4,010,023 $ $ 1,426,448 2,583,575 4,010,023 $ 122,120 1 122,121 8.6% 0.0% 3.0% $ SUBTOTAL $ 4,304,601 4,304,601 $ $ 1,399,264 1,399,264 $ $ 2,399,264 2,399,264 $ $ 4,590,919 4,590,919 $ $ 3,415,548 3,415,548 $ $ 1,016,284 1,016,284 42.4% 42.4% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 430,102 12,563 442,665 $ $ $ 282,000 10,000 292,000 $ $ 526,796 16,800 543,596 $ $ 15,000 2,654 17,654 $ $ 15,000 2,654 17,654 14,496,373 $ 16,859,279 $ 17,461,287 $ 23,464,120 $ FINES & FOREFEITS 0637 - FINES & FORFEITS ALL REVENUES $ 16,927,441 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 377,822 377,822 $ $ TOTAL SOURCES $ 17,305,262 $ 14,496,373 $ $ $ 214 16,859,279 $ $ $ 17,461,287 $ $ $ 23,464,120 $ $ $ $ 267,000 1780.0% 7,346 276.8% 274,346 1554.0% 6,604,841 39.2% 6,604,841 39.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 6,506,806 $ 99,883 1,978,967 20,400 (251,756) 420,271 8,774,571 $ 7,707,613 $ 73,060 2,437,887 732,935 (623,133) 720,363 11,048,725 $ 9,685,080 $ 73,060 3,092,950 732,930 (623,133) 720,363 13,681,250 $ 8,634,507 $ 77,944 2,816,902 26,344 (464,273) 1,021,076 12,112,500 $ 10,821,345 $ 93,368 3,506,517 643,736 (741,740) 1,588,221 15,911,447 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 359,650 $ 110,434 444,188 (21,522) 24,406 917,156 $ 238,260 $ 122,750 (13,082) 13,082 361,010 $ 545,328 $ 130,750 91,350 (13,082) 13,082 767,428 $ 811,671 $ 113,367 95,521 (7,156) 13,755 1,027,158 $ 612,067 $ 168,620 105,766 (6,344) 17,035 897,144 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,531 $ 24,821 3,133,896 543,458 219,763 487,386 20,810 56,480 63,472 16,832 (62,294) 71,792 4,580,945 $ 3,000 $ 26,007 1,940,909 568,441 41,864 600,147 25,031 48,842 56,526 18,000 (38,336) 208,596 3,499,027 $ 3,000 $ 26,007 3,642,054 1,105,859 41,864 637,632 25,031 275,992 56,526 18,000 (38,336) 208,596 6,002,225 $ 5,815 $ 34,513 3,764,062 1,254,152 15,964 1,061,879 24,346 199,239 42,809 18,811 (35,864) 98,886 6,484,612 $ 3,288 $ 54,400 5,105,832 1,063,933 208,489 1,200 640,032 56,212 215,710 100,511 30,000 (82,481) 276,566 7,673,692 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ 673,467 673,467 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 274,896 274,896 19,419 $ 126,905 33,235 186,203 (26,402) 26,402 365,761 $ TOTAL USES $ 15,311,900 $ $ 437,485 $ 87,000 500,000 195,312 (25,564) 25,755 1,219,988 $ $ 16,403,646 $ 274,896 274,896 $ $ 437,485 $ 1,406,999 1,798,532 240,313 (25,564) 25,755 3,883,520 $ 24,609,319 $ 274,896 274,896 $ $ 392,579 392,579 $ $ 386,708 $ 862,098 1,410,644 220,901 (19,321) 22,697 2,883,727 $ 270,000 1,469,400 207,001 24,903 1,971,304 $ $ 26,846,166 $ 22,782,893 $ (1,136,265) -11.7% (20,308) 0.0% (413,567) -13.4% 89,194 0.0% 118,607 -19.0% (867,858) -120.5% (2,230,197) -16.3% (66,739) (37,870) (14,416) (6,738) (3,953) (129,716) -12.2% -29.0% -15.8% 51.5% -30.2% -16.9% (288) -9.6% (28,393) -109.2% (1,463,778) -40.2% 41,926 0.0% (166,625) -398.0% (1,200) (2,400) -0.4% (31,181) 0.0% 60,282 21.8% (43,985) (1) (12,000) -66.7% 44,145 -115.2% (67,970) -32.6% (1,671,467) -27.8% (117,683) (117,683) -42.8% -42.8% 437,485 0.0% 1,136,999 80.8% 329,132 18.3% 33,312 (25,564) 100.0% 852 3.3% 1,912,216 0.0% (2,236,847) -9.1% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 24,100 $ - $ - $ - $ - $ - 503 - AIR QUALITY GRANT SPECIAL REVENUE - GRANT $ $ 3,805,788 3,805,788 $ $ 4,010,023 4,010,023 $ $ 4,010,023 4,010,023 $ $ 2,872,371 2,872,371 $ $ 4,132,144 4,132,144 $ $ 122,121 122,121 3.0% 3.0% 504 - AIR QUALITY FEES SPECIAL REVENUE - OTHER $ $ 13,475,377 13,475,377 $ $ 10,486,350 10,486,350 $ $ 12,849,256 12,849,256 $ $ 14,588,916 14,588,916 $ $ 19,331,976 19,331,976 $ $ 6,482,720 6,482,720 50.5% 50.5% TOTAL SPECIAL REVENUE $ 17,281,165 $ 14,496,373 $ 16,859,279 $ 17,461,287 $ 23,464,120 $ 6,604,841 39.2% TOTAL FUNDS $ 17,305,265 $ 14,496,373 $ 16,859,279 $ 17,461,287 $ 23,464,120 $ 6,604,841 39.2% $ 459,754 $ - $ - $ - $ - $ - 503 - AIR QUALITY GRANT SPECIAL REVENUE - GRANT $ $ 3,952,911 3,952,911 $ $ 4,010,023 4,010,023 $ $ 4,010,023 4,010,023 $ $ 3,679,726 3,679,726 $ $ 4,132,151 4,132,151 $ $ (122,128) (122,128) -3.0% -3.0% 504 - AIR QUALITY FEES SPECIAL REVENUE - OTHER $ $ 10,899,235 10,899,235 $ $ 12,393,623 12,393,623 $ $ 20,599,296 20,599,296 $ $ 19,103,167 19,103,167 $ $ 22,714,015 22,714,015 $ $ (2,114,719) (2,114,719) -10.3% -10.3% TOTAL SPECIAL REVENUE $ 14,852,146 $ 16,403,646 $ 24,609,319 $ 22,782,893 $ 26,846,166 $ (2,236,847) -9.1% TOTAL FUNDS $ 15,311,900 $ 16,403,646 $ 24,609,319 $ 22,782,893 $ 26,846,166 $ (2,236,847) -9.1% USES 100 - GENERAL 215 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality General Adjustments One-time Expenditures: Reallocated $46,000 out of operating budget to non-operating budget for capital equipment and a vehicle. Accela Implementation: Increased non-operating budget in Fund 504 by $1,766,307. Media Campaign: Increased non-operating budget in Fund 504 by $1,500,000. 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 85AQ - AIR QUALITY Description Percent of air monitoring readings found to be valid. Percent of inspected Dust Control operations in compliance. Percent of Dust Control permits issued within federal and state standards. Percent of non-backlog Dust Control permitted source enforcement actions resolved. Percent of inspected vacant lots in compliance. Percent of inspected Title V (Large Source) operations in compliance. Percent of backlog Title V enforcement actions resolved FY 2007 Actual Not Reported Not Reported FY 2008 Forecast 97.0% 56.3% Not Reported 100.0% 67.0% (33.0%) -33.0% Not Reported 95.4% 66.0% (29.4%) -30.9% Not Reported Not Reported 17.0% 53.3% 100.0% 100.0% 83.0% 46.7% 488.3% 87.5% Not Reported 100.0% 100.0% 0.0% 0.0% Percent of inspected Non-Title V and General (Small Not Reported Source) permit operations in compliance. Percent of resolved backlog Non-Title V (Small Source), Not Reported General, Burn and Asbestos source enforcement actions. 67.0% 67.0% 0.0% 0.0% 20.3% 20.3% 0.0% 0.0% Activities that comprise this program include: • Countywide Air Quality Monitoring • Dust Control Permit Compliance • Dust Control Permit Enforcement • Dust Control Vacant Lot • Large Source Permit Compliance • Large Source Permit Enforcement • Large Source Permit Engineering Review • Mobile Air Monitoring Van • • • • • • • 216 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.0% 0.0% 0.0% 58.9% 2.7% 4.8% Planning and Analysis Business Resource Center Small Source Permit Compliance Small Source Permit Enforcement Small Source Permit Engineering Review Trip Reduction Voluntary Vehicle Repair and Retrofit Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Countywide Air Quality Monitoring Activity The purpose of the Countywide Air Quality Monitoring Activity is to provide oversight of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of air monitoring readings found to be valid. Number of valid samples collected. Number of samples the air quality monitors are scheduled to collect. Cost per valid samples collected FY 2007 Actual 97.1% FY 2008 Forecast 97.0% 314,462 323,851 314,462 358,851 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.0% 0.0% 0.0% 314,462 358,851 $ 5.33 $ 6.33 $ 5.79 $ 503 - AIR QUALITY GRANT $ TOTAL SOURCES $ 1,499,237 $ 1,499,237 $ 575,189 $ 575,189 $ 426,580 $ 426,580 $ 503 - AIR QUALITY GRANT $ 504 - AIR QUALITY FEES TOTAL USES $ 1,403,523 $ 273,317 1,676,840 $ 555,503 $ 1,434,034 1,989,537 $ 426,580 $ 1,392,738 1,819,318 $ 0.54 0.0% 0.0% 8.6% (148,609) (148,609) -25.8% -25.8% 128,923 41,296 170,219 23.2% 2.9% 8.6% Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. 217 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Performance Analysis: Measure Type Result FY 2007 Actual Percent of Dust Control permits issued Not Reported within federal and state standards. Result Percent of inspected Dust Control operations in compliance. Number of permits issued Number of Dust Control Permit inspections completed. Number of Dust Control Permit inspections required by the State Implementation Plan. Cost per dust control permit inspections completed Output Output Demand Efficiency Measure Description FY 2008 Forecast 100.0% 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 67.0% (33.0%) -33.0% 56.3% 58.9% 2.7% 4.8% Not Reported 2,590 10,000 12,000 10,000 26,225 14,225 0.0% 118.5% 4,532 13,252 26,225 12,973 97.9% $ 778.79 $ 497.60 $ 206.48 $ 291.12 58.5% 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 3,352,588 $ 3,352,588 $ 3,913,711 $ 3,913,711 $ 7,661,112 $ 7,661,112 $ 3,747,401 3,747,401 95.8% 95.8% 2,017,071 2,017,071 5,971,183 5,971,183 5,414,938 5,414,938 556,245 556,245 9.3% 9.3% Revenue Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increases reflected in the FY 2008-09 budget are due to the fee changes that became effective in May 2008. 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. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of non-backlog Dust Control permitted source enforcement actions resolved. Number of non-backlog Dust Control Not Reported permitted source enforcement actions resolved. Number of Dust Control permitted 896 source enforcement actions resolved. Number of Dust Control permitted 764 source referrals for enforcement action. Cost per dust control permitted source $ 208.96 $ enforcement actions resolved FY 2008 Forecast 95.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 66.0% (29.4%) -30.9% 764 1,108 344 45.0% 896 1,240 344 38.4% 764 2,841 2,077 271.9% 33.26 10.9% 305.74 $ 272.48 $ 2,223,700 $ 2,223,700 $ 1,782,480 $ 1,782,480 $ (441,220) (441,220) -19.8% -19.8% 337,875 $ 337,875 $ (63,931) (63,931) -23.3% -23.3% Revenue 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 2,989,879 $ 2,989,879 $ Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ 187,230 187,230 $ $ 273,944 273,944 $ $ The Department anticipates continued growth in enforcement actions required as well as a reduction in revenue realized due to closure of enforcement actions. 218 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality 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: Measure Type Result Output Demand Efficiency Measure Description Percent of inspected vacant lots in compliance. Number of vacant lot inspections completed. Number of vacant lot inspections required by the State Implementation Plan. Cost per vacan lost inspection completed FY 2007 Actual Not Reported FY 2008 Forecast 17.0% 3,012 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 83.0% 488.3% 3,012 13,243 10,231 339.7% 7,752 13,243 5,491 70.8% $ 151.29 $ 569.95 $ 132.18 $ 437.77 76.8% 100 - GENERAL $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ 24,100 $ 24,100 $ - $ 1,056,727 1,056,727 $ - $ 1,121,988 1,121,988 $ 65,261 65,261 0.0% 6.2% 6.2% 100 - GENERAL $ 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 455,688 $ 455,688 $ $ 841,787 874,899 1,716,686 $ $ 1,121,990 628,471 1,750,461 $ (280,203) 246,428 (33,775) Revenue Expenditure 0.0% -33.3% 28.2% -2.0% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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: Measure Type Result Output Demand Efficiency Measure Description Percent of inspected Title V (Large Source) operations in compliance. Number of Title V (Large Source) inspections completed. Number of Title V (Large Source) inspections required. Cost per Title V (Large Source) inspections completed FY 2007 Actual Not Reported FY 2008 Forecast 53.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 46.7% 87.5% 20 30 40 10 33.3% 37 41 40 (1) -2.4% $ 27,768.19 $ 18,659.33 $ 16,168.40 $ 2,490.93 13.3% 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 777,254 $ 777,254 $ 945,213 $ 945,213 $ 1,315,140 $ 1,315,140 $ 369,927 369,927 39.1% 39.1% 555,364 555,364 559,780 559,780 (86,956) (86,956) -15.5% -15.5% Revenue Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ 219 $ $ 646,736 646,736 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increases reflected in the FY 2008-09 budget are due to the fee changes that became effective in May 2008. 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: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported % of backlog Title V enforcement actions resolved Number of Title V (Large Source) 14 permitted source enforcement actions resolved. # of backlog Title V enforcement Not Reported actions Number of Title V (Large Source) 17 permitted source referrals for enforcement action. Cost per number of Title V (Large $ 11,588.85 $ Source) permitted source enforcement actions resolved FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 16 16 - 0.0% 1 1 - 0.0% 16 16 - 0.0% 9,126.88 $ 14,782.25 $ (5,655.38) -62.0% 497,972 $ 497,972 $ 101,054 $ 101,054 $ 634,728 $ 634,728 $ 533,674 533,674 528.1% 528.1% 162,244 162,244 146,030 146,030 236,516 236,516 (90,486) (90,486) -62.0% -62.0% Revenue 504 - AIR QUALITY FEES $ TOTAL SOURCES $ Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increase is due to enforcement actions coming to resolution in FY 2008-09 that began in FY 2007-08. Large Source 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. 220 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Performance Analysis: Measure Type Output Demand Efficiency Measure Description FY 2007 Actual The number of Title V (Large Source) permit actions completed. The number of complete Title V (Large Source) applications received for permit action. Cost per Title V (Large Source) permit $ action completed FY 2008 Forecast FY 2009 Adopted 14 16 16 19 24 24 Variance Forecast - Adopted - 43,390.13 $ 38,338.44 $ 45,106.19 $ 221,573 $ 221,573 $ 481,654 $ 481,654 $ 720,500 $ 720,500 $ 607,462 607,462 613,415 613,415 721,699 721,699 % Variance Forecast - Adopted 0.0% 0.0% (6,767.75) -17.7% 238,846 238,846 49.6% 49.6% (108,284) (108,284) -17.7% -17.7% Revenue 504 - AIR QUALITY FEES $ TOTAL SOURCES $ Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increases reflected in the FY 2008-09 budget are due to the fee changes that became effective in May 2008. Mobile Air Monitoring Van Activity The purpose of the Mobile Air Monitoring Van activity is to assess air pollutant levels in Maricopa County and to determine industry's compliance with emissions limitations as mandated by applicable federal, state, and local air quality laws, rules, regulations and permit conditions. 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: Measure Type Output Demand Efficiency Measure Description The number of Mobil Air Monitoring Van assessments completed. The number of Mobil Air Monitoring Van assessments requested. Cost per Mobil Air Monitoring Van assessments completed FY 2007 Actual Not Reported FY 2008 Forecast FY 2009 Adopted Not Reported $ 1 1 1 1 - $ 1,354,040.00 $ $ 1,354,040 1,354,040 Variance Forecast - Adopted - % Variance Forecast - Adopted 0.0% 0.0% -$1,354,040 Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ - $ $ - $ $ (1,354,040) (1,354,040) 0.0% 0.0% One-time costs are $1,200,000 for the purchase of the mobile monitoring van and operational costs are $154,040 for three van operators to be hired mid-year. Planning and Analysis Activity The purpose of the Air Quality Planning and Analysis Activity is to provide rule writing and reviewing applications for stationary and activity based air pollution to permitted stationary air pollution sources so that they operate in compliance with all applicable regulations. 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. 221 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Performance Analysis: Measure Type Output Demand Efficiency Measure Description FY 2007 Actual Number of scheduled emission reduction strategy milestones completed. Number of emission reduction strategy milestones scheduled for completion. Cost per scheduled emission reduction $ strategy milestones completed FY 2008 Forecast FY 2009 Adopted 137 93 163 111 Variance % Variance Forecast - Adopted Forecast - Adopted 86 (7) -7.5% 103 5,354.13 $ 9,864.19 $ 733,516 733,516 917,370 917,370 11,550.09 $ (8) -7.2% (1,685.90) -17.1% (75,938) (75,938) -8.3% -8.3% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ 993,308 993,308 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Business Resource Center Activity The purpose of the Business Resource Center Activity is to provide air quality technical assistance to the public, business and internal and external agencies, to help them understand what a business is required to do to protect air quality according to the federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 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: Measure Type Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Number of requests for technical assistance fulfilled Number of requests for technical Not Reported assistance Cost per technical assistance provided Not Reported $ 504 - AIR QUALITY FEES $ TOTAL USES $ $ $ FY 2008 Forecast 2,077 FY 2009 Adopted 2,077 2,077 2,077 189.72 $ Variance Forecast - Adopted - % Variance Forecast - Adopted 0.0% 0.0% 123.22 $ 66.49 35.0% 255,938 $ 255,938 $ 138,102 138,102 35.0% 35.0% Expenditure 418,414 418,414 394,040 394,040 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. 222 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of inspected Non-Title V and General (Small Source) permit operations in compliance. Number of Non-Title V and General (Small Source) permit inspections completed. Number of Non-Title V and General (Small Source) permit inspections required. Cost per Non-Title V and General (Small Source) permit inspections completed FY 2007 Actual Not Reported FY 2008 Forecast 67.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 67.0% 0.0% -0.1% 198 1,283 2,902 601 2,902 2,902 1,619 - 126.2% 0.0% $ 5,109.17 $ 1,024.21 $ 533.04 $ 491.17 48.0% 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 3,940,876 $ 3,940,876 $ 3,867,483 $ 3,867,483 $ 5,598,756 $ 5,598,756 $ 1,731,273 1,731,273 44.8% 44.8% 1,011,615 1,011,615 1,314,063 1,314,063 2,292,212 2,292,212 Revenue Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ (978,149) (978,149) -74.4% -74.4% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increases reflected in the FY 2008-09 budget are due to the fee changes that became effective in May 2008. 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: Measure Type Result Measure Description Percent of resolved backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions FY 2007 Actual Not Reported FY 2008 Forecast 20.3% 740 740 - 0.0% 280 280 280 - 0.0% 504 504 504 - 0.0% $ 360.37 $ 631.86 $ 712.54 $ (80.68) -12.8% 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 792,650 $ 792,650 $ 2,266,165 $ 2,266,165 $ 998,340 $ 998,340 $ (1,267,825) (1,267,825) -55.9% -55.9% (22,590) (22,590) -12.8% -12.8% Output Number of backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Output Number of resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Demand Number of Non-Title V (Small Source), General, Burn and Asbestos source referrals for enforcement action Efficiency Cost per resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 20.3% 0.0% 0.0% Revenue Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ 100,903 100,903 $ $ 176,921 176,921 223 $ $ 199,511 199,511 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. The Department anticipates a reduction in revenue realized due to closure of enforcement actions. 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: Measure Type Output Demand Efficiency Measure Description FY 2007 Actual The number of Non-Title V and General (Small Source) permit actions completed. The number of complete Non-Title V and General (Small Source) permit applications received for permit action. Cost per Non-Title V and General (Small Source) permit actions completed 685 FY 2008 Forecast 2,354 702 2,402 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 2,024 (330) -14.0% 2,392 $ 977.00 $ 311.08 $ 421.51 $ 504 - AIR QUALITY FEES $ TOTAL SOURCES $ 411,584 $ 411,584 $ 220,660 $ 220,660 $ 328,920 $ 328,920 $ 669,242 669,242 732,279 732,279 853,137 853,137 (10) -0.4% (110.43) -35.5% Revenue 108,260 108,260 49.1% 49.1% (120,858) (120,858) -16.5% -16.5% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue increases reflected in the FY 2008-09 budget are due to the fee changes that became effective in May 2008. Trip Reduction Activity The purpose of the Trip Reduction Activity is develop trip reduction plans so that the companies with 50 or more employees can help to reduce emissions caused by single occupancy commuter traffic. Mandates: A.R.S. § 49-581 which defines the travel reduction program. Performance Analysis: Measure Type Output Demand Efficiency Revenue Measure Description FY 2007 Actual 3,024 FY 2008 Forecast 2,850 3,024 2,850 2,900 $ 592.29 $ 547.42 $ 616.75 $ 503 - AIR QUALITY GRANT $ TOTAL SOURCES $ 1,294,433 $ 1,294,433 $ 1,566,583 $ 1,566,583 $ 1,858,576 $ 1,858,576 $ 503 - AIR QUALITY GRANT TOTAL USES 1,791,091 1,791,091 1,560,151 1,560,151 1,788,565 1,788,565 Number of Trip Reduction Sites receiving assistance. Number of Trip Reduction Sites requesting assistance. Cost per site receiving assistance. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 2,900 50 1.8% 50 1.8% (69.33) -12.7% 291,993 291,993 18.6% 18.6% (228,414) (228,414) -14.6% -14.6% Expenditure $ $ $ $ 224 $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Voluntary Vehicle Repair and Retrofit Activity The purpose of the Voluntary Vehicle Repair and Retrofit Activity is to provide emissions repair work to county residents who have received an emissions test failure notice so that they can comply with vehicle registration emission standards. Mandates: A.R.S. § 49-471.03 establishing the opportunity for correction of vehicle deficiencies. Performance Analysis: Measure Type Output Output Demand Efficiency Measure Description Number of vehicles repaired or retrofitted Number of eligible customers whose vehicles were repaired or retrofitted. Number of eligible customers seeking financial assistance for vehicle repair or retrofit. Cost per vehicle repaired or retrofitted FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted - % Variance Forecast - Adopted 0.0% 1,030 1,100 1,100 - 0.0% 1,030 1,100 1,100 - 0.0% - 0.0% Not Reported Not Reported Not Reported Revenue 503 - AIR QUALITY GRANT $ TOTAL SOURCES $ 283,960 $ 283,960 $ 824,479 $ 824,479 $ 725,000 $ 725,000 $ (99,479) (99,479) -12.1% -12.1% 503 - AIR QUALITY GRANT TOTAL USES 630,927 630,927 655,817 655,817 725,255 725,255 (69,438) (69,438) -10.6% -10.6% Expenditure $ $ $ $ 225 $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Appropriated Budget Reconciliations Air Quality Grant Fund (503) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 4,010,023 $ 4,010,023 FY 2007-08 REVISED RESTATED BUDGET $ 4,010,023 $ 4,010,023 $ $ Subtotal $ - $ - $ 4,010,023 $ 4,010,023 $ Subtotal $ 122,128 122,128 $ $ 122,121 122,121 4,132,151 $ 3.0% 4,132,144 3.0% TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Increase Grant Funding FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 226 4,132,151 $ 4,132,144 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Non-Recurring Expenditure Details (Bring Back Blue - Phase II) Annualization of FY 2007-08 Initiatives (MAG Five Percent Plan for PM10) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ 12,393,623 $ 10,486,350 (63,300) $ 1,438,200 6,830,773 8,205,673 $ 2,362,906 2,362,906 $ 12,849,256 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Non-Recurring Expenditure Detail (MAG Five Percent Plan for PM10) Annualization of Jan. 2008 Administrative Reductions Non-Recurring Expenditure Details (Bring Back Blue - Phase II) Non-Recurring Expenditures Detail (FY2007-08 Open Enrollment Variance) Annualization of FY 2007-08 Initiatives (MAG Five Percent Plan for PM10) Structural Balance Subtotal $ $ (1,893,422) (63,300) (1,438,200) (42,000) (3,436,922) $ 4,725,812 1,011,576 5,737,388 FY 2008-09 BUDGET TARGET 17,162,374 $ BASE ADJUSTMENTS: Non-Recurring Expenditures Monitoring Equipment Refresh Program Annualization of FY 2007-08 Initiatives (Asbestos Fee and Inspectors) $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 20,599,296 $ 18,586,644 (46,000) $ 250,000 585,934 789,934 $ 745,332 745,332 17,952,308 $ 4.6% 19,331,976 4.0% NON-OPERATING NON-OPERATING 0001 Cargo Van Carbon Monoxide Monitor Multi-Gas Calibrator Zero Air Calibrator Mobile Air Quality Monitoring Van Media Campaign Accela Implementation Hybrid Vehicle Carry-Over Asbestos Inspectors Vehicles $ FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 227 $ Subtotal $ 20,000 8,000 13,000 5,000 1,200,000 1,500,000 1,766,307 90,000 159,400 4,761,707 $ - $ 4,761,707 $ - $ 22,714,015 $ 19,331,976 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Angie Flick, Management & Budget Analyst Summary Mission The mission of the Animal Care & Control Department (MCACC) is to promote and protect the health, safety and welfare of people and pets in Maricopa County so that citizens can be free from nuisances, diseases and other dangers caused by animals. Vision Animal Care and Control strives to reduce the dangers and nuisances caused by irresponsible pet ownership and to protect pets from abuse, neglect, and homelessness. Strategic Goals • 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: The Department has increased licenses sold by more than 5% each year for the last three fiscal years. Although the current compliance rate is about 34%, the Department continues to target the more at-risk areas with the Uno-por-Uno program and the Billing Notice Certificate process to increase licensing compliance. • Maintain the euthanasia rate of “healthy adoptable” animals at 0% while eliminating the euthanasia rate of “treatables/manageables” by fiscal year 2010. Status: In FY 2006-07, the Department saved 53% of the total treatable/manageable population. In FY 2007-08, due to increased foster care and alternative placement efforts, the Department saved 59% of the total treatable/manageable population. No healthy adoptable animal has been euthanized since November of 2005. • Increase spay and neuter efforts by 2% each fiscal year through fiscal year 2010. Status: The Department has exceeded this goal over the last three fiscal years starting with 553 spay/neuter surgeries in FY 2005-06 to over 11,000 surgeries in FY 2007-08. The Department continues to work with partners to raise money and awareness for this project. • Reduce animal bites by 2% each fiscal year through fiscal year 2010. Status: Through field outreach and educational programs the Department has reduced the number of bites per capita in Maricopa County as well as the overall bite to total case(activity) percentage. The Field Enforcement Division, partnering with the Community Outreach Division, continues to target at-risk areas for education, licensing and spay/neuter efforts. 228 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 79AC - ANIMAL CONTROL PROGRAM ACEF - ANML CTRL ENFORCEMENT ACTIVITY KPMT - KENNEL PERMIT ACTIVITY FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 3,154,071 3,138,086 15,985 $ 200,000 192,015 7,985 6.8% 6.5% 99.8% $ 3,104,628 3,088,334 16,294 $ 2,954,071 2,946,071 8,000 $ 2,954,071 2,946,071 8,000 $ 3,223,742 3,206,457 17,285 79SH - ANIMAL SHELTERING PROGRAM IMPD - IMPOUNDMENT ACTIVITY $ 816,380 816,380 $ 1,062,500 1,062,500 $ 1,062,500 1,062,500 $ 829,688 829,688 $ 803,291 803,291 $ (259,209) (259,209) -24.4% -24.4% 79SN - ANIMAL WELFARE SAFETY NET PRG LCSN - LOW-COST SPAY/NEUTER ACTIVITY $ 594,592 594,592 $ 439,915 439,915 $ 876,539 876,539 $ 841,501 841,501 $ 817,424 817,424 $ (59,115) (59,115) -6.7% -6.7% 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY $ 1,112,311 93,085 1,019,226 $ 697,500 66,650 630,850 $ 699,421 66,650 632,771 $ 1,213,560 132,078 1,081,482 $ 1,193,544 128,012 1,065,532 $ 494,123 61,362 432,761 70.6% 92.1% 68.4% 79PL - PET LICENSING PROGRAM DOGL - DOG LICENSING ACTIVITY $ 4,651,230 4,651,230 10,279,142 $ 5,152,439 5,152,439 10,306,425 $ 5,154,211 5,154,211 10,746,742 $ 6,124,998 6,124,998 12,233,489 $ 6,298,504 6,298,504 $ 12,266,834 $ 1,144,293 1,144,293 1,520,092 22.2% 22.2% 14.1% 76,555 76,555 2.6% 2.6% TOTAL PROGRAMS $ EXPENDITURES 79AC - ANIMAL CONTROL PROGRAM $ ACEF - ANML CTRL ENFORCEMENT ACTIVITY $ $ $ $ 2,915,359 2,915,359 $ 2,980,431 2,980,431 $ 2,980,438 2,980,438 $ 3,226,173 3,226,173 $ 2,903,883 2,903,883 $ $ 2,392,536 96,037 2,204,927 91,572 $ $ 695,312 695,312 $ 96,981 96,981 12.2% 12.2% 79SH - ANIMAL SHELTERING PROGRAM FOST - FOSTERING ACTIVITY IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY $ 2,070,359 17,990 1,948,760 103,609 $ 1,894,101 47,820 1,743,274 103,007 $ 1,878,971 47,820 1,728,146 103,005 $ 2,039,891 75,876 1,869,404 94,611 79SN - ANIMAL WELFARE SAFETY NET PRG LCSN - LOW-COST SPAY/NEUTER ACTIVITY $ 565,093 565,093 $ 264,127 264,127 $ 792,293 792,293 $ 699,643 699,643 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY $ 1,575,026 459,666 1,115,360 $ 1,572,076 496,100 1,075,976 $ 1,593,653 496,107 1,097,546 $ 1,639,202 486,604 1,152,598 $ 2,145,593 571,831 1,573,762 $ (551,940) (75,724) (476,216) -34.6% -15.3% -43.4% 79PL - PET LICENSING PROGRAM DOGL - DOG LICENSING ACTIVITY $ 1,091,728 1,091,728 $ 1,194,716 1,194,716 $ 1,194,724 1,194,724 $ 1,188,800 1,188,800 $ 1,353,632 1,353,632 $ (158,908) (158,908) -13.3% -13.3% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 826,292 59,492 536,355 116,489 62,136 51,820 $ 861,823 115,956 557,922 78,041 55,028 54,876 $ 863,603 115,961 559,692 78,044 55,029 54,877 $ 870,534 50,907 625,584 88,453 51,786 53,804 $ 952,237 102,201 665,323 78,749 51,324 54,640 $ (88,634) 13,760 (105,631) (705) 3,705 237 -10.3% 11.9% -18.9% -0.9% 6.7% 0.4% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 683,156 634,757 1,225 47,174 $ 2,108,748 698,290 1,199,100 211,358 $ 2,108,741 698,290 1,199,100 211,351 $ 2,082,628 698,290 1,135,894 248,444 $ 2,043,723 611,990 1,199,011 232,722 $ 65,018 86,300 89 (21,371) 3.1% 12.4% 0.0% -10.1% 99IT - INFORMATION TECHNOLOGY DESK - DESKTOP SUPPORT $ 63,264 63,264 9,790,277 $ 50,835 50,835 10,926,857 $ 50,832 50,832 11,463,255 $ 81,341 81,341 11,828,212 $ $ (26,143) (26,143) (1,100,636) -51.4% -51.4% -9.6% TOTAL PROGRAMS $ $ 229 $ $ 76,975 76,975 $ 12,563,891 $ (513,565) -27.3% (48,217) -100.8% (476,781) -27.6% 11,433 11.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 4,604,652 4,604,652 $ $ 5,160,439 5,160,439 $ $ 5,162,211 5,162,211 $ $ 6,086,329 6,086,329 $ $ 6,314,489 6,314,489 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,079,393 3,079,393 $ 597 597 $ 4,968 4,968 $ - $ - $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,901,645 1,901,645 $ SUBTOTAL $ $ $ 2,964,351 1,702,875 4,667,226 6,399 6,399 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 123,926 563,126 687,052 $ TOTAL SOURCES $ 10,279,142 FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ $ 2,964,351 1,702,875 4,667,226 5,000 5,000 $ $ $ $ 8,000 465,163 473,163 $ 10,306,425 $ $ 3,256,048 1,977,325 5,233,373 5,000 5,000 $ $ $ $ 8,000 899,337 907,337 $ 10,746,742 230 $ $ $ $ $ 1,152,278 1,152,278 22.3% 22.3% (4,968) -100.0% (4,968) -100.0% $ 3,192,586 1,949,064 5,141,650 $ 3,748 3,748 $ $ 2,500 2,500 $ $ (2,500) (2,500) -50.0% -50.0% $ $ 8,000 800,195 808,195 $ $ 89,353 820,686 910,039 (99,142) (99,142) 0.0% -11.0% -10.9% $ 12,233,489 $ 12,266,834 $ $ 228,235 246,189 474,424 1,520,092 7.7% 14.5% 10.2% 14.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,551,563 $ 13,182 272,785 1,706,004 63,286 (548,801) 518,801 6,576,820 $ 4,788,438 $ 6,666 94,545 1,810,476 (549,110) 526,174 6,677,189 $ 4,809,881 $ 6,666 94,545 1,810,476 51,392 (547,793) 524,857 6,750,024 $ 4,982,721 $ 6,199 138,083 1,939,357 59,967 (546,413) 542,987 7,122,901 $ 5,169,992 $ 126,203 197,243 2,000,326 142,198 (483,983) 480,983 7,632,962 $ (360,111) (119,537) (102,698) (189,850) (90,806) (63,810) 43,874 (882,938) -7.5% 0.0% 0.0% -10.5% 0.0% 11.6% 8.4% -13.1% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 288,355 $ 255,517 176,487 15,700 (8,604) 8,604 736,059 $ 341,674 $ 194,547 152,281 20,982 (8,604) 8,604 709,484 $ 341,674 $ 194,547 152,281 20,982 (8,604) 8,604 709,484 $ 170,794 $ 251,281 196,074 30,582 (8,604) 8,604 648,731 $ 330,783 $ 312,298 183,566 8,050 (8,604) 8,604 834,697 $ 10,891 (117,751) (31,285) 12,932 (125,213) 3.2% 0.0% -20.5% 61.6% 0.0% 0.0% -17.6% SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 150,117 $ 347,552 19,768 152,583 359,892 21,831 16,332 110,461 206,526 (33,720) 33,720 1,385,061 $ 128,360 $ 356,726 24,423 74,632 478,308 17,700 31,394 74,921 110,347 (33,720) 33,720 1,296,811 $ 607,052 $ 356,726 24,423 74,632 478,308 17,700 31,394 74,921 110,347 (33,720) 33,720 1,775,503 $ 517,069 $ 312,482 16,723 55,377 559,372 13,428 5,514 130,515 182,047 (33,720) 33,720 1,792,527 $ 709,510 $ 434,194 21,576 40,039 475,890 8,000 20,694 73,591 206,839 (33,720) 33,720 1,990,333 $ (102,458) (77,468) 2,847 34,593 2,418 9,700 10,700 1,330 (96,492) (214,830) -16.9% -21.7% 0.0% 46.4% 0.5% 0.0% 34.1% 1.8% -87.4% 0.0% 0.0% -12.1% 1,897,390 1,897,390 1,897,390 1,897,390 1,834,184 1,834,184 1,811,001 1,811,001 OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ 634,757 634,757 $ $ 209,732 $ 216,070 31,778 (3,756) 3,756 457,580 $ 9,790,277 $ $ $ - $ 306,000 39,983 (3,756) 3,756 345,983 $ 10,926,857 $ 231 $ $ - $ 290,871 39,983 (3,756) 3,756 330,854 $ 11,463,255 $ $ $ - $ 7,369 380,354 42,146 (3,756) 3,756 429,869 $ 11,828,212 $ $ $ - $ 243,000 51,898 (3,756) 3,756 294,898 $ 12,563,891 $ 86,389 86,389 4.6% 4.6% 47,871 (11,915) 35,956 0.0% 16.5% -29.8% 0.0% 0.0% 0.0% (1,100,636) -9.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE SOURCES 573 - ANIMAL CONTROL GRANTS SPECIAL REVENUE - GRANT $ $ 633,889 633,889 $ $ 446,765 446,765 $ $ 885,310 885,310 $ $ 893,337 893,337 $ $ 905,336 905,336 $ $ 20,026 20,026 2.3% 2.3% 572 - ANIMAL CONTROL LICENSE/SHELTER 574 - ANIMAL CONTROL FIELD OPERATION SPECIAL REVENUE - OTHER $ $ $ 8,207,427 3,154,071 11,361,498 $ $ 8,116,410 3,223,742 11,340,152 $ $ 6,907,361 2,954,071 9,861,432 $ $ 6,905,589 2,954,071 9,859,660 $ $ 6,540,632 3,104,629 9,645,261 $ 1,300,066 200,000 1,500,066 18.8% 6.8% 15.2% TOTAL SPECIAL REVENUE $ 10,279,150 $ 10,306,425 $ 10,746,742 $ 12,233,489 $ 12,266,834 $ 1,520,092 14.1% TOTAL FUNDS $ 10,279,142 $ 10,306,425 $ 10,746,742 $ 12,233,489 $ 12,266,834 $ 1,520,092 14.1% $ 375,982 $ 361,432 $ 360,115 $ 360,115 $ 322,919 $ 37,196 10.3% 573 - ANIMAL CONTROL GRANTS SPECIAL REVENUE - GRANT $ $ 644,576 644,576 $ $ 446,765 446,765 $ $ 976,849 976,849 $ $ 854,594 854,594 $ $ 879,460 879,460 $ $ 97,389 97,389 10.0% 10.0% 572 - ANIMAL CONTROL LICENSE/SHELTER 574 - ANIMAL CONTROL FIELD OPERATION SPECIAL REVENUE - OTHER $ $ $ 8,207,441 3,154,071 11,361,512 $ $ 7,154,849 3,458,654 10,613,503 $ $ 6,913,220 3,213,071 10,126,291 $ $ 6,905,589 3,213,071 10,118,660 $ $ 5,775,301 2,994,418 8,769,719 TOTAL SPECIAL REVENUE $ 9,414,295 $ 10,565,425 $ 11,103,140 $ 11,468,097 $ TOTAL FUNDS $ 9,790,277 $ 10,926,857 $ 11,463,255 $ 11,828,212 $ USES 100 - GENERAL $ (1,294,221) 59,000 (1,235,221) -18.7% 1.8% -12.2% 12,240,972 $ (1,137,832) -10.2% 12,563,891 $ (1,100,636) -9.6% General Adjustments One-time Expenditures: Reallocated $51,000 from operating budget to non-operating budget for a vehicle replacement in Fund 572. Reallocated $192,000 from operating budget to non-operating budget for vehicle replacements in Fund 574. Operating Expenditures: The Department moved into a new facility in the spring of 2008. Several direct service activities as well as administrative activities experienced an increase in expenditures due to the facility and its size. 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 79AC - ANIMAL CONTROL PROGRAM Description Percent of bite cases responded to. FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Activities that comprise this program include: • Animal Control Enforcement • 232 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 74.7% (25.3%) -25.3% Kennel Permit Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control 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 establishes the powers and duties of County enforcement agent. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of bite cases responded to Number of bite cases Number of cases responded to Number of cases generated Cost per case responded to FY 2007 Actual Not Reported Not Reported 49,783 51,419 $ 58.56 $ FY 2008 Forecast 100.0% 5,380 50,000 50,000 64.52 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 74.7% (25.3%) -25.3% 7,746 2,366 44.0% 52,580 2,580 5.2% 54,104 4,104 8.2% 55.23 $ 9.30 14.4% 574 - AC FIELD OPERATION $ TOTAL SOURCES $ 3,088,334 3,088,334 $ $ 3,206,457 3,206,457 $ $ 3,138,086 $ 3,138,086 $ (68,371) (68,371) -2.1% -2.1% 100 - GENERAL $ 574 - AC FIELD OPERATION TOTAL USES $ 312,298 2,603,061 2,915,359 $ 307,453 2,918,720 3,226,173 $ 259,235 2,644,648 2,903,883 48,218 274,072 322,290 15.7% 9.4% 10.0% Expenditure $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit agreed upon by the customer. This activity is primarily a service provided to and paid for by the Cities and Towns in Maricopa County. 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 establishes that a person operating a kennel shall obtain a permit issued by the Board of Supervisors. Performance Analysis: Measure Type Output Demand Measure Description Number of kennel permits issued Number of kennel permit applications FY 2007 Actual FY 2008 Forecast 50 58 FY 2009 Adopted 63 76 Variance % Variance Forecast - Adopted Forecast - Adopted 63 0.0% 71 (5) -6.6% Revenue 574 - AC FIELD OPERATION $ TOTAL SOURCES $ 16,294 16,294 $ $ 17,285 17,285 $ $ 15,985 $ 15,985 $ (1,300) (1,300) -7.5% -7.5% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. The cost of processing the permit and related inspections are accounted for in the Licensing and Enforcement activities respectively. 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. 233 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Program Results The department will be developing Program Result Measures as part of the strategic business plan update process. Activities that comprise this program include: • Cat Adoption • Dog Adoption 234 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Cat Adoption Activity 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 provides for the Board of Supervisors to impound stray dogs or cats for seventy-two hours, and if unclaimed, may allow any person to purchase such dog or cat upon expiration of the impoundment period. Performance Analysis: Measure Type Output Demand Efficiency Measure Description Number of healthy and treatable/manageable cats adopted to citizens/New Hope groups. Number of healthy and treatable/manageable cats in shelter population. Cost per healthy and treatable/manageable cats adopted $ FY 2007 Actual 4,361 FY 2008 Forecast 5,264 9,036 7,044 9,307 2,263 32.1% 92.44 $ 82.22 $ 10.22 11.1% 105.40 $ FY 2009 Variance Adopted Forecast - Adopted 6,955 1,691 % Variance Forecast - Adopted 32.1% Revenue 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL SOURCES $ 88,129 4,956 93,085 $ 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL USES $ 444,962 14,704 459,666 $ $ 129,286 2,792 132,078 $ 481,109 5,495 486,604 $ $ 128,012 $ 128,012 $ (1,274) (2,792) (4,066) -1.0% -100.0% -3.1% (90,722) 5,495 (85,227) -18.9% 100.0% -17.5% Expenditure $ $ 571,831 571,831 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 provides for the Board of Supervisors to impound stray dogs or cats for seventy-two hours, and if unclaimed, may allow any person to purchase such dog or cat upon expiration of the impoundment period. 235 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Performance Analysis: Measure Type Output Demand Efficiency Measure Description Number of healthy and treatable manageable dogs adopted to citizens/New Hope groups Number of healthy and treatable/manageable dogs in shelter population Cost per healthy and treatable dogs adopted $ FY 2007 Actual 12,807 FY 2008 Forecast 12,250 23,633 16,459 87.09 $ FY 2009 Variance Adopted Forecast - Adopted 12,870 620 16,953 94.09 $ % Variance Forecast - Adopted 5.1% 494 3.0% 122.28 $ (28.19) -30.0% 977,620 $ 87,912 1,065,532 $ (54,818) 38,868 (15,950) -5.3% 79.3% -1.5% (433,841) 12,677 (421,164) -38.1% 100.0% -36.5% Revenue 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL SOURCES $ 987,410 31,816 1,019,226 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL USES $ 1,080,946 34,413 1,115,360 $ $ 1,032,438 49,044 1,081,482 $ $ Expenditure $ $ 1,139,921 12,677 1,152,598 $ $ 1,573,762 1,573,762 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 The department will be developing Program Result Measures as part of the strategic business plan update process. 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 establishes that the Board of Supervisors may set a license fee which shall be paid for each dog three months of age or over that is kept, harbored or maintained; A.R.S. §111010 establishes that no dog shall be licensed unless it is vaccinated. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual FY 2008 Forecast 94.0% Percent of dog licenses issued within 0.0% two weeks of application/renewal Percent of dog licenses issued Not Reported Number of dog licenses requested Not Reported Number of dog licenses issued 262,617 Population of dogs in Maricopa County 827,030 Cost per dog license issued $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.0% 0.0% 0.0% 100.0% 307,200 307,200 851,841 4.16 $ 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL SOURCES $ 4,648,706 2,524 4,651,230 $ 572 - AC LICENSE/SHELTER $ TOTAL USES $ 1,091,728 1,091,728 100.0% 280,766 280,766 877,395 3.87 $ 4.82 $ $ $ 6,124,998 6,124,998 $ 6,298,504 $ 6,298,504 $ $ $ 1,188,800 1,188,800 $ $ 1,353,632 1,353,632 0.0% (26,434) (26,434) 25,554 0.0% -8.6% -8.6% 3.0% (0.95) -24.6% 173,506 173,506 2.8% 2.8% Expenditure 236 $ $ (164,832) (164,832) -13.9% -13.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. Program Results 79SH - ANIMAL SHELTERING PROGRAM Description Percent of number of adoptable shelter animals needing foster care FY 2007 Actual Not Reported FY 2008 Forecast 53.0% Activities that comprise this program include: • Fostering • Impoundment FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 53.0% 0.0% 0.0% • 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. §11-1021 establishes that any animal impounded in a county pound shall be given proper and humane care and maintenance. Performance Analysis: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Percent of number of adoptable shelter Not Reported animals needing foster care Number of adoptable shelter animals Not Reported Number of animals fostered 1,525 Number of adoptable shelter animals 16,698 needing foster care Cost per animal fostered $ 11.80 $ 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL USES $ 17,990 $ 17,990 $ FY 2008 Forecast 53.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 53.0% 0.0% 0.0% 32,670 1,570 17,198 32,670 1,570 17,198 48.33 $ 75,876 75,876 $ $ - 0.0% 0.0% 0.0% 61.17 $ (12.84) -26.6% $ 96,037 96,037 $ (20,161) (20,161) -26.6% -26.6% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Impoundment Activity The purpose of the Impoundment Activity is to receive animals from Animal Care and Control Field Services, other animal control agencies and the public so that these animals can be sheltered and cared for. Mandates: A.R.S. §11-1013 provides for the Board of Supervisors to impound stray dogs or cats for seventy-two hours; A.R.S. §11-1021 establishes that any animal impounded in a county pound shall be given proper and humane care and maintenance. 237 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Measure Type Output Demand Efficiency Revenue Measure Description Number of animals impounded at MCACC facilities Population of dogs and cats in Maricopa County Cost per animal impounded $ Department Strategic Plans and Budgets Animal Care and Control FY 2007 Actual 52,761 FY 2008 Forecast 54,000 1,777,198 1,830,514 36.94 $ FY 2009 Variance Adopted Forecast - Adopted 56,563 2,563 1,885,428 34.62 $ 572 - AC LICENSE/SHELTER $ TOTAL SOURCES $ 816,380 816,380 $ $ 829,688 829,688 $ $ 572 - AC LICENSE/SHELTER $ TOTAL USES $ 1,948,760 1,948,760 $ $ 1,869,404 1,869,404 $ $ % Variance Forecast - Adopted 4.7% 54,914 3.0% 38.98 $ (4.36) -12.6% 803,291 $ 803,291 $ (26,397) (26,397) -3.2% -3.2% (335,523) (335,523) -17.9% -17.9% Expenditure 2,204,927 2,204,927 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 establishes the quarantine requirements of biting animals. Performance Analysis: Measure Type Output Demand Efficiency Expenditure Measure Description Number of animals quarantined at MCACC facilities. Total number of animals that need to be quarantined. Cost per animal quarantined $ 572 - AC LICENSE/SHELTER $ TOTAL USES $ FY 2007 Actual 1,916 FY 2008 Forecast 2,192 5,419 3,746 5,400 1,654 44.2% 54.08 $ 43.16 $ 43.61 $ (0.44) -1.0% 103,609 103,609 $ $ 94,611 94,611 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 2,100 (92) -4.2% $ $ 91,572 91,572 $ $ 3,039 3,039 3.2% 3.2% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. Program Results The department will be developing Program Result Measures as part of the strategic business plan update process. Activities that comprise this program include: • Low-Cost Spay/Neuter Low-Cost Spay/Neuter Activity The purpose of the Low-Cost Spay/Neuter Activity is to provide 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. 238 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Mandates: Not a mandated activity. Performance Analysis: Measure Type Output Demand Efficiency Revenue Measure Description Number of animals sterilized Number of dogs and cats owned within low income population Cost per animal sterilized $ 573 - AC GRANTS FY 2007 Actual 2,214 622,271 FY 2008 Forecast 2,750 558,044 255.24 $ FY 2009 Variance Adopted Forecast - Adopted 10,260 7,510 622,271 64,227 254.42 $ 67.77 $ % Variance Forecast - Adopted 273.1% 11.5% 186.65 73.4% $ TOTAL SOURCES $ 594,592 594,592 $ $ 841,501 841,501 $ $ 817,424 $ 817,424 $ (24,077) (24,077) -2.9% -2.9% 572 - AC LICENSE/SHELTER $ 573 - AC GRANTS TOTAL USES $ 565,093 565,093 $ 20,946 678,697 699,643 $ 695,312 695,312 20,946 (16,615) 4,331 100.0% -2.4% 0.6% Expenditure $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. The increase in output is due to change in counting from number of animals sterilized at the Animal Care and Control facilities to counting the number sterilized at County facilities and at facilities of the partner veterinarians’ facilities. 239 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ BUDGET BALANCING ADJUSTMENTS: Reduction in Field Service FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ - (1,317) $ (1,317) $ - 360,115 $ - - $ (1,316) (1,316) $ - $ - $ Subtotal $ (35,880) $ (35,880) $ - $ 322,919 $ -10.0% $ 240 361,432 358,799 322,919 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Public Communications Market Study) Employee Market Compensation Adjustments (One-Time Retropay) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ 6,905,589 $ 6,905,589 (13,812) $ 1,772 19,671 7,631 $ 1,772 1,772 6,913,220 $ 6,907,361 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Employee Market Compensation Adjustments (Public Communications Market Study) Employee Market Compensation Adjustments (One-Time Retropay) Annualization of FY 2007-08 Initiatives (Fee Increase) Annualization of Jan. 2008 Administrative Reductions Structural Balance Subtotal $ 1,294,221 $ 1,326,900 (26,834) 1,300,066 FY 2008-09 BUDGET TARGET 8,207,441 $ 8,207,427 $ Subtotal $ (51,000) $ (51,000) $ - $ 8,156,441 $ -0.6% 8,207,427 0.0% $ BASE ADJUSTMENTS: Non-Recurring Expenditures FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT - $ 789 (19,671) 1,326,914 (13,811) NON-OPERATING NON-OPERATING 0001 Vehicle Purchase (Replacement for 32022) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 241 $ Subtotal $ 51,000 51,000 $ $ - $ 51,000 $ - $ 8,207,441 $ 8,207,427 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Non-Recurring Expenditures Detail (Vehicle Purchases) Grant (ACC Homeland Security Grant) Donation (FACCS Donation Spray/Neuter Program) Donation (HALO Rescue) Donation (PetSmart Charity Spay/Neuter Program) FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Non-Recurring Expenditures Detail (Vehicle Purchases) Grant (ACC Homeland Security Grant) Donation (FACCS Donation Spray/Neuter Program) Donation (HALO Rescue) Donation (PetSmart Charity Spay/Neuter Program) Structural Balance $ 446,765 $ 446,765 $ $ Subtotal $ 91,539 7,713 413,332 7,500 10,000 530,084 $ 7,713 413,332 7,500 10,000 438,545 $ 976,849 $ 885,310 $ Subtotal $ - $ (91,539) (7,713) (413,332) (7,500) (10,000) 432,695 (97,389) $ (7,713) (413,332) (7,500) (10,000) 458,571 20,026 FY 2008-09 BUDGET TARGET $ 879,460 $ 905,336 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 879,460 $ 0.0% 905,336 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 242 879,460 $ 905,336 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 3,213,071 $ 2,954,071 FY 2007-08 REVISED RESTATED BUDGET $ 3,213,071 $ 2,954,071 - $ 200,000 (259,000) (59,000) $ 200,000 200,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance IGA (Increase in Services) Non-Recurring Expenditures (Vehicles) $ Subtotal $ FY 2008-09 BUDGET TARGET $ BASE ADJUSTMENTS: Non-recurring Expenditures FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 3,154,071 $ 3,154,071 $ Subtotal $ (192,000) $ (192,000) $ - $ 2,962,071 $ -6.1% 3,154,071 0.0% NON-OPERATING NON-OPERATING 0001 Vehicle Purchase (Replacements for 31351, 31354 and 32236) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 243 $ Subtotal $ 192,000 192,000 $ $ - $ 192,000 $ - $ 3,154,071 $ 3,154,071 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Assessor Analysis by Angie Flick, Management & Budget Analyst Summary Mission The Mission of the Maricopa County Assessor's Office is to administer equitably all laws and regulations so that all ad valorem properties, both real and personal in Maricopa County are appropriately valued. Vision To efficiently and to effectively serve the citizens of Maricopa County. Furthermore, to foster the growth of our employees through education, training, and opportunities. Strategic Goals • By December 31, 2008, reduce future document paper dependency by office-wide implementation of Electronic Data Management workflow. Status: The FY 2008-09 budget continues to support the attainment of this goal. • By March 30, 2009, operate with new office Computer Assisted Mass Appraisal software with improved GIS functionality and improved sketch programs. Status: The Board of Supervisors approved funding for the Computer Assisted Mass Appraisal software. The Department is working through the procurement process. The FY 2008-09 budget continues to support the attainment of this goal. • 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 FY 2008-09 budget continues to support the attainment of this goal. 244 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 12PA - PROPERTY ASSESSMENT CUST - CUSTOMER SERVICE $ TOTAL PROGRAMS $ EXPENDITURES 12PA - PROPERTY ASSESSMENT $ CUST - CUSTOMER SERVICE MOBI - MOBILE HOME PROPERTY ASSESSMENT PERS - BUSINESS PERSONAL PROPERTY ASSESSMENT REAL - REAL PROPERTY INSPECTION AND COLLECTION CHARACTERISTICS FY 2007-08 ADOPTED 270,173 270,173 270,173 $ 18,181,325 1,424,833 2,057,103 14,699,389 FY 2007-08 REVISED 150,000 150,000 150,000 $ $ 20,886,367 2,468,442 764,078 1,537,310 16,116,537 $ FY 2007-08 FORECAST 150,000 150,000 150,000 $ $ 20,907,885 2,468,447 764,082 1,537,310 16,138,046 $ FY 2008-09 ADOPTED 221,850 221,850 221,850 $ $ 20,088,499 2,527,560 727,006 1,479,224 15,354,709 $ ADOPTED VS REVISED VARIANCE % 150,000 150,000 150,000 $ $ 20,827,453 2,641,877 707,052 1,587,851 15,890,673 $ 80,432 (173,430) 57,030 (50,541) 247,373 0.4% -7.0% 7.5% -3.3% 1.5% 31,915 29,758 29,623 29,758 (53,515) (4,509) 800 2.7% 43.6% 4.5% 43.6% -17.8% -6.8% 20.0% $ $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 1,214,457 78,419 763,788 46,655 265,726 56,961 2,908 $ 1,143,283 68,278 671,619 68,278 264,902 66,206 4,000 $ 1,161,727 68,277 654,433 68,277 300,537 66,203 4,000 $ 1,166,581 63,459 648,741 62,289 320,155 69,539 2,398 $ 1,129,812 38,519 624,810 38,519 354,052 70,712 3,200 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 48,315 48,315 $ 104,401 8,998 95,403 $ 95,403 95,403 $ 63,600 63,600 $ 95,400 95,400 $ 2,939,833 1,388,040 473,619 689,196 388,978 22,383,931 $ 3,312,372 1,532,296 456,817 673,278 649,981 25,446,423 $ 3,312,368 1,532,297 456,815 673,273 649,983 25,477,383 $ 3,070,593 1,428,978 528,648 571,917 541,050 24,389,273 $ 2,870,637 1,208,836 460,031 590,052 611,718 24,923,302 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPORT TOTAL PROGRAMS $ $ $ $ $ - $ 3 3 0.0% 0.0% 0.0% 0.0% 0.0% 441,731 13.3% 323,461 21.1% (3,216) -0.7% 83,221 12.4% 38,265 5.9% 554,081 2.2% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 270,173 270,173 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 221,850 221,850 $ $ 150,000 150,000 $ - 0.0% 0.0% TOTAL SOURCES $ 270,173 $ 150,000 $ 150,000 $ 221,850 $ 150,000 $ - 0.0% 245 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 14,746,290 $ 133,678 80,061 4,549,889 135,818 (42,107) 19,603,630 $ 16,997,357 $ 123,800 63,200 5,435,920 108,627 (129,304) 22,599,600 $ 17,025,722 $ 123,800 63,200 5,438,515 108,627 (129,304) 22,630,560 $ 16,051,673 $ 139,436 87,965 5,236,415 134,351 (103,060) 21,546,780 $ 16,554,320 $ 60,768 94,522 5,369,354 145,000 (258,096) 21,965,868 $ 471,402 63,032 (31,322) 69,161 (36,373) 128,792 664,692 2.8% 0.0% 0.0% 1.3% 0.0% -99.6% 2.9% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 477,354 1,168 5,592 62,425 546,538 $ 476,689 2,000 5,709 484,398 $ 476,689 2,000 5,709 484,398 $ 588,449 800 5,392 594,641 $ 573,495 1,200 5,800 580,495 $ (96,806) 800 (91) (96,097) -20.3% 0.0% -1.6% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 9,471 528,926 632,542 80,641 41,411 201,515 39,931 446,439 40,810 2,021,686 $ 13,000 554,382 688,004 62,700 33,346 241,430 39,835 415,000 37,550 2,085,247 $ 13,000 554,382 688,004 62,700 33,346 241,430 39,835 415,000 37,550 2,085,247 $ 7,433 493,462 697,849 50,652 33,813 220,073 69,544 480,936 38,457 2,092,219 $ 9,100 510,905 687,600 51,600 35,200 223,640 53,920 487,796 40,000 2,099,761 $ 3,900 43,477 404 11,100 (1,854) 17,790 (14,085) (72,796) (2,450) (14,514) 30.0% 7.8% 0.0% 17.7% -5.6% 0.0% -35.4% (0) -6.5% -0.7% $ $ $ $ $ $ $ $ $ $ -19.8% OTHER FINANCING USES CAPITAL 0910 - LAND 0950 - DEBT SERVICE $ SUBTOTAL $ 212,078 212,078 TOTAL USES $ 22,383,931 $ $ $ 10,000 267,178 277,178 $ $ 10,000 267,178 277,178 $ 25,446,423 $ $ 155,633 155,633 $ 25,477,383 $ 277,178 277,178 $ 24,389,273 $ $ 10,000 100.0% (10,000) 0.0% $ 24,923,302 $ 554,081 2.2% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL $ 270,172 FY 2007-08 ADOPTED $ FY 2007-08 REVISED 150,000 $ 150,000 FY 2007-08 FORECAST $ 221,850 FY 2008-09 ADOPTED $ ADOPTED VS REVISED VARIANCE % 150,000 $ - 0.0% TOTAL FUNDS $ 270,172 $ 150,000 $ 150,000 $ 221,850 $ 150,000 $ - 0.0% $ 22,383,931 $ 25,446,423 $ 25,477,383 $ 24,389,273 $ 24,923,302 $ 554,081 2.2% TOTAL FUNDS $ 22,383,931 $ 25,446,423 $ 25,477,383 $ 24,389,273 $ 24,923,302 $ 554,081 2.2% USES 100 - GENERAL General Adjustments Vacant Positions: Eliminated six vacant administrative and technology positions resulting in a $492,460 savings. Temporary Services and Overtime: Reduced temporary services and overtime by $33,300. Downtown Reorganization: Realized savings from downtown reorganization resulting in a savings of $21,471. 246 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Programs and Activities Property Assessment and Valuation Program The purpose of the Property Assessment and 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 Measure Description Percent of public and other government agencies that rate our quality customer service as "satisfied" or better. FY 2007 Actual Not Reported FY 2008 Forecast 99.5% Percent of mobile home assessments completed Percent of Business Personal Property accounts where taxpayers E-Filed. Percent of Business Personal Property accounts valued fairly and equitably. Percent of Real Property Permits and Inspections passed Internal Audit with minimum 75% accuracy Percent of Real Property valued fairly and equitably. Not Reported Not Reported 100.0% 7.0% 100.0% 7.0% 0.0% 0.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 98.8% 98.8% 0.0% 0.0% Activities that comprise this program include: • Customer Service • Mobile Home Property Assessment • Business Personal Property Assessment • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.5% 0.0% 0.0% Real Property Inspection and Collection Characteristics Customer Service Activity The purpose of the Customer Service Activity is to provide quality, timely customer service to the public and government agencies so that they can be better informed. Mandates: A.R.S. §42-11009 requires public access to valuation and assessment information. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported Percent of public and other government agencies that rate our quality customer service as "satisfied" or better. Number of public and other Not Reported government agencies that rate our quality customer service Number of property owners served 284,853 Number of property owners demanding 271,200 service Cost ($) per customer served $ 5.00 $ FY 2008 Forecast 99.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.5% 0.0% 0.0% 690,550 690,550 - 0.0% 690,550 690,550 690,550 690,550 - 0.0% 0.0% 3.66 $ 3.83 $ (0.17) -4.5% 100 - GENERAL $ TOTAL SOURCES $ 270,173 $ 270,173 $ 221,850 $ 221,850 $ 150,000 $ 150,000 $ (71,850) (71,850) -32.4% -32.4% 100 - GENERAL $ TOTAL USES $ 1,424,833 $ 1,424,833 $ 2,527,560 $ 2,527,560 $ 2,641,877 $ 2,641,877 $ (114,317) (114,317) -4.5% -4.5% Expenditure 247 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Mobile Home Property Assessment Activity The purpose of the Mobile Home Property Assessment 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. §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: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of mobile home assessments completed Number of mobile homes assessed Number of mobile homes to be assessed Cost per mobile home assessment 100 - GENERAL FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported Not Reported 121,811 121,811 Not Reported $ TOTAL USES $ - FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 121,811 121,811 - 0.0% 0.0% $ 5.97 $ 5.80 $ 0.16 2.7% $ $ 727,006 $ 727,006 $ 707,052 $ 707,052 $ 19,954 19,954 2.7% 2.7% Business Personal Property Assessment 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: Measure Type Result FY 2007 Actual Percent of Business Personal Property Not Reported accounts valued fairly and equitably. FY 2008 Forecast 100.0% Result Percent of Business Personal Property Not Reported accounts where taxpayers E-Filed. 7.0% Output Number of Notices of Value processed Not Reported 51,660 Demand Number of Notices of Value to be Not Reported processed Number of Personal Property Accounts 174,066 and Inspection requests received Demand Efficiency Measure Description Cost per Business Personal Property Notice of Value processed Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 7.0% 0.0% 0.0% 51,660 - 0.0% 51,660 51,660 - 0.0% 51,660 51,660 - 0.0% $ 28.63 $ 30.74 $ (2.10) -7.3% 2,057,103 $ 2,057,103 $ 1,479,224 $ 1,479,224 $ 1,587,851 $ 1,587,851 $ (108,627) (108,627) -7.3% -7.3% Expenditure 100 - GENERAL $ TOTAL USES $ Real Property Inspection and Collection Characteristics Activity The purpose of the Real Property Inspection and Collection 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. §42-15052 requires that demand from each person, firm, or from the president, cashier, treasurer or managing agent of each corporation or association that owns, claims, controls or 248 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Measure Type Result Output Demand Efficiency Measure Description Percent of Real Property Permits and Inspections passed Internal Audit with minimum 75% accuracy Number of Real Property service requests completed Number of Real Property service requests received Cost per permit or inspection completed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 72,352 1,552,716 1,552,716 - 0.0% 94,970 1,576,285 1,576,285 - 0.0% $ 164.88 $ 9.89 $ 10.23 $ (0.35) -3.5% $ TOTAL USES $ 11,929,280 $ 11,929,280 $ 15,354,709 $ 15,354,709 $ 15,890,673 $ 15,890,673 $ (535,964) (535,964) -3.5% -3.5% Expenditure 100 - GENERAL 249 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Assessor Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) Employee Market Compensation Adjustments (Admin Phase II Market Study rev) Employee Market Compensation Adjustments (GIS Programmer Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Annualization of FY 2008 Initiatives Elected Official Pay Increase $ Subtotal $ FY 2008-09 BUDGET TARGET $ BASE ADJUSTMENTS: Downtown Reorganization Savings BUDGET BALANCING ADJUSTMENTS: Eliminate Vacant Project Manager Position Eliminate Support Services Temporary Pay and Overtime Eliminate Vacant HR Training Position Eliminate Vacant Audit Staff Position Eliminate 2 Vacant IT Network Support Positions Eliminate Vacant Computer Operator (29,788) $ 3,603 35,640 21,505 30,960 $ - 25,477,383 $ 150,000 - $ (29,788) 17,313 5,626 (6,849) $ - $ Subtotal $ (21,471) $ (21,471) $ - $ (129,235) $ (33,300) (74,069) (73,728) (144,603) (70,826) (525,761) $ - 24,923,302 $ -2.1% 150,000 0.0% $ 250 150,000 150,000 $ FY 2008-09 TOTAL ADOPTED BUDGET $ $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 25,446,423 25,470,534 24,923,302 $ 150,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 361,153 361,153 $ 391,021 391,021 $ 388,496 388,496 $ 360,846 360,846 $ 372,646 372,646 $ $ - $ 665 665 $ 665 665 $ 220 220 $ - $ TOTAL PROGRAMS $ 361,153 $ 391,686 $ 389,161 $ 361,066 $ 372,646 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 15,850 15,850 4.1% 4.1% 665 100.0% 665 100.0% 16,515 4.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY 0750 - FRINGE BENEFITS SUBTOTAL $ 245,193 72,421 317,614 $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2007-08 ADOPTED $ FY 2007-08 REVISED $ 261,806 92,654 354,460 5,969 5,969 $ $ 11,621 180 45 5,811 6,538 12,289 138 36,622 $ $ SUBTOTAL $ TOTAL USES $ $ $ 261,806 90,129 351,935 9,744 9,744 $ $ $ $ 2,182 7,605 2,277 7,173 5,897 25,134 948 948 $ $ 361,153 $ FY 2007-08 FORECAST $ $ 255,584 78,643 334,227 9,744 9,744 $ $ $ $ 2,182 7,605 2,277 7,173 5,897 25,134 2,348 2,348 $ $ 391,686 $ FY 2008-09 ADOPTED $ $ 259,991 83,886 343,877 3,682 3,682 $ $ $ $ 10,802 3,237 405 7,009 756 22,209 2,348 2,348 $ $ 389,161 $ ADOPTED VS REVISED VARIANCE % $ $ 1,815 6,243 8,058 0.7% 6.9% 2.3% 5,988 5,988 $ $ 3,756 3,756 38.5% 38.5% $ $ 2,178 10,441 7,738 1,200 21,557 948 948 $ $ 1,224 1,224 $ $ 1,124 1,124 47.9% 0.0% 361,066 $ 372,646 $ 16,515 4.2% $ 4 0.2% 0.0% 0.0% (2,836) -37.3% (5,461) 0.0% 7,173 100.0% 4,697 79.7% 3,577 14.2% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE 251 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL $ TOTAL FUNDS $ 361,153 361,153 FY 2007-08 ADOPTED $ $ 391,686 391,686 FY 2007-08 REVISED $ $ 389,161 389,161 FY 2007-08 FORECAST $ $ 361,066 361,066 FY 2008-09 ADOPTED $ $ 372,646 372,646 ADOPTED VS REVISED % VARIANCE 16,515 16,515 $ $ 4.2% 4.2% General Adjustments Budget Balancing Adjustment: The Board of Supervisors has established a financial plan that will allow them to reduce their budget by 5% while continuing to provide regional leadership and fiscally responsible, necessary public services. Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Pay Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 391,686 $ - (2,525) $ (2,525) $ - 389,161 $ - - $ 5,626 (2,526) 3,100 $ - FY 2008-09 BUDGET TARGET $ 392,261 $ - FY 2008-09 REQUESTED BUDGET $ 392,261 $ - $ Subtotal $ (19,615) $ (19,615) $ - $ 372,646 $ -5.0% BUDGET BALANCING ADJUSTMENTS: 5% Budget Reduction FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 252 372,646 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 351,972 351,972 $ 391,021 391,021 $ 388,496 388,496 $ 366,764 366,764 $ 372,649 372,649 $ $ - $ 665 665 $ 665 665 $ 220 220 $ - $ TOTAL PROGRAMS $ 351,972 $ 391,686 $ 389,161 $ 366,984 $ 372,649 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 15,847 15,847 4.1% 4.1% 665 100.0% 665 100.0% 16,512 4.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY 0750 - FRINGE BENEFITS SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ 261,044 76,798 337,842 $ SUBTOTAL $ 3,771 3,771 SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ FY 2007-08 ADOPTED $ FY 2007-08 REVISED $ 273,142 92,264 365,406 $ $ 1,314 $ 1,228 (750) 7,533 168 9,493 $ $ $ 270,617 92,264 362,881 5,333 5,333 $ $ 3,850 1,250 930 12,637 800 19,467 $ FY 2007-08 FORECAST $ $ 262,331 84,330 346,661 5,333 5,333 $ $ $ $ 3,850 1,250 930 12,637 800 19,467 FY 2008-09 ADOPTED $ $ 265,190 88,484 353,674 3,016 3,016 $ $ $ $ 1,440 3,663 1,822 8,749 404 16,078 ADOPTED VS REVISED VARIANCE % $ $ 5,427 3,780 9,207 2.0% 4.1% 2.5% 3,600 3,600 $ $ 1,733 1,733 32.5% 32.5% $ $ 2,124 2,400 8,451 240 13,215 $ 1,726 44.8% (1,150) -92.0% (7,521) 0.0% 12,637 100.0% 560 70.0% 6,252 32.1% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE $ SUBTOTAL $ 866 866 $ $ 1,480 1,480 $ $ 1,480 1,480 $ $ 1,229 1,229 $ $ 2,160 2,160 $ $ TOTAL USES $ 351,972 $ 391,686 $ 389,161 $ 366,984 $ 372,649 $ 253 (680) (680) 16,512 -45.9% -45.9% 4.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 351,972 $ 391,686 $ 389,161 $ 366,984 $ 372,649 $ 16,512 4.2% TOTAL FUNDS $ 351,972 $ 391,686 $ 389,161 $ 366,984 $ 372,649 $ 16,512 4.2% General Adjustments Budget Balancing Adjustment: The Board of Supervisors has established a financial plan that will allow them to reduce their budget by 5% while continuing to provide regional leadership and fiscally responsible, necessary public services. Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Pay Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 391,686 $ - (2,525) $ (2,525) $ - 389,161 $ - - $ 5,626 (2,526) 3,100 $ - FY 2008-09 BUDGET TARGET $ 392,261 $ - FY 2008-09 REQUESTED BUDGET $ 392,261 $ - $ Subtotal $ (19,612) $ (19,612) $ - $ 372,649 $ -5.0% BUDGET BALANCING ADJUSTMENTS: 5% Budget Reduction FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 254 372,649 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 328,760 328,760 $ 391,021 391,021 $ 388,496 388,496 $ 334,261 334,261 $ 372,649 372,649 $ $ - $ 665 665 $ 665 665 $ 220 220 $ - $ TOTAL PROGRAMS $ 328,760 $ 391,686 $ 389,161 $ 334,481 $ 372,649 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 15,847 15,847 4.1% 4.1% 665 100.0% 665 100.0% 16,512 4.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 254,843 62,751 317,594 $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 ADOPTED $ FY 2007-08 REVISED $ 273,251 82,993 16,500 372,744 257 257 $ $ 288 654 1,431 5,056 1,730 778 9,937 $ $ SUBTOTAL $ TOTAL USES $ $ $ 270,726 82,993 16,500 370,219 7,102 7,102 $ $ $ $ 3,962 1,486 861 2,518 1,320 10,147 972 972 $ $ 328,760 $ FY 2007-08 FORECAST $ $ 251,897 69,069 320,966 5,018 5,018 $ $ $ $ 3,962 1,486 2,945 2,518 1,320 12,231 1,693 1,693 $ $ 391,686 $ FY 2008-09 ADOPTED $ ADOPTED VS REVISED VARIANCE % $ 267,589 72,429 340,018 $ $ 512 512 $ $ 5,618 5,618 $ $ $ $ 6,000 3,000 12,000 3,000 1,320 25,320 $ $ 150 1,727 8,396 499 870 11,642 1,693 1,693 $ $ 1,361 1,361 $ $ 1,693 1,693 $ $ - 0.0% 0.0% 389,161 $ 334,481 $ 372,649 $ 16,512 4.2% $ 3,137 10,564 16,500 30,201 (600) (600) 1.2% 12.7% 0.0% 8.2% -12.0% -12.0% (2,038) -51.4% 0.0% (1,514) -101.9% (9,055) 0.0% (482) -19.1% 0.0% (13,089) -107.0% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE 255 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 328,760 $ 391,686 $ 389,161 $ 334,481 $ 372,649 $ 16,512 4.2% TOTAL FUNDS $ 328,760 $ 391,686 $ 389,161 $ 334,481 $ 372,649 $ 16,512 4.2% General Adjustments Budget Balancing Adjustment: The Board of Supervisors has established a financial plan that will allow them to reduce their budget by 5% while continuing to provide regional leadership and fiscally responsible, necessary public services. Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Pay Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 391,686 $ - (2,525) $ (2,525) $ - 389,161 $ - - $ 5,626 (2,526) 3,100 $ - FY 2008-09 BUDGET TARGET $ 392,261 $ - FY 2008-09 REQUESTED BUDGET $ 392,261 $ - $ Subtotal $ (19,612) $ (19,612) $ - $ 372,649 $ -5.0% BUDGET BALANCING ADJUSTMENTS: 5% Budget Reduction FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 256 372,649 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 322,235 322,235 $ 391,021 391,021 $ 388,496 388,496 $ 327,588 327,588 $ 372,648 372,648 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 665 665 $ 665 665 $ 220 220 $ - $ TOTAL PROGRAMS $ 322,235 $ 391,686 $ 389,161 $ 327,808 $ 372,648 $ 15,848 15,848 4.1% 4.1% 665 100.0% 665 100.0% 16,513 4.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2007-08 ADOPTED 251,078 69,112 320,190 $ $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 REVISED $ $ 265,762 81,951 9,470 357,183 727 727 $ $ 325 16 200 33 574 $ $ SUBTOTAL $ TOTAL USES $ FY 2007-08 FORECAST $ $ 263,237 81,951 9,470 354,658 8,085 8,085 $ $ $ $ 15,715 876 7,265 1,100 24,956 744 744 $ $ 322,235 $ FY 2008-09 ADOPTED $ $ 248,291 74,705 322,996 8,085 8,085 $ $ $ $ 15,715 876 7,265 1,100 24,956 1,462 1,462 $ $ 391,686 $ ADOPTED VS REVISED VARIANCE % $ $ 275,712 76,718 352,430 $ (12,475) 5,233 9,470 2,228 -4.7% 6.4% 0.0% 0.6% 953 953 $ $ 8,085 8,085 $ $ - 0.0% 0.0% $ $ 210 138 112 2,262 260 391 3,373 $ $ 1,200 876 7,265 1,100 10,441 14,515 14,515 0.0% 92.4% 0.0% 0.0% 0.0% 0.0% 58.2% 1,462 1,462 $ $ 486 486 $ $ 1,692 1,692 $ $ 389,161 $ 327,808 $ 372,648 $ $ OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE 257 (230) (230) 16,513 -15.7% -15.7% 4.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 322,235 $ 391,686 $ 389,161 $ 327,808 $ 372,648 $ 16,513 4.2% TOTAL FUNDS $ 322,235 $ 391,686 $ 389,161 $ 327,808 $ 372,648 $ 16,513 4.2% General Adjustments Budget Balancing Adjustment: The Board of Supervisors has established a financial plan that will allow them to reduce their budget by 5% while continuing to provide regional leadership and fiscally responsible, necessary public services. Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Pay Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 391,686 $ - (2,525) $ (2,525) $ - 389,161 $ - - $ 5,626 (2,526) 3,100 $ - FY 2008-09 BUDGET TARGET $ 392,261 $ - FY 2008-09 REQUESTED BUDGET $ 392,261 $ - $ Subtotal $ (19,613) $ (19,613) $ - $ 372,648 $ -5.0% BUDGET BALANCING ADJUSTMENTS: 5% Budget Reduction FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 258 372,648 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 the Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 376,157 376,157 $ 391,021 391,021 $ 388,496 388,496 $ 372,414 372,414 $ 372,643 372,643 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 665 665 $ 665 665 $ 220 220 $ - $ TOTAL PROGRAMS $ 376,157 $ 391,686 $ 389,161 $ 372,634 $ 372,643 $ 15,853 15,853 4.1% 4.1% 665 100.0% 665 100.0% 16,518 4.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2007-08 ADOPTED 255,283 4,376 72,079 800 332,538 $ $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 REVISED $ $ 258,463 10,141 90,125 6,183 364,912 10,658 10,658 $ $ 11,310 3,048 3,045 9,414 4,262 546 31,625 $ $ SUBTOTAL $ TOTAL USES $ FY 2007-08 FORECAST $ $ 255,938 10,141 90,123 6,183 362,385 6,704 6,704 $ $ 6,704 6,704 $ $ 10,192 10,192 $ $ 5,595 4,562 5,700 302 1,750 17,909 $ $ 5,595 4,562 6,000 1,750 17,907 1,336 1,336 $ $ 2,163 2,163 $ $ 376,157 $ 391,686 $ FY 2008-09 ADOPTED 254,583 6,599 83,079 344,261 $ $ $ $ $ 11,029 3,004 7,137 2,280 378 23,828 2,163 2,163 $ $ 389,161 $ $ 252,056 $ 5,175 80,663 (400) 337,494 $ ADOPTED VS REVISED VARIANCE % $ 1,355 3,542 7,044 6,183 18,124 0.5% 0.0% 7.8% 0.0% 5.0% 6,704 6,704 $ $ - 0.0% 0.0% $ $ 5,595 4,456 7,714 1,750 19,515 $ 1,120 1,120 $ $ 2,163 2,163 $ $ - 0.0% 0.0% 372,634 $ 372,643 $ 16,518 4.2% 0.0% 0.0% 106 2.3% (2,014) 0.0% 302 100.0% 0.0% (1,606) -9.0% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE 259 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 376,157 $ 391,686 $ 389,161 $ 372,634 $ 372,643 $ 16,518 4.2% TOTAL FUNDS $ 376,157 $ 391,686 $ 389,161 $ 372,634 $ 372,643 $ 16,518 4.2% General Adjustments Budget Balancing Adjustment: The Board of Supervisors has established a financial plan that will allow them to reduce their budget by 5% while continuing to provide regional leadership and fiscally responsible, necessary public services. Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Pay Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 391,686 $ - (2,525) $ (2,525) $ - 389,161 $ - - $ 5,626 (2,526) 3,100 $ - FY 2008-09 BUDGET TARGET $ 392,261 $ - FY 2008-09 REQUESTED BUDGET $ 392,261 $ - $ Subtotal $ (19,618) $ (19,618) $ - $ 372,643 $ -5.0% BUDGET BALANCING ADJUSTMENTS: 5% Budget Reduction FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 260 372,643 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors Clerk of the Board Analysis by Lauren M. Cochran, Management & Budget Analyst 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 July 2007, provide the public with agendas and minutes from previous and current meetings on the county’s website that cover the previous 12 months. Include the ability to post addendums and consecutive current special/informal meetings. Provide a cost analysis and timeline to implement the ability for users to view archived minutes and agendas. Status: Complete. All agendas are now available on the Clerk of the Board’s website on the day the agenda is finalized. Minutes are also available on the website as they are approved by the Board of Supervisors. The web setup has been modified to accommodate addendums, consecutive meetings and multiple special meetings as needed by using a calendar format. All minutes and agendas are now available on the county-supported website; an outside vendor (data warehouse) is no longer used for these documents. • By April 2008, update and implement the ability for users to view archived minutes and agendas. Status: Complete. Web users can view archived minutes and agendas on the Clerk of the Board’s website. • By April 30, 2008, improve access for all County employees and Citizens to Board Actions, Minutes and supporting documentation via electronic search functionality. Status: Complete regarding system capabilities. With the implementation of the SOLAR System (agenda and minutes management system) County employees have access to Board agenda items, actions, minutes and supporting documentation via an electronic search functionality. The roll out of this function to all web users is planned for December 2008 or January 2009. 261 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Department Strategic Plans and Budgets Clerk of the Board of Supervisors By April 30, 2008, create training modules on various aspects of agenda creation, writing, back up documentation and processes in order to reduce staff hours required for Board actions. Status: Complete. Over 500 County employees have been trained on the SOLAR System with its use of templates to create agenda items. This function reduces errors in the creation process. Additionally, attaching backup documentation is now a required component of the agenda process using scanning technology. • 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: In process. The major portion of this goal has been met through the installation and implementation of an EDMS (Electronic Document Management System). This system was integrated with the SOLAR System allowing all current Board of Supervisors’ Meeting related documents (posting notices, agendas, backup documents and minutes) to be processed within the system. The complete plan was submitted to, and approved by ASLAPR. The remaining component of this goal is conversion of the legacy and current paper documents into EDMS. • By May 31, 2010, improve access to agendas and minutes by ensuring inclusion and participation of our diverse community through the availability of minutes and agendas via various mediums. Status: This goal is in the planning stage. Once the SOLAR System is fully implemented the system and the environment will be evaluated to determine what is needed to meet the needs of the community. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 06IS - INFORMATION SERVICES RCRD - RECORDS MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 105,545 105,545 $ 64,769 64,769 $ 64,769 64,769 $ 119,691 119,691 $ 142,749 142,749 $ (77,980) (77,980) -120.4% -120.4% 06MM - MEETING MANAGEMENT MTNG - MEETING MANAGEMENT $ 320,635 320,635 $ 203,986 203,986 $ 191,195 191,195 $ 320,811 320,811 $ 227,619 227,619 $ (36,424) (36,424) -19.1% -19.1% 06SD - SPECIAL DISTRICTS SDIS - SPECIAL DISTRICTS $ 49,896 49,896 $ 32,749 32,749 $ 32,752 32,752 $ 56,726 56,726 $ 68,942 68,942 $ (36,190) (36,190) -110.5% -110.5% 06SS - STATUTORY SERVICES BORD - BOARDS AND COMMISSIONS LICP - LICENSES & PERMITS $ 33,353 19,446 13,906 $ 26,796 20,841 5,955 $ 26,794 20,841 5,953 $ 22,394 13,439 8,955 $ 45,029 33,915 11,114 $ (18,235) (13,074) (5,161) -68.1% -62.7% -86.7% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 225,813 192,089 25,364 8,360 $ 511,775 498,884 12,891 - $ 467,009 453,044 13,965 - $ 197,430 150,408 47,022 - $ 228,482 200,726 27,756 - $ 238,527 252,318 (13,791) - 51.1% 55.7% -98.8% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 735,241 $ 552 552 840,627 $ 552 552 783,071 $ 993 993 718,045 $ 3,600 3,600 716,421 $ (3,048) (3,048) 66,650 -552.2% -552.2% 8.5% $ 262 $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2007-08 ADOPTED 522,861 $ 3,210 754 153,349 1,360 (34,962) 646,572 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 29,762 3,056 32,818 SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 636 40,232 1,638 462 3,543 2,470 954 1,200 51,134 FY 2007-08 REVISED 604,725 $ 1,500 198,409 500 (71,210) 733,924 $ $ 10,398 10,398 $ $ $ 3,374 73,876 6,552 498 1,397 2,212 1,248 89,157 FY 2007-08 FORECAST 596,475 $ 1,500 193,865 500 (71,210) 721,130 $ $ 10,398 10,398 $ $ $ 3,374 29,114 6,552 498 1,397 2,212 1,248 44,395 $ $ $ FY 2008-09 ADOPTED 563,330 $ 98 430 182,312 4,169 (75,751) 674,588 $ 6,286 6,286 $ 2,289 12,367 12,119 45 858 932 90 1,176 29,876 $ $ $ ADOPTED VS REVISED VARIANCE % 466,379 $ 31,320 1,500 158,768 (6,328) 651,639 $ 8,296 8,296 $ 2,807 10,105 12,180 6,860 2,000 1,834 900 36,686 130,096 (31,320) 35,097 500 (64,882) 69,491 $ 2,102 2,102 $ $ 21.8% 0.0% 0.0% 18.1% 0.0% 91.1% 9.6% 20.2% 20.2% 567 16.8% 19,009 65.3% (5,628) 0.0% 498 100.0% (5,463) -391.1% (2,000) 0.0% 378 17.1% 348 0 7,709 17.4% $ OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 4,717 4,717 $ 7,148 7,148 $ 7,148 7,148 $ 7,295 7,295 $ 19,800 19,800 $ (12,652) (12,652) 0.0% TOTAL USES $ 735,241 $ 840,627 $ 783,071 $ 718,045 $ 716,421 $ 66,650 8.5% Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL TOTAL FUNDS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 735,241 $ 840,627 $ 783,071 $ 718,045 $ 716,421 $ 66,650 8.5% $ 735,241 $ 840,627 $ 783,071 $ 718,045 $ 716,421 $ 66,650 8.5% General Adjustments Administrative Services Reduction: Added .5 FTE Office Assistant in the amount of $15,298 which was offset by a reduction of ($15,303) in administrative services. A Management Assistant position was eliminated for a savings of ($53,850). 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. 263 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors Program Results Measure Description Percent of responses received from public/departments who expressed an opinion that were satisfied with research. FY 2007 Actual 100.0% FY 2008 Forecast 89.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 5.1% 5.7% Activities that comprise this program include: • Records Management Records Management Activity The purpose of the Records Management Activity is to ensure 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of accounts that are active and paying Number of accounts sent to Private Collections Number of accounts to County Collections Unit Cost per collectable account 100 - GENERAL $ TOTAL SOURCES $ 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 44.0% FY 2008 Forecast 3.9% 18,723 15,731 17,304 1,573 10.0% 22,718 20,542 30,000 9,458 46.0% $18.88 $4.54 $3.45 $1.09 24.1% - $ $ - FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 3.9% 0.0% 0.0% $ $ 440,374 440,374 $ $ 440,374 440,374 0.0% 0.0% $ $ 290,760 290,760 $ $ 57,351 57,351 16.5% 16.5% Expenditure 348,210 348,210 $ $ 348,111 348,111 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 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 Measure Description Percent of requested meetings held. Percent of agenda items processed as an exception. Percent of minutes completed. FY 2007 Actual 82.0% 11.0% 49.0% FY 2008 Forecast 81.8% 24.7% 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.9% 3.1% 3.8% 24.7% 0.0% 0.1% 100.0% 0.0% 0.0% Activities that comprise this program include: • Meeting Management Meeting Management Activity The purpose of the Meeting Management Activity is to ensure proper completion of meeting functions including posting notices, agendas, minutes, facilitation and processing statutory items. 264 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors 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: Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Percent of requested meetings held. Percent of minutes completed. Percent of agenda items processed as an exception. Number of meetings held. Number of meetings requested. Average cost per meeting held 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 82.0% 49.0% 11.0% FY 2008 Forecast 81.8% 100.0% 24.7% 234 285 $1,370.24 225 275 $1,425.83 320,635 320,635 $ $ 320,811 320,811 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.9% 3.1% 3.8% 100.0% 0.0% 0.0% 24.7% 0.0% 0.1% 225 275 $1,011.64 $ $ 227,619 227,619 $ $ 0 0 $414.19 0.0% 0.0% 29.0% 93,192 93,192 29.0% 29.0% 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 The department will be developing Program Result Measures as part of the strategic business plan update process. Activities that comprise this program include: • Special Districts Special Districts Activity The purpose of the Special Districts Activity is to provide 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 265 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of special districts projects/actions completed, denied or withdrawn. Number of requests for creation, annexation, dissolutions, and special actions for special districts. Average cost to process special districts/actions. FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported 84 132 Variance % Variance Forecast - Adopted Forecast - Adopted Not Reported Not Reported 139 7 5.3% 123 139 146 7 5.0% $593.99 $429.74 $495.99 -$66.24 -15.4% (12,216) (12,216) -21.5% -21.5% Expenditure 100 - GENERAL $ TOTAL USES $ 49,896 49,896 $ $ 56,726 56,726 $ $ 68,942 68,942 $ $ 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. Program Results Measure Description Percent of appointees who received OML/oath information within five days of appointment. FY 2007 Actual 98.0% FY 2008 Forecast 90.1% Activities that comprise this program include: • Boards and Commissions • Licenses and Permit 266 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (0.1%) -0.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors 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 OML/oath packets to appointees. Mandates: Administratively mandated by the Board of Supervisors. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of appointees who received OML/oath information within five days of appointment. Number of appointments Number of Boards and Commissions vacancies Average cost per appointment 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 98.0% FY 2008 Forecast 90.1% 178 163 162 180 170 189 8 9 4.9% 5.0% $109.25 $82.96 $199.50 -$116.54 -140.5% (20,476) (20,476) -152.4% -152.4% 19,446 19,446 $ $ 13,439 13,439 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (0.1%) -0.1% $ $ 33,915 33,915 $ $ Licenses and Permits Activity The purpose of the Licenses and Permits Activity is to provide applications 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: Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD Number of Licenses and Permits processed. Number of Licenses and Permits requested. Average cost of processing permits. 100 - GENERAL FY 2007 Actual Not Reported $ TOTAL USES $ FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 125 144 144 0 0.0% 125 160 160 0 0.0% $111.25 $62.19 $77.18 -$14.99 -24.1% (2,159) (2,159) -24.1% -24.1% 13,906 13,906 $ $ 8,955 8,955 $ $ 11,114 11,114 $ $ The department will be developing new measures as part of the strategic business plan update process. 267 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board of Supervisors Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ $ - (12,794) $ (44,762) - (57,556) $ - $ 783,071 $ - $ - $ (12,795) (12,795) $ - MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Transfer of Board Of Equalization expenditures to Non-Departmental (C-06-08047-8-00) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Subtotal $ 840,627 FY 2008-09 BUDGET TARGET $ 770,276 $ - FY 2008-09 REQUESTED BUDGET $ 770,276 $ - $ Subtotal $ 15,298 15,298 $ $ - (53,850) $ (15,303) (69,153) $ - 716,421 $ -7.0% 0.0% BASE ADJUSTMENTS: Staffing Adjustment - .5 FTE for Office Assistant BUDGET BALANCING ADJUSTMENTS: Elimination of Manangement Analyst Position Additional Reduction of Administration Services $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 268 716,421 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Mission The Mission of the Clerk of Superior Court is to provide court-related records management, financial and family support services to the public, the legal community, and the Superior Court so they can have effective access to the legal process. Vision The vision of the Clerk of Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals • 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: Implemented the Court’s Juvenile case management system (Juvenile iCIS) in FY 2007-08. Due to limited resources and competing priorities, this goal will be extended. • 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: Several projects have been initiated to support this goal, including the transition from Chase Bank to Bank of America, the development of a Juvenile Financials module, and the development of a new cash receipting system. The latter was 60% completed by June 30, 2008, and is expected to be fully implemented in the third quarter of FY 2008-09. • 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 Clerk of the Superior Court developed and implemented Foundations of Leadership and management Certification Series training to provide opportunities for additional employee development; implemented an enhanced exit interview process to assist in identifying trends for separation and in developing strategies to improve retention; and, is working with County Recruitment for improvements to the recruitment process (scheduled for completion by December 31, 2008). 269 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % REVENUE 16CR - COURT RECORDS CASE - CASE INITIATION EDOC - ELECTRONIC DOCUMENT COUR - MEMORIALIZE COURT PROCEEDINGS $ 7,696,981 4,154,277 3,542,704 $ 8,174,776 4,050,243 4,124,533 $ 16FS - FIDUCIARY SERVICES CODS - COURT ORDERED DISBURSEMENT COCL - COURT ORDERED RECEIVABLES 8,480,812 4,050,243 4,430,569 $ 8,205,252 4,028,283 4,176,969 $ 8,846,172 360,000 4,050,243 4,435,929 $ $ 10,203,452 211 10,203,241 $ 9,086,000 93,000 8,993,000 $ 9,086,000 93,000 8,993,000 16PR - PUBLIC RECORDS PURE - PUBLIC REGISTRATIONS $ 1,322,918 1,322,918 $ 1,240,000 1,240,000 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 12,963 12,963 $ - $ 9,792,732 9,792,732 $ 9,236,980 9,236,980 $ 150,980 1.7% (93,000) -100.0% 243,980 2.7% 1,240,000 1,240,000 $ 1,441,989 1,441,989 $ 1,430,292 1,430,292 $ 190,292 190,292 $ - $ - $ - 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP TOTAL PROGRAMS $ EXPENDITURES 539,753 539,753 19,776,067 $ 180,500 180,500 18,681,276 $ 180,500 180,500 18,987,312 180,049 180,049 19,454,376 $ 180,200 180,200 $ 19,693,644 $ 16CR - COURT RECORDS APLS - APPEALS CASE - CASE INITIATION DRPT - DISPOSITION REPORT DIST - DISTRIBUTION EDOC - ELECTRONIC DOCUMENT EXCC - EXHIBIT CARE & CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT COUR - MEMORIALIZE COURT PROCEEDINGS SOFR - SUPPORT ORDER FINANCIAL REPORT $ 28,801,324 1,498,664 9,401,535 3,742,840 14,158,285 - $ 25,085,204 567,006 3,398,185 255,883 429,991 4,711,472 927,209 205,824 14,483,031 106,603 $ 25,212,953 566,355 3,453,479 255,631 429,481 4,761,221 926,097 205,581 14,508,816 106,292 $ 24,679,933 652,626 3,843,811 324,861 450,555 3,922,120 902,262 301,856 14,076,050 205,792 $ 24,944,868 434,277 3,377,069 319,411 488,458 4,893,069 931,970 449,182 13,869,254 182,178 $ 16FS - FIDUCIARY SERVICES CODS - COURT ORDERED DISBURSEMENT COCL - COURT ORDERED RECEIVABLES COSO - COURT SUPPORT ORDERS $ 1,963,898 1,192,068 489,239 282,592 $ 2,631,459 1,616,458 439,562 575,439 $ 2,680,250 1,666,637 439,192 574,421 $ 2,622,047 1,595,080 422,044 604,923 $ 2,731,529 1,662,656 533,762 535,111 $ (51,279) 3,981 (94,570) 39,310 -1.9% 0.2% -21.5% 6.8% 16PR - PUBLIC RECORDS CDOC - COURT DOCUMENT COPY CDPS - COURT DOCUMENT PRESERVATION CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS $ 580,694 170,472 410,223 $ 5,364,672 1,497,056 1,415,992 1,543,756 907,868 $ 5,360,501 1,495,452 1,415,337 1,542,792 906,920 $ 4,782,402 1,429,102 1,174,790 1,357,385 821,125 $ 3,432,918 1,476,163 130,766 916,484 909,505 $ 1,927,583 19,289 1,284,571 626,308 (2,585) 36.0% 1.3% 90.8% 40.6% -0.3% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 4,297,423 265,892 2,674,755 108,458 590,625 657,693 $ 4,981,807 215,471 3,585,454 212,332 648,834 319,716 $ 4,884,783 171,278 3,501,964 212,172 679,954 319,415 $ 4,732,647 131,318 3,371,237 233,996 688,069 308,027 $ 4,774,586 95,132 3,547,714 174,753 668,022 288,965 $ 110,197 76,146 (45,750) 37,419 11,932 30,450 2.3% 44.5% -1.3% 17.6% 1.8% 9.5% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 21,631 21,631 $ 92,659 92,659 $ 92,659 92,659 $ 118,228 118,228 $ - $ 92,659 92,659 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT TOTAL PROGRAMS $ 4,943,000 3,096,938 59,433 1,430,785 355,845 40,607,971 $ 5,345,339 3,368,440 621,239 1,120,527 235,133 43,501,140 $ 5,798,965 3,823,349 620,560 1,120,187 234,869 44,030,111 $ 5,678,918 3,834,611 626,785 1,054,365 163,157 42,614,175 $ 6,497,091 4,594,274 637,630 1,171,362 93,825 $ 42,380,992 $ $ $ 270 $ $ $ $ $ (165,646) $ (165,646) $ $ 365,360 360,000 5,360 (300) (300) 706,332 4.3% 0.0% 0.1% 15.3% 15.3% -0.2% -0.2% 3.7% 268,085 1.1% 132,078 23.3% 76,410 2.2% (63,780) -25.0% (58,977) -13.7% (131,848) -2.8% (5,873) -0.6% (243,601) -118.5% 639,562 4.4% (75,886) -71.4% (698,126) (770,925) (17,070) (51,175) 141,044 1,649,119 100.0% 100.0% -12.0% -20.2% -2.8% -4.6% 60.1% 3.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 394,658 394,658 $ $ 340,000 340,000 $ $ 340,000 340,000 $ $ 346,781 346,781 $ $ 348,660 348,660 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,468,349 844,526 2,312,875 $ 1,769,124 719,909 2,489,033 $ 1,769,124 359,955 2,129,079 $ 1,393,583 1,393,583 $ 1,635,834 1,635,834 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 10,758,496 10,758,496 $ $ $ 954,108 10,796,862 11,750,970 $ $ 594,153 10,707,980 11,302,133 $ $ 10,636,143 10,636,143 $ SUBTOTAL $ 6,088,055 6,088,055 $ $ 4,990,000 4,990,000 $ $ 4,990,000 4,990,000 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 101,250 120,733 221,983 $ $ $ 41,100 185,000 226,100 $ $ 41,100 185,000 226,100 ALL REVENUES $ 19,776,067 $ 18,681,276 $ TOTAL SOURCES $ 19,776,067 $ 18,681,276 $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ $ $ $ $ 954,108 11,329,900 12,284,008 5,320,191 5,320,191 $ $ $ $ 63,955 578,896 642,851 18,987,312 $ 18,987,312 $ 8,660 8,660 2.5% 2.5% (133,290) -7.5% (359,955) -100.0% (493,245) -23.2% $ 359,955 621,920 981,875 60.6% 5.8% 8.7% 5,126,292 5,126,292 $ $ 136,292 136,292 2.7% 2.7% $ $ 48,850 250,000 298,850 $ 7,750 65,000 72,750 18.9% 35.1% 32.2% 19,454,376 $ 19,693,644 $ 706,332 3.7% 19,454,376 $ 19,693,644 $ 706,332 3.7% Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 26,312,650 $ 433,882 178,317 9,205,376 103,355 (1,516,385) 1,516,385 36,233,580 $ 28,404,612 $ 393,986 205,484 10,265,156 39,922 (1,492,600) 1,492,601 39,309,161 $ 28,341,567 $ 393,986 205,484 10,257,832 182,487 (1,492,600) 1,492,601 39,381,357 $ 27,683,064 $ 301,876 166,329 10,095,317 193,382 (1,429,746) 1,429,754 38,439,976 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 722,373 $ 28,903 175,923 (692,531) 700,764 935,432 $ 777,309 $ 28,500 98,214 (700,000) 725,000 929,023 $ 777,309 $ 28,500 98,214 (700,000) 725,000 929,023 $ 664,708 $ 30,452 76,610 (746,134) 761,510 787,146 $ 734,588 30,811 187,150 7,500 960,049 7,400 $ 1,359,575 175,453 410,714 110,600 44,189 34,501 382,213 (12) 12 2,524,645 $ 7,400 $ 1,816,350 175,453 410,714 110,600 44,189 34,501 382,213 (12) 12 2,981,420 $ 6,913 $ 1,211,345 174,344 553,960 83,730 63,099 63,803 541,550 (4) 4 2,698,744 $ 7,097 1,833,839 173,902 620,474 93,500 63,225 146,388 552,300 3,490,725 $ $ $ $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ TOTAL USES $ 6,778 1,358,162 262,941 408,415 100,523 37,908 74,601 444,209 2,693,536 $ $ (126) $ 11,422 734,126 745,423 $ 40,607,971 $ 738,311 738,311 43,501,140 $ $ $ 738,311 738,311 $ 44,030,111 271 26,714,678 $ 447,866 147,880 9,644,269 51,550 (1,442,090) 1,442,090 37,006,243 $ $ $ 688,309 688,309 $ 290,000 633,975 923,975 $ 42,614,175 $ 42,380,992 $ $ $ 1,626,889 (53,880) 57,604 613,563 130,937 (50,510) 50,511 2,375,114 5.7% -13.7% 28.0% 6.0% 71.8% 3.4% 3.4% 6.0% 42,721 5.5% (2,311) -8.1% (88,936) -90.6% (707,500) 101.1% 725,000 100.0% (31,026) -3.3% 303 4.1% (17,489) -1.0% 1,551 0.9% (209,760) -51.1% 17,100 15.5% (19,036) -43.1% (111,887) -324.3% (170,087) -44.5% (12) 100.0% 12 100.0% (509,305) -17.1% (290,000) 104,336 (185,664) 1,649,119 14.1% -25.1% 3.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 11,484,150 $ 10,215,000 $ 10,215,000 $ 11,214,721 $ 11,009,272 $ 794,272 216 - CLERK OF THE COURT GRANTS SPECIAL REVENUE - GRANT $ $ 1,461,625 1,461,625 $ $ 1,676,124 1,676,124 $ $ 1,676,124 1,676,124 $ $ 1,392,316 1,392,316 $ $ 1,635,834 1,635,834 $ $ (40,290) (40,290) -2.4% -2.4% 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT 273 - VICTIM LOCATION 274 - CLERK OF THE COURT EDMS SPECIAL REVENUE - OTHER $ $ $ 1,150,243 744,450 2,155,845 80,000 18,000 2,900,000 7,048,538 $ $ 1,122,689 751,581 1,978,757 68,718 20,000 2,905,594 6,847,339 $ $ 1,150,243 814,000 2,153,945 60,000 18,000 2,900,000 7,096,188 $ $ 1,150,243 814,000 1,847,909 60,000 18,000 2,900,000 6,790,152 $ $ 1,086,233 776,207 1,988,755 108,834 42,219 2,828,044 6,830,292 $ (69,550) 1,900 20,000 (47,650) 0.0% -8.5% 0.1% 33.3% 0.0% 0.0% -0.7% TOTAL SPECIAL REVENUE $ 8,291,917 $ 8,466,276 $ 8,772,312 $ 8,239,655 $ 8,684,372 $ (87,940) -1.0% TOTAL FUNDS $ 19,776,067 $ 18,681,276 $ 18,987,312 $ 19,454,376 $ 19,693,644 $ 706,332 3.7% USES 100 - GENERAL 7.8% $ 32,173,862 $ 34,177,630 $ 34,052,040 $ 33,708,852 $ 32,343,816 $ 1,708,224 5.0% 216 - CLERK OF THE COURT GRANTS SPECIAL REVENUE - GRANT $ $ 1,368,535 1,368,535 $ $ 1,676,124 1,676,124 $ $ 1,676,124 1,676,124 $ $ 1,450,242 1,450,242 $ $ 1,635,833 1,635,833 $ $ 40,291 40,291 2.4% 2.4% 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT 273 - VICTIM LOCATION 274 - CLERK OF THE COURT EDMS SPECIAL REVENUE - OTHER $ $ $ 1,150,236 1,159,438 2,430,862 157,500 53,302 3,450,005 8,401,343 $ $ 1,109,877 951,464 2,352,892 75,000 2,965,848 7,455,081 $ $ 1,150,243 1,039,333 2,617,470 75,000 89,901 3,330,000 8,301,947 $ $ 1,150,243 1,039,333 1,962,909 75,000 89,901 3,330,000 7,647,386 $ $ 1,202,015 1,255,048 1,728,701 34,352 2,845,458 7,065,574 TOTAL SPECIAL REVENUE $ 8,434,109 $ 9,323,510 $ 9,978,071 $ 8,905,323 $ 10,037,176 $ TOTAL FUNDS $ 40,607,971 $ 43,501,140 $ 44,030,111 $ 42,614,175 $ 42,380,992 $ $ 7 0.0% (120,105) -11.6% 186,608 7.1% (82,500) -110.0% 36,599 40.7% (120,005) -3.6% (99,396) -1.2% (59,105) 1,649,119 -0.6% 3.7% General Adjustments Administrative Services Program Reduction of $218,546: Reduce 2.0 FTE Couriers and other Administrative Services Program positions as well as associated Personal Services expenditures of $218,546 from the General Fund. A revised “Memorandum of Understanding for Courier Services” between the Clerk of the Superior Court and Superior Court Administration reduced the need for two courier positions. Information Technology Program Reduction of $101,016: Reduce IT Program expenditures by $101,016 from the General Fund. The Clerk of the Superior Court eliminated 1.0 FTE Systems Administration and Analysis Manager (Quality Assurance Manager). No associated effect on Program performance measures was provided. 272 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. Program Results Measure Description % of records transmitted to an Appellate Court % of new cases initiated % of minute entries completed % of received court created documents that were distributed % of needed Disposition Reports / Abstracts prepared % of eFiled court documents available within 8 business hours after the day of receipt % of scanned court documents available within 24 business hours after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of scanned electronic court documents after the initial audit % of exhibits received for intake that are processed for intake % of Juvenile subsequent documents docketed % of requested financial reports that are prepared FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 102.0% 99.0% 100.0% 99.6% Not Reported Not Reported 72.0% 99.9% 69.0% 98.6% -3.0% -1.3% -4.2% -1.3% Not Reported 85.5% 89.8% 4.3% 5.1% Not Reported 0.2% 0.2% 0.0% 0.0% Not Reported 86.0% 84.0% -2.0% -2.3% Not Reported Not Reported 100.0% 99.0% 100.0% 95.0% 0.0% -4.0% 0.0% -4.0% Activities that comprise this program include: • Appeals • Case Initiation • Distribution • Disposition Report • Memorialize Court Proceedings • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 114.0% 12.0% 11.8% 98.0% -1.0% -1.0% 100.0% 0.0% 0.0% 99.6% 0.0% 0.0% 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) and 32 (Post-Conviction Relief), Juvenile Rules of Procedure 88, Civil Rules of Procedure 76 and Rules of Appellate Procedure 11. 273 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of records transmitted to an Appellate Court # of records transmitted to an Appellate Court # of records to be transmitted to an Appellate Court $ Cost per record transmitted to an Appellate Court FY 2007 Actual Not Reported FY 2008 Forecast 102.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 114.0% 12.0% 11.8% Not Reported 1,581 1,876 295 18.7% Not Reported 1,554 1,650 96 6.2% Not Reported $412.79 $231.49 $181.30 43.9% Expenditure 100 - GENERAL $ 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 1,169,287 $ 329,377 1,498,664 $ 531,778 $ 120,848 652,626 $ 399,567 $ 34,710 434,277 $ 132,211 86,138 218,349 24.9% 71.3% 33.5% Base Adjustments: Reduce 1.0 FTE Appeals Activity position and associated Personal Services expenditures of $44,367 from the General Fund. The adjustment is projected to reduce by 15% both the number and the percentage of records transmitted to an Appellate Court in FY 2008-09. 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, petitions, and submission of subsequent documents are set out in Arizona Rules of Civil Procedure (Rules 3 and 4), Rules of Family Law Procedure (Rule 24), and Rules of Criminal Procedure (Rule 2). Case initiation regarding juveniles: A.R.S. §8-105 and §8-109 (adoption certification and petition), §8-108 (child custody), §8-301 (transfer of juvenile delinquency case), §8-533 (terminating parent-child relationship), §8-841 (dependency), and §14-5207 (appointment of guardianship). Filing fees collected for case initiation (A.R.S. §12-284). The Clerk’s Office also completes various mandated processes to support ongoing litigation, including providing proof of process service (Rules of Civil Procedure, Rule 45), transcript preparation for appeals (A.R.S. §22-261 through §22-265), issuance of preliminary injunction pursuant to the dissolution of marriage (A.R.S. §25-315), issuance of change of venue orders and copies of associated transcripts (A.R.S. §12-407), issuance of warrants or summons (Rules of Criminal Procedure, Rule 3), and providing conditions of release bonds (Rules of Criminal Procedure, Rule 7). Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of new cases initiated # of new cases initiated # of new cases to be initiated $ Cost per new case initiated FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 99.0% 143,979 145,021 $26.70 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% -1.0% -1.0% 141,948 -2,031 -1.4% 144,410 -611 -0.4% $23.79 $2.91 10.9% 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ - $ 1,086,233 240,000 2,828,044 4,154,277 $ - $ - $ 360,000 $ 360,000 $ 360,000 360,000 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 7,004,156 $ 414,200 240,000 439,361 1,303,817 9,401,535 $ 3,119,504 $ 566,605 157,702 3,843,811 $ 2,667,680 $ 561,511 147,878 3,377,069 $ 451,824 5,094 9,824 466,742 Expenditure 274 14.5% 0.9% 6.2% 12.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Base Adjustments: Increase Non-Criminal Docketing Fee by $5.00, raising approximately $360,000 in General Fund revenue. The increase is based upon an estimated 72,000 initial filings and answers in non-criminal cases, and is expected to have no effect on Case Initiation Activity performance measures. 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. Mandates: Arizona Rules of Civil Procedure (Rule 58E) and Rules of Procedure for Juvenile Proceedings (Rule 1(D) 5) mandate the distribution of minute entries. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of received court created documents that were distributed # of court created documents distributed # of court created documents received for distribution $ Cost per court created document distributed FY 2007 Actual Not Reported FY 2008 Forecast 99.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.6% 0.0% 0.0% Not Reported 717,384 706,928 -10,456 -1.5% Not Reported 720,612 709,980 -10,632 -1.5% Not Reported $0.63 $0.69 -$0.06 -10.0% 450,555 $ 450,555 $ 488,458 $ 488,458 $ (37,903) (37,903) -8.4% -8.4% Expenditure 100 - GENERAL - $ - $ $ TOTAL USES $ 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. Mandates: Arizona Rules of Criminal Procedure (Rule 37) sets out the mandated procedures for the Clerk complete a disposition form and file or forward the disposition of a case. A.R.S. §41-1751 mandates that the Clerk provide records of all dispositions of specified crimes to the Arizona Department of Public Safety. A.R.S. §28-1559 mandates that the Clerk provide records regarding traffic violations and criminal activity involving a vehicle to the Arizona Department of Transportation within 10 days of case resolution. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of needed Disposition Reports / Abstracts prepared # of Disposition Reports / Abstracts prepared # of Disposition Reports / Abstracts to be prepared $ Cost per Disposition Report / Abstract prepared FY 2007 Actual Not Reported FY 2008 Forecast 72.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 69.0% -3.0% -4.2% Not Reported 55,246 54,582 -664 -1.2% Not Reported 76,904 78,650 1,746 2.3% Not Reported $5.88 $5.85 $0.03 0.5% 245,846 $ 79,015 324,861 $ 281,374 $ 38,037 319,411 $ (35,528) 40,978 5,450 -14.5% 51.9% 1.7% Expenditure 100 - GENERAL $ 274 - CLERK OF THE COURT EDMS TOTAL USES $ - $ - $ 275 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Memorialization of Court Proceedings Activity The purpose of the Memorialization of Court Proceedings Activity is to memorialize court proceedings and events for the Court and other interested parties so that they can have an objective record of those events in order to facilitate the judicial process and expedite resolution. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court, maintain and to allow access to all court records. A.R.S. §12-282 mandates that the Clerk take custody and safely keep all court records, ensure the proper disposition of all records, allow the state archives access to all records prior to destruction, and provide parental and child information to the child support case registry. A.R.S. §25-681 mandates that the Clerk issue child support arrest warrants. A.R.S. §14-5701 mandates that the Clerk issue fiduciary arrest warrants upon order of the court. The Rules of Civil Procedure (Rule 64.1C) mandates that the Clerk issue civil arrest warrants upon order of the court. A.R.S. §12-284.01 requires the Presiding Judge to assess a filing fee or appearance fee, and requires the Clerk to utilize the fee to convert and maintain the court’s document storage and retrieval system to micrographics or computer automation to improve access to court records. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of minute entries completed # of minute entries completed # of minute entries required $ Cost per minute entry completed FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 100.0% 621,528 621,528 $22.65 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 609,472 -12,056 -1.9% 609,472 -12,056 -1.9% $22.76 -$0.11 -0.5% 208 - JUDICIAL ENHANCEMENT $ 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ (3,546) $ 1,448,661 1,988,755 108,834 3,542,704 $ 571,532 $ 1,557,962 1,978,757 68,718 4,176,969 $ 564,250 $ 1,635,834 2,155,845 80,000 4,435,929 $ (7,282) 77,872 177,088 11,282 258,960 -1.3% 5.0% 8.9% 16.4% 6.2% 100 - GENERAL $ 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL USES $ 11,808,243 $ 1,368,535 935,467 46,040 14,158,285 $ 11,554,298 $ 1,434,019 1,087,733 14,076,050 $ 11,122,638 $ 1,611,033 1,135,583 13,869,254 $ 431,660 (177,014) (47,850) 206,796 3.7% -12.3% -4.4% Expenditure 1.5% Base Adjustments: Reduce 1.0 FTE Courtroom Services Manager/Trainer ($65,410) and 1.0 FTE Adult Courtroom Clerk ($50,305), for a total Personal Services expenditure reduction of $115,715 from the General Fund. The deletion of the Manager/Trainer is projected to have no effect on Activity measures, while the deletion of the Clerk is projected to reduce the 89% average number of minute entries completed within a two-day time standard to 87%. 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. Mandates: Superior Court Local Rule for Maricopa County (Rule 2.16) mandates that each document which is separately filed by the Clerk in a particular case shall be sequentially numbered and docketed by that number. 276 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Performance Analysis: Measure Type Result Result Result Output Output Measure Description % of eFiled court documents available within 8 business hours after the day of receipt % of scanned court documents available within 24 business hours after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of scanned electronic court documents after the initial audit # of eFiled documents added to the Electronic Court Record (ECR) repository # of eFiled documents added to the ECR repository within 8 business hours after day of receipt # of scanned documents added to the ECR repository # of scanned documents added to the ECR repository within 24 business hours after the day of receipt # of documents available for scanning # of eFiled documents submitted # of documents available for scanning $ per document eFiled $ per document scanned Output Output Output Demand Demand Efficiency Efficiency Revenue FY 2007 Actual Not Reported FY 2008 Forecast 99.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.6% -1.3% -1.3% Not Reported 85.5% 89.8% 4.3% 5.1% Not Reported 0.2% 0.2% 0.0% 0.0% Not Reported 116,305 147,089 30,784 26.5% Not Reported 116,181 145,001 28,820 24.8% Not Reported 2,475,556 2,509,295 33,739 1.4% Not Reported 2,116,600 2,253,885 137,285 6.5% Not Reported Not Reported Not Reported Not Reported Not Reported 5,234,600 117,855 2,600,795 $33.72 $1.58 5,234,600 149,208 2,636,123 $33.27 $1.95 31,353 35,328 $0.46 -$0.37 0.0% 26.6% 1.4% 1.4% -23.1% 205 - COURT DOCUMENT RETRIEVAL $ 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ - $ - $ 1,122,689 $ 2,905,594 4,028,283 $ 1,150,243 $ 2,900,000 4,050,243 $ 27,554 (5,594) 21,960 2.5% -0.2% 0.5% 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ - $ - $ 2,314,859 $ 146,599 188,262 1,272,400 3,922,120 $ 2,925,204 $ 278,630 4,497 347,360 1,337,378 4,893,069 $ (610,345) (132,031) (4,497) (159,098) (64,978) (970,949) -26.4% -90.1% Expenditure -84.5% -5.1% -24.8% Base Adjustments: Reduce 1.0 FTE Justice System Clerk and an associated Personal Services expenditure reduction of $44,348 from the General Fund. The deletion of a quality control position is projected to reduce the number of electronic documents added to the Electronic Court Record repository by less than 1.0%. 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. Mandates: A.R.S §12-282 mandates rules required by the Clerk in the control and disposition of specified records. A.R.S. §39-101 mandates the quality of records required by the Clerk. 277 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of exhibits received for intake that are processed for intake # of exhibits processed for intake # of exhibits received for intake $ Cost per exhibit processed for intake FY 2007 Actual Not Reported FY 2008 Forecast 86.0% Not Reported Not Reported Not Reported 97,825 113,769 $9.22 100 - GENERAL $ 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ - $ - $ 875,986 $ 26,276 902,262 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.0% -2.0% -2.3% 89,566 106,474 $10.41 855,522 $ 76,448 931,970 $ -8,259 -7,295 -$1.18 -8.4% -6.4% -12.8% 20,464 (50,172) (29,708) 2.3% -190.9% -3.3% 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. Mandates: Superior Court Local Rule for Maricopa County (Rule 2.16) mandates that each document which is separately filed by the Clerk in a particular case shall be sequentially numbered and docketed by that number. A.R.S §12-283 mandates that the Clerk shall maintain and provide access to court records in accordance with applicable law or rule of court, and shall keep a docket in the form and style as prescribed by the Supreme Court. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of Juvenile subsequent documents docketed # of Juvenile subsequent documents docketed # of Juvenile subsequent documents to be docketed $ Cost per Juvenile subsequent document docketed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 224,208 236,248 12,040 5.4% Not Reported 224,208 236,248 12,040 5.4% Not Reported $1.35 $1.90 -$0.55 -41.2% (147,326) (147,326) -48.8% Expenditure 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,489,207 $ 787,815 24,496 441,323 3,742,840 $ 301,856 $ 301,856 $ 449,182 449,182 $ $ -48.8% 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. 278 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Mandates: A.R.S §25-510 mandates that the Clerk shall use electronically-accessed data provided by the Arizona Department of Economic Security to provide payment histories to all litigants, attorneys and interested persons and the court, and shall load new orders, modify order amounts, respond to payment inquiries, research payment related issues, release payments pursuant to court orders, and update demographic and new employer information. Further, the Clerk shall provide to the department any new address, order of assignment or employment information the Clerk receives regarding any support order. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of requested financial reports that are prepared # of financial reports prepared # of requests for financial reports received $ Cost per financial report prepared 100 - GENERAL FY 2007 Actual Not Reported FY 2008 Forecast 99.0% Not Reported Not Reported 6,468 6,560 5,476 5,760 -992 -800 -15.3% -12.2% Not Reported $31.82 $33.27 -$1.45 -4.6% 205,792 $ 205,792 $ 182,178 $ 182,178 $ - $ - $ $ TOTAL USES $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% -4.0% -4.0% 23,614 23,614 11.5% 11.5% Fiduciary Services Program The purpose of the Clerk of the Superior Court Fiduciary Services Program is to allocate and disburse court-ordered fees, provide account receivables and to execute court support orders to the public, legal community, courts, County and other governmental agencies so that they can be assured that all Superior Court monies are properly receipted, accounted for and disbursed. Program Results Measure Description % of payments posted % of checks issued % of support orders processed FY 2007 Actual Not Reported Not Reported Not Reported FY 2008 Forecast 93.0% 83.0% 99.0% Activities that comprise this program include: • Court Ordered Receivables • Court Ordered DisbursementCourt Support Orders • Public Registration 279 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 5.0% 5.4% 80.0% -3.0% -3.6% 99.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. Mandates: A.R.S §12-302 establishes the procedures and requirements for the deferral and waiver of fees and the establishment of a time payment program. A.R.S. §12-332 mandates that jury fees be paid to the Clerk and that the Clerk distribute the payments for this fee to the County Treasurer. A.R.S. §12-322b requires the Clerk to notify an appellee when an index of record is filed. A.R.S. §7-101 through §7-110 mandate the bond requirements that the Clerk must verify in execution of all bonds mandated between the court and any legal entities for conditions of bail. A.R.S. §12-284(A)e mandates the fees that the Clerk must charge for filings and other miscellaneous duties. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of payments posted # of payments posted # of payments to be posted $ Cost per payment posted FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 93.0% 35,186 37,730 $11.99 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 5.0% 5.4% 33,836 -1,350 -3.8% 34,566 -3,164 -8.4% $15.77 -$3.78 -31.5% 100 - GENERAL $ 273 - VICTIM LOCATION TOTAL SOURCES $ 10,161,021 $ 42,219 10,203,241 $ 9,772,732 $ 20,000 9,792,732 $ 9,218,980 $ 18,000 9,236,980 $ (553,752) (2,000) (555,752) -5.7% -10.0% -5.7% 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 489,239 $ 489,239 $ 419,278 $ 2,766 422,044 $ 533,762 $ 533,762 $ (114,484) 2,766 (111,718) -27.3% 100.0% -26.5% Expenditure 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. Mandates: A.R.S. §13-804 mandates that the court ensure that each legal entity required to pay restitution do so in a prompt manner, and do so subject to specified procedures and requirements. A.R.S. §8-344 mandates that the Clerk act as a pass-through entity for the payment of all restitution payments due from a juvenile ordered by the court to make payments to a victim. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of checks issued # of checks issued # of checks to be issued $ cost per check issued 100 - GENERAL FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 83.0% 85,876 103,020 $18.57 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% -3.0% -3.6% 85,236 -640 -0.7% 106,545 3,525 3.4% $19.51 -$0.93 -5.0% $ TOTAL SOURCES $ 211 $ 211 $ - $ - $ - $ - $ 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 273 - VICTIM LOCATION TOTAL USES $ 1,192,068 $ 1,192,068 $ 1,593,156 $ 1,924 1,595,080 $ 1,662,654 $ 2 1,662,656 $ - Expenditure 280 (69,498) 1,924 (2) (67,576) -4.4% 100.0% -4.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. Mandates: A.R.S. §25-502 mandates the processes and procedures for the Clerk in regards to the transfer of paternal support cases to or from another county. A.R.S. §25-503 mandates that the court receive surety of payment of child support in the event that previous efforts to collect have not been successful, and also sets forth other requirements for the payment of child support and the conditions of payment that the court must verify under special circumstances. A.R.S.§25-504 mandates that the Clerk issue ex parte orders of assignment upon request and sets forth the procedures, requirements, conditions of appeal, and conditions of repeal. A.R.S. §25-505 mandates that the Clerk transfer all receipts of withholdings pursuant to an order of assignment to the support payment clearinghouse. A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing any support payments with the support payment clearinghouse. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of support orders processed # of support orders processed # of support orders received $ cost per support order processed 100 - GENERAL $ TOTAL USES $ FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 99.0% 26,899 27,137 $22.49 282,592 $ 282,592 $ 604,923 $ 604,923 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% 28,417 1,518 5.6% 28,590 1,453 5.4% $18.83 $3.66 16.3% 535,111 $ 535,111 $ 69,812 69,812 11.5% 11.5% 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 Measure Description % of page reproductions completed % of images archived % of files delivered % of applications processed FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 100.0% 152.0% 99.0% 100.0% Activities that comprise this program include: • Court Document Copy • Court Document Preservation • • 281 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 99.0% 0.0% 0.0% 100.0% 0.0% 0.0% Court File Delivery Public Registration Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of page reproductions completed # of pages reproduced # of pages to be reproduced $ Cost per page reproduced FY 2007 Actual Not Reported Not Reported Not Reported Not Reported 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ FY 2008 Forecast 100.0% 1,530,768 1,530,768 $0.93 - $ - $ 1,355,770 $ 73,332 1,429,102 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 1,459,024 -71,744 -4.7% 1,459,024 -71,744 -4.7% $1.01 -$0.08 -8.4% 1,285,721 $ 190,442 1,476,163 $ 70,049 (117,110) (47,061) 5.2% -159.7% -3.3% 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. Mandates: A.R.S. §12-282 mandates the rules required by the Clerk in the control and disposition of specified records. A.R.S. §39-101 mandates the quality of records required by the Clerk. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of images archived # of images archived # of images to be archived $ Cost per image archived 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 152.0% 1,795,720 1,179,846 $0.65 170,472 $ 170,472 $ 632,599 $ 542,191 1,174,790 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% -152.0% 0 -1,795,720 0 -1,179,846 $0.00 $0.65 78,697 $ 52,069 130,766 $ 553,902 490,122 1,044,024 87.6% 90.4% 88.9% Base Adjustments: Eliminate the Court Document Preservation Activity, deleting 14.0 FTE positions and reducing expenditures from the General Fund by $765,474. By discontinuing the microfilming of older stored court files, the Clerk’s goal of increasing the number of electronic court records will be slowed, and the ability to free up storage space will be halted. 282 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §12-202 mandates the Clerk to issue writs and processes, enter all judgments of the court, keep records as specified by the court, and provide certified copies of court records after receipt of all pertinent court fees. A.R.S. §8-208 mandates the Clerk to censure juvenile records as mandated by law. A.R.S. §8-121 mandates the Clerk to transmit all adoption records older than 100 years to the state archives, maintain confidential information on adoption records and allow individuals to access non-confidential information pertaining to adoption records. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of files delivered # of files delivered # of files requested $ Cost per files delivered FY 2007 Actual Not Reported Not Reported Not Reported Not Reported 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ FY 2008 Forecast 99.0% 174,516 175,860 $7.78 - $ - $ 1,088,406 $ 268,979 1,357,385 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% 184,694 10,178 5.8% 186,252 10,392 5.9% $4.96 $2.82 36.2% 312,756 $ 603,728 916,484 $ 775,650 (334,749) 440,901 71.3% -124.5% 32.5% Base Adjustments: Reduce 1.0 FTE Justice System Clerk Supervisor and associated Personal Services expenditures of $62,693 from the General Fund. A planned relocation of the Southeast Court file room to a downtown location eliminates the need for this supervisor. The adjustment is anticipated to have no effect on the Court File Delivery Activity performance measures. 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. Mandates: A.R.S. §25-121 requires the Clerk to issue a marriage license to authorized applicants and to collect a fee. A.R.S. §25-123 mandates the Clerk to maintain a record of all marriage licenses issued. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of applications processed # of applications processed # of applications requested $ cost per application processed 100 - GENERAL FY 2007 Actual Not Reported Not Reported Not Reported Not Reported FY 2008 Forecast 100.0% 64,443 64,443 $12.74 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 55,896 -8,547 -13.3% 55,896 -8,547 -13.3% $16.27 -$3.53 -27.7% $ TOTAL SOURCES $ 1,322,918 $ 1,322,918 $ 1,441,989 $ 1,441,989 $ 1,430,292 $ 1,430,292 $ (11,697) (11,697) -0.8% -0.8% 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ 410,223 $ 410,223 $ 745,024 $ 76,101 821,125 $ 884,138 $ 25,367 909,505 $ (139,114) 50,734 (88,380) -18.7% 66.7% -10.8% Expenditure 283 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 34,177,630 $ 10,215,000 MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ (232,023) $ 106,433 (125,590) $ - FY 2007-08 REVISED RESTATED BUDGET $ 34,052,040 $ 10,215,000 TARGET ADJUSTMENTS: Annualization of FY 2007-08 Initiatives (Capital Case Adjudication RIR) Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ (15,800) $ (232,017) (247,817) $ - FY 2008-09 BUDGET TARGET $ 33,804,223 $ 10,215,000 REQUESTED ADJUSTMENTS: Requested Revenue Above Target Requested Expenditures Below Target $ Subtotal $ - $ (108,248) (108,248) $ 434,272 434,272 $ 33,695,975 $ 10,649,272 BUDGET BALANCING ADJUSTMENTS: Increase Non-Criminal Docketing Fee by $5.00 $ Reduce 1.0 FTE Ct-Room Services Mngr/Trainer & 1.0 FTE Adult Ct-Room Clerk Reduce 1.0 FTE Appeals Activity Position Reduce Quality Control Staff for Electronic Ct. Records by 1.0 FTE Clerk Eliminate Ct. Document Preservation Activity -- 14.0 FTE Positions Reduce Admin. Services Program -- 2.0 FTE Couriers, Other FTE Reduce One Supervisory Position in S.E. Court File Room Reduction of IT Program Subtotal $ - $ (115,715) (44,367) (44,348) (765,474) (218,546) (62,693) (101,016) (1,352,159) $ 360,000 360,000 FY 2008-09 REQUESTED BUDGET FY 2008-09 TOTAL ADOPTED BUDGET $ 32,343,816 284 $ 11,009,272 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval (205) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,150,243 $ 1,150,243 FY 2007-08 REVISED RESTATED BUDGET $ 1,150,243 $ 1,150,243 FY 2008-09 BUDGET TARGET $ 1,150,243 $ 1,150,243 BASE ADJUSTMENTS: Budget Balancing Adjustment $ Subtotal $ FY 2008-09 TOTAL ADOPTED BUDGET $ 285 (7) $ (7) $ 1,150,236 $ - 1,150,243 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement (208) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,039,333 $ 814,000 FY 2007-08 REVISED RESTATED BUDGET $ 1,039,333 $ 814,000 TARGET ADJUSTMENTS: One Time Expenses (Non-Recurring Expenditures from Fund Balance) Structural Balance $ (173,685) $ (51,648) (225,333) $ - Subtotal $ FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Reduction below Target in Memorialization of Ct. Proceedings Activity Reduction below Target in Business Application Dev't & Support Activity Structural Balance (Multiple Activities) $ 814,000 $ - $ (69,562) (69,562) $ (69,250) (300) (69,550) $ 744,438 $ 744,450 $ $ Subtotal $ 200,000 125,000 90,000 415,000 $ - $ 415,000 $ - $ 1,159,438 $ 744,450 Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET $ 814,000 NON-OPERATING NON-OPERATING 0001 One-Time Expenditure (Cash Receipting Project) One-Time Expenditure (ICIS Financials / RFR Data) One-Time Expenditure (UNIX System Administrator - Vendor) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 286 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants (216) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,676,124 $ 1,676,124 FY 2007-08 REVISED RESTATED BUDGET $ 1,676,124 $ 1,676,124 FY 2008-09 BUDGET TARGET $ 1,676,124 $ 1,676,124 REQUESTED ADJUSTMENTS: Increased AOC Drug Enforcement Grant Reduced AOC IV-D Case Processing Grant Reduced DEX IV-D Child Support Enforcement Grant $ Subtotal $ FY 2008-09 TOTAL ADOPTED BUDGET $ 287 5,769 $ (1,709) (44,351) (40,291) $ 1,635,833 $ 5,769 (1,709) (44,350) (40,290) 1,635,834 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap (218) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Annualization of Increase in Fill the Gap Revenue (C-38-08-010-3-00) FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: One Time Expenses (Non-Recurring Expenditures from Fund Balance) $ 1,962,909 $ 1,847,909 $ Subtotal $ 654,561 654,561 $ $ 306,036 306,036 $ 2,617,470 $ 2,153,945 (463,525) $ (463,525) $ - $ Subtotal $ FY 2008-09 BUDGET TARGET $ 2,153,945 $ 2,153,945 REQUESTED ADJUSTMENTS: Requested Revenue Above Target Structural Balance $ $ Subtotal $ 1,917 1,917 $ 1,900 1,900 $ 2,155,862 $ 2,155,845 $ $ Subtotal $ 160,000 115,000 275,000 $ - $ 275,000 $ - $ 2,430,862 $ 2,155,845 FY 2008-09 ADOPTED OPERATING BUDGET NON-OPERATING NON-OPERATING 0001 One-Time Expenditure (Cash Receipting) One-Time Expenditure (e-Filing Re-Architecture) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 288 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement (270) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 75,000 $ 60,000 FY 2007-08 REVISED RESTATED BUDGET $ 75,000 $ 60,000 (15,000) $ (15,000) $ - TARGET ADJUSTMENTS: One Time Expenses (Non-Recurring Expenditures from Fund Balance) FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Increased Revenue (Other Charges for Services) Increased Revenue (Interest) Structural Balance FY 2008-09 ADOPTED OPERATING BUDGET $ Subtotal $ $ 60,000 $ 60,000 $ $ Subtotal $ 20,000 20,000 $ 12,000 8,000 20,000 $ 80,000 $ 80,000 $ Subtotal $ 77,500 77,500 $ $ - $ 77,500 $ - $ 157,500 $ 80,000 NON-OPERATING NON-OPERATING 0001 One-Time Expenditure (Data Exchange for IV-D) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 289 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location (273) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 89,901 $ 18,000 FY 2007-08 REVISED RESTATED BUDGET $ 89,901 $ 18,000 (50,000) $ (36,599) (86,599) $ - TARGET ADJUSTMENTS: One Time Expenses (Non-Recurring Expenditures from Fund Balance) $ One Time Expenses (Non-Recurring Expend. from Fund Balance - Temp Position) Subtotal $ FY 2008-09 BUDGET TARGET $ 3,302 $ 18,000 FY 2008-09 ADOPTED OPERATING BUDGET $ 3,302 $ 18,000 $ Subtotal $ 50,000 50,000 $ $ - $ 50,000 $ - $ 53,302 $ 18,000 NON-OPERATING NON-OPERATING 0001 One-Time Expenditures (USPS Automatic Address Project) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 290 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System (274) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 3,330,000 $ 2,900,000 FY 2007-08 REVISED RESTATED BUDGET $ 3,330,000 $ 2,900,000 (429,995) $ (429,995) $ - TARGET ADJUSTMENTS: One Time Expenses (Non-Recurring Expenditures from Fund Balance) $ Subtotal $ FY 2008-09 BUDGET TARGET $ 2,900,005 $ 2,900,000 FY 2008-09 ADOPTED OPERATING BUDGET $ 2,900,005 $ 2,900,000 $ $ Subtotal $ 345,000 205,000 550,000 $ - $ 550,000 $ - $ 3,450,005 $ 2,900,000 NON-OPERATING NON-OPERATING 0001 One-Time Expenditure (eFiling Re-Architecture) One-Time Expenditure (eFiling Juvenile) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 291 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Communications Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission This department is new for FY2008-09. A mission and vision statement will be developed as part of the strategic business plan update process. Vision TBD Strategic Goals • TBD Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS 71EV - EVENTS CENTER EVNT - EVENTS CENTER FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADO PTED VS REVISED % $ - $ - $ - $ - $ 500 500 $ 500 500 $ 80,327 80,327 80,327 $ 75,000 75,000 75,000 $ 75,000 75,000 75,000 $ 125,276 125,276 125,276 $ 75,000 75,000 75,500 $ 500 TOTAL PROGRAMS $ EXPENDITURES 71CM - COMMUNICATIONS $ INCO - INTERNAL COMMUNICATIONS MEDA - MEDIA COMMUNITY RELATIONS MPRD - MEDIA PRODUCTION $ $ $ $ $ - $ - $ - $ - $ 809,298 125,800 353,845 329,653 $ (809,298) (125,800) (353,845) (329,653) 0.0% 0.0% 0.7% 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ - $ - $ - $ - $ 49,894 49,894 $ (49,894) (49,894) 71EV - EVENTS CENTER EVNT - EVENTS CENTER $ 26,097 26,097 $ 63,000 63,000 $ 87,050 87,050 $ 75,649 75,649 $ 75,000 75,000 $ 12,050 12,050 13.8% 13.8% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 990,795 990,795 1,016,892 $ 903,495 903,495 966,495 $ 857,941 857,941 944,991 $ 688,061 688,061 763,710 $ 72,899 36,020 36,879 $ 1,007,091 $ 785,042 821,921 (36,879) (62,100) 91.5% 95.8% 0.0% - 6.6% TOTAL PROGRAMS $ $ $ $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 5,327 75,000 80,327 $ ALL REVENUES $ TOTAL SOURCES $ $ $ 75,000 75,000 50,276 75,000 125,276 $ $ - $ 75,000 75,000 $ 80,327 $ 80,327 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 292 $ $ 75,500 75,500 $ 500 500 0.7% 0.7% 125,276 $ 75,500 $ 500 0.7% 125,276 $ 75,500 $ 500 0.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 474,985 578 149,836 13,170 638,568 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 8,483 978 9,461 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 295,691 30,548 6,752 4,163 11,666 2,741 351,560 $ $ SUBTOTAL $ $ OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2007-08 REVISED 475,509 147,031 48,009 670,549 $ 2,851 1,564 4,415 $ $ $ 195,557 49,368 5,940 10,559 1,300 1,525 600 264,849 - $ $ $ SUBTOTAL $ 17,303 17,303 TOTAL USES $ 1,016,892 CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE FY 2007-08 FORECAST 445,961 131,025 48,009 624,995 $ 2,851 1,564 4,415 $ $ $ 195,557 49,368 5,940 10,559 1,300 1,525 600 264,849 - $ $ $ $ 26,682 26,682 $ 966,495 $ $ $ $ FY 2008-09 ADOPTED 539,014 $ 157,234 1,761 (242,615) 77,112 532,506 $ 6,093 955 7,048 $ $ $ 137,794 39,570 5,338 892 1,659 200 185,453 24,050 24,050 $ $ $ $ 26,682 26,682 $ 944,991 $ ADOPTED VS REVISED VARIANCE % 618,296 $ 175,772 (69,625) 69,625 794,068 $ (172,335) (44,747) 69,625 (21,616) (169,073) -38.6% 0.0% -34.2% 0.0% -45.0% -27.1% 23,385 1,500 6,200 31,085 $ $ $ 107,023 14,626 7,001 6,000 9,650 2,143 146,443 $ 24,050 24,050 $ $ - $ $ 24,050 24,050 $ $ 14,600 20,895 35,495 $ $ 14,653 14,653 $ (14,600) 5,787 (8,813) 0.0% $ 763,710 $ 1,007,091 $ (62,100) -6.6% $ $ (20,534) -720.2% 64 4.1% (6,200) (26,670) -604.1% $ 88,534 45.3% 49,368 0.0% (8,686) -146.2% 3,558 33.7% (6,000) 0.0% (8,350) -642.3% (618) (0) 600 100.0% 118,406 44.7% 100.0% 100.0% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ - $ - $ - $ - $ 500 $ 500 0.0% 376 - EVENTS CENTER OPERATIONS SPECIAL REVENUE - OTHER $ $ 80,327 80,327 $ $ 75,000 75,000 $ $ 75,000 75,000 $ $ 125,276 125,276 $ $ 75,000 75,000 $ $ - 0.0% 0.0% TOTAL SPECIAL REVENUE $ 80,327 $ 75,000 $ 75,000 $ 125,276 $ 75,000 $ - 0.0% $ 80,327 $ 75,000 $ 75,000 $ 125,276 $ 75,500 $ 500 0.7% $ 990,794 $ 903,495 $ 857,941 $ 688,061 $ 932,091 $ (74,150) -8.6% 376 - EVENTS CENTER OPERATIONS SPECIAL REVENUE - OTHER $ $ 26,097 26,097 $ $ 63,000 63,000 $ $ 87,050 87,050 $ $ 75,649 75,649 $ $ 75,000 75,000 $ $ 12,050 12,050 13.8% 13.8% TOTAL SPECIAL REVENUE $ 26,097 $ 63,000 $ 87,050 $ 75,649 $ 75,000 $ 12,050 13.8% $ 1,016,892 $ 966,495 $ 944,991 $ 763,710 $ 1,007,091 $ (62,100) -6.6% TOTAL FUNDS USES 100 - GENERAL TOTAL FUNDS General Adjustments Events Center Reallocation: A reallocation of $12,000 from the General Fund (100) to the Events Center Fund (376) resulted in a net zero impact. Efficiency and output were not affected by the reallocation. 293 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Programs and Activities Communications Program The purpose of the Communications Program is to provide internal and external communications and media relations services to Maricopa County residents and Maricopa County employees so they can be informed about County services, events, and achievements. Program Results Measure Type Result Result Result Output Demand Efficiency Measure Description 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. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of procurement transactions less than $50,000 available to Small Business Enterprises. Cost per dollar of small business procurement transactions less than $50,000. FY 2007 Actual Not Reported FY 2008 Forecast 24.3% FY 2009 Adopted 24.3% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 1,559 1,559 0 0.0% Not Reported 7,381 7,381 0 0.0% Not Reported $109 $67 $42 38.6% Expenditure 100 - GENERAL TOTAL USES $ $ 45,038 45,038 $ $ 169,295 169,295 Activities that comprise this program include: • Internal Communications • Media Community Relations $ $ • 103,996 103,996 $ $ 65,299 65,299 38.6% 38.6% Media Production Internal Communications Activity The purpose of the Internal Communications Activity is to provide employee communications services to Maricopa County employees so they can increase their awareness about employee-related services, events and achievements. Mandates: None. Performance Analysis: Measure Type Result Output Output Demand Demand Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of County employees who believe they are being well informed about employee-related issues Number of employee newsletters Not Reported produced Number of employee events organized Not Reported Number of employee newsletter Not Reported requested Number of employee events requested Not Reported Expenditure per newsletter produced Efficiency Efficiency Expenditure per event organized Expenditure 100 - GENERAL TOTAL USES Not Reported Not Reported $ $ - FY 2009 Variance Adopted Forecast - Adopted 100.0% Not Reported 12 Not Reported 0 Not Reported 12 Not Reported 0 Not Reported Not Reported $10,483.33 Not Reported $ $ - 294 $ $ 125,800 $ 125,800 $ (125,800) (125,800) % Variance Forecast - Adopted -100.0% -100.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Media/Community Relations Activity The purpose of the Media/Community Relations Activity is to provide information and public education services on behalf of Maricopa County government to the media and the public so they can increase their awareness of the programs and services available to the community. Mandates: None. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Rate of stories generated per press releases or initiated press contact Rate of stories generated per press conference Number of press releases sent Number of press conferences organized Number of press releases requested Number of press conferences requested Expenditure per press release sent out Expenditure per press conference organized FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance Adopted Forecast - Adopted 11.5% Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported Not Reported 100 12 Not Reported Not Reported Not Reported Not Reported 120 12 Not Reported Not Reported $3,538.45 Not Reported Not Reported $29,487.08 % Variance Forecast - Adopted Expenditure 100 - GENERAL $ TOTAL USES $ - $ $ - $ $ 353,845 353,845 $ (353,845) (353,845) -100.0% -100.0% Media Production Activity The purpose of the Media Production Activity is to provide video, still photography, and internet websites to County residents so they can learn more about the programs and services available to them through Maricopa County government. Mandates: None. 295 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Performance Analysis: Measure Type Result Output Measure Description Percent of County respondents who have become more informed about Maricopa County through television shows, videos, and internet websites Number of times County television shows produced Number of times Board of Supervisor meetings taped Number of County television shows requested to be produced Number of Board of Supervisor meetings requested to be taped Expenditure per television show produced Expenditure per Board of Supervisor meeting taped Output Demand Demand Efficiency Efficiency FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance Adopted Forecast - Adopted 38.0% Not Reported Not Reported 250 Not Reported Not Reported 50 Not Reported Not Reported 350 Not Reported Not Reported 50 Not Reported Not Reported $1,318.61 Not Reported Not Reported $6,593.06 % Variance Forecast - Adopted Expenditure 100 - GENERAL $ TOTAL USES $ - $ $ - $ $ 329,653 329,653 $ $ (329,653) (329,653) -100.0% -100.0% Supplies and Services: Expenditures for use of Phoenix Channel 11’s Studio were eliminated due to the building of a new studio space. The resulting expenditure savings was ($49,988). Commute Options Program The purpose of the Commute Options Program is to provide the Trip Reduction services to Maricopa County employees so they can have choices regarding alternative forms of transportation to work to reduce single occupancy vehicle rates. Program Results Measure Description % of County employees who use an alternative mode of transportation. FY 2007 Actual 65.0% FY 2008 Forecast 58.7% Activities that comprise this program include: • Commute Options 296 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 58.7% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Commute Options Activity The purpose of the Commute Options Activity is to provide administrative support and coordination services of the trip reduction program to Maricopa County employees so they can have information about commute options and select alternative forms of transportation to work. 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: Measure Type Result Output Demand Efficiency Measure Description % Of County employees who use an alternative mode of transportation. # Of employees who use alternative modes of transportation to work. Number ofemployees eligible for commute options. Expenditure per commute options participant FY 2007 Actual 65.0% FY 2008 Forecast 58.7% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 58.7% 0.0% 0.0% 9,082 8,500 8,500 0 0.0% 14,060 14,477 14,477 0 0.0% $0.00 $0.00 $5.87 -$5.87 Revenue 100 - GENERAL $ TOTAL SOURCES $ - $ $ - $ $ 500 500 $ $ 100 - GENERAL $ TOTAL USES $ - $ $ - $ $ 49,894 49,894 $ $ 500 500 100.0% 100.0% Expenditure (49,894) (49,894) -100.0% -100.0% Event Center Program The purpose of the Events Center Program is to provide entertainment events to Maricopa County residents so they can increase and enjoy their educational and cultural opportunities in a safe and wellmaintained facility. Program Results Measure Description Percent of Event Center users who indicate satisfaction with the event-going experience FY 2007 Actual Not Reported FY 2008 Forecast 69.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 66.7% (2.6%) -3.7% Activities that comprise this program include • Events Center Events Center Activity The purpose of the Events Center Activity is to provide entertainment events to Center users so they can increase and enjoy their educational and cultural opportunities in a safe and well-maintained facility. Mandates: None. 297 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Event Center users who indicate satisfaction with the event-going experience Number of concerts, plays, and other events provided Number of concert, plays, and other events requested Expenditure per event provided FY 2007 Actual Not Reported FY 2008 Forecast 69.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 66.7% (2.6%) -3.7% Not Reported 53 40 -13 -24.5% Not Reported 40 40 0 0.0% Not Reported $1,427.34 $1,875.00 -$447.66 -31.4% (50,276) (50,276) -40.1% -40.1% 376 - EVENTS CENTER OPERATIONS $ TOTAL SOURCES $ 80,327 80,327 $ $ 125,276 125,276 $ $ 75,000 75,000 $ $ 376 - EVENTS CENTER OPERATIONS TOTALUSES 26,097 26,097 $ $ 75,649 75,649 $ $ 75,000 75,000 $ $ Expenditure $ $ 298 649 649 0.9% 0.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - - $ 3,200 214,339 (81,893) 48,009 796,092 72,994 (58,662) 994,079 $ 500 500 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Public Information Market Study Reallocation from General Government Realocation to Office of Enterprise Technology Restatement - Events Center to Communications Restatement - County Manager to Communications Restatement - CommuteOptions to Communications Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ 994,079 $ 500 FY 2008-09 REQUESTED BUDGET $ 994,079 $ 500 $ Subtotal $ (12,000) $ (12,000) $ - $ Subtotal $ (49,988) $ (49,988) $ - $ 932,091 $ -6.2% 500 0.0% BASE ADJUSTMENTS: Reallocation to Events Center Fund BUDGET BALANCING ADJUSTMENTS Eliminate Use of Channel 11 Studio FY 2008-09 ADPOTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 299 932,091 $ 500 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Communications Events Center Fund (376) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - - $ (24,050) 87,050 63,000 $ 75,000 75,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Events Center Fund Transfer Restatement - Events Center to Communications $ Subtotal $ FY 2008-09 BUDGET TARGET $ 63,000 $ 75,000 FY 2008-09 REQUESTED BUDGET $ 63,000 $ 75,000 $ Subtotal $ 12,000 12,000 $ $ - 75,000 $ 19.0% 75,000 0.0% BASE ADJUSTMENTS: Reallocation from General Fund FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 300 75,000 $ 75,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development Community Development Analysis by Tara Acuna, Management & Budget Analyst Summary Mission The mission of Community Development is to provide Community Development Block Grant (CDBG) and HOME Program funding to municipalities and other subrecipients not eligible for direct United States Department of Housing and Urban Development (HUD) funding so they can develop viable communities to primarily benefit low and moderate income people. Vision Develop viable communities through the provision of affordable housing, suitable living environments and expansion of strong economic bases, principally for persons of low and moderate income. Strategic Goals • Meet the increasing demand for administrative services generated from population growth and any anticipated new HUD grant requirements, with a reduction in funding for such administrative services, by June 30, 2010. Status: Adequate funding for administrative services continues to be a challenge for Community Development. The department continues to develop efficiencies in an effort to attain this goal. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED REVENUE 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - COMMUNITY DEVELOPMENT BLOCK GRANT ACTIVITY $ 3,096,604 3,096,604 $ 4,410,486 4,410,486 $ 4,410,486 4,410,486 $ 1,816,506 1,816,506 $ 4,466,601 4,466,601 $ 56,115 56,115 17HM - HOME HMAD - HOME INVESTMENT PARTNERSHIPS PROGRAM ACTIVITY $ 5,953,933 5,953,933 $ 9,113,413 9,113,413 $ 9,116,417 9,116,417 $ 5,901,192 5,901,192 $ 8,201,038 8,201,038 $ (915,379) (915,379) -10.0% -10.0% $ $ 13,523,899 $ $ 13,526,903 $ (580,284) $ 41,637 39,292 (580,284) 2,345 $ 7,137,414 $ 12,709,276 $ 41,637 39,292 2,345 (817,627) -6.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 5,508,303 5,508,303 TOTAL PROGRAMS $ 14,558,839 ADOPTED VS REVISED % $ 1.3% 1.3% EXPENDITURES 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - COMMUNITY DEVELOPMENT BLOCK GRANT ACTIVITY $ 3,194,811 3,194,811 $ 4,360,879 4,360,879 $ 4,363,883 4,363,883 $ 1,861,280 1,861,280 $ 4,466,605 4,466,605 $ (102,722) (102,722) -2.4% -2.4% 17HM - HOME HMAD - HOME INVESTMENT PARTNERSHIPS PROGRAM ACTIVITY $ 6,128,176 6,128,176 $ 9,113,413 9,113,413 $ 9,113,413 9,113,413 $ 5,785,960 5,785,960 $ 8,201,038 8,201,038 $ 912,375 912,375 10.0% 10.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ - $ 22,000 22,000 $ 22,000 22,000 $ - $ - - $ 22,000 22,000 100.0% 100.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 28,128 25,380 2,748 TOTAL PROGRAMS $ 9,351,115 $ 27,607 24,493 3,114 $ 13,523,899 $ 27,607 24,493 3,114 $ 13,526,903 $ $ 41,637 39,292 2,345 $ 12,709,280 $ (14,030) (14,799) 769 817,623 -50.8% -60.4% 24.7% 6.0% 301 27,447 24,493 2,954 $ 7,674,687 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ 14,558,839 14,558,839 $ $ 13,523,899 13,523,899 $ $ $ SUBTOTAL $ - $ $ - $ $ ALL REVENUES $ 14,558,839 $ 13,523,899 $ 13,526,903 $ TOTAL SOURCES $ 14,558,839 $ 13,523,899 $ 13,526,903 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 13,526,903 13,526,903 $ $ - $ - $ 7,140,938 7,140,938 $ $ 12,709,276 12,709,276 $ $ (817,627) -6.0% (817,627) -6.0% (3,524) $ (3,524) $ - $ $ - 7,137,414 $ 12,709,276 $ (817,627) -6.0% 7,137,414 $ 12,709,276 $ (817,627) -6.0% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 301,852 $ 5,359 97,575 3,017 (238,271) 238,271 407,803 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 10,483 550 1,084 12,116 SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2007-08 ADOPTED 426,454 $ 129,951 (313,413) 313,413 556,405 $ $ 17,000 1,060 4,990 23,050 62,382 81,773 518 8,733,958 18,045 429 3,176 739 8,901,020 $ SUBTOTAL $ $ FY 2007-08 FORECAST 430,276 $ 129,133 (313,413) 313,413 559,409 $ $ 17,000 1,060 4,990 23,050 $ 39,383 3,000 12,821,313 49,745 5,010 1,500 12,919,951 25,380 25,380 $ $ SUBTOTAL $ 4,796 4,796 TOTAL USES $ 9,351,115 CAPITAL 0950 - DEBT SERVICE $ FY 2007-08 REVISED 366,151 $ 78 115,128 1,645 (260,288) 260,288 483,002 $ $ 13,025 1,136 4,304 18,465 $ 39,383 3,000 12,821,313 49,745 5,010 1,500 12,919,951 24,493 24,493 $ $ $ - $ 13,523,899 $ 428,780 $ 129,823 (301,038) 301,038 558,603 $ $ 17,091 1,060 18,151 $ 53,417 6,675 1,331 7,044,976 29,787 319 7,635 1,387 7,145,527 $ 47,065 9,600 3,000 12,000,000 27,059 5,010 1,500 12,093,234 24,493 24,493 $ $ 24,493 24,493 $ $ $ - $ 3,200 3,200 $ 13,526,903 $ 7,674,687 302 $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ 1,496 (690) (12,375) 12,375 806 0.3% 0.0% 0.0% -0.5% 0.0% 3.9% 3.9% 0.1% (91) -0.5% 0.0% 0.0% 4,990 100.0% 4,899 21.3% $ (7,682) (9,600) 821,313 22,686 826,717 -19.5% 0.0% 0.0% 6.4% 45.6% 0.0% 0.0% 6.4% 39,292 39,292 $ $ (14,799) (14,799) -60.4% -60.4% $ - $ - 0.0% $ 12,709,280 $ 817,623 6.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED SOURCES 217 - CDBG, HOUSING TRUST SPECIAL REVENUE - GRANT $ $ 14,558,839 14,558,839 $ $ 13,523,899 13,523,899 $ $ 13,526,903 13,526,903 $ $ 7,137,414 7,137,414 $ $ 12,709,276 12,709,276 $ $ (817,627) (817,627) -6.0% -6.0% TOTAL SPECIAL REVENUE $ 14,558,839 $ 13,523,899 $ 13,526,903 $ 7,137,414 $ 12,709,276 $ (817,627) -6.0% TOTAL FUNDS $ USES 217 - CDBG, HOUSING TRUST SPECIAL REVENUE - GRANT $ 14,558,839 $ 13,523,899 $ 13,526,903 $ 7,137,414 $ 12,709,276 $ (817,627) -6.0% 9,351,115 9,351,115 $ 13,523,899 13,523,899 $ 13,526,903 13,526,903 $ 7,674,687 7,674,687 $ 12,709,280 12,709,280 $ 817,623 817,623 6.0% 6.0% $ 9,351,115 $ 13,523,899 $ 13,526,903 $ 7,674,687 $ 12,709,280 $ 817,623 6.0% TOTAL FUNDS $ 9,351,115 $ 13,523,899 $ 13,526,903 $ 7,674,687 $ 12,709,280 $ 817,623 6.0% TOTAL SPECIAL REVENUE General Adjustments Structural Balance: A decrease in the Community Development Grants Fund (217) expenditures of ($817,623) commensurate with forecasted grant revenues Programs and Activities Community Development Block Grant Program The purpose of the Community Development Block Grant Program is to provide eligible community improvements to CDBG subrecipients so that low and moderate income residents are empowered to develop viable communities. Program Results Measure Description Percentage of total expenditures related to CDBG projects Percentage of Entitlement Spent for Projects Percentage of Entitlement Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for CDBG Projects FY 2007 Actual Not Reported FY 2008 Forecast 84.4% Not Reported Not Reported Not Reported 87.0% 16.1% 104.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 83.3% (1.0%) -1.2% 98.0% 19.6% 120.0% 11.0% 3.5% 15.5% 12.6% 21.5% 14.8% Activities that comprise this program include: • Community Development Block Grant Community Development Block Grant Activity The purpose of the Community Development Block Grant Activity is to provide funding and grant administration to CDBG subrecipients so that community development activities are completed for low and moderate income residents. Mandates: None. 303 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Measure Description Percentage of Entitlement Spent on Administration Percentage of Entitlement Spent for Projects Percentage of Dollars Spent vs. Dollars Allocated for CDBG Projects Percentage of total expenditures related to CDBG projects Total Dollars Spent for CDBG Projects Annual CDBG Entitlement Total Allocated to Projects Total Expenditures Annual CDBG Entitlement Cost to Distribute Dollars Spent for CDBG Projects FY 2007 Actual Not Reported FY 2008 Forecast 16.1% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 19.6% 3.5% 21.5% Not Reported 87.0% 98.0% 11.0% 12.6% Not Reported 104.5% 120.0% 15.5% 14.8% Not Reported 84.4% 83.3% (1.0%) -1.2% Not Reported 1,948,297 2,123,550 175,253 9.0% Not Reported Not Reported Not Reported Not Reported Not Reported 2,240,162 1,863,651 2,309,275 2,240,162 $0.96 2,167,757 1,769,625 2,547,923 2,167,757 $2.10 -72,405 -94,026 238,648 -72,405 -$1.15 -3.2% -5.0% 10.3% -3.2% -120.2% Revenue 217 - CDBG HOUSING TRUST $ TOTAL SOURCES $ 3,096,604 $ 3,096,604 $ 1,816,506 $ 1,816,506 $ 4,466,601 $ 4,466,601 $ 2,650,095 2,650,095 145.9% 145.9% 217 - CDBG HOUSING TRUST $ TOTAL USES $ 3,194,811 $ 3,194,811 $ 1,861,280 $ 1,861,280 $ 4,466,605 $ 4,466,605 $ (2,605,325) (2,605,325) -140.0% -140.0% Expenditure HOME Program The purpose of the HOME Program is to provide affordable housing opportunities to qualified HOME recipients, subrecipients, and Community Housing Development Organizations (CHDOs) so that suitable housing for low and moderate income residents is preserved and expanded. Program Results Measure Description Percentage of Entitlement Spent for Projects Percentage of Entitlement Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for HOME Projects Percentage of Total Expenditures Related to HOME Projects FY 2007 Actual Not Reported Not Reported Not Reported FY 2008 Forecast 85.7% 4.7% 90.9% Not Reported 94.9% Activities that comprise this program include: • HOME Investment Partnerships Program 304 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 107.8% 22.0% 25.7% 5.7% 1.1% 23.3% 100.0% 9.1% 10.0% 94.9% 0.1% 0.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development HOME Investment Partnerships Program Activity The purpose of the HOME Investment Partnerships Program Activity is to provide funding for affordable housing units to HOME recipients, subrecipients, and CHDOs so that housing stock for low and moderate income residents is preserved and expanded. Mandates: None. Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Output Demand Efficiency Measure Description Percentage of Entitlement Spent for Projects Percentage of Dollars Spent vs. Dollars Allocated for HOME Projects Percentage of Total Expenditures Related to HOME Projects Percentage of Entitlement Spent on Administration Total Dollars Spent for HOME Projects Annual HOME Allocation Total Allocated to Projects Total Expenditures Total Entitlements Annual HOME Allocation Cost to Distribute Dollars Spent for HOME Projects FY 2007 Actual Not Reported FY 2008 Forecast 85.7% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 107.8% 22.0% 25.7% Not Reported 90.9% 100.0% 9.1% 10.0% Not Reported 94.9% 94.9% 0.1% 0.1% Not Reported 4.7% 5.7% 1.1% 23.3% Not Reported 4,710,882 5,653,058 942,176 20.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 5,494,189 5,182,437 4,966,544 5,494,189 5,494,189 $1.23 5,244,910 4,943,857 5,954,096 5,244,910 5,244,910 $1.45 -249,279 -238,580 987,552 -249,279 -249,279 -$0.22 -4.5% -4.6% 19.9% -4.5% -4.5% -18.1% Revenue 217 - CDBG HOUSING TRUST $ TOTAL SOURCES $ 5,953,933 $ 5,953,933 $ 5,901,192 $ 5,901,192 $ 8,201,038 $ 8,201,038 $ 2,299,846 2,299,846 39.0% 39.0% 217 - CDBG HOUSING TRUST $ TOTAL USES $ 5,953,933 $ 5,953,933 $ 5,901,192 $ 5,901,192 $ 8,201,038 $ 8,201,038 $ (2,299,846) (2,299,846) -39.0% -39.0% Expenditure 305 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Community Development Appropriated Budget Reconciliation Grant Fund (217) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 13,523,899 $ 13,523,899 MID-YEAR ADJUSTMENTS: Employee Market Compensation Adjustments (Admin Phase II Market Study) $ Subtotal $ 3,004 3,004 $ $ 3,004 3,004 FY 2007-08 REVISED RESTATED BUDGET $ 13,526,903 $ 13,526,903 FY 2008-09 BUDGET TARGET $ 13,526,903 $ 13,526,903 REQUESTED ADJUSTMENTS: Grant Reconciliation $ Subtotal $ FY 2008-09 REQUESTED BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 306 (817,623) $ (817,623) $ (817,627) (817,627) $ 12,709,280 $ 12,709,276 $ 12,709,280 $ 12,709,276 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Constables Constables Analysis by Bradley Kendrex, Sr. Management & Budget Analyst Summary Mission The mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so they can receive timely, cost effective and professional service. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By calendar year end 2007, all Writs of Restitution shall be served within five business days of issuance from the Court. Status: The Constable Department has been able to maintain it’s processing of Writs of Restitution at or near the goal of service within 5 business days. This goal has expired, but will be extended. • By calendar year end 2007, all Writs of Execution shall be served within 60 working days of issuance from the Court. Status: The Constables report that this goal has been met. This goal has expired, but will be extended. • By the end of FY 2007, all citizen concerns and complaints will be resolved within three days of receipt. Status: The Constables report addressing all complaints to the County or the Constables Ethics Board within one day of the comment being received. This goal has expired, but will be extended. 307 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Constables Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 25PS - SERVICE OF PROCESS $ SERV - SERVICE OF PROCESS ACTIVITY TOTAL PROGRAMS $ EXPENDITURES 25PS - SERVICE OF PROCESS $ SERV - SERVICE OF PROCESS ACTIVITY FY 2007-08 ADOPTED 1,740,068 1,740,068 1,740,068 $ $ FY 2007-08 REVISED 1,843,000 1,843,000 1,843,000 $ $ FY 2007-08 FORECAST 1,843,000 1,843,000 1,843,000 $ $ FY 2008-09 ADOPTED 1,744,654 1,744,654 1,744,654 $ $ 1,843,000 1,843,000 1,843,000 RECOMM VS REVISED % $ $ - 0.0% 0.0% 0.0% 2,044,552 2,044,552 $ 2,350,619 2,350,619 $ 2,374,954 2,374,954 $ 2,372,456 2,372,456 $ 2,359,057 2,359,057 $ 15,897 15,897 0.7% 0.7% $ 63,018 56,029 6,990 - $ 47,194 13,434 3,002 18,749 12,009 $ 47,194 13,434 3,002 18,749 12,009 $ 74,082 65,307 8,536 239 - $ 2,160 1,425 735 - $ 45,034 12,009 3,002 18,014 12,009 95.4% 89.4% 100.0% 96.1% 100.0% 99GV - GENERAL GOVERNMENT $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 2,107,570 $ 27,001 14,192 12,809 2,424,814 $ 12,809 12,809 2,434,957 $ 4,268 4,268 2,450,806 $ 2,361,217 $ 12,809 12,809 73,740 100.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ $ $ $ $ 100.0% 3.0% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,740,068 1,740,068 $ $ 1,843,000 1,843,000 $ $ 1,843,000 1,843,000 $ $ 1,744,654 1,744,654 $ $ 1,843,000 1,843,000 $ $ - 0.0% 0.0% ALL REVENUES $ 1,740,068 $ 1,843,000 $ 1,843,000 $ 1,744,654 $ 1,843,000 $ - 0.0% TOTAL SOURCES $ 1,740,068 $ 1,843,000 $ 1,843,000 $ 1,744,654 $ 1,843,000 $ - 0.0% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ $ $ SUBTOTAL $ 7,238 51,730 58,967 SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 5,081 27,148 7,769 4,068 37 44,104 $ $ SUBTOTAL $ 5,316 5,316 TOTAL USES $ 2,107,570 CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ 1,496,504 502,680 1,999,183 FY 2007-08 ADOPTED $ FY 2007-08 REVISED 1,611,288 712,823 2,324,111 $ $ 7,434 44,069 51,503 $ 4,598 650 30,901 1,762 5,873 100 43,884 $ $ $ 5,316 5,316 $ 2,424,814 $ $ 1,611,288 712,823 2,324,111 FY 2007-08 FORECAST $ $ 6,254 44,069 50,323 $ 4,598 650 30,901 1,762 5,873 100 43,884 $ $ $ 16,639 16,639 $ 2,434,957 $ $ 308 1,615,220 627,856 24 2,243,100 FY 2008-09 ADOPTED $ $ 6,565 60,145 66,710 $ 4,938 212 25,387 1,945 5,506 57 38,045 $ $ $ 94,707 8,244 102,951 $ 2,450,806 $ $ $ ADOPTED VS REVISED VARIANCE % 1,571,370 $ 684,962 (48,297) 2,208,035 $ 39,918 27,861 48,297 116,076 2.5% 3.9% 0.0% 5,499 74,050 79,549 755 (29,981) (29,226) 12.1% -68.0% -58.1% 1,955 60 (46) (108) (20) 1,841 42.5% 9.2% 0.0% 0.0% -1.8% -20.0% 4.2% 0.0% 0.0% 3.0% $ $ 2,643 590 30,901 1,808 5,981 120 42,043 $ $ $ 31,590 31,590 $ (14,951) (14,951) $ 2,361,217 $ 73,740 $ $ 5.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Constables Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 1,740,068 $ 1,843,000 $ 1,843,000 $ 1,744,654 $ 1,843,000 $ - 0.0% TOTAL FUNDS $ 1,740,068 $ 1,843,000 $ 1,843,000 $ 1,744,654 $ 1,843,000 $ - 0.0% $ 2,107,570 $ 2,424,814 $ 2,434,957 $ 2,450,806 $ 2,361,217 $ 73,740 3.0% TOTAL FUNDS $ 2,107,570 $ 2,424,814 $ 2,434,957 $ 2,450,806 $ 2,361,217 $ 73,740 3.0% USES 100 - GENERAL Programs and Activities Service of Process Program The purpose of the Service of Process Program is to provide for the distribution of court documents to the public so that they can proceed with litigation, the service of writs and summons issued by the court and governmental agencies. Program Results Measure Description Percent of writs served within five working days FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Activities that comprise this program include: • Service of Process Service of Process Activity The purpose of the Service of Process Activity is to provide timely, professional service of court process to the public and governmental agencies so they can proceed with litigation. Mandates: A.R.S. §22-131 establishes the Constables’ duty to execute, serve and return all processes and notices directed or delivered to them by the justice of the peace of their Maricopa County precinct. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of writs served within five working days # Of Writs of Restitution # of Writs of Restitution required. $ Cost per Writ served. FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 11,372 11,372 $179.79 20,370 20,370 $116.47 19,799 19,799 $119.15 -571 -571 -$2.68 -2.9% -2.9% -2.3% 100 - GENERAL $ TOTAL SOURCES $ 1,740,068 $ 1,740,068 $ 1,744,654 $ 1,744,654 $ 1,843,000 $ 1,843,000 $ 98,346 98,346 5.6% 5.6% 100 - GENERAL $ TOTAL USES $ 2,044,552 $ 2,044,552 $ 2,372,456 $ 2,372,456 $ 2,359,057 $ 2,359,057 $ 13,399 13,399 0.6% 0.6% Expenditure Base Adjustment: In anticipation of the two Constable precincts that will be created in January 2009, $11,134 is being added to the Constables Department budget for fuel, computer leases, and supplies. 309 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Constables Budget Balancing Adjustments: The Constable’s Executive Assistant position is being transferred from the Constables Department to the County Manager’s Office, yielding a reduction to the Constables Department budget of $61,542 in salary and benefits. Budget Balancing Adjustments: Deputy Constables are being redeployed among the precincts, allowing for the elimination of one Deputy Constable position, a reduction of $48,493 in salary and benefits. Budget Balancing Adjustments: The Board of Supervisors is adopting a stepped salary schedule for new and future Constables, allowing a reduction in salary and benefit costs of $31,002. 310 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Constables Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions Replacement Radio Lease Payments $ Subtotal $ FY 2007-08 REVISED BUDGET $ RESTATEMENTS: Restate 1.0 FTE Deputy Constable to Non-Departmental (470) $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions Annualization of Replacement Radio Lease Payments Addition of two new constable precincts $ Subtotal $ 2,424,814 $ 1,843,000 (1,180) $ 11,323 10,143 $ - 2,434,957 $ 1,843,000 (48,297) $ - 2,386,660 $ 1,843,000 (1,180) $ 11,323 94,317 104,460 $ - FY 2008-09 BUDGET TARGET $ 2,491,120 $ 1,843,000 FY 2008-09 REQUESTED BUDGET $ 2,491,120 $ 1,843,000 $ $ 11,134 11,134 $ $ - (31,002) $ (61,542) (48,493) (141,037) $ - 2,361,217 $ -5.2% 1,843,000 0.0% BASE ADJUSTMENTS: Supplies/equipment for two new constable precincts (fuel, computers, radios) Subtotal BUDGET BALANCING ADJUSTMENTS: Amend Constables salary from the statutory max to a stepped schedule Transfer Executive Assistant to County Manager's Office Eliminate one deputy constable position -- 1.0 FTE Subtotal FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ $ $ FY 2008-09 TOTAL ADOPTED BUDGET $ 311 2,361,217 $ 1,843,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Correctional Health Analysis by Lauren M. Cochran, Management & Budget Analyst Summary 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, Correctional Health Services will be a nationally recognized leader in providing constitutionally mandated health care to jail inmates in an efficient and cost effective manner. Strategic Goals • Correctional Health Services will continue to increase filled nursing positions in increments of 10% each fiscal year, until 2010, so that Correctional Health Services can reduce the rising costs associated with using outside registry nursing. Status: Nursing vacancies are at 18% at the end of fiscal year 2007-08, a significant decrease from FY 2006-07. This positive trend is due to the impact of the nursing market adjustment in fiscal year 2008-09, and the increased visibility of CHS at job fairs. CHS has also partnered with Jobing.com to help improve its recruitment efforts. • Correctional Health Services 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. Status: The budget includes funding to address market range pay scales that will bring the department inline with other agencies, improving employee retention. • By 2010, Correctional Health Services 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. CHS reported a 0.7% decrease in expenditures while seeing a 3.2% rise in jail population allowing for lower cost per inmate. • Correctional Health Services 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: A full survey of CHS is tentatively scheduled by the National Commission on Correctional Health Care (NCCHC) to occur prior to the end of the calendar year 2008. • 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. 312 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Status: CHS is working with the Office of Management and Budget, the Office of Enterprise Technology, and Sheriff’s Office IT to research all options available in hopes of procuring and implementing an electronic medical record system. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 26AR - ADULT/REMAND JUV INMATE TRTMT UTMT - UTILIZATION MANAGEMENT ACT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 248,140 248,140 $ 310,444 310,444 $ 310,444 310,444 $ 325,489 325,489 $ - $ (310,444) (310,444) -100.0% -100.0% 26HC - HEALTH CARE MANAGEMENT HLTD - HEALTH RECORDS INFE - INFECTION CONTROL $ 59,411 3,735 55,677 $ 47,784 6,500 41,284 $ 47,784 6,500 41,284 $ 45,803 4,551 41,252 $ 39,318 6,500 32,818 $ (8,466) (8,466) -17.7% 0.0% -20.5% 80RE - RESTORATION TO COMPETENCY CURE - RULE 11 CUSTODY RESTORATION $ - $ - $ 500,000 500,000 $ 194,525 194,525 $ - $ (500,000) (500,000) -100.0% -100.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ (382) $ (382) 1 1 $ 1 1 $ (117) $ (117) - $ (1) (1) -100.0% -100.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (109,695) $ (109,695) 197,474 $ 358,229 $ 858,229 $ (8,290) $ (8,290) 557,410 $ 39,318 $ (818,911) 0.0% 0.0% -95.4% TOTAL PROGRAMS $ EXPENDITURES 26AR - ADULT/REMAND JUV INMATE TRTMT $ ACIF - ACUTE INFIRMARY ACTIVITY ADUL - ADULT INPATIENT PSYCH UNITS EHCC - EXTERNAL HLTH CARE COSTS MEDD - MED DISPENSION & DISTRIBUTION SCTM - SICK CALL TREATMENT-MEDICAL UTMT - UTILIZATION MANAGEMENT ACT $ $ $ 31,102,818 1,153,497 2,927,098 7,310,409 8,463,473 10,810,438 437,905 $ 33,700,257 1,354,831 3,276,270 7,086,446 8,274,941 13,024,069 683,700 $ 33,765,376 1,354,832 3,276,270 7,151,573 8,274,952 13,024,051 683,698 $ 36,068,382 1,640,035 4,463,290 7,317,570 8,894,566 13,020,319 732,602 $ 35,101,410 1,934,777 4,727,506 6,998,476 7,376,328 13,650,440 413,883 $ (1,336,034) (579,945) (1,451,236) 153,097 898,624 (626,389) 269,815 -4.0% -42.8% -44.3% 2.1% 10.9% -4.8% 39.5% 326,928 (63,091) 247,755 40,480 101,784 15.2% -18.9% 23.9% 11.3% 24.0% 26HC - HEALTH CARE MANAGEMENT CLET - CLINICAL EDUCATION & TRAINING HLTD - HEALTH RECORDS HRMG - HEALTH RISK MANAGEMENT INFE - INFECTION CONTROL $ 2,354,223 583,800 879,393 439,937 451,093 $ 2,153,731 334,148 1,036,995 358,073 424,515 $ 2,153,726 334,147 1,036,982 358,079 424,518 $ 2,047,607 423,409 923,116 309,202 391,880 $ 1,826,798 397,238 789,227 317,599 322,734 $ 26IA - INMATE ASSESSMENT HLTT - 14-DAY HEALTH ASSESSMENT HSRQ - HEALTH SERVICES REQUESTS RSHC - RECEIVING SCREENING HLTH CARE $ 5,706,432 3,510,331 991,853 1,204,248 $ 6,636,155 4,247,581 1,058,383 1,330,191 $ 6,636,143 4,247,565 1,058,386 1,330,192 $ 5,227,029 3,001,405 1,051,503 1,174,121 $ 5,035,873 3,091,341 922,692 1,021,840 $ 80RE - RESTORATION TO COMPETENCY EVAL - ADULT RULE 11 EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION ASHP - RULE 11 ASH PAYMENT CURE - RULE 11 CUSTODY RESTORATION DEAP - DATA ENTRY ACTIVITY PERFORMED $ 3,575,461 1,386,000 281,000 3,660 1,904,801 4,163 $ 3,558,755 1,350,464 275,000 100,000 1,833,291 - $ 4,065,329 1,083,464 275,000 100,000 2,606,865 - $ 3,705,345 1,385,586 283,218 56,134 1,980,407 - $ 3,563,279 1,331,853 275,000 1,956,426 - $ 502,050 (248,389) 100,000 650,439 - 12.3% -22.9% 0.0% 100.0% 25.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 1,757,203 144,108 482,055 292,687 658,740 179,613 - $ 2,377,904 108,063 546,256 344,926 1,183,177 182,014 13,468 $ 2,317,882 108,064 543,593 344,922 1,125,828 182,010 13,465 $ 1,868,485 103,797 533,309 328,905 776,100 126,342 32 $ 2,683,290 77,064 512,011 300,074 696,448 1,097,693 - $ (365,408) 31,000 31,582 44,848 429,380 (915,683) 13,465 -15.8% 28.7% 5.8% 13.0% 38.1% -503.1% 100.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 2,091,764 2,091,764 $ 3,064,803 3,064,803 $ 3,064,850 3,064,850 $ 3,030,334 3,030,334 $ 4,277,747 4,277,747 $ (1,212,897) (1,212,897) -39.6% -39.6% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DESK - DESKTOP SUPPORT TOTAL PROGRAMS $ 434,111 434,111 46,937,993 $ 1,227,833 780,705 447,128 52,719,438 $ 1,227,833 780,705 447,128 53,231,139 $ 573,149 217,994 355,155 52,520,331 $ $ $ 313 $ $ 355,827 355,827 $ 52,844,224 $ 1,600,270 1,156,224 135,694 308,352 872,006 780,705 91,301 386,915 24.1% 27.2% 12.8% 23.2% 71.0% 100.0% 20.4% 0.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ 194,122 194,122 $ $ 351,728 351,728 $ $ 351,728 351,728 $ $ 358,451 358,451 $ $ 32,818 32,818 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 3,735 3,735 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 4,551 4,551 $ $ 6,500 6,500 $ $ (382) $ (382) $ 1 1 $ $ $ (117) $ 194,525 194,408 $ - $ $ 1 500,000 500,001 $ (1) -100.0% (500,000) -100.0% (500,001) -100.0% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ (318,910) -90.7% (318,910) -90.7% - 0.0% 0.0% ALL REVENUES $ 197,474 $ 358,229 $ 858,229 $ 557,410 $ 39,318 $ (818,911) -95.4% TOTAL SOURCES $ 197,474 $ 358,229 $ 858,229 $ 557,410 $ 39,318 $ (818,911) -95.4% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 16,277,436 $ 372,728 1,123,882 5,140,584 617,178 (388,107) 865,637 24,009,339 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 159,220 4,506,720 6,988 24,978 4,697,907 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,268,981 14,096,148 327,651 98,406 18,495 3,660 2,127,019 72,866 45,334 9,348 6,727 18,074,636 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ 81,955 162,339 244,294 $ TOTAL USES $ 47,026,176 $ $ FY 2007-08 REVISED 20,427,742 $ 500,002 983,526 6,271,346 396,087 (354,354) 898,134 29,122,483 $ 292,199 4,336,120 5,808 30,448 4,664,575 $ $ 1,135,634 $ 13,114,211 270,785 107,530 44,835 100,000 2,925,645 54,453 30,976 16,850 20,503 (33,000) 33,000 17,821,422 $ FY 2007-08 FORECAST 19,743,314 $ 500,002 983,526 6,272,498 1,515,937 (354,354) 898,134 29,559,057 $ 292,199 4,336,120 5,808 30,448 4,664,575 $ $ 1,135,634 $ 13,179,338 270,785 107,530 44,835 100,000 2,925,645 64,453 30,976 16,850 20,503 (33,000) 33,000 17,896,549 $ FY 2008-09 ADOPTED 19,563,024 $ 19,199 1,291,828 6,345,581 1,003,834 (393,088) 906,157 28,736,535 $ 105,731 4,617,459 6,355 2,912 4,732,457 $ $ ADOPTED VS REVISED VARIANCE % 20,853,817 $ 68,317 1,411,847 6,557,065 798,286 (393,268) 855,337 30,151,401 $ 177,867 3,972,752 5,808 4,156,427 $ $ 1,165,353 $ 13,865,283 402,538 97,952 24,047 64,355 2,919,609 47,509 22,231 11,520 11,100 (151,760) 153,755 18,633,492 $ 1,149,354 $ 12,650,804 259,923 100,807 26,821 4,160,509 51,874 22,075 8,714 12,242 (145,045) 145,045 18,443,123 $ $ $ $ 93,273 93,273 $ 52,844,224 (1,110,503) 431,685 (428,321) (284,567) 717,651 38,914 42,797 (592,344) 114,332 363,368 30,448 508,148 -5.6% 0.0% 0.0% -4.5% 0.0% -11.0% 4.8% -2.0% 39.1% 0.0% 0.0% 100.0% 10.9% (13,720) -1.2% 528,534 4.0% 10,862 4.0% 6,723 0.0% 18,014 40.2% 100,000 100.0% (1,234,864) -42.2% 12,579 0.0% 8,901 28.7% 8,136 0 8,261 40.3% 112,045 -339.5% (112,045) -339.5% (546,574) -3.1% OTHER FINANCING USES $ 6,764 933,210 170,984 1,110,958 $ 52,719,438 $ $ $ 6,764 933,210 170,984 1,110,958 $ 286,107 131,740 417,847 $ 53,231,139 $ 52,520,331 314 $ 6,764 933,210 77,711 1,017,685 0.0% 100.0% 0.0% $ 386,915 0.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ - $ - $ 500,000 $ 194,525 $ - $ (500,000) -100.0% 292 - CORRECTIONAL HEALTH GRANT SPECIAL REVENUE - GRANT $ $ 193,740 193,740 $ $ 351,729 351,729 $ $ 351,729 351,729 $ $ 358,334 358,334 $ $ 32,818 32,818 $ $ (318,911) (318,911) 255 - DETENTION OPERATIONS SPECIAL REVENUE - OTHER $ $ 3,735 3,735 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 4,551 4,551 $ $ 6,500 6,500 $ $ TOTAL SPECIAL REVENUE - -90.7% -90.7% 0.0% 0.0% $ 197,474 $ 358,229 $ 358,229 $ 362,885 $ 39,318 $ (318,911) -89.0% TOTAL FUNDS $ 197,474 $ 358,229 $ 858,229 $ 557,410 $ 39,318 $ (818,911) -95.4% $ 3,586,285 $ 3,570,368 $ 4,076,942 $ 3,705,345 $ 3,581,457 $ 495,485 12.2% 292 - CORRECTIONAL HEALTH GRANT SPECIAL REVENUE - GRANT $ $ 193,607 193,607 $ $ 351,729 351,729 $ $ 351,729 351,729 $ $ 358,451 358,451 $ $ 32,818 32,818 $ $ 318,911 318,911 90.7% 90.7% 255 - DETENTION OPERATIONS SPECIAL REVENUE - OTHER $ $ 43,246,284 43,246,284 $ $ 48,797,341 48,797,341 $ $ 48,802,468 48,802,468 $ $ 48,456,535 48,456,535 $ $ 49,229,949 49,229,949 $ $ (427,481) (427,481) -0.9% -0.9% TOTAL SPECIAL REVENUE $ 43,439,890 $ 49,149,070 $ 49,154,197 $ 48,814,986 $ 49,262,767 $ (108,570) -0.2% TOTAL FUNDS $ 47,026,176 $ 52,719,438 $ 53,231,139 $ 52,520,331 $ 52,844,224 $ 386,915 0.7% USES 100 - GENERAL General Adjustments Lump Sum Adjustment: Correctional Health’s budget was reduced by $146,200 to account for savings associated with one-time lump sum pay for performance awards. Personnel Services: 31 FTE were eliminated from various activities for a savings of $679,000. Vacant positions that were transferred from Claims Processing were eliminated for a savings of $170,735. Programs and Activities Adult/Remanded Juvenile Inmate Treatment Program The purpose of the Adult/Remanded Juvenile Inmate 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 Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. 315 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Program Results Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of customers satisfied with the real estate services received. Number of real estate actions completed Number of real estate actions requested. Cost per activity. FY 2007 Actual 97.0% FY 2008 Forecast 96.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 96.6% 0.0% 0.0% 138 130 130 0 129 130 130 0 0.0% $2,713.71 $2,804.68 $2,597.04 $207.64 7.4% 0.0% 100 - GENERAL $ TOTAL SOURCES $ 921,036 921,036 $ $ 753,657 753,657 $ $ 947,187 947,187 $ $ 193,530 193,530 25.7% 25.7% 100 - GENERAL $ TOTAL USES $ 374,492 374,492 $ $ 364,608 364,608 $ $ 337,615 337,615 $ $ 26,993 26,993 7.4% 7.4% Expenditure Percentage errors are due to calculation changes that will be addressed during the strategic business plan update. Activities that comprise this program include: • Acute Infirmary • Adult Inpatient Psych Unit • Medication Dispensing and Distribution • • • External Health Care Costs Sick Call Treatment-Medical Utilization Management 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: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Average length of stay per Acute inmate Number of Inmates provided acute Infirmary Care Number of bed days provided for acute infirmary care. Number of bed days required for acute infirmary care. Cost per acute infirmary day FY 2007 Actual 1757.0% FY 2008 Forecast 1743.0% 807 841 629 -212 -25.2% 13,207 14,659 12,498 -2,161 -14.7% 13,312 14,778 12,612 -2,166 -14.7% $87.34 $111.88 $154.81 -$42.93 -38.4% (294,742) (294,742) -18.0% -18.0% 255 - DETENTION OPERATIONS $ TOTAL USES $ 1,153,497 1,153,497 $ $ 1,640,035 1,640,035 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 1987.0% 243.9% 14.0% $ $ 1,934,777 1,934,777 $ $ Percentage errors are due to calculation changes that will be addressed during the strategic business plan update. 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. 316 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Average Length of Stay per Inmate Admitted Percent of inpatient psych days per ADP Number of inpatient psych bed days provided Number of inmates admitted to the inpatient psych unit. Cost per inpatient psych day FY 2007 Actual 1610.0% FY 2008 Forecast 2329.7% 1757.0% 603.2% 465.6% (137.6%) -22.8% 38,760 55,890 41,297 -14,593 -26.1% 2,089 2,399 1,656 -743 -31.0% $75.52 $79.86 $114.48 -$34.62 -43.3% (264,216) (264,216) -5.9% -5.9% 255 - DETENTION OPERATIONS TOTAL USES 2,927,098 2,927,098 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 2531.8% 202.1% 8.7% 4,463,290 4,463,290 4,727,506 $ 4,727,506 Percentage errors are due to calculation changes that will be addressed during the strategic business plan update. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD Average Daily Population Average Daily Population Cost per output FY 2007 FY 2008 FY 2009 Variance % Variance Actual Forecast Adopted Forecast - Adopted Forecast - Adopted Not Reported Not Reported Not Reported 8,942 9,265 9,004 -261 -2.8% 8,942 9,265 9,004 -261 -2.8% $817.54 $789.81 $777.26 $12.54 1.6% 255 - DETENTION OPERATIONS $ TOTAL USES $ 7,310,409 7,310,409 $ $ 7,317,570 7,317,570 $ $ 6,998,476 6,998,476 $ $ 319,094 319,094 4.4% 4.4% The department will be developing new measures as part of the strategic business plan update process. Medication Dispensing and 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: Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Inmates on RX's per ADP Percent of Inmates on Psychotropic RX's per ADP Number of Inmates on RX's Number of Total RX orders Number of Inmates on Psychotropic RX's Number of Inmate census (or Average Daily population) Cost per prescription and distribution process FY 2007 Actual 36.8% 20.8% FY 2008 Forecast 37.4% 19.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 38.6% 1.2% 3.3% 19.5% 0.6% 2.9% 3,292 214,918 1,857 3,464 217,802 1,759 3,478 210,834 1,759 14 -6,968 0 0.4% -3.2% 0.0% 8,942 9,265 9,004 -261 -2.8% $39.38 $40.84 $34.99 $5.85 14.3% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 8,463,473 8,463,473 $ $ 8,894,566 8,894,566 317 $ $ 7,376,328 7,376,328 $ $ 1,518,238 1,518,238 17.1% 17.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Base Adjustments: The department changed the process for how over-the-counter medications are packaged, reducing expenditures by $88,800. Stricter adherence to the formulary, the approved medication list, will save approximately $417,800. Sick Call Treatment-Medical 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. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of Inmates treated by Medical per ADP Percent of inmates treated by MH per ADP Number of Medical sick call encounters provided Number of psychiatric encounters provided Number of Medical sick call encounters scheduled Number of psychiatric encounters scheduled Cost per medical sick call encounters and psychiatric encounters provided FY 2007 Actual 7.8% FY 2008 Forecast 8.1% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 10.2% 2.1% 26.5% 1.0% 1.1% 4.7% 3.6% 324.7% 254,427 274,019 336,570 62,551 22.8% 33,689 37,362 153,900 116,538 311.9% 517,745 489,036 336,570 -152,466 -31.2% 111,181 221,841 153,900 -67,941 -30.6% $37.50 $41.81 $27.83 $13.98 33.4% (630,121) (630,121) -4.8% -4.8% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 10,810,438 10,810,438 $ $ 13,020,319 13,020,319 $ $ 13,650,440 13,650,440 $ $ Base Adjustments: • A reduction in the use of registry in clinics and inpatient units will save $318,300. Less expensive full-time staff will be used instead. • A change in the timing of Ultrasound services from twice a month at one location to once a month at two locations will decrease expenditures $20,700 without impacting inmate services. • A reduction in the amount of lab orders not associated with symptoms or those needed to initiate treatment results in an expenditure decrease of $94,000. 318 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Utilization Review 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. Performance Analysis: Measure Type Result Output Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual 20.4% FY 2008 Forecast 21.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 21.8% 0.2% 1.1% Average Number of Emergency Department Visits per 1000 ADP Number of Hospital Days 3,217 3,254 3,362 Number of ER visits 2,190 2,393 2,352 Number of outside specilaty services 3,441 3,777 3,108 secured 3,567 3,873 3,893 Number of outside Specialty service requests (inmate and provider initiated) TBD Not Reported Not Reported Not Reported 292 - CORRECTIONAL HEALTH GRANT $ 248,140 $ 325,489 $ $ 248,140 $ 325,489 $ $ TOTAL SOURCES $ 108 -41 -669 3.3% -1.7% -17.7% 20 0.5% (325,489) (325,489) -100.0% -100.0% (5,253) (5,253) -1.3% -1.3% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 303,268 303,268 $ $ 408,630 408,630 $ $ 413,883 413,883 $ $ The department will be developing new measures as part of the strategic business plan update process. 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 Measure Description % of licensed employees that are current in licensure % of Risk Management Inmate Grievances resolved without adverse outcomes % of Risk Management Processes filed per ADP % of inmates/Employee with a communicable disease/significant infection per ADP % of inmates/CHS employees exposed to a communicable disease/significant infection per ADP FY 2007 Actual 100.0% 99.8% FY 2008 Forecast 100.0% 99.3% 64.0% 5.8% 168.6% 16.9% 166.9% 12.6% (1.7%) (4.3%) -1.0% -25.4% 1.0% 24.3% 6.2% (18.2%) -74.7% Activities that comprise this program include: • Clinical Education and Training • Health Records • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 100.0% 0.7% 0.7% Infection Control Health Risk Management 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 Correctional Health Services policy, state licensure or mandated by an accrediting agency such as National Center for Correctional Health Care (NCCHC). 319 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Output Output Demand Demand Efficiency Measure Description FY 2007 Actual 100.0% FY 2008 Forecast 100.0% Percent of licensed employees that are current in licensure Number of employees trained 563 Number of employees requiring Not Reported licensure Number of employees requiring 609 training Number of employees that require 764 licensure Average cost of training per employee $1,036.94 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 475 618 773 618 298 0 62.7% 0.0% 570 773 203 35.6% 618 618 0 0.0% $891.39 $513.89 $377.50 42.3% 26,171 26,171 6.2% 6.2% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 583,800 583,800 $ $ 423,409 423,409 $ $ 397,238 397,238 $ $ 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: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Percent of inmates/Employee with a communicable disease/significant infection per ADP Percent of inmates/CHS employees exposed to a communicable disease/significant infection per ADP Number of inmates/CHS employees identified with or exposed to a communicable disease/significant infection. 5.8% FY 2008 Forecast 16.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 12.6% (4.3%) -25.4% 1.0% 24.3% 6.2% (18.2%) -74.7% 96 4,482 1,690 -2,792 -62.3% Number of inmates/CHS employees identified with a communicable disease and/or significant infection. Cost of CHS Infection Control per (Inmates /Employee) identified with a communicable disease and/or significant infection OR reported exposure to communicable diseases or infectious conditions 626 1,566 1,135 -431 -27.5% $4,698.89 $87.43 $190.97 -$103.53 -118.4% (8,434) (8,434) -20.4% -20.4% 67,485 1,661 69,146 18.9% 4.8% 17.6% Revenue 292 - CORRECTIONAL HEALTH GRANT $ TOTAL SOURCES $ 55,677 55,677 $ $ 41,252 41,252 $ $ 32,818 32,818 $ $ Expenditure 255 - DETENTION OPERATIONS $ 292 - CORRECTIONAL HEALTH GRANT TOTAL USES $ 392,123 $ 58,970 451,093 $ 357,401 $ 34,479 391,880 $ 289,916 $ 32,818 322,734 $ Fluctuations in results are due to changes in the way the measure is calculated. 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. 320 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description TBD Number of health records pulled for requests Number of health records pulled per day Number of health records requested Cost per health record provided FY 2007 FY 2008 FY 2009 Variance % Variance Actual Forecast Adopted Forecast - Adopted Forecast - Adopted Not Reported Not Reported Not Reported 69,760 78,883 391,236 312,353 396.0% 758 216 1,072 856 396.0% 104,978 $13 114,479 $12 781,091 $2 666,612 $10 582.3% 82.8% 255 - DETENTION OPERATIONS $ TOTAL SOURCES $ 3,735 3,735 $ $ 4,551 4,551 $ $ 6,500 6,500 $ $ 1,949 1,949 42.8% 42.8% 255 - DETENTION OPERATIONS $ TOTAL USES $ 879,393 879,393 $ $ 923,116 923,116 $ $ 789,227 789,227 $ $ 133,889 133,889 14.5% 14.5% Expenditure The department will be developing new measures as part of the strategic business plan update process. 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: Measure Type Result Result Output Demand Demand Efficiency Measure Description Percent of Risk Management Inmate Grievances resolved without adverse outcomes Percent of Risk Management Processes filed per ADP Number of Total External Grievances not sustained or partially sustained Total Number of grievances initiated (Initial, Institutional and External) Total Number of Risk Management processes initiated Cost cost per Number of Risk Management Processes FY 2007 Actual 99.8% FY 2008 Forecast 99.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.7% 0.7% 64.0% 168.6% 166.9% (1.7%) -1.0% 191 224 186 -38 -17.0% 4,146 2,743 1,869 -874 -31.9% 20,999 15,131 10,701 -4,430 -29.3% $21.13 $20.44 $29.68 -$9.24 -45.2% (8,397) (8,397) -2.7% -2.7% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 439,937 439,937 $ $ 309,202 309,202 $ $ 317,599 317,599 $ $ Fluctuations in results are due to changes in the way the measures are calculated. 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 Measure Description % of health service requests triaged within 24 hours % of telemedicine consultations per 1000 ADP % of receiving screening assessments accomplished within timeframes determined FY 2007 Actual 91.2% 23.0% 100.0% FY 2008 Forecast 85.0% 19.8% 100.0% 321 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 15.0% 17.6% 42.3% 22.6% 114.2% 100.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Activities that comprise this program include: • 14-Day Health Assessment • Health Services Request • Receiving Screening Health Care 322 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health 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: Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD Number of PE completed The number of Inmates booked with Length of Stay greater than or equal to 4 days Cost cost per physical assessment FY 2007 FY 2008 FY 2009 Variance % Variance Actual Forecast Adopted Forecast - Adopted Forecast - Adopted Not Reported Not Reported Not Reported 64,939 24,445 31,567 7,122 29.1% 76,886 59,374 65,582 6,208 10.5% 255 - DETENTION OPERATIONS $ TOTAL USES $ $54 3,510,331 3,510,331 $123 $ $ 3,001,405 3,001,405 $98 $ $ 3,091,341 3,091,341 $ $ $25 20.2% (89,936) (89,936) -3.0% -3.0% The department will be developing new measures as part of the strategic business plan update process. Health Services Request 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: Measure Type Result Output Demand Efficiency Measure Description Percent of health service requests triaged within 24 hours Number of health service requests triaged Number of health service requests Cost cost per health service request triaged FY 2007 Actual 91.2% FY 2008 Forecast 85.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 15.0% 17.6% 45,508 62,718 72,938 10,220 16.3% 49,904 $21.80 73,405 $16.77 72,938 $12.65 -467 $4.12 -0.6% 24.5% Expenditure 255 - DETENTION OPERATIONS $ TOTALUSES $ 991,853 991,853 $ $ 1,051,503 1,051,503 $ $ 922,692 922,692 $ $ 128,811 128,811 12.3% 12.3% 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. 323 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of receiving screening assessments accomplished within timeframes determined Percent of telemedicine consultations per 1000 ADP Number of Receiving Screening assessments completed Number of inmates presented at Receiving Screening Cost cost per Receiving Screening assessment completed FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 23.0% 19.8% 42.3% 22.6% 114.2% 99,653 105,744 103,179 -2,565 -2.4% 99,653 105,774 103,179 -2,595 -2.5% $12.08 $11.10 $9.90 $1.20 10.8% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 1,204,248 1,204,248 $ $ 1,174,121 1,174,121 $ $ 1,021,840 1,021,840 $ $ 152,281 152,281 13.0% 13.0% 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 Measure FY 2007 Description Actual Average length of stay per inmate ordered to ASH Not Reported Percent of inmates found not restorable Not Reported % of competency determinations performed within 78 68.1% days. % of inmates found not restorable within 15 months of the 21.2% determination of incompetency % of Rule 11 evaluations performed within program time 81.1% frame Percent of rule 11 juvenile evaluation performed within 87.5% program time frame FY 2008 FY 2009 Variance % Variance Forecast Adopted Forecast - Adopted Forecast - Adopted 2166.7% Not Reported 0.0% 0.0% 0.0% 61.1% 60.8% (0.4%) -0.6% Activities that comprise this program include: • Rule 11 ASH Payment • Rule 11 Custody Restoration 20.5% 20.3% (0.1%) -0.6% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% • • Adult Rule 11 Evaluations Juvenile Competency Evaluation ASH Activity The purpose of the ASH Activity is to provide payments to Arizona State Hospital for mental health services rendered to Maricopa County inmates so that they can receive mandated health care. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Average length of stay per inmated ordered to ASH Percent of inmates found not restorable Number of inmates sent to ASH Number of inmates ordered to ASH Cost per output FY 2007 Actual Not Reported FY 2008 FY 2009 Forecast Adopted 2166.7% Not Reported Not Reported 0.0% Not Reported Not Reported Not Reported Not Reported 3 Not Reported 3 Not Reported $18,711.33 Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted The department will be developing new measures as part of the strategic business plan update process. 324 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health 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. Performance Analysis: Measure Type Result Result Output Demand Efficiency Efficiency Revenue Measure Description Percent of competency determinations performed within 78 days. FY 2007 Actual 68.1% FY 2008 Forecast 61.1% 21.2% 20.5% 20.3% (0.1%) -0.6% 326 342 344 2 0.6% 617 594 713 119 20.0% $5,843 $72 $2,895 $71 $5,687 $1 -$2,792 1.2% -96.4% $ $ (194,525) (194,525) -100.0% -100.0% $ $ 23,981 23,981 Percent of inmates found not restorable within 15 months of the determination of incompetency Number of inmates restored or found not restorable Number of inmates under orders of restoration delivered to CHS Cost cost per RTC Inmate Day Cost per inmate treated 100 - GENERAL $ TOTAL SOURCES $ - FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 60.8% (0.4%) -0.6% $ $ 194,525 194,525 $ $ $ 1,980,407 1,980,407 $ $ - Expenditure 100 - GENERAL $ TOTAL USES $ 1,904,801 1,904,801 1,956,426 1,956,426 1.2% 1.2% Adult Rule 11 Evaluations Activity The purpose of the Adult Rule 11 Evaluation Activity is to provide testing for criminal defendants so they can be evaluated for mental competency. Performance Analysis: Measure Type Result Output Output Output Demand Efficiency Efficiency Measure Description FY 2007 Actual 81.1% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Percent of Rule 11 evaluations performed within program time frame Number of incompetent inmates found 5 15 15 not restorable Number of Rule 11 competency 581 1,282 1,716 evaluations completed Number of inmates found competent 581 342 1,716 or incompetent Number of Rule 11 competency 624 1,691 1,843 evaulations ordered Cost per inmate competency $2,385.54 $1,080.80 $776.14 evaluation Cost per Rule 11 evaluation program Not Reported Not Reported Not Reported days 0 0.0% 434 33.9% 1,374 401.8% 152 9.0% $304.66 28.2% 53,733 53,733 3.9% 3.9% Expenditure 100 - GENERAL $ TOTAL USES $ 1,386,000 1,386,000 $ $ 1,385,586 1,385,586 $ $ 1,331,853 1,331,853 $ $ 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. 325 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Output Output Output Demand Efficiency Efficiency Measure Description FY 2007 FY 2008 Actual Forecast 87.5% Not Reported FY 2009 Adopted Not Repoted Variance Forecast - Adopted Percent of rule 11 juvenile evaluation performed within program time frame Number of juveniles found competent 16 465 427 or incompetent Number of incompetent juveniles 0 0 0 found not restorable Number of rule 11 juvenile competency 16 465 427 evaluation completed Number of Rule 11 juvenile 16 465 427 competency evaluations ordered Cost per juvenile competency $17,562.50 $609.07 $644.03 evaluation Cost per rule 11 juvenile evaluation Not Reported Not Reported Not Reported program days % Variance Forecast - Adopted -38 -8.2% 0 0.0% -38 -8.2% -38 -8.2% -$34.96 -5.7% 8,218 8,218 2.9% 2.9% Expenditure 100 - GENERAL $ TOTAL USES $ 281,000 281,000 $ $ 283,218 283,218 326 $ $ 275,000 275,000 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 3,570,368 $ - MID-YEAR ADJUSTMENTS: Pima County IGA Nurse Market Study $ $ Subtotal $ 500,000 6,574 506,574 $ 500,000 500,000 $ 4,076,942 $ 500,000 FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Employee Market Compensation Adjustments Pima County IGA $ Subtotal $ - $ 4,515 (500,000) (495,485) $ (500,000) (500,000) FY 2008-09 BUDGET TARGET $ 3,581,457 $ - FY 2008-09 REQUESTED BUDGET $ 3,581,457 $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 3,581,457 $ 0.0% 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 327 3,581,457 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Detention Fund (255) EXPENDITURES REVENUE FY 2007-08 ADOPTED BUDGET $ $ 6,500 MID-YEAR ADJUSTMENTS: Social Worker Market Study Jan. 2008 Administrative Reductions $ 65,127 $ (60,000) 5,127 $ - OPERATING Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Increase in Risk Management Charges Annualization of Social Worker Market Study Reallocation from General Government Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 48,797,341 48,802,468 $ 6,500 - $ 1,239,617 55,106 981,727 (58,894) 2,217,556 $ - FY 2008-09 BUDGET TARGET $ 51,020,024 $ 6,500 FY 2008-09 REQUESTED BUDGET $ 51,020,024 $ 6,500 BUDGET BALANCING ADJUSTMENTS: Lump Sum Adjustment $ Stricter Adherence to Formulary Miscellaneous Personnel Cuts Reduction to Registry Reduce Ultrasound Mobile Radiology Utilization Change Over-the-Counter Distribution Process to Eliminate Dispensing Fees Reduce Lab Testing Costs Eliminate Vacant Personnel Transferred from Claims Processing Subtotal $ (146,200) $ (417,800) (679,000) (318,300) (20,700) (88,800) (94,000) (170,735) (1,935,535) $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 49,084,489 $ -3.8% 6,500 0.0% $ NON-OPERATING NON-OPERATING 0001 Transition to AHCCCS Claims Processing FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 328 $ Subtotal $ 145,460 145,460 $ $ - $ 145,460 $ - $ 49,229,949 $ 6,500 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Correctional Health Grant Fund (292) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 351,729 $ 351,729 FY 2007-08 REVISED RESTATED BUDGET $ 351,729 $ 351,729 FY 2008-09 BUDGET TARGET $ 351,729 $ 351,729 REQUESTED ADJUSTMENTS: Grant Reconciliation $ Subtotal $ (318,911) $ (318,911) $ (318,911) (318,911) FY 2008-09 REQUESTED BUDGET $ 32,818 $ 32,818 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 32,818 $ -90.7% 32,818 -90.7% FY 2008-09 TOTAL ADOPTED BUDGET $ 329 32,818 $ 32,818 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Analysis by Bradley Kendrex, Sr. Management & Budget Analyst Summary Mission The mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. 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: The County Attorney’s Office has established flexible scheduling and telecommuting programs for employees on a pilot basis. This includes a pilot 4/10 scheduling option in the Investigations Division as well as telecommuting agreements in other areas that 40 employees are participating in. • In order to incorporate the following information into future strategic plans, annually assess crime distribution trends, rule changes, new case law, grant funding levels, and legislative changes to determine if additional enforcement initiatives and/or prosecution programs are needed, if staffing resources and facilities are required, if changes to state statutes or court rules are needed, and analyze the need for enhanced victim services and community interaction. Status: MCAO has embarked on a continuous effort to improve the use of metrics to analyze crime distribution trends and expand the variety of inputs available to discern community needs and crime trends. MCAO engages in the aggressive use of Internet resources with at least 11 active websites to educate, monitor interest and obtain feedback. MCAO maintains a presence with dozens of relevant law enforcement and social service related entities to engage in active listening exercises and provide feedback concerning the criminal justice system. From legislative processes and sub-committees to Family Advocacy Centers; Supreme Court Rulemaking processes to the Children’s Action Alliance, MCAO is engaged with the Community. MCAO reviews and responds to approximately 1,500 emails quarterly from concerned citizens to help determine levels of community engagement in certain areas that might otherwise be unnoticed. During the past two quarters alone, MCAO produced, attended and/or supported more than 40 different events and speaking engagements. These events allow MCAO to gauge the need for additional crime prevention initiatives. MCAO has engaged in aggressive public 330 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney awareness crime prevention and education campaigns based on these assessments of community needs. • 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: MCAO’s internal statistical reporting continues the development of meaningful benchmarks to measures areas associated with the intake, case review and charging processes, the timing and acceptance of plea offers after case charging, and the resulting case flow in order to reduce the percentage of non-complex criminal cases open longer than 180 days. The analysis has necessarily expanded to examine the role of the other stakeholders, the public defenders and courts/judges and commissioners in achieving these goals. As an example, the County Attorney’s Office cites that through the Regional Court Center (RCC) process, they have been able to reduce the case processing time of the typical case from 87 days to approximately 40 days. • 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 revision of the MCAO external websites continues and is expected to be completed by mid-2009. The work completed to-date has enhanced the MCAO websites and made them more user-friendly, in addition to making it easier to upload current data to the different sites faster. Unfortunately the budget difficulties have had a negative effect on obtaining resources to continue some software and hardware improvements. • 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 has continued to participate in the ongoing maintenance and development of ICJIS projects as constrained by the ICJIS budget. • 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: Plea agreements have been toughened for violent offenders whether or not a firearm is used. The same approach has been implemented for identified gang members committing offenses and for repeat offenders as defined by objective criteria. MCAO prosecutors have also coordinated with newly active cold case detectives in many Valley law enforcement agencies. The Family Violence Unit prosecutes cases where felonies occur within the domestic violence context. These concentrated efforts in conjunction with law enforcement partners has resulted in dramatic decreases in crime rates in many FBI Classified Part 1 Crime Categories. 331 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney According to the County Attorney’s Office, overall crime rates in the valley’s metropolitan area have decreased 12.5% since 2004, despite the 6% increased population growth for the Valley during the same period. The overall violent crime rate per 100,000 in Maricopa County has increased slightly (2.5%) since 2004 and the overall property crime rate has decreased 14% since 2004. In addition, new MCAO policies have increased the number of defendants sent to DOC by 28.9% since 2004. The MCAO has lobbied for numerous bills targeted at identity theft, human smuggling, meth control, crimes against unborn children, and victim’s rights. Furthermore, MCAO helped abolish a law diminishing the seriousness of rape by a spouse. • 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 has supported auto theft bills to toughen penalties for auto theft, including SB 1065, which mandated that a person convicted of a first violation who was sentenced to probation must be sent to one year in jail, and SB 1066, which mandated that a person convicted of a second or subsequent auto theft violation would not be eligible for a suspended sentence, probation or release from confinement. Neither of these bills ultimately became law, though MCAO will reportedly continue to support these bills. In 2008, MCAO’s Road Map to Crime Prevention booklet was the recipient of a NACo Achievement Award. The Crime Prevention booklet includes prevention tips and current statistics on automobile theft and identity theft in Maricopa County. In regard to identity theft, MCAO supported HB 2745, a measure to clarify the worksiteenforcement law that was passed. HB 2745 allows MCAO to prosecute managers of businesses. It installed safeguards for companies who use the E-Verify program for new employees. MCAO also supported HB 2779 (Legal Arizona Workers Act) which prohibits employers from knowingly or intentionally hiring undocumented workers. This law was enacted in January 2008. Both of these bills work to deter identity thieves who illegally use information to gain employment. • 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 MCAO is participating in a Warrants Task Force, headed by the Mesa Police Department. This is a multi-agency effort to reduce the number of outstanding warrants. In addition, MCAO have participated in Fugitive Safe Surrender with the U.S. Marshall’s Office to allow for the surrender of many with outstanding warrants in a safe and supportive community based environment. Over 400 persons surrendered in a 4-day period. Senior members of the MCAO Executive staff have participated in a review of the Phoenix Police Department crime lab processes and made recommendations regarding crime scene processing. PPD has been working within budget constraints to improve crime scene processing by crime scene techs and Detectives who have continued the practice of working in concert with MCAO Major Crimes Attorneys who remain on 24/7 call-out to crime scenes. 332 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney The MCAO launched a prescription drugs campaign this year. The drugfreeaz website, in addition to public service announcements and billboards, helped launch a 2-month long education campaign highlighting teen abuse of prescription drugs. An insert with prescription drug facts and statistics was also included in a revision of the MCAO’s “Handy Helpful Handbook.” Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL SOURCES 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION ACTIVITY FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 2,180,165 2,180,165 $ 2,313,001 2,313,001 $ 3,084,210 3,084,210 $ 2,465,576 2,465,576 $ 2,313,001 2,313,001 $ (771,209) -25.0% (771,209) -25.0% 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACTV METH - METH/MAJOR DRUGS PROSECUTION TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY $ 9,967,755 230,450 529,013 1,438,672 6,929,706 839,915 $ 7,689,587 230,450 582,486 600,000 6,170,285 106,366 $ 9,177,886 312,238 655,486 600,000 7,466,046 144,116 $ 11,480,509 151,950 669,028 487,895 1,213,153 8,183,515 774,968 $ 10,440,166 230,450 774,381 600,000 8,728,969 106,366 $ 1,262,280 13.8% (81,788) -26.2% 118,895 18.1% 0.0% 1,262,923 16.9% (37,750) -26.2% 99AS - ADMINISTRATIVE SERVICES PROG ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 1,021,653 1,021,631 22 $ 3,008,810 3,008,810 - $ 3,008,810 3,008,810 - $ 1,391,800 1,389,834 1,966 $ 3,758,810 3,758,810 - $ 750,000 750,000 - 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 524,733 524,733 $ - $ - $ 491,830 491,830 $ - $ - 99IT - INFORMATION TECHNOLOGY PROGRAM $ DACR - DATA CENTER TOTAL PROGRAMS $ USES 19CL - CIVIL LEGAL SERVICES $ LAAC - LEGAL ADVICE 13,694,306 $ 13,011,398 $ 15,270,906 $ 28,736 28,736 15,858,451 $ 16,511,977 $ 1,241,071 8.1% - $ - $ 93,522 93,522 $ - $ - $ 93,522 93,522 100.0% 100.0% 75,772 75,772 2.4% 2.4% $ $ $ $ $ 24.9% 24.9% 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION ACTIVITY $ 2,442,851 2,442,851 $ 3,034,779 3,034,779 $ 3,148,843 3,148,843 $ 2,024,580 2,024,580 $ 3,073,071 3,073,071 $ 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACTV IVAC - COUNTY ATTORNEY INITIATED INV IDNT - IDENTITY THEFT PROSECUTION METH - METH/MAJOR DRUGS PROSECUTION TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY DEAP - DATA ENTRY ACTIVITY PERFORMED RETA - REPORTING/TECHNICAL ASSISTANCE $ 59,704,498 1,029,228 7,912,696 569,203 4,093,946 1,299,004 3,051,849 37,633,106 4,115,465 - $ 63,331,168 1,804,418 8,086,072 600,000 4,280,615 1,461,468 3,324,525 38,811,556 4,962,514 - $ 65,726,959 1,850,234 8,322,091 615,589 4,291,123 1,504,964 3,359,597 40,751,128 5,032,233 20,785 20,781 $ 67,135,597 1,974,918 8,801,583 517,893 5,167,898 1,692,285 3,541,220 40,744,556 4,695,244 - $ 68,705,369 2,118,114 8,805,107 599,997 5,316,233 1,591,887 3,463,582 41,920,378 4,890,071 - $ (2,978,410) (267,880) (483,016) 15,592 (1,025,110) (86,923) (103,985) (1,169,250) 142,162 20,785 20,781 -4.5% -14.5% -5.8% 2.5% -23.9% -5.8% -3.1% -2.9% 2.8% 100.0% 100.0% 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 5,490,218 110,139 4,171,746 803,068 312,830 92,436 - $ 7,184,839 102,620 5,154,955 1,430,266 340,419 156,579 - $ 8,845,458 136,061 6,531,172 1,483,204 472,672 191,180 31,169 $ 5,572,747 109,711 4,259,398 742,663 354,040 106,935 - $ 5,708,636 101,924 4,749,210 456,215 347,404 53,883 - $ 3,136,822 34,137 1,781,962 1,026,989 125,268 137,297 31,169 35.5% 25.1% 27.3% 69.2% 26.5% 71.8% 100.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ - $ 55,630 39,160 16,470 - $ 207,448 46,765 50,696 63,229 46,758 $ 5,488 5,488 - $ - $ 207,448 46,765 50,696 63,229 46,758 100.0% 100.0% 100.0% 100.0% 100.0% 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION GISA - GIS APPLICATION DEVELOPMENT HDSP - HELP DESK SUPPORT VANS - VALUE ADDED NETWORK SERVICE $ 3,581,166 858,726 1,233,122 986,680 502,638 - $ 3,553,077 1,016,914 1,635,451 133,042 214,212 553,458 $ 3,798,858 1,090,042 1,668,308 174,083 20,784 20,783 238,672 586,186 $ 3,909,231 988,094 1,277,144 1,069,395 574,598 - $ 3,695,416 995,762 1,183,078 988,850 527,726 - $ 103,442 94,280 485,230 (814,767) 20,784 20,783 (289,054) 586,186 2.7% 8.6% 29.1% -468.0% 100.0% 100.0% -121.1% 100.0% 20,785 20,781 680,162 100.0% 100.0% 0.8% INACTIVE ACTIVITIES DEAP - DATA ENTRY ACTIVITY PERFORMED RETA - REPORTING/TECHNICAL ASSISTANCE TOTAL PROGRAMS $ 71,218,733 $ 77,159,493 333 $ 20,785 20,781 81,862,654 $ 78,647,643 $ 81,182,492 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 6,142,995 2,508,255 8,651,250 6,160,825 2,120,556 8,281,381 $ $ 8,347,333 2,545,627 10,892,960 $ $ 8,499,070 2,418,918 10,917,988 $ $ 8,347,333 2,193,556 10,540,889 $ $ $ 352,071 352,071 0.0% 16.1% 3.3% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 868,387 868,387 $ $ 868,307 868,307 $ $ 868,307 868,307 $ $ 941,488 941,488 $ $ 1,007,307 1,007,307 $ $ 139,000 139,000 16.0% 16.0% $ SUBTOTAL $ 2,886,634 2,886,634 $ $ 3,709,010 3,709,010 $ $ 3,709,010 3,709,010 $ $ 3,599,706 3,599,706 $ $ 4,459,010 4,459,010 $ $ 750,000 750,000 20.2% 20.2% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 299,656 60,709 360,365 $ $ $ 101,000 51,700 152,700 $ $ 330,459 68,810 399,269 $ $ 101,000 51,700 152,700 $ $ 101,000 51,700 152,700 $ - 0.0% 0.0% 0.0% ALL REVENUES $ 12,766,635 $ 13,011,398 $ 15,270,906 $ 15,858,451 $ 16,511,977 $ 1,241,071 8.1% TOTAL SOURCES $ 12,766,635 $ 13,011,398 $ 15,270,906 $ 15,858,451 $ 16,511,977 $ 1,241,071 8.1% FINES & FOREFEITS 0637 - FINES & FORFEITS $ Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 44,512,358 $ 383,319 270,185 12,947,070 629,783 (861,947) 220,587 58,101,355 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 1,456,842 73,546 195,539 1,725,926 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES SUBTOTAL $ 786,770 2,115,370 3,189,471 1,202,544 359,288 709,197 431,962 221,430 252,559 236,358 931,050 23,804 10,459,802 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 31,908 205,018 28,435 666,288 931,649 $ TOTAL USES $ 71,218,733 $ $ FY 2007-08 REVISED 49,458,830 $ 529,428 139,569 14,849,069 258,427 (861,947) 64,373,376 $ 1,348,786 70,000 14,436 1,433,222 $ $ 889,511 3,185,455 3,572,982 1,387,103 260,700 535,440 329,314 147,000 295,162 160,600 8,500 10,771,767 $ $ $ 581,128 581,128 $ 77,159,493 $ FY 2007-08 FORECAST 51,573,957 $ 525,446 139,569 15,087,507 562,504 (1,213,875) 66,675,108 $ 1,629,611 70,000 14,436 1,714,047 $ $ 1,350,853 3,209,040 4,075,163 1,387,103 260,700 1,636,910 327,428 147,931 295,212 161,531 8,500 12,860,371 $ $ $ 32,000 581,128 613,128 $ 81,862,654 $ 334 FY 2008-09 ADOPTED 49,688,582 $ 692,250 489,693 14,813,822 1,076,615 (535,247) (106,115) 66,119,600 $ 989,523 83,612 15,943 1,089,078 $ $ 1,063,334 1,913,306 3,748,540 1,172,531 766,707 688,622 369,690 221,689 211,009 234,103 641,142 17,223 11,047,896 $ $ $ 83,946 307,123 391,069 $ 78,647,643 $ ADOPTED VS REVISED VARIANCE % 48,909,881 $ 2,418,075 156,348 14,959,974 980,170 (959,712) 318,348 66,783,084 $ 1,155,036 88,100 1,243,136 $ $ 2,664,076 (1,892,629) (16,779) 127,533 (417,666) (254,163) (318,348) (107,976) 5.2% 0.0% 0.0% 0.8% 0.0% 20.9% -0.2% 474,575 29.1% (18,100) -25.9% 14,436 100.0% 470,911 27.5% 1,345,711 3,074,155 3,187,398 1,238,467 857,095 1,494,910 384,966 413,500 348,470 212,400 5,200 12,562,272 $ $ $ 594,000 594,000 $ 0.0% 32,000 100.0% (12,872) 19,128 0.0% $ 81,182,492 $ 680,162 $ $ 5,142 0.4% 134,885 4.2% 887,765 21.8% 148,636 0.0% (596,395) -228.8% 142,000 8.7% (57,538) -17.6% (265,569) 0.0% (53,258) -18.0% (50,869) (0) 3,300 38.8% 298,099 2.3% 0.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 60,709 $ 51,700 $ 51,700 $ 68,810 $ 51,700 $ - 0.0% 219 - COUNTY ATTORNEY GRANTS SPECIAL REVENUE - GRANT $ $ 6,152,697 6,152,697 $ $ 6,160,825 6,160,825 $ $ 8,347,333 8,347,333 $ $ 8,508,679 8,508,679 $ $ 8,347,333 8,347,333 $ $ - 0.0% 0.0% 213 - COUNTY ATTORNEY RICO 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 SPECIAL REVENUE - OTHER $ $ $ 2,750,000 1,008,810 1,814,388 600,000 1,799,746 100,000 40,000 8,112,944 $ $ 2,021,964 1,015,559 1,680,498 487,895 1,844,435 116,361 114,250 7,280,962 $ $ 2,000,000 1,008,810 1,556,493 600,000 1,566,570 100,000 40,000 6,871,873 $ $ 2,000,000 1,008,810 1,483,493 600,000 1,566,570 100,000 40,000 6,798,873 $ $ 2,238,115 927,671 1,491,050 529,013 2,021,548 133,685 139,819 7,480,901 $ 750,000 257,895 233,176 1,241,071 37.5% 0.0% 16.6% 0.0% 14.9% 0.0% 0.0% 18.1% TOTAL SPECIAL REVENUE $ 13,633,597 $ 12,959,698 $ 15,219,206 $ 15,789,641 $ 16,460,277 $ 1,241,071 8.2% TOTAL FUNDS $ 13,694,306 $ 13,011,398 $ 15,270,906 $ 15,858,451 $ 16,511,977 $ 1,241,071 8.1% $ 59,674,740 $ 63,399,795 $ 65,031,852 $ 64,489,670 $ 62,837,039 $ 2,194,813 3.4% 219 - COUNTY ATTORNEY GRANTS SPECIAL REVENUE - GRANT $ $ 5,970,114 5,970,114 $ $ 6,160,825 6,160,825 $ $ 8,347,333 8,347,333 $ $ 6,789,267 6,789,267 $ $ 8,347,330 8,347,330 $ $ 3 3 0.0% 0.0% 213 - COUNTY ATTORNEY RICO 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 SPECIAL REVENUE - OTHER $ $ $ 2,750,000 1,008,810 2,314,388 599,997 2,384,928 500,000 440,000 9,998,123 $ $ 2,919,042 815,358 1,542,582 517,893 1,553,831 10,000 10,000 7,368,706 $ $ 2,750,000 1,008,810 1,622,493 600,000 1,562,166 500,000 440,000 8,483,469 $ $ 2,000,000 1,008,810 1,483,493 600,000 1,566,570 500,000 440,000 7,598,873 $ $ 1,238,098 963,895 1,250,605 569,203 1,436,053 116,023 5,573,878 TOTAL SPECIAL REVENUE $ 11,543,993 $ 13,759,698 $ 16,830,802 $ 14,157,973 $ TOTAL FUNDS $ 71,218,733 $ 77,159,493 $ 81,862,654 $ 78,647,643 $ USES 100 - GENERAL $ (691,895) 3 (822,762) (1,514,654) 0.0% 0.0% -42.6% 0.0% -52.7% 0.0% 0.0% -17.9% 18,345,453 $ (1,514,651) -9.0% 81,182,492 $ 680,162 0.8% General Adjustments Computer Lease Payments: The cost of computer lease payments for the County Attorney’s Office is being transferred from the General Fund to the Criminal Justice Enhancement Fund. This results in a decrease to the General Fund of $594,000 and an increase to the Criminal Justice Enhancement Fund of that amount. Wells Fargo Lease Payments: A portion of the cost to lease space in the Wells Fargo building for the County Attorney’s Office is being transferred from the General Fund to the Fill-the-Gap Fund. This results in a decrease to the General Fund of $500,000 and an increase to the Fill-the-Gap Fund of that amount. Eliminate Crime Prevention Program: The County Attorney’s Office has eliminated their Crime Prevention Program, with 1.0 FTE, allowing a budget reduction of $256,968. Eliminate Various Vacant Positions: Various vacant positions are being eliminated (4.0 FTE), thus the General Fund expenditure budget is being reduced by $219,350. Reduce Travel Budget: The County Attorney’s Office is reducing spending on travel, thus the General Fund expenditure budget is being reduced by $25,000. Reduce Supply Budget: The County Attorney’s Office is reducing spending on supplies, thus the General Fund expenditure budget is being reduced by $24,925. 335 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Programs and Activities 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 The department will be developing Program Result Measures as part of the strategic business plan update process. Activities that comprise this program include: • Victim Compensation Victim Compensation Activity 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: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual 92.3% FY 2008 Forecast 91.7% 69,041 Not Reported 72,841 599 41,289 Not Reported -31,552 -76.4% 69,041 72,841 41,289 -31,552 -76.4% $59.61 $64.46 $118.44 -$53.98 -83.7% 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 839,915 $ 839,915 $ 774,968 $ 774,968 $ 106,366 $ 106,366 $ (668,602) (668,602) -86.3% -86.3% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,192,690 $ 845,546 77,230 3,744,631 $ 852,467 98,146 3,862,073 $ 922,271 105,727 (117,442) (69,804) (7,581) -3.1% -8.2% -7.7% 4,115,465 $ 4,695,244 $ 4,890,071 $ (194,827) -4.1% % of victims satisfied as determined by a satisfaction survey. # of victims receiving services. # of victims participating in satisfaction survey # of victims entitled to receive victim services. Cost per victim who received services. FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Revenue Expenditure 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 benefit of timely and responsive legal advice and representation. Program Results Measure Description % of clients satisfied with legal advice provided as determined by a customer satisfaction survey. FY 2007 Actual Not Reported FY 2008 Forecast Not Reported 336 FY 2009 Variance Adopted Forecast - Adopted 100.0% % Variance Forecast - Adopted Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Activities that comprise this program include: • Legal Advice 337 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Legal Advice Activity The purpose of the Legal Advice Activity is to provide legal advice to County officers, administrators and managers so that they can have timely and quality advice to manage the affairs of County government. 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: Measure Type Result Output Demand Efficiency Measure Description % of clients satisfied with legal advice provided as determined by a customer satisfaction survey. "# of claims, protests, lawsuits, appeals, and responses to requests for legal advice completed" # of claims, protests, lawsuits, appeals, and requests for legal advice opened. "Cost per claim, protest, lawsuit, appeal, and response to request for legal advice" FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance Adopted Forecast - Adopted 100.0% % Variance Forecast - Adopted 3,947 3,930 4,025 95 2.4% 3,664 3,933 3,737 -196 -5.2% Not Reported Not Reported $4,108.36 Budget Balancing Adjustment: The County Attorney General Fund revenue and expenditure budgets are being decreased by $494,221 to account for reduced retainer revenue and the subsequent reduction of 5.0 FTE allowed by the reduced workload. Budget Balancing Adjustment: The County Attorney General Fund expenditure budget is being increased by $497,232 to fund a 5.0 FTE staff increase. This additional staff will allow for more cases to be handled internally, reducing reliance on outside counsel to handle the civil caseload. Budget Balancing Adjustment: The County Attorney General Fund expenditure budget is being decreased by $398,449 due to the elimination of 3.5 FTE. These positions were longterm vacancies. Restatement: Funding for the County Attorney’s Office Civil Division is being restated from the County Attorney’s Office (190) to the newly created County Attorney – Civil (280) budget. The restatement decreases the County Attorney’s General Fund expenditure budget by $11,808,466 and revenue budget by $4,389,654, while increasing the County Attorney – Civil budget by those amounts. 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 that justice has been served and offenders are held accountable for their criminal or delinquent acts. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the county on behalf of the state. 338 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Program Results Measure Description Rate of conviction Percent of vehicle theft prosecutions completed within 90 days of arraignment Percent of vehicle theft prosecutions completed within 180 days of arraignment % of adult criminal cases filed within deadlines. % of juvenile cases filed within deadlines. Percent of bad check cases diverted Rate of conviction Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment % of adult criminal cases completed within 180 days. % of juvenile cases completed within expected timeframes. % of victims satisfied as determined by a satisfaction survey. FY 2007 Actual 33.5% 42.0% 78.0% Not Reported Not Reported Not Reported 60.5% 15.5% 43.0% FY 2008 Forecast 26.5% 37.7% Not Reported Not Reported Not Reported Not Reported 44.2% 15.7% Not Reported 52.5% 36.0% 74.0% 55.2% 26.3% Not Reported 92.0% Not Reported 9.2% 100.0% 92.3% 91.7% Activities that comprise this program include: • Auto Theft Prosecution • Charging • Check Enforcement Program • Identity Theft Prosecution • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 85.0% 47.2% 125.2% 50.0% Not Reported Not Reported 85.0% 85.0% 50.0% 40.8% 34.3% 92.4% 217.6% 29.8% 23.7% 53.9% 89.9% 85.8% 933.7% 85.0% 85.0% 50.0% 85.0% 95.0% Not Reported Not Reported County Attorney Initiated Investigations Meth & Major Drug Prosecution Trial Victim Assistance Auto Theft Prosecution Activity The purpose of the Vehicle Theft Prosecution Activity is to prosecute persons accused of theft of motor vehicles for crime victims and the public so that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Rate of conviction Percent of vehicle theft prosecutions completed within 90 days of arraignment Percent of vehicle theft prosecutions completed within 180 days of arraignment Number of vehicle thefts prosecuted Number of vehicle thefts submitted by law enforcement Cost per vehicle theft prosecuted FY 2007 Actual 33.5% 42.0% 78.0% FY 2008 Forecast 26.5% 37.7% Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 85.0% 47.2% 55.6% 50.0% 2,208 3,779 4,385 7,049 4,504 7,708 119 659 2.6% 8.5% $466.14 $450.38 $470.27 -$19.89 -4.4% 78,500 78,500 51.7% 51.7% (113,888) (29,308) (143,196) -6.7% -10.9% -7.3% 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 230,450 $ 230,450 $ 151,950 $ 151,950 $ 230,450 $ 230,450 $ 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 854,863 $ 174,365 1,029,228 $ 1,705,129 $ 269,789 1,974,918 $ 1,819,017 $ 299,097 2,118,114 $ Expenditure 339 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Charging Activity The purpose of the Vehicle Theft Prosecution Activity is to prosecute persons accused of theft of motor vehicles for crime victims and the public so that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description % of adult criminal cases filed within deadlines. % of juvenile cases filed within deadlines. # of adult criminal cases filed. # of juvenile cases filed. # of adult criminal cases submitted. # of juvenile cases submitted and filed. Cost of adult criminal case filed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported 38,694 14,401 52,367 34,762 40,763 12,169 53,600 Not Reported 40,800 Not Reported 55,121 Not Reported $204.49 $215.92 $215.81 Variance Forecast - Adopted % Variance Forecast - Adopted 37 0.1% 1,521 2.8% $0 0.1% 221 - COUNTY ATTORNEY FILL THE $ GAP TOTAL SOURCES $ - $ 669,028 $ 774,381 $ 105,353 15.7% - $ 669,028 $ 774,381 $ 105,353 15.7% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 7,351,414 $ 50,807 360,866 8,150,186 $ (2,219) 517,475 7,841,706 $ 737,511 308,480 (2,219) (220,036) 3.8% 100.0% -42.5% (89,749) -65.9% (3,524) 0.0% Expenditure 149,610 7,912,696 $ 136,141 8,801,583 $ 225,890 8,805,107 $ Check Enforcement Diversion Activity The purpose of the Check Enforcement Diversion activity is to provide recovery of monies from bad check writers and to deter the writing of bad checks through prosecution, education and the assessment of fines, so that Maricopa County residents and businesses will see successful recovery of lost monies and that offenders are held accountable. 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: Measure Type Result Output Demand Efficiency Measure Description Percent of bad check cases diverted # of checks resolved through collection of restitution # of checks received into the Check Enforcement Program. Cost per check resolved through collection of restitution FY 2007 Actual Not Reported 8,167 FY 2008 Forecast Not Reported Not Reported 9,963 $69.70 7,506 Not Reported FY 2009 Variance Adopted Forecast - Adopted 85.0% 8,330 14,195 6,689 % Variance Forecast - Adopted 47.1% $72.03 Revenue 266 - CHECK ENFORCEMENT $ PROGRAM TOTAL SOURCES $ 529,013 $ 487,895 $ 600,000 $ 112,105 23.0% 529,013 $ 487,895 $ 600,000 $ 112,105 23.0% 266 - CHECK ENFORCEMENT $ PROGRAM TOTAL USES $ 569,203 $ 517,893 $ 599,997 $ (82,104) -15.9% 569,203 $ 517,893 $ 599,997 $ (82,104) -15.9% Expenditure 340 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney 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: Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Rate of conviction Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Number of identity thefts prosecuted Number of identity thefts submitted by law enforcement Cost per identity theft prosecuted 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 60.5% 15.5% 43.0% FY 2008 Forecast 44.2% 15.7% Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 40.8% 48.0% 50.0% 34.3% 68.5% 85.0% 1,353 2,599 2,216 4,294 2,759 5,300 543 1,006 19.7% 19.0% $960.09 $763.67 $576.98 $186.69 24.4% 1,299,004 $ 1,299,004 $ 1,692,285 $ 1,692,285 $ 1,591,887 $ 1,591,887 $ 100,398 100,398 5.9% 5.9% 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 that they can determine if further legal action is needed. Mandates: This Activity supports overall Prosecution Program mandates. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description TBD Number of County Attorney pre-filing initiated investigative inquiries completed. TBD Number of County Attorney pre-filing initiated investigative inquiries requested. Cost per investigative services request completed. FY 2007 Actual Not Reported 21,151 FY 2008 Forecast Not Reported 20,269 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 21,574 1,305 6.0% 19,331 18,417 19,717 1,300 6.6% $193.56 $254.97 $246.42 $8.55 3.4% 3,991,403 $ 33,199 35,220 5,001,084 $ 128,904 37,910 5,038,381 $ 239,023 38,829 (37,297) (110,119) (919) -0.7% -85.4% -2.4% (148,335) -2.9% Expenditure 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 34,124 4,093,946 $ 5,167,898 $ 5,316,233 $ 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. 341 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Measure Description Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Number of meth and major drug offenses prosecuted Number of meth and major drug offenses submitted by law enforcement Cost per meth and major drug offense prosecuted FY 2007 Actual 52.5% 36.0% 74.0% FY 2008 Forecast 55.2% 26.3% Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 29.8% 35.0% 50.0% 23.7% 47.4% 85.0% 3,166 6,458 4,504 -1,954 -43.4% 4,276 7,811 8,723 912 10.5% $963.94 $548.35 $769.00 -$220.66 -40.2% 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 1,438,672 $ 1,438,672 $ 1,213,153 $ 1,213,153 $ - $ - $ (1,213,153) (1,213,153) -100.0% -100.0% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 1,620,313 $ 1,431,536 3,051,849 $ 2,005,399 $ 1,535,821 3,541,220 $ 2,011,626 $ 1,451,956 3,463,582 $ (6,227) 83,865 77,638 -0.3% 5.5% 2.2% Revenue Expenditure 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. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description % of adult criminal cases completed within 180 days. % of juvenile cases completed within expected timeframes. # of adult criminal cases completed. # of juvenile cases completed. # of adult criminal cases filed. Cost per adult criminal case completed. FY 2007 Actual 92.0% FY 2008 Forecast 91.9% Not Reported 100.0% 31,500 14,067 38,694 $1,194.70 28,377 14,905 40,541 $1,435.83 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 3.1% 3.3% Not Reported 31,600 Not Reported 40,800 $1,326.59 3,223 10.2% 259 $109.24 0.6% 7.6% -22.7% -100.0% 80.2% 2.8% -2.4% Revenue 100 - GENERAL $ 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 60,686 $ 2,238,115 1,118,307 1,491,050 66,844 $ 2,021,964 3,238,802 1,011,470 51,700 $ 5,837,516 1,040,007 (15,144) (2,021,964) 2,598,714 28,537 2,021,548 1,844,435 1,799,746 (44,689) 6,929,706 $ 8,183,515 $ 8,728,969 $ 545,454 100 - GENERAL $ 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 33,460,365 $ 1,238,098 1,036,052 797,982 34,070,834 $ 2,919,042 1,658,022 932,649 33,425,209 $ 2,000,000 3,136,860 1,487,621 6.7% Expenditure 1,100,608 37,633,106 $ 1,164,009 40,744,556 $ 1,870,688 41,920,378 $ 645,625 919,042 (1,478,838) (554,972) 1.9% 31.5% -89.2% -59.5% (706,679) -60.7% (1,175,822) -2.9% Budget Balancing Adjustment: The Criminal Justice Enhancement Fund has experienced increased revenue, thus will support salaries transferred from the General Fund. This action 342 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney increases the revenue and expenditure budgets of the Criminal Justice Enhancement Fund by $233,176 and decreases the General Fund expenditure budget by that amount. Budget Balancing Adjustment: The Fill-the-Gap Fund has experienced increased revenue, thus will support salaries transferred from the General Fund. This action increases the revenue and expenditure budgets of the Fill-the-Gap Fund by $191,895 and decreases the General Fund expenditure budget by that amount. 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: This Activity supports overall Prosecution Program mandates. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD # of victim compensation claims completed. # of victim compensation claims received. Cost to process each victim compensation claim completed. FY 2007 Actual Not Reported 704 FY 2008 Forecast Not Reported 750 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 800 50 6.3% 785 705 800 95 11.9% $3,469.96 $2,699.44 $3,841.34 -$1,141.90 -42.3% 2,173,001 $ 100,000 (61,964) (16,361) -2.8% -14.1% 40,000 (74,250) -65.0% Revenue 219 - COUNTY ATTORNEY GRANTS $ 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 1,906,661 $ 133,685 2,234,965 $ 116,361 2,180,165 $ 2,465,576 $ 2,313,001 $ (152,575) -6.2% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ 175,547 $ 2,151,280 - 161,903 $ 1,842,677 10,000 167,059 $ 1,966,012 500,000 (5,156) (123,335) (490,000) -3.2% -6.7% -4900.0% (430,000) -4300.0% (1,048,491) -51.8% 139,819 114,250 Expenditure 116,023 2,442,851 $ 10,000 2,024,580 $ 440,000 3,073,071 $ Base Adjustment: The County Attorney’s Office Victim Compensation Restitution Interest Fund non-recurring expenditure budget is being increased by $400,000 to allow expenditures from fund balance. Base Adjustment: The County Attorney’s Office Victim Compensation and Assistance Fund non-recurring expenditure budget is being increased by $400,000 to allow expenditures from fund balance. 343 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Annualization of Employee Market Comp. Adjustments (Social Worker Market Study, $235,856; Elected Official, $1,982) Annualization of Right-sizing Victim Assistance Activity Transfer Tax Appeals budget to MCAO County Counsel Transfer Outside Counsel budget to MCAO County Counsel Subtotal $ 70,629,513 $ 4,935,575 (147,785) $ 1,916,263 1,768,478 $ - 72,397,991 $ 4,935,575 (147,785) $ - 244,951 (14,436) 2,600,000 3,000,000 5,682,730 $ - FY 2008-09 BUDGET TARGET $ 78,080,721 $ 4,935,575 FY 2008-09 REQUESTED BUDGET $ 78,080,721 $ 4,935,575 BUDGET BALANCING ADJUSTMENTS: Reduce Outside Counsel usage and create additional Civil Division staff to handle caseload -- 5.0 FTE $ Rightsize Civil Division staff due to reduced retainer revenue -- 5.0 FTE Transfer salaries to Fill the Gap Fund Transfer salaries to Criminal Justice Enhancement Fund Eliminate Civil Division positions -- 3.5 FTE Eliminate Crime Prevention program -- 1.0 FTE Eliminate selected vacant positions -- 4.0 FTE Reduce travel budget Reduce supply budget Transfer FY09 computer lease payments to the Criminal Justice Enhancement Fund Transfer a portion of the FY08 operating lease payment for Wells Fargo office space to the County Attorney Fill the Gap Fund Subtotal $ $ FY 2008-09 TENTATIVE BUDGET: RESTATEMENT: Restate Civil Cases Funding from County Attorney (190) to the New County Attorney Civil Office (280) FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 ADOPTED BUDGET (497,232) $ (494,221) (191,895) (233,176) (398,449) (256,968) (219,350) (25,000) (24,925) (594,000) - $ (494,221) 4,441,354 $ (11,808,466) $ (4,389,654) $ 62,837,039 $ -19.5% 51,700 -99.0% $ 62,837,039 344 - - (500,000) (3,435,216) $ 74,645,505 (494,221) - $ 51,700 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney’s RICO Fund (213) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,000,000 $ 2,000,000 MID-YEAR ADJUSTMENTS: One-time expenditures from fund balance $ 750,000 $ - FY 2007-08 REVISED RESTATED BUDGET $ 2,750,000 $ 2,000,000 TARGET ADJUSTMENTS: One-time expenditures from fund balance $ (750,000) $ - FY 2008-09 BUDGET TARGET $ 2,000,000 $ 2,000,000 REQUESTED ADJUSTMENTS: Requested Expenditures Above Target Requested Revenues Above Target $ 750,000 $ Subtotal $ 750,000 $ 750,000 750,000 FY 2008-09 REQUESTED BUDGET $ 2,750,000 $ 2,750,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 2,750,000 $ 37.5% 2,750,000 37.5% FY 2008-09 TOTAL ADOPTED BUDGET $ 345 2,750,000 $ 2,750,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney’s Grants Fund (219) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 6,160,825 $ 6,160,825 MID-YEAR ADJUSTMENTS: Grant Reconciliation $ 2,186,508 $ 2,186,508 FY 2007-08 REVISED RESTATED BUDGET $ 8,347,333 $ 8,347,333 FY 2008-09 BUDGET TARGET $ 8,347,333 $ 8,347,333 FY 2008-09 REQUESTED BUDGET $ 8,347,333 $ 8,347,333 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 8,347,333 $ 0.0% 8,347,333 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 346 8,347,333 $ 8,347,333 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,008,810 $ 1,008,810 FY 2007-08 REVISED RESTATED BUDGET $ 1,008,810 $ 1,008,810 FY 2008-09 BUDGET TARGET $ 1,008,810 $ 1,008,810 FY 2008-09 REQUESTED BUDGET $ 1,008,810 $ 1,008,810 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,008,810 $ 0.0% 1,008,810 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 347 1,008,810 $ 1,008,810 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Fill-the-Gap Fund (221) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,483,493 $ 1,483,493 MID-YEAR ADJUSTMENTS: Adjustment for increased Fill the Gap revenues $ 139,000 $ 139,000 FY 2007-08 REVISED RESTATED BUDGET $ 1,622,493 $ 1,622,493 FY 2008-09 BUDGET TARGET $ 1,622,493 $ 1,622,493 FY 2008-09 REQUESTED BUDGET $ 1,622,493 $ 1,622,493 BASE ADJUSTMENTS: Transfer a portion of the FY08 operating lease payment for Wells Fargo office space from General Fund (use fund balance for operating) $ 500,000 $ - BUDGET BALANCING ADJUSTMENTS: Revenue increase and salary transfer from General Fund $ 191,895 $ 191,895 2,314,388 $ 42.6% 1,814,388 11.8% FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 348 2,314,388 $ 1,814,388 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 600,000 $ 600,000 FY 2007-08 REVISED RESTATED BUDGET $ 600,000 $ 600,000 FY 2008-09 BUDGET TARGET $ 600,000 $ 600,000 FY 2008-09 REQUESTED BUDGET $ 600,000 $ 600,000 BASE ADJUSTMENTS: Budget Balancing Adjustment $ (3) $ $ 599,997 $ 0.0% FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 349 599,997 $ 600,000 0.0% 600,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ FY 2008-09 BUDGET TARGET $ 1,557,762 $ 1,566,570 FY 2008-09 REQUESTED BUDGET $ 1,557,762 $ 1,566,570 BASE ADJUSTMENTS: Transfer FY09 computer lease payments from General Fund (use fund balance for operating) $ 594,000 $ - BUDGET BALANCING ADJUSTMENTS: Revenue increase and salary transfer from General Fund 233,176 $ 233,176 2,384,938 $ 53.1% 1,799,746 14.9% FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ $ FY 2008-09 TOTAL ADOPTED BUDGET $ 350 1,566,570 $ 1,566,570 (4,404) $ - 1,562,166 $ 1,566,570 (4,404) $ - 2,384,938 $ 1,799,746 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 500,000 $ 100,000 FY 2007-08 REVISED RESTATED BUDGET $ 500,000 $ 100,000 TARGET ADJUSTMENTS: One-time expenditures from fund balance $ (400,000) $ - FY 2008-09 BUDGET TARGET $ 100,000 $ 100,000 FY 2008-09 REQUESTED BUDGET $ 100,000 $ 100,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 100,000 $ 0.0% 100,000 0.0% NON-OPERATING 0001 Requested expenditures from fund balance $ 400,000 $ - FY 2008-09 RECOMMENDED NON-OPERATING BUDGET $ 400,000 $ - $ 500,000 $ 100,000 NON-OPERATING FY 2008-09 TOTAL ADOPTED BUDGET 351 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 440,000 $ 40,000 FY 2007-08 REVISED RESTATED BUDGET $ 440,000 $ 40,000 TARGET ADJUSTMENTS: One-time expenditures from fund balance $ (400,000) $ - FY 2008-09 BUDGET TARGET $ 40,000 $ 40,000 FY 2008-09 REQUESTED BUDGET $ 40,000 $ 40,000 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 40,000 $ 0.0% 40,000 0.0% NON-OPERATING NON-OPERATING 0001 Requested expenditures from fund balance $ 400,000 $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 400,000 $ - $ 440,000 $ 40,000 FY 2008-09 TOTAL ADOPTED BUDGET 352 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney - Civil County Attorney - Civil Analysis by Bradley Kendrex, Sr. Management & Budget Analyst Summary Mission The mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. 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: The County Attorney’s Office has established flexible scheduling and telecommuting programs for employees on a pilot basis. This includes a pilot 4/10 scheduling option in the Investigations Division as well as telecommuting agreements in other areas that 40 employees are participating in. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL SOURCES 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE $ TOTAL PROGRAMS $ USES 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE 4,897,835 4,897,835 4,897,835 FY 2007-08 ADOPTED $ $ 4,883,875 4,883,875 4,883,875 FY 2007-08 REVISED $ $ 4,883,875 4,883,875 4,883,875 FY 2007-08 FORECAST $ $ 4,804,923 4,804,923 4,804,923 ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ 2,869,451 2,869,451 2,869,451 $ $ $ 10,139,762 10,139,762 $ 9,629,718 9,629,718 $ 9,766,139 9,766,139 $ 10,696,298 10,696,298 $ 15,915,927 15,915,927 $ $ 2,437,618 2,437,618 $ 2,600,000 2,600,000 $ 2,600,000 2,600,000 $ 3,000,000 3,000,000 $ - $ 19PP - PROSECUTION $ VTAA - VICTIM ASSISTANCE ACTIVITY TOTAL PROGRAMS $ 12,577,379 $ 12,229,718 $ 12,366,139 $ 1,760 1,760 13,698,058 $ 15,915,927 $ 12PA - PROPERTY ASSESSMENT REAL - REAL PROPERTY CHARACTERISTICS $ 353 $ $ $ $ (2,014,424) -41.2% (2,014,424) -41.2% (2,014,424) -41.2% (6,149,788) -63.0% (6,149,788) -63.0% 2,600,000 2,600,000 100.0% 100.0% (3,549,788) -28.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney - Civil Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 129,798 129,798 $ $ 529,076 529,076 $ $ 529,076 529,076 $ $ 130,443 130,443 $ $ 529,076 529,076 $ $ - CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ 4,768,037 4,768,037 $ $ 4,354,799 4,354,799 $ $ 4,354,799 4,354,799 $ $ 4,674,480 4,674,480 $ $ 2,340,375 2,340,375 $ $ (2,014,424) -46.3% (2,014,424) -46.3% ALL REVENUES $ 4,897,835 $ 4,883,875 $ 4,883,875 $ 4,804,923 $ 2,869,451 $ (2,014,424) -41.2% TOTAL SOURCES $ 4,897,835 $ 4,883,875 $ 4,883,875 $ 4,804,923 $ 2,869,451 $ (2,014,424) -41.2% 0.0% 0.0% Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,514,424 1,082 2,908 1,253,665 58,010 643,360 6,473,448 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 236,138 7,900 244,039 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 4,047,525 36 36,112 119,730 24,612 1,543,165 7,054 26,388 19,091 5,823,714 $ $ SUBTOTAL $ TOTAL USES $ CAPITAL 0950 - DEBT SERVICE $ $ FY 2007-08 REVISED 4,925,720 1,933 2,878 1,402,358 5,000 641,360 6,979,249 $ 77,833 77,833 $ $ $ $ $ 3,273,536 95,240 20,000 4,300 1,727,664 1,500 29,000 7,700 5,158,940 36,178 36,178 $ $ 12,577,379 $ FY 2007-08 FORECAST 5,044,957 1,933 2,878 1,413,340 11,290 641,360 7,115,758 $ 77,745 77,745 $ $ $ $ $ 3,273,536 95,240 20,000 4,300 1,727,664 1,500 29,000 7,700 5,158,940 13,696 13,696 $ $ 12,229,718 $ FY 2008-09 ADOPTED 4,616,921 31,279 1,759 1,296,335 72,151 641,362 6,659,807 $ 166,932 166,932 $ $ $ $ $ 4,529,744 77,591 118,610 11,579 2,097,749 2,418 13,795 15,269 6,866,755 13,696 13,696 $ $ 12,366,139 $ ADOPTED VS REVISED VARIANCE % 4,958,259 1,386,550 8,988 641,364 6,995,161 $ 117,996 117,996 $ $ $ 86,698 1,933 2,878 26,790 2,302 (4) 120,597 1.7% 0.0% 0.0% 1.9% 0.0% 0.0% 1.7% (40,251) (40,251) -51.8% -51.8% $ $ 8,718,008 4,014 47,748 4,000 15,000 14,000 8,802,770 (5,444,472) -166.3% 91,226 95.8% (27,748) 0.0% 300 7.0% 1,727,664 100.0% 1,500 0.0% 14,000 48.3% (6,300) (1) (3,643,830) -70.6% 4,564 4,564 $ $ - $ $ 13,696 13,696 0.0% 13,698,058 $ 15,915,927 $ (3,549,788) -28.7% $ Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 4,897,835 $ 4,883,875 $ 4,883,875 $ 4,804,923 $ 2,869,451 $ (2,014,424) -41.2% TOTAL FUNDS $ 4,897,835 $ 4,883,875 $ 4,883,875 $ 4,804,923 $ 2,869,451 $ (2,014,424) -41.2% $ 12,577,379 $ 12,229,718 $ 12,366,139 $ 13,698,058 $ 15,915,927 $ (3,549,788) -28.7% TOTAL FUNDS $ 12,577,379 $ 12,229,718 $ 12,366,139 $ 13,698,058 $ 15,915,927 $ (3,549,788) -28.7% 354 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney - Civil 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 benefit of timely and responsive legal advice and representation. Program Results Measure Description % of clients satisfied with legal advice provided as determined by a customer satisfaction survey. FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Activities that comprise this program include: • Legal Advice 355 FY 2009 Variance Adopted Forecast - Adopted 100.0% % Variance Forecast - Adopted Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney - Civil Legal Advice Activity The purpose of the Legal Advice Activity is to provide legal advice to county officers, administrators and managers so that they can have timely and quality advice to manage the affairs of county government. 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: Measure Type Result Output Demand Efficiency Measure Description % of clients satisfied with legal advice provided as determined by a customer satisfaction survey. "# of claims, protests, lawsuits, appeals, and responses to requests for legal advice completed" # of claims, protests, lawsuits, appeals, and requests for legal advice opened. "Cost per claim, protest, lawsuit, appeal, and response to request for legal advice" FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance Adopted Forecast - Adopted 100.0% % Variance Forecast - Adopted 3,947 3,930 4,025 95 2.4% 3,664 3,933 3,737 -196 -5.2% Not Reported Not Reported $4,108.36 Revenue 100 - GENERAL $ TOTAL SOURCES $ 4,897,835 $ 4,897,835 $ 4,804,923 $ 4,804,923 $ 2,869,451 $ 2,869,451 $ (1,935,472) (1,935,472) -40.3% -40.3% 100 - GENERAL $ TOTAL USES $ 6,966,746 $ 6,966,746 $ 10,696,298 $ 10,696,298 $ 15,915,927 $ 15,915,927 $ (5,219,629) (5,219,629) -48.8% -48.8% Expenditure Restatement: Funding for the County Attorney’s Office Civil Division is being restated from the County Attorney’s Office (190) to the newly created County Attorney – Civil (280) budget. The restatement decreases the County Attorney’s budget by $11,808,466 and increases the County Attorney – Civil budget by that amount. Restatement: Funding for Outside Counsel – used in cases where the County Attorney’s Office has a conflict in an issue – is being restated from Non-Departmental (470) to County Attorney – Civil (280). The restatement decreases the Non-Departmental budget by $3,000,000 and increases the County Attorney – Civil budget by that amount. Restatement: Funding for Tax Appeals cases is being restated from Non-Departmental (470) to County Attorney – Civil (280). The restatement decreases the Non-Departmental budget by $207,461 and increases the County Attorney – Civil budget by that amount. Restatement: The County Attorney – Civil General Fund is being increased by $900,000 to fund the increasing cost and volume of tax appeals cases that are being handled. 356 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Attorney - Civil Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - FY 2008-09 REQUESTED BUDGET $ - $ - FY 2008-09 TENTATIVE BUDGET: $ - $ - $ $ Subtotal $ 11,808,466 207,461 3,000,000 900,000 15,915,927 $ 2,869,451 2,869,451 $ 15,915,927 $ 2,869,451 $ 15,915,927 $ 2,869,451 RESTATEMENT: Restate Civil Cases Funding from County Attorney (190) Restate Tax Appeals budget from Non-Departmental Restate Outside Counsel budget from Non-Departmental Tax Appeals Funding Increase FY 2008-09 ADOPTED OPERATING BUDGET FY 2008-09 ADOPTED BUDGET 357 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Call Center Call Center Analysis by Julia Smith, Management & Budget Analyst Summary Mission The Mission of the Call Center is to provide information with accuracy and courtesy to callers of the Treasurer, Assessor, Recorder, Elections and the Clerk of the Superior Court offices so they can conduct their business with the County confidently and conveniently. Vision The vision of the Call Center is to increase efficiency by expanding the information available on the 24hr automated system. Strategic Goals • Annually, the Call Center will maintain customer service at above the 90% composite level of customer service satisfaction as measured by Research and Reporting. Status: The 2008 Customer Satisfaction Survey Composite measure was 92%. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 14SC - STAR CENTER TELE - CUSTOMER SERVICE TELEPHONE FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 1,575,421 1,575,421 $ 1,630,710 1,630,710 $ 1,634,784 1,634,784 $ 1,729,277 1,729,277 $ 1,627,271 1,627,271 $ 7,513 7,513 0.5% 0.5% $ 14,047 8,756 5,290 $ 122,800 122,300 500 $ 122,800 122,300 500 $ 1,217 139 1,078 $ 919 419 500 $ 121,881 121,881 - 99.3% 99.7% 0.0% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 3,534 3,534 1,593,002 $ 5,624 5,624 1,759,134 $ 5,624 5,624 1,763,208 $ 1,872 1,872 1,732,366 $ 1,628,190 $ 5,624 100.0% 5,624 100.0% 135,018 7.7% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT HRAC - HUMAN RESOURCES $ 358 $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Call Center Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 ADOPTED 1,061,208 $ 37,162 (2,484) 377,709 11,610 1,485,205 $ FY 2007-08 REVISED 1,108,527 44,520 11,000 412,849 6,811 1,583,707 $ FY 2007-08 FORECAST $ 1,113,557 41,665 11,000 414,748 6,811 1,587,781 $ $ 1,120,700 35,135 16,350 413,278 7,114 1,592,577 ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ 1,096,642 11,307 5,000 404,201 1,517,150 $ $ 16,915 30,358 6,000 10,547 6,811 70,631 1.5% 0.0% 0.0% 2.5% 0.0% 4.4% 1,310 1,310 12.2% 12.2% $ SUBTOTAL $ 18,198 18,198 $ $ 10,773 10,773 $ $ 10,773 10,773 $ $ 8,410 8,410 $ $ 9,463 9,463 $ $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 52,078 1,692 1,111 3,749 23 1,291 59,944 $ $ $ 29,971 1,692 1,296 7,149 700 156 40,964 $ $ 107,860 844 124 4,487 49 650 66 114,080 $ $ 94,930 1,692 276 6,293 750 100 104,041 $ $ 94,930 1,692 276 6,293 750 100 104,041 $ SUBTOTAL $ 29,655 29,655 $ $ 60,613 60,613 $ $ 60,613 60,613 $ $ 17,299 17,299 $ $ 60,613 60,613 $ $ TOTAL USES $ 1,593,002 $ 1,759,134 $ 1,763,208 $ 1,732,366 $ 1,628,190 $ $ 64,959 68.4% 0.0% (1,020) -369.6% (856) -13.6% 0.0% 50 6.7% (56) -56.0% 63,077 60.6% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE - 0.0% 0.0% 135,018 7.7% Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 – GENERAL $ TOTAL FUNDS $ 1,593,002 1,593,002 FY 2007-08 ADOPTED $ $ 1,759,134 1,759,134 FY 2007-08 REVISED $ $ 1,763,208 1,763,208 FY 2007-08 FORECAST $ $ 1,732,366 1,732,366 FY 2008-09 ADOPTED $ $ 1,628,190 1,628,190 ADOPTED VS REVISED % VARIANCE $ $ 135,018 135,018 7.7% 7.7% Programs and Activities Call Center Program The purpose of the Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer agent can identify and define the issue or problem and either solve the problem or recommend a course of action in a single telephone call. Program Results Measure Description Percent of calls answered within 30 seconds FY 2007 Actual Not Reported FY 2008 Forecast 80.4% Activities that comprise this program include: • Customer Service Telephone 359 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.4% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Call Center Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. Mandates: None. Performance Analysis: Measure Type Result Output Demand Measure Description Percent of calls answered within 30 seconds Number of calls answered within 30 seconds Number of calls projected to be offered FY 2007 Actual Not Reported FY 2008 Forecast 80.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.4% 0.0% 0.0% 884,457 884,457 884,457 - 0.0% 1,105,592 1,105,592 1,105,592 - 0.0% Average cost of a call answered Not Reported $ Efficiency Expenditure 100 - GENERAL $ 1,575,421 $ TOTAL USES $ 1,575,421 $ 1.57 $ 1.48 $ 0.09 5.9% 1,729,277 $ 1,729,277 $ 1,627,271 $ 1,627,271 $ 102,006 102,006 5.9% 5.9% The cost of providing Telephone Customer Service decreased by $.09 per call comparing the FY 2008 forecast to the FY 2009 adopted budget. Contract and County temporary personnel: The Call Center reduced their budget by $116,948 by eliminating temporary personnel costs. General Supplies: The Call Center reduced their General Supply budget by $5,000. Reduction of Overtime: The Call Center reduced their budget by decreasing overtime in the amount of $10,000. 360 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Call Center Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,759,134 $ - MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) Subtotal $ (3,070) $ 7,144 4,074 $ - $ 1,763,208 $ - $ Subtotal $ $ (3,070) (3,070) $ - $ 1,760,138 $ - $ (29,299) $ (10,000) (5,000) (87,649) (131,948) $ - FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions FY 2008-09 BUDGET TARGET BUDGET BALANCING ADJUSTMENTS: Elimination of funding for County Temporary Personnel Reduction of funding for Overtime Reduction of Supplies Elimination of funding for Contracted Personnel Services Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 361 1,628,190 $ -7.5% 1,628,190 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Analysis by Tara Acuna, Management & Budget Analyst Summary Mission The mission of the County Manager's Office is to provide leadership and direction for county departments and agencies so that they can deliver services countywide to residents of Maricopa County. Vision To manage, lead, and direct countywide services. This includes managing the continued financial stabilization plan, responding to citizenry and meeting public needs, providing leadership for county initiatives, initiating program development, and implementation in response to policy direction set by the Board of Supervisors, coordinating county issues which have regional impact, providing leadership related to county legislative initiatives and intergovernmental issues, and providing information to employees and the public concerning county activities. To assist the Board of Supervisors in every way possible in meeting the challenges facing the County in the years ahead. These include the efficient responsive provision of services, sound financial planning, growth management, and insightful policy recommendations. Strategic Goals • 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: The County Manager’s Office continues to work toward this goal. 362 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Manager Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES PROC - PROCUREMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 1,681,957 986 1,669,480 1,617 9,874 $ 1,424,999 1,424,999 - $ 1,427,915 1,427,915 - $ 1,482,910 1,482,910 - $ 1,427,473 1,427,473 - $ (1,427,915) (442) - -100.0% 0.0% 0.0% 0.0% 0.0% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 1,681,957 $ 14,174 14,174 1,439,173 $ 14,174 14,174 1,442,089 $ 2,178 2,178 1,485,088 $ $ (11,679) (11,679) (12,121) -82.4% -82.4% -0.8% $ $ $ 2,495 2,495 $ 1,429,968 $ Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,205,945 7,039 120 287,842 816 1,501,761 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 13,424 1,811 15,234 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 138,613 7,252 5,272 5,594 927 157,658 SUBTOTAL $ TOTAL USES $ FY 2007-08 REVISED 958,342 261,633 1,219,975 $ 7,000 7,000 $ $ $ 186,485 541 14,195 9,497 442 211,160 7,304 7,304 $ 1,681,957 $ CAPITAL 0950 - DEBT SERVICE $ $ $ $ $ FY 2007-08 FORECAST 961,256 13,005 262,630 1,236,891 $ 7,000 7,000 $ $ $ $ FY 2008-09 ADOPTED 1,027,429 $ 2,550 268,299 (66,327) 953 1,232,904 $ 1,867 1,867 $ $ $ 172,485 541 14,195 9,497 442 197,160 $ 229,240 6,422 6,021 3,890 1,332 246,905 1,038 1,038 $ 1,038 1,038 $ 1,439,173 $ 1,442,089 $ $ ADOPTED VS REVISED VARIANCE % 1,006,629 17,748 269,859 1,294,236 $ 8,038 8,038 $ $ $ $ (45,373) (4,743) (7,229) (57,345) -4.7% 0.0% 0.0% -2.8% 0.0% (1,038) (1,038) -14.8% -4.6% -14.8% $ 100,722 1,540 4,992 13,000 1,440 121,694 71,763 41.6% (1,540) 0.0% 541 100.0% 9,203 64.8% (13,000) 0.0% 9,497 100.0% (998) (2) 75,466 38.3% $ 3,412 3,412 $ 6,000 6,000 $ (4,962) (4,962) 0.0% 1,485,088 $ 1,429,968 $ 12,121 0.8% Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 1,681,957 $ 1,439,173 $ 1,442,089 $ 1,485,088 $ 1,429,968 $ 12,121 0.8% TOTAL FUNDS $ 1,681,957 $ 1,439,173 $ 1,442,089 $ 1,485,088 $ 1,429,968 $ 12,121 0.8% 363 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Manager General Adjustments Budget Balancing Reduction ($31,500): Reduce participation in the National Urban Fellow Program. Budget Balancing Reduction ($16,000): Eliminate part-time Marvin Andrews Fellow. Budget Balancing Reduction ($95,328): Eliminated the Diversity Director position. Duties of the Diversity Director are being covered by other staff members so there will not be a direct impact to this program. Budget Balancing Reduction ($14,000): Eliminated one Legislative Intern Position. Budget Balancing Reduction $50,966: The transfer of the Constable administrative position at a reduced FTE was an overall savings to the County general fund ($10,576). The position will provide administrative support and oversight for operations reporting to the County Manager’s Office. 364 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets County Manager Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustment (Public Information Market Study) Employee Market Compensation Adjustment (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Employee Market Compensation Adjustment County Manager to Communications $ Subtotal $ 2,342,668 $ - (58,662) $ 12,212 3,812 (42,638) $ - 2,300,030 $ - - $ 31,892 (796,092) (764,200) $ - FY 2008-09 BUDGET TARGET $ 1,535,830 $ - FY 2008-09 REQUESTED BUDGET $ 1,535,830 $ - (95,328) $ (31,500) (16,000) (14,000) 61,542 (10,576) (105,862) $ - 1,429,968 $ -6.9% 0.0% BUDGET BALANCING ADJUSTMENTS: Eliminate Diversity Director Position Reduce National Urban Fellows Program Eliminate ASU/MPA Marvin Andrews Fellow Eliminate Legislative Intern Transfer Constables Executive Assistant Reduce Constables Executive Assistant to 80% FTE $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 365 1,429,968 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Elections Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the Elections Department is to provide access to the electoral process for citizens and candidates so they have equal access and may readily participate in elections. Vision The vision of the Elections Department is a County in which citizens may vote, initiate petitions, and run for office confident that every effort was made to: educate them about election laws and procedures, remove barriers to participation, provide equal access, and assure the integrity of elections. Strategic Goals • By September 30, 2008, increase the percentage of early votes to 55% as compared to 49.1% for the November 2006 General Election. Status: The Primary Election held on November 2, 2008, had a 21.53% voter turnout. Out of 1,613,697 registered voters, only 347,456 voters cast a ballot. 275,221 of the ballots were early votes, which comprised 79.2% of all ballots cast. • By November 4, 2008, reduce the number of candidates fined to less than 10% of total filings. Status: This goal is in process and will be measured after the General Election is held on November 4th, 2008. The FY 2008-09 budget supports attainment of this goal. • 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: This goal is in process and will be measured after the General Election is held on November 4th, 2008. The FY 2008-09 budget supports attainment of this goal. • By November 30, 2008, increase voter satisfaction with ease of voting by 20% compared to the November 2006 General Election. Status: This goal is in process and will be measured after the General Election is held on November 4th, 2008. The FY 2008-09 budget supports attainment of this goal. 366 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 21EL - ELECTIONS CAND - CANDIDATE FILING/CAMPAIGN FIN VOTE - EARLY VOTING ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES TECH - TECH STAFF/BALLOT TABULATION 21VR - VOTER REGISTRATION VREG - VOTER REGISTRATION 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED $ 10,214,402 20,397 868 9,237,179 2,763 953,195 $ 2,616,289 15,601 1,001 2,595,086 4,601 - $ 2,616,289 15,601 1,001 2,595,086 4,601 - $ 4,049,560 $ 2,780 5,957 4,036,970 3,853 - $ 225,901 225,901 $ 1,404 1,404 $ 1,404 1,404 $ $ 10,360,896 $ 2 2 2,617,695 $ 2 2 2,617,695 $ TOTAL PROGRAMS $ EXPENDITURES 21EL - ELECTIONS CAND - CANDIDATE FILING/CAMPAIGN FIN VOTE - EARLY VOTING ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES POLL - POLL STAFFING SITE - POLLING SITE SERVICES PINF - PUBLIC INFORMATION TECH - TECH STAFF/BALLOT TABULATION WHSE - WAREHOUSE FY 2007-08 ADOPTED $ $ $ ADOPTED VS REVISED VARIANCE % 3,317,089 12,001 896 2,461,491 2,701 840,000 $ 700,800 26.8% (3,600) -23.1% (105) -10.5% (133,595) -5.1% (1,900) -41.3% 840,000 0.0% 2,751 $ 2,751 604 $ 604 (800) -57.0% (800) -57.0% - $ 4,131,718 $ 2 $ 2 3,317,695 $ 17,508,559 $ 135,604 4,180,887 6,192,236 330,880 690,393 364,314 183,145 4,335,874 1,095,226 700,000 $ 22,922,177 113,742 2,603,101 12,087,071 308,555 610,857 370,255 130,226 5,747,560 950,810 $ 8,849,156 120,796 1,269,752 2,817,777 336,007 816,330 309,913 180,135 2,149,894 848,552 $ 8,818,815 120,797 1,269,753 2,817,773 336,012 816,331 309,914 180,135 2,119,546 848,554 $ 10,037,823 $ 143,177 2,916,409 3,110,006 320,308 559,040 236,838 67,981 1,876,991 807,072 21VR - VOTER REGISTRATION VREG - VOTER REGISTRATION SCAN - VOTER REGISTRATION SCANNING $ 2,172,062 1,903,172 268,891 $ 2,115,304 1,953,200 162,104 $ 2,115,303 1,953,199 162,104 $ 2,312,884 $ 2,018,958 293,927 1,448,685 1,249,648 199,037 $ 666,618 31.5% 703,551 36.0% (36,933) -22.8% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,244,192 122,581 852,451 189,197 79,963 - $ 1,206,635 117,876 862,674 72,214 67,007 86,864 $ 1,215,059 117,876 862,666 80,646 67,007 86,864 $ 1,109,011 $ 129,871 716,211 189,262 73,666 - 1,122,837 122,610 752,465 185,637 62,125 - $ 92,222 7.6% (4,734) -4.0% 110,201 12.8% (104,991) -130.2% 4,882 7.3% 86,864 100.0% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 47,124 47,124 26,385,555 $ 46,343 46,343 12,217,438 $ 46,343 46,343 12,195,520 $ 46,343 $ 46,343 13,506,061 $ 46,344 $ 46,344 20,126,425 $ (1) 0.0% (1) 0.0% (7,930,905) -65.0% $ $ $ (8,689,745) (14,806) (2,911,134) (3,374,464) 5,132 125,939 (54,400) (3,010) (2,216,329) (246,672) 0.0% 0.0% 26.7% -98.5% -12.3% -229.3% -119.8% 1.5% 15.4% -17.6% -1.7% -104.6% -29.1% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 7,195,871 2,952,860 10,148,731 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ $ 2,595,085 2,595,085 10,281 10,281 $ $ $ SUBTOTAL $ 20,030 20,030 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ 2,595,085 2,595,085 1,602 1,602 $ $ $ $ 15,600 15,600 181,854 181,854 $ 10,360,896 $ 79,407 4,033,110 4,112,517 $ $ 3,301,490 3,301,490 1,602 1,602 $ $ 7,202 7,202 $ $ 702 702 $ $ (900) -56.2% (900) -56.2% $ $ 15,600 15,600 $ $ 2,780 2,780 $ $ 12,000 12,000 $ $ (3,600) -23.1% (3,600) -23.1% $ $ 5,408 5,408 $ $ 3,503 3,503 $ $ 1,926 7,293 9,219 $ $ 5,408 5,408 (1,905) -35.2% (1,905) -35.2% $ 2,617,695 $ 2,617,695 $ 4,131,718 $ 3,317,695 $ 367 $ $ $ $ 706,405 706,405 700,000 27.2% 27.2% 26.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 2,260,843 863,060 557,601 1,085,061 36,828 4,803,393 SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 7,781,454 19,778 8,059 7,809,291 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0855 - INTEREST EXPENSE SUBTOTAL $ 7,605 91 10,730,534 235,880 22,609 102,467 87,137 26,448 1,401,654 112,521 27,638 12,754,584 $ $ SUBTOTAL $ TOTAL USES $ $ $ $ FY 2007-08 REVISED 2,389,038 417,451 176,185 1,119,163 4,101,837 $ $ 427,145 12,800 5,000 444,945 $ $ $ 11,500 4,500,999 133,070 29,000 20,000 42,495 40,500 1,512,882 22,500 6,312,946 1,018,287 1,018,287 $ $ 1,357,710 1,357,710 26,385,555 $ 12,217,438 $ $ FY 2007-08 FORECAST 2,395,950 417,448 176,185 1,120,682 4,110,265 $ 2,422,681 373,349 330,517 1,081,546 44,730 4,252,823 $ 427,145 12,800 5,000 444,945 $ 398,693 4 12,536 1,664 412,897 $ $ $ 11,500 4,470,653 133,070 29,000 20,000 42,495 40,500 1,512,882 22,500 6,282,600 $ $ FY 2008-09 ADOPTED $ 2,441,563 1,769,772 740,482 1,115,622 46,344 6,113,783 $ $ 215,900 26,000 150,000 391,900 $ $ $ 9,498 5,935,671 73,470 37,859 79,064 55,350 20,607 1,348,126 36,127 7,595,772 1,357,710 1,357,710 $ $ $ 12,195,520 $ ADOPTED VS REVISED VARIANCE % $ (45,613) (1,352,324) (564,297) 5,060 (46,344) (2,003,518) $ $ 211,245 49.5% 0.0% (13,200) -103.1% (145,000) -2900.0% 53,045 11.9% $ $ $ 26,499 10,852,077 381,800 9,000 20,000 84,450 29,750 853,770 5,686 12,263,032 1,244,569 1,244,569 $ $ 1,357,710 1,357,710 $ $ 13,506,061 $ 20,126,425 $ -1.9% -324.0% -320.3% 0.5% 0.0% -48.7% (14,999) (6,381,424) (248,730) 20,000 (41,955) 10,750 659,112 16,814 (5,980,432) $ -130.4% 0.0% -142.7% 0.0% 69.0% 0.0% 0.0% 26.5% 43.6% 74.7% 0.0% -95.2% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE - 0.0% 0.0% (7,930,905) -65.0% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 3,165,025 $ 2,617,695 $ 2,617,695 $ 4,050,385 $ 3,317,695 $ 700,000 26.7% 248 - ELECTIONS GRANT SPECIAL REVENUE - GRANT $ $ 7,195,871 7,195,871 $ $ - $ $ - $ $ 81,333 81,333 $ $ - $ $ - 0.0% 0.0% TOTAL SPECIAL REVENUE $ 7,195,871 $ - $ - $ 81,333 $ - $ - 0.0% TOTAL FUNDS $ 10,360,896 $ 2,617,695 $ 2,617,695 $ 4,131,718 $ 3,317,695 $ 700,000 26.7% $ 19,121,455 $ 12,187,914 $ 12,165,996 $ 13,496,221 $ 20,096,901 $ (7,930,905) -65.2% 248 - ELECTIONS GRANT SPECIAL REVENUE - GRANT $ $ 7,264,100 7,264,100 $ $ 29,524 29,524 $ $ 29,524 29,524 $ $ 9,840 9,840 $ $ 29,524 29,524 $ $ - 0.0% 0.0% TOTAL SPECIAL REVENUE $ 7,264,100 $ 29,524 $ 29,524 $ 9,840 $ 29,524 $ - 0.0% TOTAL FUNDS $ 26,385,555 $ 12,217,438 $ 12,195,520 $ 13,506,061 $ 20,126,425 $ (7,930,905) -65.0% USES 100 - GENERAL 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. 368 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Program Results Measure Description Fines levied as a percentage of active political committees The percentage of special ballots processed in time to meet the statutory deadline Percentage of elections not postponed because of improper boundaries Percentage reduction in complaints about board workers Percent of board worker positions filled one week out from election The number of complaints about polls per vote cast at polls Percentage of polls co-located Percentage of cost for ballots reprinted The percentage of ballots returned for which a correct ballot selection was issued Percentage of deliveries of supplies and equipment delivered to the correct precinct FY 2007 Actual Not Reported FY 2008 Forecast 15.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 40.0% 40.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Not Reported 0.6% 0.6% 0.0% 0.0% Not Reported Not Reported Not Reported 0.0% 3.5% 100.0% 0.0% 3.5% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported 99.8% 99.8% 0.0% 0.0% Activities that comprise this program include: • Candidate Filing/Campaign Finance • Election Processing • Geographical Services • Public Information • Poll Staffing • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 15.0% 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Fines levied as a percentage of active political committees Number of candidates trained, precinct committeemen processed and filings processed Number of candidate filings and active committees Number of candidates running for office, precinct committeemen processed and filings Cost per candidate trained FY 2007 Actual Not Reported FY 2008 Forecast 15.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 15.0% 0.0% 0.0% Not Reported $ 3,000 $ 3,000 $ - 0.0% Not Reported $ 3,000 $ 3,000 $ - 0.0% Not Reported $ 3,000 $ 3,000 $ - 0.0% Not Reported $ 47.70 $ 45.20 $ 2.49 5.2% 100 - GENERAL $ TOTAL SOURCES $ 20,397 $ 20,397 $ 2,780 $ 2,780 $ 12,001 $ 12,001 $ 9,221 9,221 331.7% 331.7% 100 - GENERAL $ TOTAL USES $ 113,794 $ 113,794 $ 143,087 $ 143,087 $ 135,604 $ 135,604 $ 7,483 7,483 5.2% 5.2% Expenditure 369 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Election Processing Activity The purpose of the Elections Processing Activity is to process ballots for voters to ensure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported The percentage of special ballots processed in time to meet the statutory deadline The total number of ballots requiring special handling The number of ballots requiring special handling Cost in cents per ballot requiring $ special handling FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 546,253 1,350,000 1,350,000 - 0.0% 546,253 1,350,000 1,350,000 - 0.0% 22.09 $ 2.29 $ 4.59 $ (2.29) -100.0% 100 - GENERAL $ 248 - ELECTIONS GRANT TOTAL SOURCES $ 1,961,900 $ 7,275,278 9,237,178 $ 4,035,044 $ 1,926 4,036,970 $ 2,461,491 $ 2,461,491 $ (1,573,553) (1,926) (1,575,479) -39.0% -100.0% -39.0% 100 - GENERAL $ 248 - ELECTIONS GRANT TOTAL USES $ 4,839,152 $ 7,225,278 12,064,430 $ 3,085,507 $ 9,840 3,095,347 $ 6,162,713 $ 29,524 6,192,237 $ (3,077,206) (19,684) (3,096,890) -99.7% -200.0% -100.0% Revenue Expenditure November 4, 2008, General Election: Due to the anticipated 80% turnout of voters for the General Election, there is an increase in costs associated with the Election Processing activity. 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 and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result FY 2007 Actual Percentage of elections not postponed Not Reported because of improper boundaries Output Number of jurisdictional boundary changes processed Number of elections Number of jurisdictional boundary changes requested Cost per boundary change Output Demand Efficiency Revenue Measure Description FY 2008 Forecast 100.0% 1,553.00 Not Reported 1,553 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 1,553 1,553 - 0.0% 5 1,553 4 1,553 (1) - -20.0% 0.0% $ 197.61 $ 205.88 $ 213.06 $ (7.18) -3.5% 100 - GENERAL $ TOTAL SOURCES $ 2,763 $ 2,763 $ 3,853 $ 3,853 $ 2,701 $ 2,701 $ (1,152) (1,152) -29.9% -29.9% 100 - GENERAL $ TOTAL USES $ 306,888 $ 306,888 $ 319,730 $ 319,730 $ 330,880 $ 330,880 $ (11,150) (11,150) -3.5% -3.5% Expenditure 370 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Public Information Activity The purpose of the Public Information Activity is to provide information for residents of the County so they can be exposed to honest and accurate information about elections so they can participate in the election process. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Expenditure Measure Description 100 - GENERAL $ TOTAL USES $ FY 2007 Actual FY 2008 Forecast 130,225 $ 130,225 $ 67,511 $ 67,511 $ FY 2009 Adopted Variance Forecast - Adopted 183,148 $ 183,148 $ (115,637) (115,637) % Variance Forecast - Adopted -171.3% -171.3% The department will be developing Program Result Measures as part of the strategic business plan update process. Poll Staffing Activity The purpose of the Poll Staffing Activity is to provide staffing for polling places for residents of the County so they 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 and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Percent of board worker positions filled Not Reported one week out from election Percentage reduction in complaints Not Reported about board workers Number of board workers hired Not Reported Number of board workers required by Not Reported law Cost per board worker hired Not Reported 100 - GENERAL $ TOTAL USES $ FY 2008 Forecast 95.0% 40.0% 14,604 14,604 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 0.0% 0.0% 40.0% 14,604 14,604 0.0% 0.0% - 0.0% 0.0% $ 38.12 $ 47.27 $ (9.16) -24.0% 599,475 $ 599,475 $ 556,641 $ 556,641 $ 690,394 $ 690,394 $ (133,753) (133,753) -24.0% -24.0% Polling Site Services Activity The purpose of the Polling Site Services Activity is to provide facilities for voters so they 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. 371 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description The number of complaints about polls per vote cast at polls Percentage of polls co-located Number of votes cast at polls Number of polls used Number of polls required by law Cost per poll used FY 2007 Actual Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 100 - GENERAL $ 248 - ELECTIONS GRANT TOTAL USES $ FY 2008 Forecast 0.6% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.6% 0.0% 0.0% $ 0.0% 1,550,000 2,550 2,550 92.73 $ 0.0% 1,550,000 2,550 2,550 142.87 $ 0.0% (50.13) 0.0% 0.0% 0.0% 0.0% -54.1% 328,763 $ 38,821 367,585 $ 236,473 $ 236,473 $ 364,314 $ 364,314 $ (127,841) 127,841 -54.1% 0.0% 54.1% Tech 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 and duties, as well as the functions of the Elections Office. Performance Analysis: The department will be developing Program Result Measures as part of the strategic business plan update process. Measure Type Revenue Measure Description FY 2007 Actual FY 2008 Forecast FY 2009 Adopted Variance Forecast - Adopted 100 - GENERAL $ TOTAL SOURCES $ 953,195 $ 953,195 $ - $ - $ 840,000 $ 840,000 $ 100 - GENERAL $ TOTAL USES $ 5,740,201 $ 5,740,201 $ 1,875,088 $ 1,875,088 $ 4,335,874 $ 4,335,874 $ 840,000 840,000 % Variance Forecast - Adopted 0.0% 0.0% Expenditure (2,460,786) (2,460,786) -131.2% -131.2% November 4, 2008, General Election: Due to the anticipated 80% turnout of voters for the General Election, there is an increase in costs associated with the Tech Staff/Ballot Tabulation activity. Early Voting Activity The purpose of the Early Voting Activity is to provide early voting services to registered voters so they can request ballots and vote by mail or by dropping off their ballot at the poll. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. 372 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description The percentage of ballots returned for which a correct ballot selection was issued Number of early ballot requests The Number of ballots returned Number of early ballot requests Cost per early ballot requested FY 2007 Actual Not Reported FY 2008 Forecast 100.0% 676,461 Not Reported 676,461 $ 3.83 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 750,000 562,500 750,000 3.88 $ 750,000 562,500 750,000 5.57 $ (1.70) 0.0% 0.0% 0.0% -43.8% 100 - GENERAL $ TOTAL SOURCES $ 868 $ 868 $ 5,957 $ 5,957 $ 896 $ 896 $ (5,061) (5,061) -85.0% -85.0% 100 - GENERAL $ TOTAL USES $ 2,587,723 $ 2,587,723 $ 2,907,888 $ 2,907,888 $ 4,180,887 $ 4,180,887 $ (1,272,999) (1,272,999) -43.8% -43.8% Expenditure November 4, 2008, General Election: Due to the anticipated number of voters for the General Election, there is an increase in costs associated with the Early Voting activity. 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. Mandates: Titles 16 and 19 of the Arizona Revised Statute along with the Arizona State Constitution establishes the powers and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Not Reported Percentage of deliveries of supplies and equipment delivered to the correct precinct Number of precincts supplied Not Reported Number of precincts to be supplied Not Reported Cost per precinct supplied Not Reported 100 - GENERAL $ TOTAL USES $ FY 2008 Forecast 99.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.8% 0.0% 0.0% $ 1,891 1,891 425.43 $ 1,891 1,891 579.18 $ (153.74) 0.0% 0.0% -36.1% 946,022 $ 946,022 $ 804,497 $ 804,497 $ 1,095,226 $ 1,095,226 $ (290,729) (290,729) -36.1% -36.1% 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 ` Description The percentage of valid registrations scanned and indexed in time to meet election deadlines Percentage of all valid registrations processed in time to meet election deadlines FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 100.0% Activities that comprise this program include: • Voter Registration • 373 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 100.0% 0.0% Voter Registration Scanning 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections 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 and duties, as well as the functions of the Elections Office. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percentage of all valid registrations processed in time to meet election deadlines Number of registrations processed Number of registrations to be processed Cost per registration processed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% 391,603 391,603 391,603 391,603 $ 4.83 $ 5.12 $ 100 - GENERAL $ TOTAL SOURCES $ 225,901 $ 225,901 $ 100 - GENERAL $ TOTAL USES $ 1,890,143 $ 1,890,143 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 391,603 391,603 - 0.0% 0.0% 3.19 $ 1.93 37.7% 2,751 $ 2,751 $ 604 604 $ $ 2,147 2,147 78.0% 78.0% 2,006,181 $ 2,006,181 $ 1,249,647 1,249,647 $ $ 756,534 756,534 37.7% 37.7% Expenditure 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 and duties, as well as the functions of the Elections Office. Performance Analysis: The department will be developing Program Result Measures as part of the strategic business plan update process. Measure Type Expenditure Measure Description 100 - GENERAL $ TOTAL USES $ FY 2007 Actual FY 2008 Forecast 260,477 $ 260,477 $ 284,254 $ 284,254 $ 374 FY 2009 Adopted Variance Forecast - Adopted 199,037 $ 199,037 $ 85,217 85,217 % Variance Forecast - Adopted 30.0% 30.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions Employee Market Compensation Adjustments (Admin Phase II Market Study) $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Primary and General Election Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Primary and General Election $ Subtotal $ FY 2008-09 REQUESTED BUDGET $ 12,157,522 $ (30,347) $ 8,429 (21,918) $ 12,135,604 $ $ 9,025,644 (30,347) 8,995,297 $ 21,130,901 21,130,901 700,000 700,000 $ 3,317,695 20,096,901 $ -4.9% 375 20,096,901 - $ $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 2,617,695 2,617,695 (640,000) $ (394,000) (1,034,000) $ FY 2008-09 TOTAL ADOPTED BUDGET - $ BUDGET BALANCING ADJUSTMENTS: Reduce the Sample Ballot Mailing to Households Rather than Individual Voter $ Eliminate Uncontested Precinct Committeemen from Ballots in the General Election Subtotal $ $ 2,617,695 $ 3,317,695 26.7% 3,317,695 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 29,524 $ - FY 2007-08 REVISED RESTATED BUDGET $ 29,524 $ - FY 2008-09 BUDGET TARGET $ 29,524 $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 29,524 $ 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 376 29,524 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Mary Driessen, Management & Budget Analyst Summary 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 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. Status: Arizona Central Region Citizen Corps Council has been formed, has adopted its bylaws, and has a functioning elected board. Eleven city/town and two tribal Citizen Corps councils have been formed as of September 30, 2008. This goal is expected to be met June 30, 2010. • 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 a master plan. The project will be considered for future funding by the Board of Supervisors. • By June 30, 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 include an updated EOC, emergency operations plan utilizing an Incident Management System (ICS) structure, and NIMS/ICS training. • 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. (Baseline will be the result of the 2006 survey) 377 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Status: 2006 survey established the baseline, with 56% of respondents reporting that they had a plan. 53% of respondents to the 2007 survey reported that they have a plan – a reduction of 3% from the 2006 survey. • 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. (Baseline will be the result of the 2006 survey). Status: 2006 survey established the baseline, with 51% of respondents stating that the county has taken adequate steps. 53% of respondents to the 2007 survey felt that the county has taken adequate steps – an increase of 2% from the 2006 survey. • 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: All 24 cities/towns have participated in an exercise within the target time frames. All cities/towns with a population of 100,000 or more participated in the TOPOFF 4 exercise in October 2007. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 1,322,816 1,124,098 198,718 - $ 1,083,884 892,579 191,305 - $ 1,242,229 989,448 252,781 - $ 1,197,425 995,376 202,049 - 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ - $ - $ - $ - $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 101,384 101,384 1,424,200 $ 1,083,884 $ 1,242,229 $ 44,902 44,902 1,242,327 $ $ 1,393,439 1,148,787 177,122 67,530 $ 1,265,911 1,047,216 164,215 54,480 $ 1,459,256 1,179,089 225,687 54,480 $ 1,319,434 1,008,617 222,932 87,885 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ 98,402 98,402 $ 14,285 14,285 $ 14,285 14,285 $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 11,873 11,873 $ 6,016 6,016 $ 6,016 6,016 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 75,430 74,747 683 1,579,143 $ 66,308 64,906 1,402 1,352,520 $ 66,308 64,906 1,402 1,545,865 TOTAL PROGRAMS $ EXPENDITURES 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE $ $ 378 $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 1,124,278 $ 810,698 148,520 165,060 (117,951) -9.5% (178,750) -18.1% (104,261) -41.2% 165,060 0.0% 35,254 35,254 $ 35,254 35,254 0.0% 0.0% $ 1,159,532 $ (82,697) 0.0% 0.0% -6.7% $ 1,256,279 790,048 186,093 280,138 $ 202,977 13.9% 389,041 33.0% 39,594 17.5% (225,658) -414.2% 27,869 27,869 $ 63,549 63,549 $ (49,264) -344.9% (49,264) -344.9% $ 2,004 2,004 $ - $ 6,016 100.0% 6,016 100.0% $ 65,598 64,906 692 1,414,905 $ 74,702 73,659 1,043 $ 1,394,530 $ (8,394) -12.7% (8,753) -13.5% 359 25.6% 151,335 9.8% $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,185,840 224,381 1,410,222 807,294 807,294 $ 959,810 959,810 $ 924,532 924,532 $ $ 965,639 965,639 $ $ $ (41,107) (41,107) -4.3% 0.0% -4.3% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ - $ $ 268,600 268,600 $ $ 268,600 268,600 $ $ 268,637 268,637 $ $ 235,000 235,000 $ $ (33,600) (33,600) -12.5% -12.5% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 9,731 4,247 13,978 $ $ $ - $ $ 5,890 7,990 13,880 $ $ 7,990 7,990 $ $ 7,990 7,990 TOTAL SOURCES $ 1,424,200 $ 1,083,884 $ 1,242,229 $ 1,242,327 $ 1,159,532 $ $ $ $ $ 0.0% (7,990) -100.0% (7,990) -100.0% (82,697) -6.7% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 700,718 $ 1,117 202,614 19,718 (57,431) 121,228 987,965 $ FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 723,057 $ 5,290 223,474 21,810 (89,361) 175,560 1,059,830 $ 822,663 $ 5,290 223,936 21,810 (89,361) 175,560 1,159,898 $ 699,794 $ 3,425 206,131 21,448 (89,364) 193,166 1,034,600 $ 681,302 $ 5,300 201,990 21,800 (15,000) 129,357 1,024,749 $ 141,361 (10) 21,946 10 (74,361) 46,203 135,149 17.2% 0.0% 9.8% 0.0% 83.2% 26.3% 11.7% $ 25,140 1,958 10,464 6,016 43,578 $ 25,138 1,958 10,464 6,016 43,576 $ 25,136 1,959 10,464 2,479 40,038 $ 45,138 3,502 10,000 771 59,411 (20,000) (1,544) 464 5,245 (15,835) -79.6% -78.9% 4.4% 87.2% -36.3% $ 218,854 8,500 7,000 9,579 9,300 600 2,200 575 256,608 $ 218,856 918 7,242 6,998 15,036 8,655 598 1,948 772 261,023 $ 155,022 15,498 13,504 13,660 7,140 1,600 5,701 6,659 218,784 $ 63,832 29.2% 0.0% (6,998) -82.3% (6,504) -92.9% (4,081) 0.0% 2,160 23.2% (1,000) -166.7% (3,501) -159.1% (6,084) -1058.1% 37,824 14.7% (8,753) (8,753) SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 22,550 1,797 3,136 27,483 SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 392,997 571 7,891 16,397 13,005 2,186 609 933 34,028 468,617 $ 125,575 8,500 7,000 9,579 9,300 600 2,200 575 163,329 $ SUBTOTAL $ 74,747 74,747 $ $ 64,906 64,906 $ $ 64,906 64,906 $ $ 64,906 64,906 $ $ 73,659 73,659 $ $ $ $ $ 17,525 402 17,927 $ $ 14,097 241 14,338 $ $ 20,856 21 20,877 $ $ 20,856 21 20,877 $ SUBTOTAL $ 20,331 20,331 TOTAL USES $ 1,579,143 $ 1,352,520 $ 1,545,865 $ 1,414,905 $ 1,394,530 $ OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN $ $ 379 $ $ $ $ $ -13.5% -13.5% 3,331 0% (381) -1814.3% 2,950 0.0% 151,335 9.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT SPECIAL REVENUE - OTHER FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE 318,892 1,105,308 1,424,200 $ $ 339,506 902,821 1,242,327 $ $ 333,615 908,614 1,242,229 $ $ 333,615 750,269 1,083,884 $ $ $ 354,558 804,974 1,159,532 $ 20,943 (103,640) (82,697) 6.3% -11.4% -6.7% $ 1,424,200 $ 1,083,884 $ 1,242,229 $ 1,242,327 $ 1,159,532 $ (82,697) -6.7% TOTAL FUNDS $ 1,424,200 $ 1,083,884 $ 1,242,229 $ 1,242,327 $ 1,159,532 $ (82,697) -6.7% $ 238,187 $ 268,636 $ 268,636 $ 267,247 $ 234,996 $ 33,640 12.5% 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT SPECIAL REVENUE - OTHER $ 302,132 1,038,815 1,340,947 $ $ 354,560 804,974 1,159,534 $ $ 364,904 782,754 1,147,658 $ $ 368,615 908,614 1,277,229 $ $ 333,615 750,269 1,083,884 $ $ $ 14,055 103,640 117,695 3.8% 11.4% 9.2% TOTAL SPECIAL REVENUE $ 1,340,947 $ 1,083,884 $ 1,277,229 $ 1,147,658 $ 1,159,534 $ 117,695 9.2% TOTAL FUNDS $ 1,579,143 $ 1,352,520 $ 1,545,865 $ 1,414,905 $ 1,394,530 $ 151,335 9.8% TOTAL SPECIAL REVENUE USES 100 - GENERAL $ FY 2007-08 ADOPTED $ Programs and Activities 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. Program Results Measure Description Percent of cities/towns that have participated in at least one disaster exercise. Percent of items evaluated in Palo Verde Nuclear Generating Station exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Percent of cities/towns with population of 100,000 or more that have participated in at least one disaster exercise within the fiscal year, and cities/towns with a population under 100,000 that have participated in at least one disaster exercise within the past two fiscal years. Percent of County and City/Town emergency operations plans that meet State of Arizona guidelines for NIMS compliance Percent of governments (County, city, and town) that have an emergency operations plan. Percent increase from 2006 baseline in number of Maricopa County residents who have a family preparedness plan to ensure their safety in the event of a disaster or terrorist attack, as measured in the Maricopa County Customer Satisfaction Survey. Percent of Maricopa County residents who have a family preparedness plan to ensure their safety in the event of a disaster or terrorist attack, as measured in the Maricopa County Customer Satisfaction Survey. Percent of tribal communities, cities, and towns in Maricopa County that have a Citizen Corps council. Percentage of Citizen Corps programs in Maricopa County that are formed under a parent Citizen Corps council or under the Arizona Central Region Citizen Corps Council. FY 2007 Actual Not Reported FY 2008 Forecast 87.5% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 13.7% 13.7% 0.0% 0.0% Not Reported 58.0% 58.0% 0.0% 0.0% Not Reported 51.9% 51.9% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: 380 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 87.5% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Department Strategic Plans and Budgets Emergency Management • Training and Exercise Planning Public Information 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. 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: Measure Type Result Measure Description FY 2007 Actual Percent of items evaluated in Palo Verde Not Reported Nuclear Generating Station exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Output Number of Palo Verde Nuclear Generating Station exercises conducted 2 1 4 3 Demand Number of Palo Verde Nuclear Generation Station exercises required to be conducted during the upcoming year 2 2 2 - Efficiency Average cost per Palo Verde Nuclear Generation Station exercise conducted $ FY 2008 Forecast 100.0% 33,764.80 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 87,885.00 $ 300.0% 0.0% 70,034.50 $ 17,850.50 20.3% $ $ 165,060 $ 165,060 $ 165,060 165,060 0.00% 0.00% 947 $ 84,142 2,796 87,885 $ 50,606 $ 131,869 97,663 280,138 $ (49,659) (47,727) (94,867) (192,253) -5243.8% -56.7% -3393.0% -218.8% Revenue 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ - $ $ - Expenditure 100 - GENERAL $ 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ 259 $ 53,806 13,464 67,530 $ The FY 2008-09 budget for the Training and Exercise Activity meets the demand of four training exercises for the Palo Verde Nuclear Power Station. 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. 381 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of County and City/Town emergency operations plans that meet State of Arizona guidelines for NIMS compliance Number of County and city/town emergency operations plans that were updated to meet State of Arizona guidelines for NIMS compliance FY 2007 Actual Not Reported Number of County and city/town emergency operations plans not meeting State of Arizona guidelines for NIMS compliance Average cost per emergency operations plan updated to meet State of Arizona guidelines for NIMS compliance FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 3 25 25 - 0.0% 25 - - - 0.0% $382,928.99 $40,344.68 $31,601.92 $8,742.76 21.7% 354,558 $ 456,140 810,698 $ 15,052 (199,730) (184,678) 4.4% -30.5% -18.6% 166,499 $ 176,282 447,267 790,048 $ 91,351 67,703 59,515 218,569 35.4% 27.7% 11.7% 21.7% Revenue 207 - PALO VERDE $ 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 318,892 805,206 1,124,098 100 - GENERAL $ 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ 210,254 230,086 708,447 1,148,787 $ 339,506 655,870 995,376 $ $ $ Expenditure $ $ 257,850 243,985 506,782 1,008,617 $ $ In FY 2007-08, Emergency Management met the projected demand of all County, Cities and Towns by having National Incident Management Systems (NIMS) compliant emergency operations plans. In FY 2008-09, the budget supports providing assistance to County, Cities and Towns to maintain the emergency operations plans. 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. 382 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percentage of Citizen Corps programs in Maricopa County that are formed under a parent Citizen Corps council or under the Arizona Central Region Citizen Corps Council. 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 Number of tribal communities, cities, and towns in Maricopa County that do not have a Citizen Corps council Average cost per Citizen Corps council established or sustained FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 14 14 14 - 0.0% 15 13 13 - 0.0% $5,554.00 $13,933.25 $11,630.81 $2,302.44 16.5% Revenue 215 - EMERGENCY MANAGEMENT $ TOTAL SOURCES $ 198,718 $ 198,718 $ 202,049 $ 202,049 $ 148,520 $ 148,520 $ (53,529) (53,529) -26.5% -26.5% 100 - GENERAL $ 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ 177,122 177,122 $ $ 222,932 222,932 $ 5,848 $ 8,300 171,945 186,093 $ (5,848) (8,300) 50,987 36,839 0.0% 0.0% 22.9% 16.5% Expenditure The FY 2008-09 expenditure budget will decrease by $36,839 (16.5%) compared to the FY 2007-08 revised budget due to grant related activities that will be discontinued. 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. Program Results Measure Description Percent of emergency notifications made within 15 minutes of receipt FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Activities that comprise this program include: • Emergency Operations Management Emergency Operations Management Activity The purpose of the Emergency Operations Management Activity is to provide a coordinated disaster response and recovery effort for the people of Maricopa County to protect their lives, their property, and the environment. Mandates: A.R.S. §26-308 establishes that each county and incorporated city and town of the state shall establish and provide for emergency management within its jurisdiction in accordance with state emergency plans and programs. 383 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Percent of emergency notifications made within 15 minutes of receipt Number of emergency notifications 258 made within 15 minutes of receipt. Number of emergency notifications 269 required Cost per day of maintaining 24-hour-a- Not Reported $ day response and recovery function capable of responding within 15 minutes FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 200 250 50 25.0% 200 250 50 25.0% 76.35 $ 174.11 $ (97.75) -128.0% Revenue 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ - $ $ - $ $ 35,254 $ 35,254 $ 35,254 35,254 0.0% 0.0% 100 - GENERAL $ 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ 15,127 591 82,684 98,402 $ 8,342 19,527 27,869 $ 11,899 $ 16,996 34,654 63,549 $ (3,557) 2,531 (34,654) (35,680) -42.6% 13.0% Expenditure $ $ -128.0% The FY 2008-09 budget for the Emergency Operations Management Activity meets the demand of 250 emergency notifications required at an average cost of $174.11 per day. 384 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 268,636 $ - FY 2007-08 REVISED RESTATED BUDGET $ 268,636 $ - FY 2008-09 BUDGET TARGET $ 268,636 $ - (33,640) $ (33,640) $ - REQUESTED ADJUSTMENTS: Reduction in Planning Activity Personnel Expenditures $ Subtotal $ FY 2008-09 REQUESTED BUDGET $ 234,996 $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 234,996 $ -12.5% 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 385 234,996 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 368,615 $ 333,615 FY 2007-08 REVISED RESTATED BUDGET $ 368,615 $ 333,615 (35,000) $ (35,000) $ - TARGET ADJUSTMENTS: One Time Expenditure - Communication Tower - C-15-08-007-8-00 FY 2008-09 BUDGET TARGET $ Subtotal $ $ 333,615 $ 333,615 $ Subtotal $ 20,945 20,945 $ $ 20,943 20,943 FY 2008-09 REQUESTED BUDGET $ 354,560 $ 354,558 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 354,560 $ 6.3% 354,558 6.3% REQUESTED ADJUSTMENTS: Nuclear Emergency Management Fund Grant Increase FY 2008-09 TOTAL ADOPTED BUDGET $ 386 354,560 $ 354,558 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 750,269 $ 750,269 $ $ Subtotal $ 47,601 13,875 96,869 158,345 $ 47,601 13,875 96,869 158,345 FY 2007-08 REVISED RESTATED BUDGET $ 908,614 $ 908,614 TARGET ADJUSTMENTS: Grant for Maricopa County Citizen Corps Program Grant for Maricopa County Citizen Corps Program $ (47,601) $ (13,875) (61,476) $ (47,601) (13,875) (61,476) 847,138 MID-YEAR ADJUSTMENTS: Grant for Maricopa County Citizen Corps Program Grant for Maricopa County Citizen Corps Program Grant for Emergency Management Performance Subtotal $ FY 2008-09 BUDGET TARGET $ 847,138 REQUESTED ADJUSTMENTS: Reduction in Public Information Activity Other Services Expenditures Decrease in Overtime Reimbursement $ (33,636) $ (8,528) (42,164) $ (33,636) (8,528) (42,164) Subtotal $ $ FY 2008-09 REQUESTED BUDGET $ 804,974 $ 804,974 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 804,974 $ -5.0% 804,974 -5.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 387 804,974 $ 804,974 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Employee Health Initiatives Analysis by Maria K. Tutelman, Management & Budget Analyst Summary 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 the 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: The results from the FY 2007-08 survey show a 5% increase in satisfaction with open enrollment from 86% to 91%. • 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. Status: For FY 2007-08, premium rates for Maricopa County increased 6.8%, 4% below the national trend of 10.8%. • 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: Since, 12/31/06, participation in the “Well Aware for Better Health” program provided by the vendor increased by 2.5%. • 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. 388 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Status: Enrollment increased from FY 2006-07 to FY 2007-08 for the following plans or programs accordingly: Consumer Choice Pharmacy Plan, 10%; Flexible Spending Program, 17%; Choice Fund H.S.A. Medical Plan, 352%. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 35EP - EMPLOYEE PROGRAMS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS ERGO - ERGONOMICS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 3,524,580 3,096,682 427,897 - $ 4,536,191 3,737,408 495,605 303,178 $ 4,536,191 3,737,408 495,605 303,178 $ 5,268,879 4,440,384 482,632 345,863 $ 6,392,639 4,510,266 1,490,342 392,031 $ 1,856,448 772,858 994,737 88,853 40.9% 20.7% 200.7% 29.3% 35HB - HEALTH BENEFITS SIDE - DENTAL SFMD - MEDICAL SFBH - MENTAL HEALTH SFRX - PHARMACY VISN - VISION $ 20,226,987 2,214,198 3,185,363 189,620 14,577,745 60,061 $ 119,188,145 9,216,878 87,769,613 2,526,352 18,219,476 1,455,826 $ 119,240,219 9,216,878 87,821,687 2,526,352 18,219,476 1,455,826 $ 111,786,661 9,266,474 82,113,744 2,376,086 16,663,334 1,367,023 $ 127,932,676 9,966,507 94,980,769 2,896,960 18,495,164 1,593,276 $ 8,692,457 749,629 7,159,082 370,608 275,688 137,450 7.3% 8.1% 8.2% 14.7% 1.5% 9.4% 35VB - VOLUNTARY BENEFITS PROGRAMS FSAA - FLEXIBLE SPENDING ACCOUNT FIBP - LIFE INSURANCE OTHR - OTHER BENEFITS $ 70,797 60,018 10,779 - $ 8,596,742 3,099,043 5,102,515 395,184 $ 8,596,742 3,099,043 5,102,515 395,184 $ 7,607,544 2,611,561 4,742,564 253,419 $ 8,835,378 2,741,460 5,586,600 507,318 $ 238,636 (357,583) 484,085 112,134 2.8% -11.5% 9.5% 28.4% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,603,022 1,603,022 - $ 1,421,393 134,460 556,141 647,127 78,445 5,220 $ 1,421,393 134,460 556,141 647,127 78,445 5,220 $ 3,175,216 144,072 474,549 2,418,441 138,154 - $ 1,440,861 123,116 561,317 666,505 83,955 5,968 $ 19,468 (11,344) 5,176 19,378 5,510 748 1.4% -8.4% 0.9% 3.0% 7.0% 14.3% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS TOTAL PROGRAMS $ EXPENDITURES 35EP - EMPLOYEE PROGRAMS $ STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS ERGO - ERGONOMICS 25,425,386 $ 2,337 2,337 133,744,808 $ 2,337 2,337 133,796,882 $ (124,404) $ 1,563 (125,967) 127,713,896 $ 144,601,554 $ (2,337) (2,337) 10,804,672 -100.0% -100.0% 2,496,187 2,101,671 207,498 187,018 $ 4,536,191 3,737,408 495,605 303,178 $ 4,568,555 3,740,002 495,608 332,945 $ 3,742,122 2,482,677 894,220 365,225 $ 5,828,997 4,490,255 986,349 352,393 $ (1,260,442) (750,253) (490,741) (19,448) -27.6% -20.1% -99.0% -5.8% 35HB - HEALTH BENEFITS SIDE - DENTAL SFMD - MEDICAL SFBH - MENTAL HEALTH SFRX - PHARMACY VISN - VISION $ 15,656,008 1,823,670 2,038,505 178,415 11,612,965 2,453 $ 118,888,145 9,216,878 87,469,613 2,526,352 18,219,476 1,455,826 $ 118,888,137 9,216,882 87,469,609 2,526,356 18,219,471 1,455,819 $ 105,410,007 9,068,007 79,970,039 1,680,241 13,409,139 1,282,581 $ 128,087,875 9,961,958 95,205,513 2,895,931 18,432,251 1,592,222 $ (9,199,738) (745,076) (7,735,904) (369,575) (212,780) (136,403) -7.7% -8.1% -8.8% -14.6% -1.2% -9.4% 35VB - VOLUNTARY BENEFITS PROGRAMS FSAA - FLEXIBLE SPENDING ACCOUNT FIBP - LIFE INSURANCE OTHR - OTHER BENEFITS $ 178,013 67,549 20,108 90,356 $ 8,596,742 3,099,043 5,102,515 395,184 $ 8,596,730 3,099,040 5,102,506 395,184 $ 7,056,316 2,484,807 4,317,552 253,957 $ 8,833,699 2,740,621 5,585,760 507,318 $ (236,969) 358,419 (483,254) (112,134) -2.8% 11.6% -9.5% -28.4% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 861,940 33,172 514,611 269,039 43,163 1,956 $ 1,421,393 134,460 556,141 647,127 78,445 5,220 $ 1,418,301 134,463 556,160 644,015 78,443 5,220 $ 1,177,444 87,612 470,302 543,226 72,831 3,473 $ 1,335,265 115,732 520,171 614,737 79,280 5,345 $ 83,036 18,731 35,989 29,278 (837) (125) 5.9% 13.9% 6.5% 4.5% -1.1% -2.4% 99GV - GENERAL GOVERNMENT $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS TOTAL PROGRAMS $ 19,192,148 $ 2,337 2,337 133,444,808 $ 13,434 2,337 11,097 133,485,157 $ 3,073,048 3,000,000 777 72,271 120,458,937 $ 653 652 1 144,086,489 $ 12,781 1,685 11,096 (10,601,332) 95.1% $ $ 389 $ $ $ $ $ $ $ 8.1% 72.1% 100.0% -7.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 5,830,657 17,942,425 23,773,082 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,603,022 49,282 1,652,304 ALL REVENUES $ TOTAL SOURCES $ $ $ $ FY 2007-08 REVISED 3,203,387 29,265,342 100,946,499 133,415,228 $ 300,000 29,580 329,580 25,425,386 $ 25,425,386 $ $ $ $ FY 2007-08 FORECAST 3,203,387 29,265,342 100,998,573 133,467,302 $ $ $ $ 300,000 29,580 329,580 133,744,808 $ 133,744,808 $ 2,956,883 27,381,781 95,154,990 125,493,654 ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ $ $ 1,968,104 252,138 2,220,242 133,796,882 $ 133,796,882 $ 2,974,184 31,634,534 109,992,836 144,601,554 $ (229,203) 2,369,192 8,994,263 11,134,252 $ $ -7.2% 8.1% 8.9% 8.3% $ - (300,000) -100.0% (29,580) -100.0% (329,580) -100.0% $ 127,713,896 $ 144,601,554 $ 10,804,672 8.1% 127,713,896 $ 144,601,554 $ 10,804,672 8.1% Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,507,844 $ 2,520 1,087 394,409 (1) (21,432) 10,000 1,894,427 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 18,906 1,388 20,294 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 15,987,133 1,175,978 5,819 3,870 31,478 2,738 25,365 32,477 17,264,858 $ $ SUBTOTAL $ - $ $ CAPITAL 0950 - DEBT SERVICE $ 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 12,569 12,569 $ TOTAL USES $ 19,192,148 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ $ $ $ FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 1,709,861 $ 7,492 2,496 506,454 (1,117,191) 1,127,191 2,236,303 $ 1,754,279 $ 7,492 2,496 514,110 (1,117,191) 1,127,191 2,288,377 $ 1,509,513 $ 2,477 1,727 453,721 6,209 (933,542) 972,803 2,012,908 $ 1,595,406 $ 12,528 2,496 463,788 (1,132,553) 1,300,421 2,242,086 $ 158,873 (5,036) 50,322 15,362 (173,230) 46,291 9.1% 0.0% 0.0% 9.8% 0.0% -1.4% -15.4% 2.0% 31,126 $ 1,525 6,200 (22,226) 22,226 38,851 $ 31,126 $ 1,525 6,200 (22,226) 22,226 38,851 $ 33,668 $ 1,431 5,313 (11,707) 11,687 40,392 $ 31,872 $ 2,060 6,200 (23,624) 23,625 40,133 $ (746) (535) 1,398 (1,399) (1,282) -2.4% -35.1% 0.0% -6.3% -6.3% -3.3% - $ 121,063,958 9,890,684 12,826 5,401 122,329 11,559 8,560 35,150 (218,071) 218,071 131,150,467 $ - $ 121,063,958 9,878,959 12,826 5,401 122,329 11,559 8,560 35,150 (218,071) 218,071 131,138,742 $ 43,453 $ 105,267,027 9,885,483 12,402 5,671 124,288 11,592 8,662 35,864 (179,092) 179,079 115,394,429 $ - $ 128,700,170 12,672,628 11,665 5,404 156,453 11,555 18,996 35,157 (843,655) 1,016,571 141,784,944 $ - $ $ 19,187 $ (19,187) 19,187 19,187 $ 133,444,808 $ 390 - $ $ 19,187 $ (19,187) 19,187 19,187 $ 133,485,157 $ 3,000,000 3,000,000 $ $ 11,229 $ (11,230) 11,209 11,208 $ 120,458,937 $ 172,936 172,936 $ $ 19,326 $ (192,262) 19,326 (153,610) $ 144,086,489 $ (7,636,212) -6.3% (2,793,669) -28.3% 1,161 0.0% (3) -0.1% (34,124) -27.9% 4 0.0% (10,436) -121.9% (7) 0.0% 625,584 -286.9% (798,500) -366.2% (10,646,202) -8.1% (172,936) (172,936) (139) -0.7% 173,075 -902.0% (139) -0.7% 172,797 0.0% (10,601,332) -7.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 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 629 - SI DENTAL 630 - DEPENDENT LIFE 631 - VOLUNTARY BENEFITS 632 - CIGNA FOR SENIORS 652 - HS SELF-INSURED TRUST FUND 685 - BENEFITS TRUST INTERNAL SERVICE TOTAL FUNDS USES 100 - GENERAL 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 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 629 - SI DENTAL 630 - DEPENDENT LIFE 631 - VOLUNTARY BENEFITS 632 - CIGNA FOR SENIORS 652 - HS SELF-INSURED TRUST FUND 685 - BENEFITS TRUST INTERNAL SERVICE TOTAL FUNDS $ $ $ $ $ $ $ $ FY 2007-08 ADOPTED 495,412 22,341,628 2,588,346 24,929,974 25,425,386 $ $ 2,343,922 15,471,611 1,376,615 16,848,226 19,192,148 $ $ $ $ $ $ FY 2007-08 REVISED 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 2,671,409 641,505 395,184 627,300 133,744,808 133,744,808 $ $ 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 2,671,409 641,505 395,184 627,300 133,444,808 133,444,808 $ $ $ $ $ $ 391 FY 2007-08 FORECAST 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 2,848,165 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,796,882 133,796,882 $ $ 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 2,289,637 392,832 457,292 1,001,088 2,848,165 2,160,460 926,820 1,346,502 92,524 719,709 986,813 3,452,646 210,264 2,671,409 641,505 395,184 627,300 133,485,157 133,485,157 $ $ $ $ $ $ 33,793,961 1,550,952 15,856,594 27,442,886 1,337,332 427,437 5,674,397 14,524,239 2,384,221 2,671,996 566,702 448,550 220,612 2,165,987 385,217 448,844 1,035,080 3,234,312 1,885,363 734,955 1,350,229 629,433 978,872 3,293,743 205,749 2,997,603 458,990 253,957 629,626 126,057 127,713,896 127,713,896 33,397,373 1,367,921 15,589,805 25,494,630 1,107,843 873,351 5,674,396 11,697,354 1,574,628 1,653,660 258,548 202,578 118,439 1,449,594 784,283 277,508 1,000,000 2,553,633 1,771,875 707,149 1,268,965 629,433 894,663 2,985,520 205,749 2,701,033 422,263 253,957 542,786 3,000,000 120,458,937 120,458,937 FY 2008-09 ADOPTED $ $ $ $ $ $ $ $ 38,871,668 1,765,916 18,364,277 32,607,094 1,655,844 466,262 5,943,115 15,599,854 2,593,364 2,069,203 651,142 768,661 594,994 2,658,708 1,296,888 456,516 3,228,886 1,994,563 725,872 1,478,152 94,098 658,705 1,065,588 4,105,572 217,226 3,280,574 394,414 507,318 487,080 144,601,554 144,601,554 38,565,052 1,736,357 18,217,871 32,384,265 1,640,272 460,207 5,942,253 15,586,712 2,550,358 2,069,203 651,142 768,660 594,994 2,658,521 806,304 419,092 1,000,000 3,026,622 1,994,563 725,872 1,477,962 94,074 658,626 1,065,588 4,105,572 217,224 3,280,311 394,414 507,318 487,080 144,086,489 144,086,489 ADOPTED VS REVISED % VARIANCE $ $ $ $ $ $ $ $ 0.0% 2,719,579 7.5% 720,315 68.9% (1,003,261) -5.2% 5,024,037 18.2% 531,256 47.2% 397,658 579.6% 220,545 3.9% (47,234) -0.3% 234,779 10.0% 184,380 9.8% 103,168 18.8% 171,986 28.8% 129,179 27.7% 369,071 16.1% 904,056 230.1% (12,501) -2.7% (1,001,088) -100.0% 380,721 13.4% (165,897) -7.7% (200,948) -21.7% 131,650 9.8% 1,574 1.7% (61,004) -8.5% 78,775 8.0% 652,926 18.9% 6,962 3.3% 609,165 22.8% (247,091) -38.5% 112,134 28.4% (140,220) -22.4% 10,804,672 8.1% 10,804,672 8.1% (2,712,963) -7.6% (690,756) -66.1% 1,149,667 5.9% (4,801,208) -17.4% (515,684) -45.9% (391,603) -570.8% (219,683) -3.8% 60,376 0.4% (191,773) -8.1% (184,380) -9.8% (103,168) -18.8% (171,985) -28.8% (129,179) -27.7% (368,884) -16.1% (413,472) -105.3% 38,200 8.4% 1,088 0.1% (178,457) -6.3% 165,897 7.7% 200,948 21.7% (131,460) -9.8% (1,550) -1.7% 61,083 8.5% (78,775) -8.0% (652,926) -18.9% (6,960) -3.3% (608,902) -22.8% 247,091 38.5% (112,134) -28.4% 140,220 22.4% (10,601,332) -7.9% (10,601,332) -7.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives General Adjustments IT Services: Increase expenditure by $76,542 to fund services provided by the Office of Enterprise Technology Programs 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. Program Results Measure Description "Percent of active employees, retirees, NPGs, and COBRA beneficiaries who received the benefit coverage who are satisfied with the benefit" Percent of active employees who received the benefit coverage who are satisfied with the benefit 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 HSA Plan FY 2007 Actual Not Reported FY 2008 Forecast 65.1% FY 2009 Adopted 65.1% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 93.9% 93.9% 0.0% 0.0% Not Reported 0.9% 0.9% 0.0% 0.0% Not Reported 2.5% 2.5% 0.0% 0.0% Not Reported Not Reported 34.9% Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent increase in enrollment in the Consumer Choice Benefit Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent of active employees who received the benefit coverage who are satisfied with the benefit Not Reported 87.0% 87.0% 0.0% 0.0% Not Reported 10.1% (1.2%) (11.2%) -111.6% Not Reported 85.7% 85.7% 0.0% 0.0% Not Reported 83.9% 83.9% 0.0% 0.0% Activities that comprise this program include: • Medical • Pharmacy • Vision • • 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 as required by county governance. 392 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent of voluntary departures who reported benefits as the primary reason for departure Percent increase in enrollment in Choice Fund HSA Plan Percent increase in enrollment in disease management programs "Number of active employees, retirees, NPGs and Cobra beneficiaries who received Medical Benefits" "Number of active employees, retirees, NPGs and Cobra beneficiaries who elected Medical Benefit coverage" Cost per average monthly per person who received medical benefit coverage FY 2007 Actual Not Reported FY 2008 Forecast 93.9% FY 2009 Adopted 93.9% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 0.9% 0.9% 0.0% 0.0% Not Reported Not Reported 34.9% Not Reported 2.5% 2.5% 0.0% 0.0% Not Reported 12250 12084 -166 -1.4% Not Reported 12250 12084 -166 -1.4% Not Reported $ 6,528.17 $ $ 33,509,951 1,534,591 15,715,257 27,150,813 1,322,687 426,835 107,271 971,234 747,028 628,077 82,113,744 $ 7,878.64 $ (1,350.48) -20.7% Revenue 100 - GENERAL $ 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP HIGH OPTION 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 617 - MEDICAL INCENTIVE/PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS 652 - HS SELF-INSURED TRUST FUND TOTAL SOURCES $ 134,692 2,482,300 2,616,993 100 - GENERAL $ 601 - CMG HIGH OPTION 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP HIGH OPTION 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 616 - CONTRACT ADMINISTRATION 617 - MEDICAL INCENTIVE/PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS 652 - HS SELF-INSURED TRUST FUND TOTAL USES $ 506,563 1,376,615 1,883,178 $ $ 38,871,668 1,765,916 18,364,277 32,607,094 1,655,844 466,262 104,998 657,630 487,080 94,980,769 $ $ 5,361,717 231,325 2,649,020 5,456,281 333,157 39,427 (2,273) (971,234) (89,398) (140,997) 12,867,025 16.0% 15.1% 16.9% 20.1% 25.2% 9.2% -2.1% -100.0% -12.0% -22.4% 15.7% Expenditure $ $ 33,397,373 1,367,921 15,589,805 25,494,630 1,107,843 873,351 57,078 996,798 542,454 542,786 79,970,039 $ $ 38,565,052 1,736,357 18,217,871 32,384,265 1,640,272 460,207 96,396 1,000,000 618,013 487,080 95,205,513 $ $ (5,167,679) (368,436) (2,628,066) (6,889,635) (532,429) 413,144 (39,318) (3,202) (75,559) 55,706 (15,235,474) -15.5% -26.9% -16.9% -27.0% -48.1% 47.3% -68.9% -0.3% -13.9% 10.3% -19.1% Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. In addition, in reviewing the performance measures for the Choice Fund HSA plan note that the Plan was not in place until FY 2007-08. Base Adjustment: Reduce operating budget by $1,000,000 and increased non-operating budget by $1,000,000 budgeting medical contract penalties as non-recurring expenses. 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 as required by county governance. 393 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit "Number of active employees, retirees, NPGs and Cobra Beneficiaries who received Dental Benefit coverage." FY 2007 Actual Not Reported FY 2008 Forecast 85.7% FY 2009 Adopted 85.7% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 12263 12137 -126 -1.0% Demand Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Dental Benefit coverage. Not Reported 12263 12137 -126 -1.0% Efficiency Cost per average monthly number of employees who receive Dental Benefit Coverage Not Reported $739.46 $820.79 -$81.33 -11.0% Revenue 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ $ $ - 100 - GENERAL $ 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 43,491 43,491 $ $ 5,655,511 17,022 122,155 624,157 2,847,629 9,266,474 $ 5,674,396 9,929 53,216 629,433 2,701,033 9,068,007 $ $ 5,943,115 18,260 65,853 658,705 3,280,574 9,966,507 $ $ 287,604 1,238 (56,302) 34,548 432,945 700,033 5.1% 7.3% -46.1% 5.5% 15.2% 7.6% (267,857) (6,835) (10,788) (29,193) (579,278) (893,951) -4.7% -68.8% -20.3% -4.6% -21.4% -9.9% Expenditure $ $ 5,942,253 16,764 64,004 658,626 3,280,311 9,961,958 $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 as required by county governance. 394 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Result Output Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent increase in enrollment in the Consumer Choice Benefit "Number of active employees, retirees, NPGs and Cobra beneficiaries who received Pharmacy Benefit coverage" FY 2007 Actual Not Reported FY 2008 Forecast 87.0% FY 2009 Adopted 87.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 10.1% (1.2%) (11.2%) (111.6%) Not Reported 11979 11785 -194 (1.6%) Demand "Number of active employees, retirees, NPGs and Cobra beneficiaries who elected Pharmacy Benefit coverage" Not Reported 11979 11785 -194 (1.6%) Efficiency Cost per average monthly person who received Pharmacy Benefit coverage Not Reported $1,119.39 $1,564.04 -$444.66 (39.7%) Revenue 100 - GENERAL $ 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 89,523 89,523 $ 100 - GENERAL $ 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 225,919 225,919 $ $ 14,027,072 2,311,318 38,304 286,640 16,663,334 $ 11,697,354 1,574,628 22,342 114,815 13,409,139 $ $ 15,599,854 2,593,364 41,086 260,860 18,495,164 $ 15,586,712 2,550,358 37,716 257,465 18,432,251 $ $ 1,572,782 282,046 2,782 (25,780) 1,831,830 11.2% 12.2% 7.3% -9.0% 11.0% (3,889,358) (975,730) (15,374) (142,650) (5,023,112) -33.2% -62.0% -68.8% -124.2% -37.5% Expenditure $ $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 as required by county governance. 395 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Average monthly number of persons who receive Vision Benefit coverage Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Vision Benefit coverage. Cost per average monthly number of persons who receive Vision Benefit coverage FY 2007 Actual Not Reported FY 2008 Forecast 83.9% FY 2009 Adopted 83.9% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 12401 12220 -181 -1.5% Not Reported 12401 12220 -181 -1.5% Not Reported $103.43 $130.30 -$26.87 -26.0% Revenue 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 10,779 10,779 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ 2,453 2,453 $ $ 4,257 31,649 1,331,117 1,367,023 $ $ 4,566 16,460 1,478,152 94,098 1,593,276 $ $ 309 (15,189) 147,035 94,098 226,253 7.3% -48.0% 11.0% 16.6% Expenditure $ $ 2,439 11,177 1,268,965 1,282,581 $ $ 4,188 15,998 1,477,962 94,074 1,592,222 $ $ (1,749) (4,821) (208,997) (94,074) (309,641) -71.7% -43.1% -16.5% -24.1% Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 as required by county governance. 396 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result FY 2007 Actual "Percent of active employees, retirees, Not Reported NPGs, and COBRA beneficiaries who received the benefit coverage who are satisfied with the benefit" FY 2008 Forecast 65.1% Output "Number of active employees, retirees, Not Reported NPGs and Cobra beneficiaries who received Mental Health Benefit coverage" "Number of active employees, retirees, Not Reported NPGs and Cobra beneficiaries who elected Mental Health Benefit coverage" Cost per average monthly person Not Reported receiving Mental Health benefit 26098 25748 -350 -1.3% 26098 25748 -350 -1.3% $64.38 $112.47 -$48.09 -74.7% Demand Efficiency Measure Description FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 65.1% 0.0% 0.0% Revenue 100 - GENERAL $ 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 617 - MEDICAL INCENTIVE/PENALTIE 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ 189,620 $ 189,620 $ - $ 2,134,474 4,255 1,303 30,965 205,089 2,376,086 $ - $ 2,658,708 4,566 16,460 217,226 2,896,960 $ 524,234 311 (1,303) (14,505) 12,137 520,874 24.6% 7.3% (100.0%) -46.8% 5.9% 21.9% 100 - GENERAL $ 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 617 - MEDICAL INCENTIVE/PENALTIE 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL USES $ 178,415 $ 178,415 $ - $ 1,449,594 2,479 3,202 19,217 205,749 1,680,241 $ - $ 2,658,521 4,188 15,998 217,224 2,895,931 $ (1,208,927) (1,709) 3,202 3,219 (11,475) (1,215,690) -83.4% -68.9% 100.0% 16.8% -5.6% -72.4% Expenditure Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 Measure Description Percent of active employees who received services who are satisfied with the Ergonomic Program Percent of active employees who received the services who are satisfied with the services Percent of active employees who received the benefit coverage who are satisfied with the benefit FY 2007 Actual Not Reported FY 2008 Forecast 61.9% FY 2009 Adopted 61.9% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 79.3% 79.3% 0.0% 0.0% Not Reported 78.4% 78.4% 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 397 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives working environment and assist in medical cost containment so that Maricopa County active employees can do their jobs safely and well. Mandates: Administrative mandate as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of active employees who received services who are satisfied with the Ergonomic Program Count of service requests completed. Count of service requests received from departments within the County. Total expenditures for this PAS code per unit of output FY 2007 Actual Not Reported FY 2008 Forecast 61.9% FY 2009 Adopted 61.9% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 1843 2400 557 30.2% Not Reported 1980 2400 420 21.2% Not Reported $198 $147 $51 25.9% Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ $ $ - 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 187,018 187,018 $ $ 42,556 303,307 345,863 $ 27,855 337,370 365,225 $ $ 45,651 346,380 392,031 $ $ 3,095 43,073 46,168 7.3% 14.2% 13.3% (14,055) 26,887 12,832 -50.5% 8.0% 3.5% Expenditure $ $ 41,910 310,483 352,393 $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 as required by county governance. 398 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of active employees who received the services who are satisfied with the services Number of service requests completed Number of serves requested by employees or departmental management Cost per service request completed 610 - 70% STD 611 - 60% STD 612 - 50% STD 613 - 40% STD 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES FY 2007 Actual Not Reported FY 2008 Forecast 79.3% FY 2009 Adopted 79.3% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ $ $ - 100 - GENERAL $ 610 - 70% STD 611 - 60% STD 612 - 50% STD 613 - 40% STD 616 - CONTRACT ADMINISTRATION TOTAL USES $ 91,921 91,921 $ $ 2,582,483 549,537 436,171 214,549 80,862 576,782 4,440,384 $ 1,653,660 258,548 202,578 118,439 47,201 2,482,677 $ $ Variance Forecast - Adopted 0.0% 2,069,203 $ 651,142 768,661 594,994 82,173 344,093 4,510,266 $ % Variance Forecast - Adopted 0.0% (513,280) 101,605 332,490 380,445 1,311 (232,689) 69,882 -19.9% 18.5% 76.2% 177.3% 1.6% -40.3% 1.6% (415,543) (392,594) (566,082) (476,555) (28,243) (2,007,578) -25.1% -151.8% -279.4% -402.4% -59.8% -80.9% Expenditure $ $ 2,069,203 651,142 768,660 594,994 75,444 4,490,255 $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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, NPG’s 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 as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Number of active employees who received the benefit coverage Number of active employees who elected the medical plan Employee Wellness Program cost per employee enrolled FY 2007 Actual Not Reported FY 2008 Forecast 78.4% FY 2009 Adopted 78.4% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 11,977 11,793 -184 -1.5% Not Reported 11,977 11,793 -184 -1.5% Not Reported $74.66 $83.64 -$8.98 -12.0% Revenue 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ $ $ - 100 - GENERAL $ 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 68,189 68,189 $ $ 343,283 17,022 122,327 482,632 $ 784,283 9,929 100,008 894,220 $ $ 1,296,888 22,826 170,628 1,490,342 $ 806,304 20,956 159,089 986,349 $ $ 953,605 5,804 48,301 1,007,710 277.8% 34.1% 39.5% 208.8% (22,021) (11,027) (59,081) (92,129) -2.8% -111.1% -59.1% -10.3% Expenditure $ 399 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent of active employees who received the benefit coverage who are satisfied with the benefit Percent increase in enrollment in flexible spending from 07.01.07 Percent of active employees who received the benefit coverage who are satisfied with the benefit FY 2007 Actual Not Reported FY 2008 Forecast 94.0% FY 2009 Adopted 94.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 90.7% 90.7% 0.0% 0.0% Not Reported 18.9% 19.7% 0.8% 4.3% Not Reported Not Reported Not Reported 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 as required by county governance. 400 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit The total number of employees who elected the Flexible Spending Account benefit plan. The number of employees who elected the Flexible Spending Account benefit plan. Flexible Spending Account benefit plan cost per employee enrolled. FY 2007 Actual Not Reported FY 2008 Forecast 90.7% FY 2009 Adopted 90.7% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 1,618 1,886 268 16.6% Not Reported 1,618 1,886 268 16.6% Not Reported $1,535.73 $1,453.14 $82.59 5.4% Revenue 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 60,018 60,018 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ 67,549 67,549 $ $ 2,377 184 1,877,093 731,907 2,611,561 $ $ 4,566 16,459 1,994,563 725,872 2,741,460 $ $ 2,189 16,275 117,470 (6,035) 129,899 92.1% 8845.1% 6.3% -0.8% 5.0% (2,193) (12,210) (222,688) (18,723) (255,814) -109.9% -322.3% -12.6% -2.6% -10.3% Expenditure $ $ 1,995 3,788 1,771,875 707,149 2,484,807 $ $ 4,188 15,998 1,994,563 725,872 2,740,621 $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 as required by county governance. 401 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit "Number of active employees who received coverage in these plans, Basic Life, Supplemental Life or Dependent Life" "Number of active employees who enrolled in these plans, Basic Life, Supplemental Life, or Dependent Life" Cost per output FY 2007 Actual Not Reported FY 2008 Forecast 94.0% FY 2009 Adopted 94.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Not Reported 29,745 30,118 373 1.3% Not Reported 29,745 30,118 373 1.3% Not Reported $145.15 $185.46 -$40.31 -27.8% 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE & AD&D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 10,779 10,779 100 - GENERAL $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE & AD&D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ 20,108 20,108 $ $ 4,257 30,176 975,338 3,275,244 457,549 4,742,564 $ $ 4,566 16,460 1,065,588 4,105,572 394,414 5,586,600 $ $ 309 (13,716) 90,250 830,328 (63,135) 844,036 7.3% -45.5% 9.3% 25.4% -13.8% 17.8% (1,029) (4,051) (170,925) (1,120,052) 27,849 (1,268,208) -32.6% -33.9% -19.1% -37.5% 6.6% -29.4% Expenditure $ $ 3,159 11,947 894,663 2,985,520 422,263 4,317,552 $ $ 4,188 15,998 1,065,588 4,105,572 394,414 5,585,760 $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 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 402 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of active employees who received the benefit coverage who are satisfied with the benefit Number of active employees who received coverage in these plans Number of active employees who elected these plans Cost per average monthly person receiving coverage FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Not Reported 1,229 1,376 147 12.0% Not Reported 1,229 1,376 147 12.0% Not Reported $206.64 $368.69 -$162.05 -78.4% Revenue 631 - VOLUNTARY BENEFITS TOTAL SOURCES - $ $ 253,419 253,419 $ $ 507,318 507,318 $ $ 253,899 253,899 100.2% 100.2% 90,356 90,356 $ 253,957 253,957 $ 507,318 507,318 $ (253,361) (253,361) (99.8%) -99.8% Expenditure 100 - GENERAL $ 631 - VOLUNTARY BENEFITS TOTAL USES $ $ $ $ Effective with FY 2007-08 the Department’s fund structure is now comprised of special revenue funds, therefore, data is not available for FY 2006-07 for the relevant funds as indicated above for comparison purposes with later years. 403 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Employee Health Initiatives Appropriated Budget Reconciliation Benefits Trust Fund (685) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 133,444,808 $ 133,744,808 52,074 $ (11,725) 40,349 $ 52,074 52,074 MID-YEAR ADJUSTMENTS: Employee Market compensation Adjustments (Admin Phase II Market Study) $ Jan. 2008 Administrative Reductions Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ 133,485,157 $ 133,796,882 - $ (11,725) (11,725) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Requested Revenue Above Target Based on New Rates $ Requested Expenditure Above Target Based on New Claims & Related Expenses Claims Estimated at 50% Confidence Level Subtotal $ FY 2008-09 REQUESTED BUDGET $ BASE ADJUSTMENTS: Adjustment Fund 617 to Non-Operating Budget for Potential Contract Penalties $ Management Analyst Position - Service Level Agreement with OET Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET $ PERCENT CHANGE FROM TARGET AMOUNT 133,473,432 $ 133,796,882 - $ 10,804,672 10,536,515 10,536,515 $ 10,804,672 144,009,947 $ 144,601,554 (1,000,000) $ 76,542 (923,458) $ - 143,086,489 $ 7.2% 144,601,554 8.1% NON-OPERATING NON-OPERATING 0001 Adjustment Fund 617 from Operating Budget for Potential Contract Penalties $ Subtotal $ 1,000,000 1,000,000 $ $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 1,000,000 $ - $ 144,086,489 $ 144,601,554 FY 2008-09 TOTAL ADOPTED BUDGET 404 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Angie Flick, Management & Budget Analyst Summary Mission The mission of the Office of Enterprise Technology (OET) is to provide an information technology (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 June 30, 2007, OET will implement Phase I of the training strategy to provide high caliber training opportunities that promote improvements in IT knowledge, skills and abilities throughout the OET. By June 30, 2008, final phase of the training strategy will be implemented. Status: Maricopa County receives training vouchers through the Microsoft Enterprise Agreement for training courses designed to help IT Professionals and Developers deploy, manage and support their organization’s infrastructure. • 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 County’s infrastructure upgrade is in progress. The systems necessary to accomplish this goal is expected to be in place by February 2009. • By September 30, 2007, establish a Disaster Recovery Plan with skeleton hot site operational for critical enterprise systems. Status: The Disaster Recovery Plan has been established and is in the process of being implemented. • 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 internet provider), and distribute results to all end user departments for their review. Status: The new telecommunications billing system is expected to be in place by March 2009. • By June 30, 2009, implement Phase I of the telecom assessment recommendation. Status: The telecom assessment is in final review. The FY 2008-09 budget continues to support the attainment of this goal. 405 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Department Strategic Plans and Budgets Enterprise Technology By June 30, 2009, implement a new voice mail replacement system. Status: The voice mail replacement system is currently in the procurement process. The FY 2008-09 budget continues to support the attainment of this goal. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 20,637,737 7,077,139 2,865,935 2,724,231 156,796 7,813,636 $ 16,557,997 4,367,267 2,400,135 3,258,262 156,192 6,376,141 $ 16,557,997 4,367,267 2,400,135 3,258,262 156,192 6,376,141 $ 236,721 236,721 20,874,458 $ 16,557,997 $ 16,557,997 $ 18,167,243 4,627,120 356,944 2,636,811 2,067,005 42,214 8,437,149 $ 15,996,269 4,720,013 574,118 1,562,557 2,213,499 16,000 6,910,082 $ 16,187,027 4,910,777 574,118 1,562,557 2,213,498 16,000 6,910,077 41MG - INFO TECHNOLOGY MANAGEMENT EPMG - ENTERPRISE MANAGEMENT $ 634,850 634,850 $ 1,021,667 1,021,667 $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,246,370 1,126,168 18,016 25,476 76,710 $ 1,145,432 1,089,688 25,898 29,846 - $ 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 335,530 286,708 48,822 $ 337,356 328,024 9,332 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 6,487,636 3,925,814 285,689 886,593 192,048 1,197,492 26,871,629 $ 7,220,638 4,132,974 315,573 989,334 284,655 1,498,102 25,721,362 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT TOTAL PROGRAMS $ EXPENDITURES 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK NWPT - NETWORK PROTECTION PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 17,320,695 4,579,048 2,616,457 3,143,767 142,168 6,839,255 $ 16,557,997 4,367,267 2,400,135 3,258,262 156,192 6,376,141 $ 129,851 129,851 17,450,546 $ $ 16,636,463 6,094,766 110,688 1,790,520 2,247,330 20,710 6,372,449 $ 16,867,048 5,830,919 30,788 2,035,404 2,687,526 35,400 6,247,011 $ (680,021) -4.2% (920,142) -18.7% 543,330 94.6% (472,847) -30.3% (474,028) -21.4% (19,400) -121.3% 663,066 9.6% 1,021,667 1,021,667 $ 1,032,761 1,032,761 $ 1,214,698 1,214,698 $ (193,031) (193,031) -18.9% -18.9% 1,845,579 1,089,706 726,028 29,845 - $ 2,328,064 12,423 2,224,632 21,820 41,490 27,699 $ 1,226,713 1,009,788 179,339 37,586 - $ 618,866 79,918 546,689 (7,741) - 33.5% $ 337,356 328,024 9,332 $ 332,660 328,024 4,636 $ 422,470 422,470 - $ $ 7,761,196 4,307,164 681,929 989,340 284,654 1,498,109 27,152,825 $ 8,492,091 5,101,751 277,822 1,088,844 350,470 1,673,204 28,822,039 $ 8,955,641 4,859,849 839,951 1,008,478 362,362 1,885,001 $ 28,686,570 $ $ $ $ $ $ 16,557,997 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ - 0.0% $ $ 7.3% 75.3% -25.9% (85,114) -25.2% (94,446) -28.8% 9,332 100.0% (1,194,445) (552,685) (158,022) (19,138) (77,708) (386,892) (1,533,745) -15.4% -12.8% -23.2% -1.9% -27.3% -25.8% -5.6% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 684,746 684,746 $ $ - $ $ - $ $ - $ $ - $ $ - CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 19,945,906 19,945,906 $ 685,264 15,861,733 16,546,997 $ 685,264 15,861,733 16,546,997 $ 722,136 16,592,899 17,315,035 $ 685,264 15,861,733 16,546,997 $ - 0.0% 0.0% 0.0% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 236,721 7,085 243,805 $ 11,000 11,000 $ 11,000 11,000 $ 129,851 5,660 135,511 $ 11,000 11,000 $ - 0.0% 0.0% TOTAL SOURCES $ 20,874,458 $ 16,557,997 $ 16,557,997 $ 17,450,546 $ 16,557,997 $ - 0.0% $ $ $ $ 406 $ $ $ $ $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 5,729,258 $ 36,590 81,413 1,556,526 53,473 (349,019) 261,462 7,369,704 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 3,225,832 26,381 432,985 3,685,199 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 5,369 2,471,794 2,643,233 2,105,653 3,126 271,130 15,392 277,256 3,244 5,570,538 20,233 13,386,968 $ $ SUBTOTAL $ FY 2007-08 REVISED 8,028,662 $ 14,904 27,300 2,236,557 29,071 (713,872) 253,451 9,876,073 $ 308,750 19,200 20,400 3,577 351,927 $ $ $ 1,691,614 1,586,466 2,985,584 114,199 8,721 69,777 1,750 5,969,348 12,427,459 873,454 873,454 $ $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT SUBTOTAL $ 929,592 55,265 571,448 1,556,305 $ TOTAL USES $ 26,871,629 OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2007-08 FORECAST 8,328,767 $ 14,904 27,300 2,303,384 29,071 (713,872) 253,451 10,243,005 $ 395,558 19,200 20,400 3,577 438,735 $ $ $ 1,778,439 1,586,466 2,985,587 114,199 8,721 69,777 1,750 5,969,348 190,765 12,705,052 328,024 328,024 $ $ $ $ 2,737,879 2,737,879 $ 25,721,362 $ FY 2008-09 ADOPTED 7,967,767 $ 5,516 55,926 2,211,533 77,294 (1,782,547) 453,102 8,988,591 $ ADOPTED VS REVISED VARIANCE % 9,410,392 $ 22,978 2,575,473 113,955 (2,041,641) 283,185 10,364,342 $ (1,081,625) 14,904 4,322 (272,089) (84,884) 1,327,769 (29,734) (121,337) -13.0% 0.0% 0.0% -11.8% 0.0% -186.0% -11.7% -1.2% 2,511,735 $ 26,783 (15,000) 2,523,518 $ (2,116,177) (7,583) 20,400 15,000 3,577 (2,084,783) -535.0% 0.0% -39.5% 100.0% 777,867 1,576,446 (391,182) (52,305) (10,743) (18,264) (1,670) (1,963,900) 216,221 190,765 323,235 100.0% 2.5% $ $ (94,446) (94,446) -28.8% -28.8% - $ 3,119,608 (125,185) 2,994,423 $ 700,130 (381,729) 125,185 443,586 0.0% 2,091,975 15,840 22,458 51,847 1,192 2,183,312 $ $ $ 3,273,327 1,425,944 3,206,998 3,750 559,260 16,809 64,160 2,740 5,971,463 14,524,451 $ - $ 1,000,572 10,020 3,376,769 166,504 19,464 88,041 3,420 7,933,248 (216,221) 12,381,817 $ 328,024 328,024 $ $ 328,024 328,024 $ $ 422,470 422,470 $ $ 342,856 50,618 2,404,187 2,797,661 $ $ 700,130 2,737,879 3,438,009 $ 27,152,825 $ 28,822,039 $ $ $ $ $ 28,686,570 $ 100.0% -475.2% 43.7% 0.0% -13.1% -45.8% 0.0% -26.2% -95.4% -32.9% -13.9% 12.9% (1,533,745) -5.6% Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 681 - TELECOMMUNICATIONS INTERNAL SERVICE $ $ 20,874,462 20,874,462 $ $ 16,557,997 16,557,997 $ $ 16,557,997 16,557,997 $ $ 17,450,546 17,450,546 $ $ 16,557,997 16,557,997 $ $ - 0.0% 0.0% TOTAL FUNDS $ 20,874,462 $ 16,557,997 $ 16,557,997 $ 17,450,546 $ 16,557,997 $ - 0.0% $ 7,754,440 $ 10,052,098 $ 10,592,666 $ 10,287,827 $ 10,785,417 $ (192,751) -1.8% $ $ 19,117,189 19,117,189 $ $ 15,669,264 15,669,264 $ $ 16,560,159 16,560,159 $ $ 18,534,212 18,534,212 $ $ 17,901,153 17,901,153 $ $ (1,340,994) (1,340,994) -8.1% -8.1% TOTAL FUNDS $ 26,871,629 $ 25,721,362 $ 27,152,825 $ 28,822,039 $ 28,686,570 $ (1,533,745) -5.6% USES 100 - GENERAL 681 - TELECOMMUNICATIONS INTERNAL SERVICE General Adjustments Budget Balancing: Reduced Fund 100 operating budget by $19,613 in administrative services. Salary Savings: Increased Salary Savings in Fund 681 budget by $223,851. 407 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Central Service Cost Allocation: Increased Allocation in Telecommunications Fund by $94,438. One-time Expenditures: ncreased non-operating budget by $1,800,000 for network infrastructure in Fund 681. Programs and Activities Information Technology Infrastructure Program The purpose of the Information Technology Infrastructure (Telecommunications) program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so that they can conveniently and dependably conduct business regardless of location. Program Results 41IF - IT Infrastructure Program Description Percent of time Downtown Network is connected to host FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Percent cost per minute reduction of airtime on cell phones Percent of time SmartZone system is operating at 100% of capacity during a quarter (24/7) Percent of time remote access system is fully operational during a quarter (24/7) Percent of time Voice Systems are operational during a quarter 24/7 Not Reported 5.0% 5.0% 0.0% 0.0% Not Reported 97.6% 97.6% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Data Network • Network Protection • Personal Communication Devices FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% • • • Radio Network Remote Access Voice Systems Data Network Activity The purpose of the Data Network Activity is to provide a stable network with adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. Mandates: Not a mandated activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of time Downtown Network is connected to host Number of work orders completed. Number of work and repair orders anticipated Cost per work order completed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported 895 900 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 900 900 5,169.97 $ 900 900 6,771.96 $ - 6,478.80 $ 0.0% 0.0% 293.16 4.3% -4.6% -4.6% 681 - TELECOMMUNICATIONS $ TOTAL SOURCES $ 7,077,139 7,077,139 $ $ 4,579,048 4,579,048 $ $ 4,367,267 4,367,267 $ $ (211,781) (211,781) 100 - GENERAL $ 681 - TELECOMMUNICATIONS TOTAL USES $ 4,627,120 4,627,120 $ 197,608 5,897,158 6,094,766 $ 5,830,919 5,830,919 $ 197,608 66,239 263,847 Expenditure $ 408 $ $ 100.0% 1.1% 4.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology 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 the public have interrupted access and have confidence in the integrity of resources and data. Mandates: Not a mandated activity. Performance Measure Type Output Demand Efficiency Analysis: Measure Description FY 2007 Actual Number of network protection products Not Reported deployed Number of network connected devices Not Reported needing protection Cost per network protection products Not Reported deployed FY 2008 Forecast FY 2009 Adopted 24 24 Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Not Reported 173,112 - $ 4,612.00 $ 1,282.83 $ $ $ 110,688 110,688 0.0% 3,329.17 72.2% 79,900 79,900 72.2% 72.2% Expenditure 681 - TELECOMMUNICATIONS $ TOTAL USES $ 356,944 356,944 $ $ 30,788 30,788 $ $ Personal Communication Devices Activity The purpose of the Personal Communication Devices Activity is to provide County employees with wireless communications devices obtained via approved vendors so that they can communicate from any location at any time. Mandates: Not a mandated activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 5.0% Percentage cost per minute reduction of airtime on cell phones Number of cell phones in the County Not Reported Number of new cell phones anticipated Not Reported Cost per cell phone Not Reported FY 2009 Adopted 3,541 3,541 $ Variance % Variance Forecast - Adopted Forecast - Adopted 5.0% 0.0% 0.0% 3,541 3,541 505.65 $ - 0.0% 0.0% 574.81 $ (69.16) -13.7% 681 - TELECOMMUNICATIONS $ TOTAL SOURCES $ 2,865,935 2,865,935 $ $ 2,616,457 2,616,457 $ $ 2,400,135 $ 2,400,135 $ (216,322) (216,322) -8.3% -8.3% 681 - TELECOMMUNICATIONS $ TOTAL USES $ 2,636,811 2,636,811 $ $ 1,790,520 1,790,520 $ $ 2,035,404 2,035,404 (244,884) (244,884) -13.7% -13.7% Expenditure $ $ 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. 409 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of time SmartZone system is operating at 100% of capacity during a quarter (24/7) Number of work orders completed Number of work orders anticipated Average cost to complete a billable $ work order FY 2008 Forecast Not Reported 2,456 1,700 841.61 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.6% 0.0% 0.0% 30,116 30,116 74.62 $ 30,116 30,116 89.24 $ (14.62) 0.0% 0.0% -19.6% Revenue 681 - TELECOMMUNICATIONS $ TOTAL SOURCES $ 2,724,231 2,724,231 $ $ 3,143,767 3,143,767 $ $ 3,258,262 $ 3,258,262 $ 681 - TELECOMMUNICATIONS $ TOTAL USES $ 2,067,005 2,067,005 $ $ 2,247,330 2,247,330 $ $ 2,687,526 2,687,526 114,495 114,495 3.6% 3.6% Expenditure $ $ (440,196) (440,196) -19.6% -19.6% 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. Performance Analysis: Measure Type Result Output Demand Demand Efficiency Measure Description FY 2007 Actual Percent of time remote access system Not Reported is fully operational during a quarter (24/7) Number of remote access user 7,529 accounts supported Number of remote access user 7,700 accounts expected to be supported Number of new remote access user Not Reported accounts anticipated Cost per remote access account $ 5.61 during a year FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 966 966 - 0.0% Not Reported 966 - 0.0% Not Reported 100 - 0.0% - -70.9% $ 21.44 $ 36.65 $ Revenue 681 - TELECOMMUNICATIONS $ TOTAL SOURCES $ 156,796 156,796 $ $ 142,168 142,168 $ $ 681 - TELECOMMUNICATIONS $ TOTAL USES $ 42,214 42,214 $ $ 20,710 20,710 $ $ 156,192 $ 156,192 $ 14,024 14,024 9.9% 9.9% Expenditure 35,400 35,400 $ $ (14,690) (14,690) -70.9% -70.9% Voice Systems Activity The purpose of the Voice Systems Activity is to provide stable telecommunication related services, analysis and repair to all County agencies so that the County employees and public can interact in a reliable and easy manner. Mandates: Not a mandated activity. 410 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of time Voice Systems are operational during a quarter 24/7 Number of work orders completed Number of work orders anticipated Cost per port FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 8,083 57,716 6,400 Not Reported Not Reported $ 490.19 $ 681 - TELECOMMUNICATIONS $ TOTAL SOURCES $ 7,813,636 7,813,636 $ $ 6,839,255 6,839,255 100 - GENERAL $ 681 - TELECOMMUNICATIONS TOTAL USES $ 8,437,149 8,437,149 $ (24,524) $ 6,396,973 6,372,449 $ 57,716 57,716 480.54 $ $ $ 6,376,141 $ 6,376,141 $ 9.65 0.0% 0.0% 2.0% (463,114) (463,114) -6.8% -6.8% (24,524) 149,962 125,438 100.0% 2.3% 2.0% Expenditure $ 6,247,011 6,247,011 $ $ 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. Program Results 99IT - Information Technology Program Description Percent of service requests for maintenance on existing applications Percent of time system available 12/5 Percent of time system available 24/7 Percent of mission-critical storage used (LAN) Percent of desktop support actions completed that meet department standards Expenditure 100 - GENERAL $ 681 - TELECOMMUNICATIONS TOTAL USES $ FY 2007 Actual 96.0% FY 2008 Forecast 96.0% 100.0% 99.8% 63.7% 97.0% 100.0% 99.8% 63.7% 97.0% 5,963,084 5,963,084 $ Activities that comprise this program include: • Business Application Development • Data Center • Data Entry • Desktop Support • Enterprise IT Collaboration 8,475,847 16,244 8,492,091 • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 96.0% 0.0% 0.0% 100.0% 99.8% 63.7% 97.0% $ $ 8,955,641 8,955,641 $ $ 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (479,794) 16,244 (463,550) -5.7% 100.0% -5.5% GIS Application Development Help Desk Support Reporting/Technical Assistance Value Added Network Services Initiatives: Annualization of prior year initiatives increased the budget by $419,837. 411 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Agenda Management System FY 2007-08 Budget Balancing Plan Computer Assisted Mass Appraisal System $ Subtotal $ FY 2007-08 REVISED BUDGET ADJUSTMENTS: Restate Treasurer IT Program Reallocate Funding from Communications (PCN 64835) Reallocate Funding from WMD (PCN 8564) Non-Recurring Expense (PeopleSoft) Restate from Non-Departmental FY 2008-09 TOTAL ADOPTED BUDGET $ 1,545,685 $ 81,893 65,019 (1,659,219) 2,118,447 2,151,825 $ - 12,744,491 $ - - $ 133,778 286,059 (260,464) 159,373 $ - $ - $ Subtotal $ (2,118,447) $ (2,118,447) $ - $ 10,785,417 $ -16.4% $ 412 - $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 366,384 $ (260,464) 434,648 540,568 $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Annualization of Prior Year Initiative (Agenda Management System) Annualization of Prior Year Initiative (Computer Assisted Mass Appraisal System) FY 2007-08 Budget Balancing Plan Subtotal $ BUDGET BALANCING ADJUSTMENTS: Budget Balancing Reduction - 10,592,666 $ FY 2008-09 BUDGET TARGET $ $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET 10,052,098 12,903,864 10,785,417 $ #DIV/0! - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Chambers Remodel FY 2007-08 Budget Balancing Plan Durango Parking Garage $ Subtotal $ FY 2007-08 REVISED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Chambers Remodel Durango Parking Garage FY 2007-08 Budget Balancing Plan REQUESTED ADJUSTMENTS: Submission Over Target FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Network Infrastructure Upgrade Increase Personnel/Benefit Savings Increase Central Service Cost Allocation Technical Adjustment to OET Fund 100 Allocation Technical Adjustment to Public Health Allocation 16,557,997 700,130 $ (409,235) 600,000 890,895 $ - 16,560,159 $ 16,557,997 $ - $ (700,130) (600,000) (409,235) (1,709,365) $ - $ 14,850,794 $ 16,557,997 $ Subtotal $ 3,100,130 3,100,130 $ $ - $ 17,950,924 $ 16,557,997 $ (1,800,000) $ (223,851) 94,438 77,303 2,339 (1,849,771) $ - 16,101,153 $ 8.4% 16,557,997 0.0% Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ $ Subtotal $ FY 2008-09 BUDGET TARGET 15,669,264 $ NON-OPERATING NON-OPERATING 0001 Network Infrastructure Upgrade FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 413 $ Subtotal $ 1,800,000 1,800,000 $ $ - $ 1,800,000 $ - $ 17,901,153 $ 16,557,997 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Analysis by Angie Flick, Management & Budget Analyst Summary Mission The mission of the Environmental Services Department is to provide effective environmental management to the people of Maricopa County so that residents may enjoy living in a healthy and safe community. Vision As the recognized regional environmental leader, we will develop and foster innovative environmental health protection programs for the safety of our residents and their environment. Strategic Goals • 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: A local contractor has begun imaging the Department’s files to reduce existing hard copy/paper documents. • 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: On May 1, 2008, the Department began accepting credit cards. • 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 received final recommendations from a consulting company in May 2008 regarding the Environmental Health Program, Water and Wastewater Management Program, and Quality Assurance/Quality Control Program; their processes, structure and customer interface. 414 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ - $ - $ - $ 6,135 6,135 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 $ 8,987,498 159,550 1,180,851 5,375,295 1,626,041 100,304 545,457 $ 12,267,923 61,000 995,400 9,170,861 1,545,587 495,075 $ 12,267,923 61,000 995,400 9,170,861 1,545,587 495,075 $ 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT WFIA - PUBLIC WATER FACILITY INSP SOLW - SOLID WASTE COMPLIANCE & PRMT SSFA - SUBDIV SANITARY FACILITIES WASW - WASTE WATER COMPLIANCE & PRMT WWFI - WASTEWATER FACILITY INSP $ 5,622,126 1,508,595 423,838 3,689,693 - $ 7,109,756 1,866,498 440,000 4,803,258 - $ 7,109,756 1,866,498 440,000 4,803,258 - $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 82,735 82,735 14,692,359 $ 75,000 75,000 19,452,679 $ 75,000 75,000 19,452,679 $ $ 121,597 121,597 $ 711,424 711,424 $ 711,428 711,428 88EP - ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE $ 631 631 $ 49,750 49,750 $ 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 $ 9,117,233 390,036 568,726 7,006,222 607,820 134,446 409,984 $ 12,735,700 722,411 634,507 9,865,874 956,723 174,240 195,033 186,912 88VC - VECTOR CONTROL ADLT - MOSQUITO ADULTICIDING LARV - MOSQUITO LARVICIDING VCCM - VECTOR CONTROL COMPLAINT MGMT VSST - VECTOR CTRL SITE SURVEIL VTST - VECTOR SURVEILLANCE TESTING $ 1,218,811 73,966 223,831 461,016 381,353 78,645 $ 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT WFIA - PUBLIC WATER FACILITY INSP SOLW - SOLID WASTE COMPLIANCE & PRMT SWIA - STORM WATER INSPECTION SWPA - STORM WATER PLAN REVIEW SSFA - SUBDIV SANITARY FACILITIES WASW - WASTE WATER COMPLIANCE & PRMT WWFI - WASTEWATER FACILITY INSP $ 3,505,678 907,959 359,241 63,475 46,952 2,128,052 - 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES FY 2008-09 ADOPTED 2,400 2,400 $ 2,400 2,400 14,237,687 199,529 1,256,585 10,310,711 1,650,837 820,025 $ 16,440,010 356,511 1,358,370 12,622,165 1,575,060 527,904 $ 4,172,087 295,511 362,970 3,451,304 29,473 32,829 34.0% 484.4% 36.5% 37.6% 1.9% 4,324,436 580,842 429,800 3,313,794 - $ 3,928,054 913,704 469,120 446,782 165,120 1,832,528 100,800 $ (3,181,702) (952,794) 469,120 6,782 165,120 (2,970,730) 100,800 -44.8% -51.0% 219,523 219,523 18,787,781 $ 200,000 200,000 $ 20,570,464 $ $ 542,391 542,391 $ 715,013 715,013 $ (3,585) (3,585) 49,748 49,748 $ 308 308 $ - $ 49,748 49,748 $ 12,405,725 785,074 634,508 9,473,232 956,722 174,243 195,034 186,912 $ 10,762,020 802,747 621,560 7,827,414 833,686 143,481 200,708 332,424 $ 11,696,731 853,323 639,449 8,470,002 1,001,177 150,213 400,747 181,820 $ 708,994 (68,249) (4,941) 1,003,230 (44,455) 24,030 (205,713) 5,092 5.7% -8.7% -0.8% 10.6% -4.6% 13.8% -105.5% 2.7% 3,672,361 405,505 1,551,915 808,348 633,663 272,930 $ 3,672,368 405,507 1,551,918 808,342 633,671 272,930 $ 2,651,264 237,359 711,217 810,260 685,921 206,507 $ 2,861,499 351,699 868,933 940,323 529,319 171,225 $ 810,869 53,808 682,985 (131,981) 104,352 101,705 22.1% 13.3% 44.0% -16.3% 16.5% 37.3% $ 5,379,876 1,286,570 112,481 323,657 87,083 84,052 30,711 3,309,091 146,231 $ 5,326,382 1,286,568 112,477 323,655 87,086 84,052 30,706 3,255,611 146,227 $ 3,887,327 923,151 184,312 313,714 47,896 149,136 16,661 2,222,025 30,432 $ 4,280,925 592,952 497,485 302,858 51,744 167,886 39,507 2,525,654 102,839 $ 1,045,457 693,616 (385,008) 20,797 35,342 (83,834) (8,801) 729,957 43,388 19.6% 53.9% -342.3% 6.4% 40.6% -99.7% -28.7% 22.4% 29.7% 2,136,624 52,482 1,308,050 430,635 345,456 - $ 1,961,665 114,653 1,267,127 239,503 340,382 - $ 1,961,647 114,655 1,267,114 239,508 340,370 - $ 1,942,288 107,804 1,320,056 218,208 257,049 39,171 $ 2,065,618 94,935 1,495,958 208,536 216,921 49,268 $ (103,971) 19,720 (228,844) 30,972 123,449 (49,268) -5.3% 17.2% -18.1% 12.9% 36.3% $ 454,529 378,412 76,117 $ 667,448 380,790 286,658 $ 667,448 380,790 286,658 $ 667,434 380,790 286,644 $ 799,735 481,622 318,113 $ (132,287) (100,832) (31,455) -19.8% -26.5% -11.0% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 573,547 350,348 41,958 168,527 12,714 17,128,649 $ 873,984 510,973 81,348 256,745 24,918 26,052,208 $ 1,203,984 840,973 81,345 256,746 24,920 25,998,730 $ 1,087,537 734,964 30,113 181,902 100,754 37,750 2,054 21,540,569 $ 4,006,002 3,767,125 238,877 $ 26,425,523 $ (2,802,018) (2,926,152) 81,345 17,869 24,920 (426,793) -232.7% -347.9% 100.0% 7.0% TOTAL PROGRAMS $ EXPENDITURES 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING $ $ 415 $ $ $ $ $ ADOPTED VS REVISED VARIANCE % $ $ 125,000 125,000 1,117,785 6.6% 1.5% -61.8% 166.7% 166.7% 5.7% -0.5% -0.5% 100.0% 100.0% 100.0% -1.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 10,769,325 10,769,325 $ $ 14,945,739 14,945,739 $ $ 14,945,739 14,945,739 $ $ 13,286,884 13,286,884 $ $ 12,966,378 12,966,378 $ $ (1,979,361) -13.2% (1,979,361) -13.2% $ SUBTOTAL $ 36,063 36,063 $ $ 1,334,878 1,334,878 $ $ 1,334,878 1,334,878 $ $ 1,343,517 1,343,517 $ $ 900,000 900,000 $ $ (434,878) -32.6% (434,878) -32.6% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,726,308 1,726,308 $ $ 1,490,475 1,490,475 $ $ 1,490,475 1,490,475 $ $ 2,076,610 2,076,610 $ $ 6,372,686 6,372,686 $ $ 4,882,211 327.6% 4,882,211 327.6% $ SUBTOTAL $ 145,446 145,446 $ $ 61,000 61,000 $ $ 61,000 61,000 $ $ 199,529 199,529 $ $ 121,000 121,000 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 218,250 1,742,164 1,960,414 $ $ $ 208,000 2,400 210,400 $ $ 224,269 1,656,972 1,881,241 $ $ 75,000 1,545,587 1,620,587 $ $ 75,000 1,545,587 1,620,587 $ ALL REVENUES $ 14,637,557 $ 19,452,679 $ 19,452,679 $ 18,787,781 $ 20,570,464 $ 1,117,785 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 54,802 54,802 $ $ - $ $ - $ $ - $ $ - $ $ - TOTAL SOURCES $ 14,692,359 $ 19,452,679 $ 19,452,679 $ 18,787,781 $ 20,570,464 $ 1,117,785 INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS 416 60,000 60,000 98.4% 98.4% 133,000 177.3% (1,543,187) -99.8% (1,410,187) -87.0% 5.7% 5.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 10,258,690 $ 372,437 148,339 3,214,824 81,988 (2,633,215) 1,966,576 13,409,639 $ 14,727,194 $ 135,000 74,000 4,942,621 421,588 (2,920,547) 2,972,957 20,352,813 $ 14,683,860 $ 135,000 74,000 4,932,508 421,558 (2,916,109) 2,968,519 20,299,336 $ 11,689,901 $ 165,639 291,123 3,924,148 118,881 (586,903) 1,325,732 16,928,521 $ 12,171,592 $ 260,974 3,997,616 875,520 (214,892) 1,113,930 18,204,740 $ 2,512,268 135,000 (186,974) 934,892 (453,962) (2,701,217) 1,854,589 2,094,596 17.1% 0.0% 0.0% 19.0% 0.0% 92.6% 62.5% 10.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 414,038 $ 220 94,281 40,271 (12,666) 5,445 541,589 $ 2,133,524 $ 350 120,135 10,000 (11,642) 11,642 2,264,009 $ 1,755,703 $ 350 141,735 17,920 (11,642) 11,642 1,915,708 $ 627,398 $ 200 235,629 62,121 (6,505) 61,768 980,611 $ 973,112 $ 100 327,600 8,000 (3,384) 18,495 1,323,923 $ 782,591 250 (185,865) 9,920 (8,258) (6,853) 591,785 44.6% 0.0% -131.1% 55.4% 70.9% -58.9% 30.9% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 22,307 $ 232,589 829,131 71,656 605,528 141,105 42,179 60,119 (69,419) 61,442 1,996,636 $ 24,600 $ 212,200 1,091,574 60,218 672,917 147,548 184,800 51,550 (53,076) 93,241 2,485,572 $ 24,600 $ 578,200 1,091,574 60,218 679,717 148,048 190,800 56,550 (53,076) 93,241 2,869,872 $ 50,684 $ 533,245 1,142,380 14,894 705,591 128,802 79,097 95,045 (45,114) 93,971 2,798,595 $ 66,000 $ 2,998,181 904,546 9,000 918,325 109,945 114,115 137,198 (83,688) 341,933 5,515,555 $ (41,400) (2,419,981) 187,028 51,218 (238,608) 38,103 76,685 (80,648) 30,612 (248,692) (2,645,683) -168.3% -418.5% 0.0% 85.1% -35.1% 0.0% 40.2% (1) -57.7% -266.7% -92.2% (100,832) (100,832) -26.5% -26.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ 441,371 441,371 $ $ $ 568,023 172,779 (16,656) 15,268 739,414 $ 17,128,649 $ 380,790 380,790 $ $ 255,429 $ 31,400 281,931 (1,286) 1,550 569,024 $ 26,052,208 $ 417 380,790 380,790 $ $ $ 245,829 286,931 (1,286) 1,550 533,024 $ 25,998,730 $ 380,790 380,790 $ $ $ 209,913 237,522 (109) 4,726 452,052 $ 21,540,569 $ 481,622 481,622 $ $ 425,000 $ 56,000 393,948 (2,364) 27,099 899,683 $ 26,425,523 $ (425,000) 189,829 77.2% (107,017) 1,078 -83.8% (25,549) -1648.3% (366,659) 0.0% (426,793) -1.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 53,459 $ 1,000 $ 1,000 $ - $ 1,000 $ - 0.0% 505 - ENVIRONMENTAL SERVICES GRANT SPECIAL REVENUE - GRANT $ $ 82,734 82,734 $ $ 1,334,878 1,334,878 $ $ 1,334,878 1,334,878 $ $ 1,348,263 1,348,263 $ $ 908,000 908,000 $ $ (426,878) (426,878) -32.0% -32.0% 506 - ENVIRONMTL SVCS ENV HEALTH SPECIAL REVENUE - OTHER $ $ 14,556,174 14,556,174 $ $ 18,116,801 18,116,801 $ $ 18,116,801 18,116,801 $ $ 17,439,518 17,439,518 $ $ 19,661,464 19,661,464 $ $ 1,544,663 1,544,663 8.5% 8.5% TOTAL SPECIAL REVENUE $ 14,638,908 $ 19,451,679 $ 19,451,679 $ 18,787,781 $ 20,569,464 $ 1,117,785 5.7% TOTAL FUNDS $ 14,692,359 $ 19,452,679 $ 19,452,679 $ 18,787,781 $ 20,570,464 $ 1,117,785 5.7% $ 3,425,330 $ 7,063,645 $ 7,059,208 $ 3,401,910 $ 3,687,644 $ 3,371,564 47.8% 505 - ENVIRONMENTAL SERVICES GRANT SPECIAL REVENUE - GRANT $ $ 99,022 99,022 $ $ 1,334,878 1,334,878 $ $ 1,334,878 1,334,878 $ $ 1,289,268 1,289,268 $ $ 907,998 907,998 $ $ 426,880 426,880 32.0% 32.0% 506 - ENVIRONMTL SVCS ENV HEALTH SPECIAL REVENUE - OTHER $ $ 13,604,297 13,604,297 $ $ 17,653,685 17,653,685 $ $ 17,604,644 17,604,644 $ $ 16,849,391 16,849,391 $ $ 21,829,881 21,829,881 $ $ (4,225,237) (4,225,237) -24.0% -24.0% TOTAL SPECIAL REVENUE $ 13,703,319 $ 18,988,563 $ 18,939,522 $ 18,138,659 $ 22,737,879 $ (3,798,357) -20.1% TOTAL FUNDS $ 17,128,649 $ 26,052,208 $ 25,998,730 $ 21,540,569 $ 26,425,523 $ (426,793) -1.6% USES 100 - GENERAL General Adjustments Budget Balancing: Reduced Fund 506 operating budget by $136,700 in administrative services. Capital Reduction: Reduced Fund 506 operating budget by $153,444 for technology being purchased via one-time funding. Accela Implementation: Increased non-operating base budget in Fund 506 by $2,777,113. 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 88BP - BUSINESS SERVICES Description Percent increase of environmental permit applications processed FY 2007 Actual Not Reported FY 2008 Forecast 16.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% (16.6%) -100.0% 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. 418 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Measure Type Result Output Output Demand Efficiency Measure Description Percentage increase of environmental permit applications processed Environmental permit applications processed from prior period Number of environmental permit applications processed Number of environmental permit applications submitted Cost per environmental permit application processed FY 2007 Actual Not Reported FY 2008 Forecast 16.6% Not Reported $ FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% (16.6%) -100.0% 34,892 40,686 34,892 40,686 40,686 - 0.0% 41,516 40,686 40,686 - 0.0% 3.48 $ 5,794 16.6% 13.33 $ 17.57 $ (4.24) -31.8% $ $ 6,135 $ 6,135 $ 2,400 $ 2,400 $ (3,735) (3,735) -60.9% -60.9% - $ 121,597 121,597 $ 85,496 $ 456,895 542,391 $ - $ 715,013 715,013 $ 85,496 (258,118) 172,622 0.0% -56.5% 31.8% Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ - Expenditure 100 - GENERAL $ 506 - ENV SVCS ENV HEALTH TOTAL USES $ The FY 2008-09 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. Enforcement Program The purpose of the Enforcement Program is to provide legal remedies for the regulated community and citizen residents of Maricopa County so that they can recognize their obligation to operate in compliance with the Maricopa County Environmental Health Code. Program Results 88EP - ENFORCEMENT Description Percent of environmental nuisance complaints that require investigation and resolution Percent of nuisance complaints that are investigated within 5 business days FY 2007 Actual Not Reported FY 2008 Forecast 88.0% 0.0% 28.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 88.0% 0.0% 0.0% 28.3% 0.0% 0.0% Activities that comprise this program include: • Non-Permit Related Compliance 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 this activity. 419 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of environmental nuisance complaints that require investigation and resolution Percent of nuisance complaints that are investigated within 5 business days Number of environmental nuisance complaints Number of environmental nuisance complaints investigated Number of nuisance complaints received Cost per nuisance complaint investigated FY 2007 Actual Not Reported FY 2008 Forecast 88.0% 0.0% 28.3% 28.3% 0.0% 0.0% 4,116 4,116 - 0.0% 1,681 3,622 3,622 - 0.0% 1,892 4,116 4,116 - 0.0% Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 88.0% 0.0% 0.0% 0.38 $ 0.09 $ 631 631 308 308 - $ 0.09 100.0% $ $ 308 308 100.0% 100.0% Expenditure 100 - GENERAL $ TOTAL USES $ $ $ $ $ - Environmental Health Services Program The purpose of the Environmental Health Services 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 88EH - ENVIRONMENTAL HEALTH Description Percent of finalized enforcement actions completed within 7 days Percent of environmental health plans approved within 30 days Percent of comprehensive food facility inspections with critical violations Rate of weighted violations per comprehensive food inspection Percent of food facility inspections provided Percent of non-food facility inspections provided Percent of foodborne and/or waterborne illness complaints investigated within 72 hours Percent of bathing facility construction inspections provided within five days of request Percent of bathing facility construction permits issued within 30 business days FY 2007 Actual Not Reported FY 2008 Forecast 70.0% Not Reported 89.0% 89.0% 0.0% 0.0% Not Reported 67.1% 67.1% 0.0% 0.0% Not Reported 1.6% 1.6% 0.0% 0.0% Not Reported Not Reported Not Reported 87.0% 72.0% 3.5% 87.0% 72.0% 3.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Environmental Health Enforcement • Environmental Health Plan Review • Food/Non-Food Inspection • Food Service Licensing • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% 0.0% 0.0% Food and Water Borne Illness Investigation Swimming Pool Construction Inspections Swimming Pool Plan Review Environmental Health Enforcement Activity The purpose of the Environmental Health Enforcement Activity is to provide legal remedies for the regulated community and citizen residents of Maricopa County so that they can recognize their obligation to operate in compliance of the Maricopa County Environmental Health Code. 420 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Measure Type Result Output Demand Efficiency Measure Description Percent of finalized enforcement actions completed within 7 days Number of enforcement actions completed Number of enforcement actions expected to be requested. Cost per enforcement action completed FY 2007 Actual Not Reported FY 2008 Forecast 70.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% 0.0% 0.0% Not Reported 6,325 6,325 - 0.0% Not Reported 6,325 6,325 - 0.0% (8.00) -6.3% 1,000 235,511 (79,529) 156,982 0.0% 0.0% -39.9% 78.7% (23,532) 9,487 (83,595) (97,640) 0.0% 5.3% -21.9% -12.2% Not Reported $ 126.92 $ 134.91 $ Revenue 100 - GENERAL $ 505 - ENV SERVICES GRANT 506 - ENV SVCS ENV HEALTH TOTAL USES $ 53,458 106,092 159,550 $ 100 - GENERAL $ 505 - ENV SERVICES GRANT 506 - ENV SVCS ENV HEALTH TOTAL USES $ 55,878 334,158 390,036 $ $ 199,529 199,529 $ 240,859 179,436 382,452 802,747 $ $ 1,000 235,511 120,000 356,511 $ 217,327 169,949 466,047 853,323 $ $ Expenditure $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Environmental Health Plan Review Activity The purpose of the Environmental Health Plan Review Activity is to provide Environmental Health Inspections and educational services to the general public and new facilities under construction (e.g. Public/Semi-Public Bathing Places, Eating & Drinking Establishments, Food Processor, Meat Markets, Pet Shops, Public Accommodations, Retail Food Establishments, Peddlers, and Institutional Facilities), so that compliance is maintained with building design and structural aspects regulated by the Maricopa County Environmental Health Code. 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: Measure Type Result Output Demand Efficiency Measure Description Percent of environmental health plans approved within 30 days Number of environmental health plans approved Number of environmental health plans received Cost per environmental health plan approved FY 2007 Actual Not Reported FY 2008 Forecast 89.0% Not Reported 1,794 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.0% 0.0% 0.0% 1,686 1,686 - 0.0% 1,794 1,794 - 0.0% $ 368.66 $ 379.27 $ 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 1,180,851 $ 1,180,851 $ 1,256,585 $ 1,256,585 $ 1,358,370 $ 1,358,370 $ 505 - ENV SERVICES GRANT $ 506 - ENV SVCS ENV HEALTH TOTAL USES $ - $ 568,726 568,726 $ 32,093 $ 589,467 621,560 $ 40,665 $ 598,784 639,449 $ (10.61) -2.9% Revenue 101,785 101,785 8.1% 8.1% Expenditure 421 (8,572) (9,317) (17,889) -26.7% -1.6% -2.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Food/Non-Food Inspection Activity The purpose of the Food/Non-Food Inspection Activity is to provide inspectional services to regulated facility owners and operators so they can maintain compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description FY 2007 Actual Percent of comprehensive food facility inspections with critical violations Rate of weighted violations per comprehensive food inspection Percent of food facility inspections provided Percent of non-food facility inspections provided Number of comprehensive food service inspections provided Number of training food facility inspections provided Number of comprehensive and training food facility inspections provided FY 2008 Forecast 67.1% 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 67.1% 0.0% 0.0% Not Reported 1.6% 1.6% 0.0% 0.0% Not Reported 87.0% 87.0% 0.0% 0.0% Not Reported 72.0% 72.0% 0.0% 0.0% 72,356 55,011 55,011 - 0.0% Not Reported 836 836 - 0.0% Not Reported 55,847 55,847 - 0.0% Number of non-food facility inspections Not Reported provided Number of comprehensive food Not Reported service inspections required Number of comprehensive and training Not Reported food facility inspections required 23,100 23,100 - 0.0% 63,577 63,577 - 0.0% 60,836 60,836 - 0.0% Number of non-food facility inspections required Expenditure per comphrehensive food facility inspection provided Expenditure per food facility inspection provided Expenditure per non-food facility inspection provided Not Reported 29,124 29,124 - 0.0% $ 142.29 $ 153.97 $ (11.68) -8.2% 96.83 $ Not Reported $ 140.16 $ 151.66 $ (11.51) -8.2% Not Reported $ 338.85 $ 366.67 $ (27.82) -8.2% (675,774) 2,987,228 2,311,454 -50.1% 33.3% 22.4% 109,051 (751,639) (642,588) 0.0% 13.5% -10.7% -8.2% Revenue 505 - ENV SERVICES GRANT $ 506 - ENV SVCS ENV HEALTH TOTAL SOURCES $ 5,375,295 5,375,295 100 - GENERAL $ 505 - ENV SERVICES GRANT 506 - ENV SVCS ENV HEALTH TOTAL USES $ 1,762,249 5,243,973 7,006,222 $ $ 1,348,263 8,962,448 10,310,711 $ $ 672,489 11,949,676 12,622,165 $ $ Expenditure $ $ 806,435 7,020,979 7,827,414 $ $ 697,384 7,772,618 8,470,002 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. The revenue increase reflects the-third increment of fee increases that started in FY 200607. Food Service Licensing 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 422 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services 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 this activity. Performance Analysis: Measure Type Output Output Demand Efficiency Revenue Measure Description Licenses issued Number of Certified Managers and Food services workers licensed Number of employees in County's foodservice workforce requiring licenses Cost per license issued FY 2007 Actual Not Reported 82,989 FY 2008 Forecast 140,597 140,597 182,369 182,369 Not Reported FY 2009 Variance Adopted Forecast - Adopted 140,597 140,597 182,369 - % Variance Forecast - Adopted 0.0% 0.0% 0.0% $ 5.93 $ 7.12 $ (1.19) -20.1% 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 1,626,041 $ 1,626,041 $ 1,650,837 $ 1,650,837 $ 1,575,060 $ 1,575,060 $ (75,777) (75,777) 0.0% 0.0% 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ 607,820 $ 607,820 $ 833,686 $ 833,686 $ 1,001,177 $ 1,001,177 $ (167,491) (167,491) -20.1% -20.1% Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Food and Water Borne Illness Investigations 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 this activity. Measure Type Result Output Demand Efficiency Measure Description Percent of foodborne and/or waterborne illness complaints investigated within 72 hours Number of foodborne and/or waterborne illness complaints investigated Number of Foodborne, Waterborne, or Communicable Disease complaints received Cost per foodborne and/or waterborne $ illness complaint investigated FY 2007 Actual (0.3%) FY 2008 Forecast 3.5% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 3.5% 0.0% 0.0% 1,367 941 941 - 0.0% 1,367 941 941 - 0.0% 152.48 $ 159.63 $ (7.15) -4.7% - - - 0.0% 0.0% 98.35 $ Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 100,304 $ 100,304 $ 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ 134,446 $ 134,446 $ $ $ $ $ Expenditure 143,481 $ 143,481 $ 150,213 $ 150,213 $ (6,732) (6,732) -4.7% -4.7% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Swimming Pool Construction Inspection Activity The purpose of the Swimming Pool Construction Inspection Activity is to provide required construction inspections of bathing facilities to facility owners so they can open their regulated bathing facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. 423 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of bathing facility construction inspections provided within five days of request Number of construction inspections 1,580 conducted Number of bathing facility construction Not Reported inspections provided within five business days of requests Number of bathing facility construction Not Reported inspections requested Expenditure per bathing facility Not Reported $ inspection provided FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 3,404 3,404 - 0.0% 3,404 3,404 - 0.0% 3,404 3,404 - 0.0% 58.96 $ 117.73 $ (58.77) -99.7% 200,708 $ 200,708 $ 400,747 $ 400,747 $ (200,039) (200,039) -99.7% -99.7% Expenditure 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ - $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Swimming Pool Plan Review Activity The purpose of the Swimming Pool Plan Review Activity is to provide bathing facility plan review services to facility owners so they can construct or remodel regulated bathing facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent of bathing facility construction permits issued within 30 business days FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Number of bathing facility construction Not Reported permits issued Number of bathing facility construction Not Reported permits issued within 30 business days Number of bathing facility plans received Expenditures per bathing facility construction permit issued 1,371 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 963 963 - 0.0% 777 777 - 0.0% 1,356 1,356 - 0.0% $ 345.20 $ 188.81 $ 156.39 45.3% 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 545,457 $ 545,457 $ 820,025 $ 820,025 $ 527,904 $ 527,904 $ (292,121) (292,121) -35.6% -35.6% 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ 409,984 $ 409,984 $ 332,424 $ 332,424 $ 181,820 $ 181,820 $ 150,604 150,604 45.3% 45.3% Revenue Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 424 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services vector borne diseases for the citizens of Maricopa County so that they can reduce the incidence of vector borne diseases. Program Results 88VC - VECTOR CONTROL Description Percent of acres needed to be treated Percent of acres treated as a percnet of County acres Percent of inspected acres treated Percent of complaints investigated in one day Percent of complaints investigated in five days Percent of surveillance tests completed within 48 hours FY 2007 Actual Not Reported Not Reported 2.0% 0.0% 0.0% 0.0% Percent change of vectorborne incidences from previous year Not Reported FY 2008 Forecast 5.3% 5.3% 100.0% 13.7% 44.1% 99.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 5.3% 0.0% 0.0% 5.3% 0.0% 0.0% 100.0% 0.0% 0.0% 13.7% 0.0% 0.0% 44.1% 0.0% 0.0% 99.9% 0.0% 0.0% (51.4%) Activities that comprise this program include: • Mosquito Adulticiding • Mosquito Larviciding • Vector Control Complaint Management (51.4%) • • 0.0% 0.0% Vector Control Site Surveillance Vector Surveillance Testing General Adjustments Vehicles: Vehicle leasing discontinued, base budget reduced by $197,041 in fund 100. 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: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of acres needed to be treated Percent of acres treated as a percent of County acres Number of acres treated Number of acres to be treated Cost per acre treated 100 - GENERAL FY 2007 Actual Not Reported FY 2008 Forecast 5.3% Not Reported 5.3% 5.3% 0.0% 0.0% 310,490 310,490 0.76 $ 310,490 310,490 1.13 $ (0.37) 0.0% 0.0% -48.2% 237,359 237,359 351,699 351,699 (114,340) (114,340) -48.2% -48.2% $ $ TOTAL USES $ 379,881 379,881 0.23 $ 85,840 85,840 $ $ FY 2009 Adopted $ $ Variance % Variance Forecast - Adopted Forecast - Adopted 5.3% 0.0% 0.0% $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Resources within the Vector Control Program have been reallocated to the various activities, however the total program budget did not increase from FY 2007-08 to FY 2008-09. Supplies decreased by $650,000 as aerial pesticide will not be utilized as a method of spraying. 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. 425 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of inspected acres treated Number of acres inspected Number of acres needing to be inspected Cost per acre inspected 100 - GENERAL FY 2007 Actual (2.0%) 200 316 $ $ TOTAL USES $ FY 2008 Forecast 100.0% 432 477 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 432 0.0% 477 0.0% 1,163.20 $ 1,646.34 $ 2,011.42 $ 232,164 232,164 711,217 711,217 868,933 868,933 $ $ $ $ $ $ (365.08) -22.2% (157,716) (157,716) -22.2% -22.2% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Resources within the Vector Control Program have been reallocated to the various activities; however the total program budget did not increase from FY 2007-08 to FY 2008-09. 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: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of complaints investigated in one day Percent of complaints investigated in five days Number of complaints resolved Number of complaints received Cost per resolved complaint 100 - GENERAL FY 2007 Actual $ $ TOTAL USES $ 0.0% FY 2008 Forecast 13.7% 0.0% 44.1% 14,670 15,375 32.09 $ 470,783 470,783 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 13.7% 0.0% 0.0% 44.1% 8,799 9,056 92.09 $ $ $ 810,260 810,260 $ $ 8,799 9,056 106.87 $ 940,323 940,323 $ $ 0.0% 0.0% (14.78) 0.0% 0.0% -16.1% (130,063) (130,063) -16.1% -16.1% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Resources within the Vector Control Program have been reallocated to the various activities; however the total program budget did not increase from FY 2007-08 to FY 2008-09. 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. 426 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Performance Analysis: Measure Type Output Demand Efficiency Expenditure Measure Description Number of site surveillances completed Number of site surveillances needed Cost per site surveillance 100 - GENERAL FY 2007 Actual 12,680 25,600 31.64 $ $ $ TOTAL USES $ FY 2008 Forecast 22,291 401,227 401,227 FY 2009 Adopted 22,291 40,745 30.77 $ $ $ 685,921 685,921 $ $ Variance Forecast - Adopted - 40,745 23.75 $ 529,319 529,319 $ $ % Variance Forecast - Adopted 0.0% 7.03 0.0% 22.8% 156,602 156,602 22.8% 22.8% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Resources within the Vector Control Program have been reallocated to the various activities; however the total program budget did not increase from FY 2007-08 to FY 2008-09. 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. 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: Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Not Reported Percent change of vectorborne incidences from previous year Percent of surveillance tests 98.2% completed within 48 hours Number of ectorborne incidences from Not Reported previous year Number of surveillance tests 7,252 completed Number of surveillance tests needed 7,497 Cost per surveillance test $ 10.94 $ 100 - GENERAL $ TOTAL USES $ 79,305 79,305 FY 2008 Forecast (51.4%) $ $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted (51.4%) 0.0% 0.0% 99.9% 99.9% 0.0% 0.0% 181 181 - 0.0% 9,100 9,100 - 0.0% 9,100 22.69 $ 9,100 18.82 $ 206,507 206,507 $ $ 171,225 171,225 $ $ 3.88 0.0% 17.1% 35,282 35,282 17.1% 17.1% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Resources within the Vector Control Program have been reallocated to the various activities; however the total program budget did not increase from FY 2007-08 to FY 2008-09. 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 noncompliance with applicable rules governing environmental and public health protection for these facilities. 427 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results 88WW - WATER AND WASTE Description Percent of public water initial construction permit reviews completed within 30 days Percent of water treatment plant initial plan reviews provided within 30 business days Percent of solid waste operations in compliance Percent of subdivision sanitary report approvals provided in 30 business days Percent of onsite facility initial permit reviews provided within 10 business days Percent of wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 business days Percent of sewer collection system construction initial plan reviews provided within 30 business days Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of public water facility engineering inspections provided Percent of public water facility compliance inspections provided Percent of inspected wastewater treatment plants in compliance with Environmental Health Code FY 2007 Actual Not Reported FY 2008 Forecast 99.0% Not Reported 104.2% 104.2% 0.0% 0.0% Not Reported Not Reported 100.0% 95.1% 100.0% 95.1% 0.0% 0.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 116.0% 116.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% 5.9% Activities that comprise this program include: • Public Water Compliance and Permits • Solid Waste Compliance and Permitting • Subdivision Sanitary Facilities • Storm Water Inspection • • • • 428 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% Storm Water Plan Review Wastewater Compliance and Permitting Public Water Facility Inspection Wastewater Facility Inspection Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Public Water Compliance and Permitting Activity The purpose of the Public Water Permits Activity is to provide construction plan review services to entities who submit plans to construct or remodel public water distribution systems and water treatment plants so they can construct their facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Result Output Output Output Output Output Output Output Output Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 99.0% Percent of public water initial construction permit reviews completed within 30 days Percent of water treatment plant initial Not Reported plan reviews provided within 30 business days Number of public water construction 947 permits reviewed Number of engineering permits issued Not Reported Number of water distribution construction initial plan reviews provided within 30 business days Number of water treatment plant initial construction plan reviews provided within 30 business days Number of water distribution construction initial plan reviews provided Number of water treatment plant construction initial plan reviews provided Number of water treatment plant approvals to construct provided Number of water distribution approvals to construct provided Number of public water construction permit reviews requested Number of water treatment plant construction plan reviews requested Expenditure per water distribution construction initial plan review provided FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% 104.2% 104.2% 0.0% 0.0% 749 749 - 0.0% 2,356 2,356 - 0.0% Not Reported 649 649 - 0.0% Not Reported 71 71 - 0.0% Not Reported 658 658 - 0.0% Not Reported 68 68 - 0.0% Not Reported 45 45 - 0.0% Not Reported 664 664 - 0.0% 726 726 - 0.0% 68 68 - 0.0% 981 Not Reported Not Reported $ 1,402.97 $ 901.14 $ 501.82 35.8% 1,508,595 $ 1,508,595 $ 580,842 $ 580,842 $ 913,704 $ 913,704 $ 332,862 332,862 57.3% 57.3% 923,151 923,151 592,952 $ 592,952 $ 330,199 330,199 35.8% 35.8% Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ Expenditure 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ 907,959 907,959 $ $ $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Expenditures have been reduced due to several positions being removed from the activity. Solid Waste Compliance and Permits Activity The purpose of the Solid Waste Compliance and Permits Activity is to provide solid waste inspection services to solid waste operators so they can operate solid waste collection system components in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. 429 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent of solid waste operations in compliance Number of solid waste operations Number of solid waste facility inspections provided Number of solid waste facility inspections required Expenditure per solid waste facility inspection provided FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 12,994 10,866 12,994 10,866 - 0.0% 0.0% Not Reported 13,140 13,140 - 0.0% Not Reported $ 28.87 $ 27.87 $ 1.00 3.5% 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 423,838 $ 423,838 $ 429,800 $ 429,800 $ 446,782 $ 446,782 $ 16,982 16,982 4.0% 4.0% 100 - GENERAL $ 506 - ENV SVCS ENV HEALTH TOTAL USES $ 51,542 $ 307,699 359,241 $ - $ 313,714 313,714 $ - $ 302,858 302,858 $ 10,856 10,856 0.0% 3.5% 3.5% Revenue Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Subdivision Sanitary Facilities Activity The purpose of the Subdivision Sanitary Facilities Activity is to provide subdivision sanitary facility review services to subdivision owners so they can construct their facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent of subdivision sanitary report approvals provided in 30 business days Number of subdivision sanitary report approvals provided within 30 business days Number of subdivision sanitary report approvals provided Number of subdivision sanitary report approvals requested Expenditure per subdivision sanitary report approval provided FY 2007 Actual Not Reported FY 2008 Forecast 95.1% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.1% 0.0% 0.0% Not Reported 143 143 - 0.0% Not Reported 150 150 - 0.0% 142 142 - 0.0% $ 111.07 $ 263.38 $ 294 Not Reported (152.31) -137.1% Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ - $ $ - $ $ 165,120 $ 165,120 $ 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ - $ $ 16,661 $ 16,661 $ 39,507 $ 39,507 $ 165,120 165,120 0.0% 0.0% Expenditure (22,846) (22,846) -137.1% -137.1% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Waste Water Compliance and Permitting Activity The purpose of the Wastewater Permitting Activity is to provide wastewater construction plan review services to individuals or entities who submit plans to construct or remodel wastewater treatment facilities, wastewater reuse/recharge systems or sewer collection systems so they can construct their facilities in a timely manner in compliance with the Maricopa County Environmental Code. 430 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description Percent of wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 business days Percent of onsite facility initial permit reviews provided within 10 business days Percent of sewer collection system construction initial plan reviews provided within 30 business days Number of onsite facility approvals completed Number of onsite facility initial plan reviews provided within 10 business days Number of sewer collection system construction initial plan reviews provided Number of wastewater treatment plans and reuse/recharge system initial plan reviews provided within 40 business days Number of wastewater treatment plant and reuse/recharge system initial plan reviews provided Number of sewer collection system construction initial plan reviews provided within 30 business days Number of onsite plan reviews requested Number of wastewater treatment plan and reuse/recharge system plan reviews requested Number of sewer collection system construction plan approvals requested FY 2007 Actual Not Reported FY 2008 Forecast 116.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% 1,639 1,639 - 0.0% Not Reported 1,214 1,214 - 0.0% Not Reported 576 576 - 0.0% Not Reported 177 177 - 0.0% Not Reported 88 88 - 0.0% Not Reported 576 576 - 0.0% 1,214 1,214 - 0.0% Not Reported 152 152 - 0.0% Not Reported 502 502 - 0.0% 3,391 3,101 Expenditure per onsite facility initial $ 627.56 $ plan reviews provided $ Expenditure per wastewater treatment Not Reported plant and reuse/recharge system initial plan reviews Expenditure per sewer collection Not Reported $ system construction initial plan reviews provided FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 116.0% 0.0% 0.0% 1,355.72 $ 1,540.97 $ (185.25) -13.7% 25,250.28 $ 28,700.61 $ (3,450.33) -13.7% 3,857.68 $ 4,384.82 $ (527.13) -13.7% Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ 3,689,693 3,689,693 $ $ 3,313,794 3,313,794 $ $ 1,832,528 1,832,528 $ $ (1,481,266) (1,481,266) -44.7% -44.7% 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ 2,128,052 2,128,052 $ $ 2,222,025 2,222,025 $ $ 2,525,654 2,525,654 $ $ (303,629) (303,629) -13.7% -13.7% Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Revenue decline is consistent with the current development trends in the county. Resource allocation and cost recovery are being examined. This activity is being subsidized by the Environmental Health Program and the Department needs to assess the fee structure. Public Water Facility Inspections Activity The purpose of the Public Water Facility Inspections Activity is to provide water facility inspections to facility operators so they can maintain compliance with the Maricopa County Environmental Health Code. 431 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual 100.0% Percent of inspected wastewater treatment plants in compliance with Environmental Health Code Number of wastewater facility 68 inspections conducted Number of inspected wastewater Not Reported treatment plants in compliance with Environmental Health Code Number of wastewater facility 92 inspections required Expenditure wastewater treatment plan $ - $ inspected FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 68 68 - 0.0% 68 68 - 0.0% 92 92 - 0.0% 447.53 $ 1,512.34 $ (1,064.81) -237.9% Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ - $ $ - $ $ 100,800 $ 100,800 $ 100,800 100,800 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ - $ $ 30,432 $ 30,432 $ 102,839 $ 102,839 $ (72,407) (72,407) 0.0% 0.0% Expenditure -237.9% -237.9% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Wastewater Facility Inspections Activity The purpose of the Wastewater Facility Inspections Activity is to provide annual wastewater treatment plant inspection services to plant operators so they can maintain compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Performance Analysis: Measure Type Result Result Result Output Output Output Demand Demand Efficiency Efficiency Measure Description Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of public water facility compliance inspections provided Percent of public water facility engineering inspections provided Number of water facility inspections conducted Number of public water facility compliance inspections provided Number of public water facility engineering inspections provided Number of public water facility compliance inspections required Number of public water facility engineering inspections required Expenditure per public water facility compliance inspection Expenditure per public water facility engineering inspection FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% 215 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 306 306 - 0.0% Not Reported 322 322 - 0.0% Not Reported 875 875 - 0.0% 322 322 - 0.0% 875 875 - 0.0% 273 Not Reported Not Reported $ 572.40 $ 1,544.98 $ (972.59) -169.9% Not Reported $ 210.64 $ 568.55 $ (357.91) -169.9% - $ $ 469,120 $ 469,120 $ 469,120 469,120 184,312 $ 184,312 $ 497,485 $ 497,485 $ (313,173) (313,173) Revenue 506 - ENV SVCS ENV HEALTH $ TOTAL SOURCES $ - $ $ 506 - ENV SVCS ENV HEALTH $ TOTAL USES $ - $ $ 0.0% 0.0% Expenditure -169.9% -169.9% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 432 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Non-Recurring Expenditures Detail (FY 2007-08 Open Enrollment Variance) Annualization of FY 2007-08 Initiatives (Food Service Permit Fee Increase) Other Reductions (RDSA IT Consolidation) Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ BUDGET BALANCING REDUCTIONS: Elimination of Aerial Insecticides Discontinued Vehicle Leases $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 433 7,063,645 $ 1,000 (4,437) $ (4,437) $ - 7,059,208 $ 1,000 - $ (23,247) (2,637,465) (55,373) (4,437) (2,720,522) $ - 4,338,686 $ 1,000 (454,000) $ (197,042) (651,042) $ - 3,687,644 $ -15.0% 1,000 0.0% 3,687,644 $ 1,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Grant Fund (505) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,334,878 $ 1,334,878 FY 2007-08 REVISED RESTATED BUDGET $ 1,334,878 $ 1,334,878 FY 2008-09 BUDGET TARGET $ 1,334,878 $ 1,334,878 REQUESTED ADJUSTMENTS: Reduction in Expected Grant Award BASE ADJUSTMENTS: Non-Recurring Expenditures FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ Subtotal $ (426,878) $ (426,878) $ (426,878) (426,878) $ Subtotal $ (425,002) $ (425,002) $ - $ 482,998 $ -63.8% 908,000 -32.0% NON-OPERATING NON-OPERATING 0001 Technology Purchases FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 434 $ Subtotal $ 425,000 425,000 $ $ - $ 425,000 $ - $ 907,998 $ 908,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Annualization of Compensation Adjustments (Public Communications Market Study) Non-Recurring Expenditures Detail (FY2007-08 Open Enrollment Variance) Other Reductions (RDSA IT Consolidation) Annualization of Jan. 2008 Administrative Reductions Annualization of FY 2007-08 Initiatives (Food Service Permit Fee Increase) Structural Balance Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Revenue Reduction Expenditure Reduction $ Subtotal $ BASE ADJUSTMENTS: Capital (TFP) Reduction Non-Recurring Expenditures $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 17,653,685 $ (49,041) $ (49,041) $ 17,604,644 $ $ 1,233 (147,278) (259,621) (49,041) 2,637,465 2,182,758 $ 19,787,402 $ - $ (508,498) (508,498) $ 18,116,801 18,116,801 2,637,465 (917,823) 1,719,642 19,836,443 (174,979) (174,979) (153,436) $ (136,700) (290,136) $ - 18,988,768 $ -4.0% 19,661,464 -0.9% NON-OPERATING NON-OPERATING 0001 Vehicle Purchases (Replacements for 21705, 82101, 31052) Equipment Purchases Accela Implementation FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 435 $ Subtotal $ 56,000 8,000 2,777,113 2,841,113 $ $ - $ 2,841,113 $ - $ 21,829,881 $ 19,661,464 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Angie Flick, Management & Budget Analyst Summary Mission The mission of the Equipment Services Department is to provide vehicle, equipment, and fuel services to employees and departments of Maricopa County so they can have the transportation and equipment that is needed to perform their jobs. Vision To be recognized as a leader in providing professional, efficient, cost effective fleet management services. Strategic Goals • 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: Preventative Maintenance compliance for the County has increased from 67% in FY 2005-06 to 70% in FY 2006-07 to 72% in FY 2007-08. The FY 2008-09 budget continues to support the attainment of this goal. • Annually, maintain the industry standard of 1,400 – 1,500 annual direct-billed hours charged per FTE technician. Status: The Department exceeded this goal in FY 2006-07 with 1,550 direct-billed hour and in FY 2007-08 with 1,579 hours. The FY 2008-09 budget continues to support the attainment of this goal • By June 30, 2008, explore options for increasing the number of hybrid and alternative fueled vehicles. Status: The FY 2008-09 budget continues to support the attainment of this goal. • By June 30, 2009, eliminate the fund deficit. Status: The fund deficit is forecasted to be eliminated by June 30, 2008. • 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 industry standard is 4.0. The Department had a parts turnover rate of 1.8 in FY 2005-06, which increased to 3.45 in FY 2006-07 and to 3.98 in FY 2007-08. 436 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Sources and Uses by Program and Activity – All Funds FY 2006-07 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 PRTS - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL VEQR - VEHICLE & EQUIPMENT REPAIR 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 15,513,421 123,037 7,974,438 74,397 7,341,548 $ 13,259,789 153,114 7,050,585 1,352,423 2,199,088 2,036,747 381,372 86,460 - $ 13,259,789 153,114 7,050,585 1,352,423 2,199,088 2,036,747 381,372 86,460 - $ 16,154,032 66,860 8,542,306 2,386,742 1,142,158 3,131,030 816,310 68,626 - $ 15,519,000 66,860 8,393,181 2,135,494 1,023,274 3,099,993 739,018 61,180 - $ 2,259,211 (86,254) 1,342,596 783,071 (1,175,814) 1,063,246 357,646 (25,280) - $ 5,431 5,431 15,518,852 $ 13,259,789 $ 13,259,789 $ (37,612) $ (37,612) 16,116,420 $ 15,519,000 $ 2,259,211 12,758,950 111,830 7,304,143 43,196 1,996,750 3,303,030 $ 11,212,278 153,114 6,023,461 937,567 1,827,144 1,832,811 378,749 59,432 - $ 11,214,915 153,110 6,009,561 939,735 1,829,463 1,844,869 378,749 59,428 - $ 13,531,290 $ 136,518 7,803,215 1,152,875 955,802 3,000,581 361,718 120,858 (184) (93) 12,262,348 133,860 6,421,763 1,173,429 998,010 2,994,302 420,144 120,840 - $ 947,374 16,059 738,700 135,794 56,821 - $ 677,268 548,280 128,988 - $ 685,074 556,089 128,985 - $ 1,050,083 791,087 137,530 54,905 66,561 $ 385,577 361,599 23,977 14,091,900 $ 498,894 425,504 73,390 12,388,440 $ 498,894 425,504 73,390 12,398,883 $ 669,576 669,576 13,982,007 $ TOTAL PROGRAMS $ 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 PRTS - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL VEQM - VEHIC & EQUIP MAINTENANCE VEQR - VEHICLE & EQUIPMENT REPAIR 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT FY 2007-08 ADOPTED $ 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ $ $ $ $ $ $ 1,014,224 812,285 201,939 - $ 476,407 428,336 48,071 15,021,921 $ $ $ $ 17.0% -56.3% 19.0% 57.9% -53.5% 52.2% 93.8% -29.2% 17.0% (1,047,433) -9.3% 19,250 12.6% (412,202) -6.9% (233,694) -24.9% 831,453 45.4% (1,149,433) -62.3% (41,395) -10.9% (61,412) -103.3% (365,009) (234,998) (8,545) (54,905) (66,561) -53.3% -42.3% -6.6% (170,682) -34.2% (244,072) -57.4% 73,390 100.0% (1,583,124) -12.8% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 2,236,548 2,236,548 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 13,260,465 13,260,465 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 16,409 16,409 $ ALL REVENUES $ - $ $ 1,983,401 11,276,188 13,259,589 $ $ $ 200 200 15,513,421 $ 13,259,789 OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 5,431 5,431 $ $ TOTAL SOURCES $ 15,518,852 $ $ 13,259,789 - $ $ 1,983,401 11,276,188 13,259,589 $ $ $ 200 200 $ 13,259,789 $ $ $ $ $ 437 13,259,789 $ $ $ $ $ - 3,283,335 12,867,240 16,150,575 $ $ $ $ $ $ 3,303,988 12,211,512 15,515,500 (37,612) $ 5,545 (32,067) $ 3,500 3,500 $ 15,519,000 $ 16,118,508 $ - $ (2,088) $ (2,088) $ 16,116,420 $ 15,519,000 $ $ $ $ $ - 1,320,587 935,324 2,255,911 66.6% 8.3% 17.0% 3,300 1650.0% 3,300 1650.0% 2,259,211 17.0% 2,259,211 17.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,255,170 74,456 750,512 20,797 32,962 3,133,898 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 2,361,165 7,262,018 12,817 9,636,000 SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0855 - INTEREST EXPENSE 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 46,721 5,457 587,709 3,120 71,661 2,487 11,312 975 123,432 72,235 40,808 965,917 $ 356,086 356,086 OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - TOTAL USES $ 14,091,900 $ FY 2007-08 REVISED 2,330,758 40,000 829,586 10,000 79,435 3,289,779 $ $ 1,736,266 6,008,628 9,865 7,754,759 $ $ 2,353,393 40,000 839,237 5,189 79,435 3,317,254 $ $ 1,736,266 5,991,596 9,865 7,737,727 $ $ $ 370 72,421 5,955 605,777 25,736 76,678 82 6,763 2,800 77,857 2,551 876,990 $ $ $ FY 2007-08 FORECAST $ 2,352,330 94,496 850,592 25,103 82,544 3,405,065 $ $ 2,294,467 7,702,152 24,775 575 10,021,969 $ $ $ 370 72,421 5,955 605,777 25,736 76,678 82 6,763 2,800 77,857 2,551 876,990 425,504 425,504 $ $ $ $ 31,295 10,031 82 41,408 $ 12,388,440 FY 2008-09 ADOPTED $ 2,336,301 75,000 806,228 18,930 121,537 3,357,996 $ $ 2,323,918 6,197,036 27,675 934 8,549,563 $ $ $ 120,540 4,164 518,116 8,576 112,685 1,167 3,220 1,556 117,119 40,392 3,737 931,272 425,504 425,504 $ $ $ $ 31,295 10,031 82 41,408 $ 12,398,883 ADOPTED VS REVISED VARIANCE % $ $ $ $ 17,092 (35,000) 33,009 (13,741) (42,102) (40,742) 0.7% 0.0% 3.9% 0.0% -53.0% -1.2% (587,652) (205,440) (17,810) (934) (811,836) -33.8% -3.4% -180.5% 100.0% -64.7% 0.0% 21.8% 100.0% -21.6% 0.0% 11.3% 28.6% -67.0% -273.3% -2.8% -56.8% -56.8% -10.5% $ $ 119,262 22,570 473,530 93,211 5,605 6,000 2,000 130,000 40,000 9,524 901,702 $ 370 (46,841) (16,615) 132,247 25,736 (16,533) (5,523) 763 800 (52,143) (40,000) (6,973) (24,712) 425,504 425,504 $ $ 667,146 667,146 $ $ (241,642) (241,642) $ $ 248,665 240,000 16,330 605 505,600 $ $ 45,780 180,228 11,295 808 238,111 (217,370) -694.6% (240,000) (6,299) -62.8% (523) -637.8% (464,192) -1121.0% $ 15,021,921 $ 13,982,007 $ $ (1,583,124) -12.8% Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 654 - EQUIPMENT SERVICES INTERNAL SERVICE $ $ 15,518,852 15,518,852 $ $ 13,259,789 13,259,789 $ $ 13,259,789 13,259,789 $ $ 16,116,420 16,116,420 $ $ 15,519,000 15,519,000 $ $ 2,259,211 2,259,211 17.0% 17.0% TOTAL FUNDS $ 15,518,852 $ 13,259,789 $ 13,259,789 $ 16,116,420 $ 15,519,000 $ 2,259,211 17.0% $ $ 14,091,900 14,091,900 $ $ 12,388,440 12,388,440 $ $ 12,398,883 12,398,883 $ $ 15,021,921 15,021,921 $ $ 13,982,007 13,982,007 $ $ (1,583,124) (1,583,124) -12.8% -12.8% TOTAL FUNDS $ 14,091,900 $ 12,388,440 $ 12,398,883 $ 15,021,921 $ 13,982,007 $ (1,583,124) -12.8% USES 654 - EQUIPMENT SERVICES INTERNAL SERVICE General Adjustments Salary Savings: Increased Salary Savings by $120,204 which is consistent with Department’s vacancy rate. Pay for Performance: Allocation was reduced by $129,839 to $0. Travel and Training: Travel and Training decreased by $34,200. 438 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services One-time Expenditures: Reallocated $440,000 out of operating budget to one-time budget for capital equipment, vehicles and pilot green business program. Programs and Activities Fleet Management Program The purpose of the Fleet Management Program is to provide operational vehicles and equipment to Maricopa County departments so they have reliable and cost-effective transportation for County activities. Program Results Measure Description Percent of total vehicles due or overdue for replacement Percent of hybrid and alt Fuel vehicles in the on-road fleet Percent of fuel purchased that was sold Percent of light duty vehicles presented for repair Percent of technicians producing at or above targeted maintenance & repair hours Percent of Vehicle Equivalents repaired or PM'd Percent of vehicles presented for PM Percent of PMA services completed within 10% of cycle length Percent of parts issued from stock FY 2007 Actual 9.3% 35.6% FY 2008 Forecast 9.5% 34.2% 103.3% 41.7% 70.6% 101.7% 34.7% 78.1% 101.7% 34.7% 78.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 108.8% 26.5% 70.2% 107.0% 26.0% 72.0% 107.0% 26.0% 72.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 56.5% 51.6% 53.2% 1.5% 3.0% Activities that comprise this program include: • Fleet Procurement and Removal • Fuel for Vehicles and Equipment • Heavy Duty Vehicles and Equipment Repair • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 9.5% 0.0% 0.0% 34.2% 0.0% 0.0% Light Duty Vehicles and Equipment Repair Preventative Maintenance Parts 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. Mandates: Activity is not mandated. 439 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Performance Analysis: Measure Type Result Result Output Demand Demand Efficiency Revenue Measure Description FY 2007 Actual Percent of hybrid and alt fuel vehicles in the on-road fleet Percent of total vehicles due or overdue for replacement Number of vehicles replaced Number of vehicles due or overdue for replacement Number of vehicles in the on-road fleet Cost per vehicle replaced $ 9.3% FY 2008 Forecast 34.2% 35.6% 9.5% 9.5% 0.0% 0.0% 265 872 230 232 200 232 (30) - -13.0% 0.0% 7,113 1,839 1,839 422.00 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 34.2% 0.0% 0.0% - 593.56 $ 669.30 $ 0.0% (75.74) -12.8% 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ 123,037 123,037 $ $ 66,860 66,860 $ $ 66,860 $ 66,860 $ - 0.0% 0.0% 654 - EQUIPMENT SERVICES $ TOTAL USES $ 111,830 111,830 $ $ 136,518 136,518 $ $ 133,860 $ 133,860 $ 2,658 2,658 1.9% 1.9% Expenditure 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 is not mandated. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of fuel purchased that was sold Number of gallons of fuel sold Number of gallons of fuel purchased Average cost to ESD per gallon of fuel $ purchased FY 2007 Actual 103.3% FY 2008 Forecast 101.7% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 101.7% 0.0% 0.0% 3,077,215 2,978,846 2.45 $ 3,159,817 3,106,838 2.51 $ 3,159,817 3,106,838 2.07 $ 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ 7,974,438 7,974,438 $ $ 8,542,306 8,542,306 $ $ 8,393,181 8,393,181 $ $ 654 - EQUIPMENT SERVICES $ TOTAL USES $ 7,304,143 7,304,143 $ $ 7,803,215 7,803,215 $ $ 6,421,763 6,421,763 $ $ 0.44 0.0% 0.0% 17.7% Revenue (149,125) (149,125) -1.7% -1.7% Expenditure 1,381,452 1,381,452 17.7% 17.7% Heavy Duty Vehicles 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 is not mandated. 440 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Performance Analysis: Measure Type Output Demand Demand Efficiency Revenue Measure Description Number of work orders completed Number of heavy duty vehicles presented for repair. Number of heavy duty vehicles in fleet Cost per work order completed FY 2007 Actual Not Reported 4,512 FY 2008 Forecast 2,211 4,904 804 Not Reported FY 2009 Adopted 2,211 4,904 917 521.43 $ $ Variance Forecast - Adopted - % Variance Forecast - Adopted 0.0% 0.0% 917 530.72 $ (9.30) 0.0% -1.8% 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ - $ $ 2,386,742 2,386,742 $ $ 2,135,494 $ 2,135,494 $ (251,248) (251,248) -10.5% -10.5% 654 - EQUIPMENT SERVICES $ TOTAL USES $ - $ $ 1,152,875 1,152,875 $ $ 1,173,429 $ 1,173,429 $ (20,554) (20,554) -1.8% -1.8% Expenditure Light Duty Vehicles 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 is not mandated. Performance Analysis: Measure Type Result Result Result Output Output Demand Efficiency Measure Description Percent of technicians producing at or above targeted maintenance & repair hours Percent of light duty vehicles presented for repair Percent of Vehicle Equivalents repaired or PM'd Number of Vehicle Equivalents repaired or PM'd Number of Light Duty repair work orders Number of vehicles presented for repair Cost of Repair & Maintenance per Vehicle Equivalent FY 2007 Actual 70.6% FY 2008 Forecast 78.1% 41.7% 34.7% 34.7% 0.0% 0.0% 108.8% 107.0% 107.0% 0.0% 0.0% 48,824 4,646 4,646 - 0.0% 11,179 11,521 11,521 - 0.0% 7,743 7,808 7,808 - 0.0% 214.81 $ (9.08) -4.4% Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 78.1% 0.0% 0.0% 205.73 $ Revenue 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ - $ $ 1,142,158 1,142,158 $ $ 1,023,274 $ 1,023,274 $ (118,884) (118,884) -10.4% -10.4% 654 - EQUIPMENT SERVICES $ TOTAL USES $ - $ $ 955,802 955,802 $ $ 998,010 $ 998,010 $ (42,208) (42,208) -4.4% -4.4% Expenditure 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 is not mandated. 441 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of PMA services completed within 10% of cycle length Percent of vehicles presented for Preventative Maintenance (PM) Number of work orders completed Number of PMA services performed Number of vehicles presented for PM Expenditure per PMA service performed FY 2007 Actual 70.2% FY 2008 Forecast 72.0% 26.5% 26.0% 26.0% 8,156 6,012 7,703 60.17 $ Not Reported 5,708 7,446 Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 72.0% 0.0% 0.0% 0.0% 0.0% 8,156 6,012 7,703 69.88 $ (9.72) 0.0% 0.0% 0.0% -16.2% Revenue 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ - $ $ 816,310 816,310 $ $ 739,018 $ 739,018 $ (77,292) (77,292) -9.5% -9.5% 654 - EQUIPMENT SERVICES $ TOTAL USES $ - $ $ 361,718 361,718 $ $ 420,144 $ 420,144 $ (58,426) (58,426) -16.2% -16.2% Expenditure Parts Activity The purpose of the Parts Activity is to provide parts necessary to correct the operational and drivability problems 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 is not mandated. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of parts issued from stock Number of parts issued - stock and nonstock Number of parts requested - stock and non-stock Cost per part issued - stock and $ nonstock FY 2007 Actual 56.5% 129,497 FY 2008 Forecast 51.6% 247,170 229,161 - FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 53.2% 1.5% 3.0% 240,031 (7,139) -2.9% 254,337 $ 240,031 12.14 $ (14,306) -5.6% 12.47 $ (0.33) -2.8% Revenue 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ - $ $ 3,131,030 3,131,030 $ $ 3,099,993 $ 3,099,993 $ (31,037) (31,037) -1.0% -1.0% 654 - EQUIPMENT SERVICES $ TOTAL USES $ - $ $ 3,000,581 3,000,581 $ $ 2,994,302 $ 2,994,302 $ 6,279 6,279 0.2% 0.2% Expenditure 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 is not mandated. Performance Analysis: Measure Type Output Demand Efficiency Measure Description Number of rental request met Number of rental requests received Cost* (to ESD) per mile *repairs, maintenance & fuel FY 2007 Actual 1,101 1,101 Not Reported $ FY 2008 Forecast 1,067 1,105 46.65 $ FY 2009 Variance Adopted Forecast - Adopted 1,067 1,105 46.64 $ 0.01 % Variance Forecast - Adopted 0.0% 0.0% 0.0% Revenue 654 - EQUIPMENT SERVICES $ TOTAL SOURCES $ 74,397 74,397 $ $ 68,626 68,626 $ $ 61,180 $ 61,180 $ 654 - EQUIPMENT SERVICES $ TOTAL USES $ 43,196 43,196 $ $ 120,858 120,858 $ $ 120,840 $ 120,840 $ (7,446) (7,446) -10.9% -10.9% Expenditure 442 18 18 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Equipment Services Appropriated Budget Reconciliations Equipment Services Fund (654) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) Employee Market Compensation Adjustments (Material Handling Market Study) Employee Market Compensation Adjustments (Programs & Ops Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Structural Balance Employee Market Compensation Adjustments (Program & Ops Market Study) Annualization of Jan. 2008 Administrative Reductions Subtotal $ FY 2008-09 BUDGET TARGET $ BASE ADJUSTMENTS: Inter-Governmental Agreement Maintenance Revenue Internal Service Maintenance and Repair Revenue Technical Adjustment: Inclusion of Salary Savings Technical Adjustment: Removal of Pay for Performance Travel and Training Reduction Fuel Purchases Non-Recurring Expenditures FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 13,259,789 (17,127) $ 12,621 11,726 3,223 10,443 $ - 12,398,883 $ 13,259,789 - $ 1,707,396 2,727 (17,127) 1,692,996 $ 832,090 832,090 $ 14,091,879 Subtotal $ - $ (120,204) (129,839) (34,200) 202,032 (440,000) (522,211) $ 1,224,084 203,037 1,427,121 $ Subtotal $ (47,661) $ (47,661) $ - $ 13,522,007 $ -4.0% 15,519,000 10.1% $ BUDGET BALANCING ADJUSTMENTS: Elimination of Vacant Office Assistant Position (Motor Pool) 12,388,440 14,091,879 EXPENDITURES REVENUE NON-OPERATING NON-OPERATING 0001 E-85 Fuel Tank $ Vehicle Purchases (Replacements for 23813,12303,11338,12309,32061,32271) Diagnostic Run Machine State Green Business Shop Program Subtotal $ FY 2008-09 ADOPTED NON-OPERATING BUDGET $ FY 2008-09 TOTAL ADOPTED BUDGET $ 443 140,000 240,000 60,000 20,000 460,000 460,000 13,982,007 $ $ $ - $ 15,519,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Facilities Management Analysis by Mary Driessen, Management & Budget Analyst Summary 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, the Facilities Management Department (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: Facilities Management is completing the final three departmental master plans. The estimated completion date for this goal is June 30, 2010. • 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: Facilities Management’s new Information Technology group within Public Works is currently working on a database that will include the tracking of budgets and schedules of projects as well as other pertinent data. A completion date is unknown at this time. • By June 30, 2008, complete and publish the County's Energy Management Plan. Status: Facilities Management has initiated a county-wide energy audit of all facilities that will serve as the backbone of our energy strategy. The audit will be complete in March 31, 2009. 444 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 70PS - PROTECTIVE SERVICES SCRT - SECURITY FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 81,048 81,048 $ 522,115 522,115 $ 100,701 100,701 181,749 $ 95,555 95,555 617,670 $ 7,351,830 290,826 93,371 6,967,633 $ 8,608,714 264,344 653,164 7,691,206 $ 8,963,225 264,354 653,165 8,045,706 $ 70BC - CAPITAL FACILITY MANAGEMENT CCLA - CAP IMP PLAN IMP ENMG - ENERGY MANAGEMENT MJMT - MAJ MAINT PLAN IMP FACP - PLANNING $ 1,505,230 752,550 110,942 154,646 487,092 $ 1,751,197 770,544 208,208 265,594 506,851 $ 1,651,356 670,703 208,208 265,595 506,850 $ 70PS - PROTECTIVE SERVICES PKMT - PARKING MANAGEMENT SCRT - SECURITY $ 3,352,796 75,857 3,276,939 $ 4,218,012 73,696 4,144,316 $ 4,449,671 73,693 4,375,978 $ 4,088,660 80,793 4,007,867 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,631,092 178,853 748,585 287,796 204,385 211,473 $ 1,526,416 165,354 671,854 300,655 175,890 212,663 $ 1,309,908 165,350 511,734 244,266 175,893 212,665 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 150,742 150,742 $ 263,635 263,635 $ 263,635 263,635 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 751,300 357,953 30,146 299,890 44,005 19,306 14,740,037 $ 746,446 357,578 58,915 258,417 51,708 19,828 17,114,420 $ 746,434 357,577 58,916 258,410 51,703 19,828 17,384,229 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT TOTAL PROGRAMS $ EXPENDITURES 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS DSEC - DETENTION SECURITY MAINTENANCE FAMT - FACILITIES MAINTENANCE $ $ $ 522,115 522,115 $ 95,555 95,555 617,670 FY 2008-09 ADOPTED $ $ $ 492,869 492,869 $ 114,683 114,683 607,552 $ 522,115 522,115 $ 95,555 95,555 617,670 $ $ - 0.0% 0.0% $ - 0.0% 0.0% 0.0% $ $ 8,041,825 279,699 610,511 7,151,615 $ 979,525 $ (32,358) 162,753 339,414 509,716 1,450,035 375,917 213,463 391,336 469,319 $ $ 3,920,861 75,937 3,844,924 $ 1,639,682 178,047 709,125 305,401 159,287 287,822 $ 1,476,535 $ 168,499 660,134 304,647 136,740 206,515 $ 263,635 263,635 $ 166,686 166,686 $ $ 724,576 281,228 6,303 376,237 31,628 20,793 16,547,171 $ 596,248 295,174 63,840 213,575 23,659 15,652,190 $ $ 8,851,093 292,789 422,345 8,135,959 $ ADOPTED VS REVISED VARIANCE % $ $ 921,400 (15,345) 42,654 894,091 10.3% -5.8% 6.5% 11.1% 201,321 12.2% 294,786 44.0% (5,255) -2.5% (125,741) -47.3% 37,531 7.4% 528,810 (2,244) 531,054 11.9% -3.0% 12.1% (166,627) -12.7% (3,149) -1.9% (148,400) -29.0% (60,381) -24.7% 39,153 22.3% 6,150 2.9% 96,949 96,949 36.8% 36.8% 150,186 20.1% 62,403 17.5% (4,924) -8.4% 44,835 17.4% 28,044 54.2% 19,828 100.0% 1,732,039 10.0% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ - $ $ $ 335,141 186,974 522,115 $ $ 335,141 186,974 522,115 $ $ 326,934 165,935 492,869 $ $ 335,141 186,974 522,115 $ - 0.0% 0.0% 0.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 181,749 181,749 $ $ 95,555 95,555 $ $ 95,555 95,555 $ $ 114,683 114,683 $ $ 95,555 95,555 $ $ - 0.0% 0.0% TOTAL SOURCES $ 181,749 $ 617,670 $ 617,670 $ 607,552 $ 617,670 $ - 0.0% 445 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 9,101,128 $ 375,276 3,225,240 300,266 (650,314) 107,173 12,458,769 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,388,678 95,708 106,470 1,590,856 SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,348 239,649 36,035 79,469 97,879 16,339 51,766 1,437 523,922 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 20,046.00 49,668 96,776 166,490 $ TOTAL USES $ 14,740,037 FY 2007-08 REVISED 10,664,404 $ 184,500 4,001,808 273,909 (142,314) 80,494 15,062,801 $ $ 1,629,925 88,075 9,000 1,727,000 $ 1,629,925 88,075 9,000 1,727,000 $ $ $ $ 66,900 333 67,233 $ 17,114,420 $ 10,892,328 $ 184,500 4,043,693 273,909 (142,314) 80,494 15,332,610 $ $ 1,600 108,900 27,580 7,500 59,374 7,150 31,577 4,800 8,905 257,386 FY 2007-08 FORECAST 1,698,245 128,673 5,813 2,673 1,835,404 $ $ $ $ 66,900 333 67,233 $ 17,384,229 $ 10,449,382 $ 249,909 3,767,079 87,040 (718,063) 199,503 14,034,850 $ $ 1,600 108,900 27,580 7,500 59,374 7,150 31,577 4,800 8,905 257,386 FY 2008-09 ADOPTED $ $ 861 288,202 22,581 14,146 201,099 15,726 33,773 968 5,428 582,784 $ $ $ 10,596.00 82,564 973 94,133 $ 16,547,171 $ ADOPTED VS REVISED VARIANCE % 9,949,046 $ 160,500 3,439,520 430,361 (813,840) 544,412 13,709,999 $ 1,484,844 88,075 16,255 1,589,174 $ 145,081 8.9% 0.0% 9,000 100.0% (16,255) 0.0% 137,826 8.0% $ 1,600 128,344 60,580 7,500 59,374 4,800 18,886 281,084 $ $ $ 71,600 333 71,933 $ 15,652,190 $ $ 943,282 8.7% 24,000 0.0% 604,173 14.9% (156,452) 0.0% 671,526 -471.9% (463,918) -576.3% 1,622,611 10.6% 0.0% (19,444) -17.9% (33,000) 0.0% 0.0% 0.0% 7,150 0.0% 31,577 100.0% 0.0% (9,981) -112.1% (23,698) -9.2% $ (4,700) (4,700) $ 1,732,039 0.0% 0.0% 0.0% 0.0% 0.0% 10.0% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 181,749 $ 617,670 $ 617,670 $ 607,552 $ 617,670 $ - 0.0% TOTAL FUNDS $ 181,749 $ 617,670 $ 617,670 $ 607,552 $ 617,670 $ - 0.0% $ 12,699,359 $ 14,078,935 $ 14,177,995 $ 13,457,086 $ 12,908,663 $ 1,269,332 9.0% 255 - DETENTION OPERATIONS SPECIAL REVENUE - OTHER $ 2,040,678 2,040,678 $ 3,035,485 3,035,485 $ 3,206,234 3,206,234 $ 3,090,085 3,090,085 $ 2,743,527 2,743,527 $ 462,707 462,707 14.4% 14.4% TOTAL SPECIAL REVENUE $ 2,040,678 $ 3,035,485 $ 3,206,234 $ 3,090,085 $ 2,743,527 $ 462,707 14.4% TOTAL FUNDS $ 14,740,037 $ 17,114,420 $ 17,384,229 $ 16,547,171 $ 15,652,190 $ 1,732,039 10.0% USES 100 - GENERAL Programs and Activities 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. 446 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Program Results Measure Description Percent of projects delivered within the original project budget as approved by the Board of Supervisors Percent reduction in energy costs per adjusted square foot from FY03 baseline(annually adjusted). Percent reduction in energy consumption (based on KWH, excludes water) Percent improvement in the Facilities Condition Index (FCI) FY 2007 Actual Not Reported FY 2008 Forecast 92.9% Not Reported 120.4% 120.4% 0.0% 0.0% Not Reported 106.0% 106.0% 0.0% 0.0% Not Reported (50.0%) (50.0%) 0.0% 0.0% Activities that comprise this program include: • Capital Improvement Plan Implementation • Energy Management • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 7.1% 7.7% Planning Major Maintenance Plan Implementation 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 A.R.S. §41-1492 establishes standards and regulations, including building codes, for public accommodations and commercial facilities. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of projects delivered within the original project budget as approved by the Board of Supervisors Number of projects completed Number of projects approved by the Board Cost per project completed FY 2007 Actual Not Reported FY 2008 Forecast 92.9% Not Reported Not Reported Not Reported 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ 14 14 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 7.1% 7.7% 14 14 - $ 12,847.07 $ 26,851.21 $ (14,004.14) 685,250 $ 67,301 752,551 $ 179,859 $ 179,859 $ 375,917 $ 375,917 $ (196,058) (196,058) 0.0% 0.0% -109.0% 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 447 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Performance Analysis: Measure Type Result Result Output Output Output Output Demand Demand Measure Description FY 2007 Actual Not Reported Percent reduction in energy consumption (based on KWH, excludes water) Percent reduction in energy costs per Not Reported adjusted square foot from FY03 baseline(annually adjusted) Total energy provided in prior period Not Reported (based on KWH, excludes water) Energy costs per adjusted square Not Reported foot for FY 03 (annually adjusted) Total energy cost expended 17,809,000 253,141,000 Total energy provided (based on KWH, excludes water) Total energy cost expected 17,809,000 254,041,000 Total energy consumption required (based on KWH, excludes water) FY 2008 Forecast 106.0% 120.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 106.0% 0.0% 0.0% 120.4% 0.0% 0.0% 178,090,000 178,090,000 - 0.0% 2 2 - 0.0% 17,809,000 253,140,992 17,809,000 253,140,992 - 0.0% 0.0% 250,000,000 254,040,992 250,000,000 254,040,992 - 0.0% 0.0% Expenditure 100 - GENERAL $ 110,942 $ 162,753 $ 213,463 $ TOTAL USES $ 110,942 $ 162,753 $ 213,463 $ *The department will be developing new measures as part of the FY 2010 strategic business plan update process. (50,710) (50,710) -31.2% -31.2% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Plans delivered within requested timeframe Number planning services delivered Number planning services requested and funded by departments Average cost of planning services delivered FY 2007 Actual Not Reported FY 2008 Forecast 100.0% 291 323 $ 351 350 1,673.86 $ 1,452.18 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 351 350 - 0.0% 0.0% 1,337.09 $ 115.09 7.9% 100 - GENERAL $ 487,093 $ 491,210 $ 469,319 $ 255 - DETENTION OPERATIONS 18,506 TOTAL USES $ 487,093 $ 509,716 $ 469,319 $ *The department will be developing new measures as part of the FY 2010 strategic business plan update process. 21,891 18,506 40,397 4.5% 100.0% 7.9% Expenditure The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Major Maintenance Planning 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 mandates. 448 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Performance Analysis: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Not Reported Percent improvement in the Facilities Condition Index (FCI) FCI for prior period Not Reported Number of major maintenance projects 472 completed Number of major maintenance projects 534 required Cost per project completed $ 327.64 $ 100 - GENERAL $ TOTAL USES $ 154,646 154,646 FY 2008 Forecast (50.0%) $ $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted (50.0%) 0.0% 0.0% 2 475 2 475 - 0.0% 0.0% 480 480 - 0.0% 714.56 $ 823.87 $ (109.31) -15.3% 391,336 $ 391,336 $ (51,922) (51,922) -15.3% -15.3% 339,414 339,414 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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. Program Results Measure Description Percent of facilities cleaned to standard Percent of detention security system work hours required that were performed within guidelines Percent of total system hours that system is operable Percent of maintenance costs reduced from FY03 baseline (benchmark annually adjusted ) Percent of maintenance that is preventative FY 2007 Actual Not Reported Not Reported FY 2008 Forecast 99.3% 100.0% Not Reported Not Reported 100.0% 7.0% 100.0% 7.0% 0.0% 0.0% 0.0% 0.0% Not Reported 45.0% 45.0% 0.0% 0.0% Activities that comprise this program include: • Buildings and Grounds • Detention Security Maintenance • Facilities Maintenance 449 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.3% 0.0% 0.0% 95.3% (4.7%) -4.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management 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. 450 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of facilities cleaned to standard Number of facilities cleaned Number of facilities that require cleaning Cost per output. 100 - GENERAL FY 2007 Actual Not Reported FY 2008 Forecast 99.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.3% 0.0% 0.0% 306 306 306 306 306 306 - 0.0% 0.0% $ 950.40 $ 956.83 $ 914.05 $ 42.78 4.5% $ TOTAL USES $ 290,823 $ 290,823 $ 292,789 $ 292,789 $ 279,699 $ 279,699 $ 13,090 13,090 4.5% 4.5% The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 mandates. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of total system hours that system is operable Percent of detention security system work hours required that were performed within guidelines Number of total system hours Number of detention security system work hours performed Number of detention security system work hours required Cost per detention security work hour performed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 100.0% 95.3% Not Reported 3,252 8,736 3,252 8,736 3,252 - 0.0% 0.0% 6,240 6,240 6,240 - 0.0% $ 28.71 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 129.87 $ (4.7%) -4.7% 187.73 $ (57.86) -44.6% 610,511 $ 610,511 $ (188,166) (188,166) -44.6% -44.6% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 93,370 93,370 $ $ 422,345 422,345 $ $ The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. 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 mandates. 451 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Performance Analysis: Measure Type Result Result Output Output Output Output Demand Demand Efficiency Expenditure Measure Description Percent of maintenance costs reduced from FY03 baseline (benchmark annually adjusted ) Percent of maintenance that is preventative Maintenance costs for FY03 baseline (benchmark annually adjusted ) Amount of maintenance Number of (factored) square feet maintained Total hours per work orders for preventive maintenance Number of (factored) square feet required to be maintained Total hours required for preventive maintenance Dollar cost per square foot maintained FY 2007 Actual Not Reported FY 2008 Forecast 7.0% Not Reported 45.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 7.0% 0.0% 0.0% 45.0% 0.0% 0.0% Not Reported 2 2 - 0.0% Not Reported Not Reported 123,352 8,789,696 123,352 8,789,696 - 0.0% 0.0% Not Reported 57,319 57,319 - 0.0% Not Reported 8,789,696 8,789,696 - 0.0% Not Reported 55,000 55,000 - 0.0% Not Reported 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ $ 0.93 $ 0.81 $ 0.11 12.1% 5,259,941 $ 1,705,955 6,965,896 $ 5,739,600 $ 2,396,359 8,135,959 $ 5,284,803 $ 1,866,812 7,151,615 $ 454,797 529,547 984,344 7.9% 22.1% 12.1% The reduction of funds for this activity is in conjunction with a reduction of 15 FTEs. The FY 2008-09 budget supports the Department in maintaining the level of benefit received by the customer. Protective Services 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. Program Results Measure Description Percent parking spaces utilized in County garages FY 2007 Actual Not Reported FY 2008 Forecast 59.0% Activities that comprise this program include: • Parking Management • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% 21.0% 35.6% 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 mandates. 452 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent parking spaces utilized in County garages Number parking spaces in County garages Number of cars parked per day Number of cars required to be parked per day Average management cost per average number of utilized parking spaces FY 2007 Actual Not Reported FY 2008 Forecast 59.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% 20.9% 35.5% Not Reported 3,646 3,646 - 0.0% Not Reported Not Reported 6,177 3,646 6,177 3,646 - 0.0% 0.0% 22.16 $ 20.83 $ 1.33 6.0% 75,937 $ 75,937 $ 4,856 4,856 6.0% 6.0% Not Reported $ Expenditure 100 - GENERAL $ TOTAL USES $ 75,863 75,863 $ $ 80,793 80,793 $ $ Parking space utilization is expected to increase at 26.2% which leads to a decrease in the average management cost per utilized parking space of $1.33. 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 mandates. Performance Analysis: Measure Type Output Demand Efficiency Revenue Measure Description Number of incidents responded to Number of incidents reported Cost of security per incident 100 - GENERAL $ $ TOTAL SOURCES $ FY 2007 Actual 178,691 178,691 18.34 $ 81,048 81,048 FY 2008 Forecast 197,878 197,878 20.25 $ $ $ 492,869 492,869 $ $ FY 2009 Variance Adopted Forecast - Adopted 198,351 473 198,351 473 19.38 $ 0.87 522,115 $ 522,115 $ 29,246 29,246 % Variance Forecast - Adopted 0.2% 0.2% 4.3% 5.9% 5.9% Expenditure 100 - GENERAL $ 3,220,045 $ 3,938,988 $ 3,752,374 $ 255 - DETENTION OPERATIONS 56,890 68,879 92,550 TOTAL USES $ 3,276,934 $ 4,007,867 $ 3,844,924 $ *The department will be developing new measures as part of the FY 2010 strategic business plan update process. 186,614 (23,671) 162,943 4.7% -34.4% 4.1% The reduction of funds for the Security Activity is in conjunction with a reduction of 8 FTEs. The FY 2008-09 budget will support the Department in maintaining the level of benefit received by the customer. 453 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Annualization of FY 2006-07 Market Adjustments Program and Operations Market Adjustment FY 2007-08 Budget Balancing Plan $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Restatements - OnBase Maintenance to OET Program and Operations Market Adjustment FY 2007-08 Budget Balancing Plan $ Subtotal $ 14,078,935 $ 617,670 459,956 $ 2,576 (363,472) 99,060 $ - 14,177,995 $ 617,670 (4,765) $ 2,179 (363,473) (366,059) $ - FY 2008-09 BUDGET TARGET $ 13,811,936 $ 617,670 FY 2008-09 REQUESTED BUDGET $ 13,811,936 $ 617,670 $ Subtotal $ 108,144 108,144 $ $ - (332,521) $ (30,000) (43,790) (9,000) (98,000) (108,144) (191,851) (83,000) (115,111) (1,011,417) $ - 12,908,663 $ -6.5% 617,670 0.0% BASE ADJUSTMENTS: Additional Maintenance Positions for New Facilities BUDGET BALANCING ADJUSTMENTS: Reduce Trades Specialist Positions Reduce Advertising & Supplies Expenditures Reduce Redundant Public Work's Expenditures Eliminate Non-Capital Equipment Expenditures Reduce Supplies Expenditures Eliminate Additional Maintenance Positions for New Facilities Security Reduction - Madison & Jefferson Garages Eliminate Redundant Technology Funding Security Reduction - Forensics and Durango Campus $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTDED BUDGET $ 454 12,908,663 $ 617,670 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Annualization of FY 2006-07 Market Adjustments FY 2007-08 Budget Balancing Plan $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: FY 2007-08 Budget Balancing Plan $ Subtotal $ 3,035,485 $ - 252,960 $ (82,211) 170,749 $ - 3,206,234 $ - (82,211) $ (82,211) $ - FY 2008-09 BUDGET TARGET $ 3,124,023 $ - FY 2008-09 REQUESTED BUDGET $ 3,124,023 $ - (108,152) $ (135,538) (136,806) (380,496) $ - 2,743,527 $ -12.2% 0.0% BUDGET BALANCING ADJUSTMENTS: Eliminate 2 Trades Specialist Positions $ Eliminate General Laborer, Trades Generalist and Trades Specialist Positions Eliminate 2 Trades Specialists and 1 General Laborer Positions Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 455 2,743,527 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of the Department of Finance is to provide financial information and services to Maricopa County government so they can effectively manage their resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • 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: The Department of Finance has developed corporate reports that can be utilized by all Business Objects users. In addition, regular training sessions have been offered to staff to ensure a thorough understanding of the Business Objects capabilities. This goal is considered completed and closed. • 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: In FY 07, the satisfaction rating was 6.28. In FY 08, the satisfaction rating was 6.17. This goal is considered completed and closed. • 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: This goal is considered completed and closed. The turnover rates by fiscal year were as follows: • FY 07: The turnover rate for transfers within the County was 12.00%; the turnover rate excluding transfers was 8.00%. • FY 08: The turnover rate for transfers within the County was 15.56%; the turnover rate excluding transfers was 8.89%. • 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. 456 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Status: Although the Collections Unit collected just under $4.5 million dollars in FY 07, it was just 2% ($89,059.27) short of meeting the goal. This goal is on-going. • 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: All bond proceeds have been spent. This goal is considered completed and closed. • By June 2007, we will implement an Electronic Document Management Program to reduce off-site storage costs, utilize existing floor space more effectively, and create a paperless document retrieval system. Status: This goal is considered completed and closed. • 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: This goal is considered completed and closed. • 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 goal has been placed on hold until such time as the new budget system has been implemented. • By June 2008, we will have conducted a critical review of the current Advantage financial system (and sub-systems) and developed a comprehensive report defining the financial accounting and reporting needs for the County in preparation for a new financial system and to ensure optimal functionality. Status: Due to the continued reduction of staff, this goal was not completed and is considered closed. This may be a goal to focus on in the future when the economy stabilizes. • 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: This goal is considered completed and closed. 457 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 18CL - COLLECTIONS CLCT - COLLECTIONS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ - $ - $ - $ - $ 440,374 440,374 $ 440,374 440,374 0.0% 0.0% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT $ 921,036 921,036 $ 291,351 291,351 $ 291,351 291,351 $ 753,657 753,657 $ 947,187 947,187 $ 655,836 655,836 225.1% 225.1% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 213,309 213,309 1,134,346 $ 231,834 231,834 523,185 $ 231,834 231,834 523,185 $ 200,248 200,248 953,905 $ 222,282 222,282 $ 1,609,843 $ (9,552) (9,552) 1,086,658 -4.1% -4.1% 207.7% TOTAL PROGRAMS $ EXPENDITURES 18CL - COLLECTIONS CLCT - COLLECTIONS $ $ $ $ $ 348,210 348,210 $ 383,257 383,257 $ 382,709 382,709 $ 348,111 348,111 $ 290,760 290,760 $ 91,949 91,949 24.0% 24.0% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT $ 374,912 374,912 $ 355,666 355,666 $ 355,659 355,659 $ 364,608 364,608 $ 337,615 337,615 $ 18,044 18,044 5.1% 5.1% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 3,626,697 32,263 3,594,435 $ 3,307,457 3,307,457 $ 3,350,612 3,350,612 $ 3,285,558 3,285,558 $ 3,157,195 3,157,195 $ 193,417 193,417 5.8% 0.0% 5.8% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 2,023 2,023 4,351,842 $ 2,517 2,517 4,048,897 $ 2,517 2,517 4,091,497 $ 2,517 2,517 4,000,794 $ $ 1,050 1,050 304,460 41.7% 41.7% 7.4% $ $ $ 1,467 1,467 $ 3,787,037 $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 439,454 439,454 $ $ - $ $ - $ - $ - $ $ - $ $ - CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ - $ $ 953,905 953,905 $ 222,282 440,374 662,656 $ $ 523,185 $ 523,185 $ $ $ 523,185 523,185 (300,903) -57.5% 440,374 139,471 26.7% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 694,892 694,892 $ $ - $ $ - $ - $ - $ $ 947,187 947,187 $ $ ALL REVENUES $ 1,134,346 $ 523,185 $ 523,185 $ 953,905 $ 1,609,843 $ 1,086,658 207.7% TOTAL SOURCES $ 1,134,346 $ 523,185 $ 523,185 $ 953,905 $ 1,609,843 $ 1,086,658 207.7% 458 $ 947,187 947,187 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,632,124 52,621 2,708 770,761 2,812 12,116 3,473,142 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 231,194 425 87,737 319,357 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 180 196,439 185,416 14,045 25,349 2,157 39,961 48,051 511,597 $ $ SUBTOTAL $ TOTAL USES $ FY 2007-08 REVISED 2,813,838 54,933 925,351 3,794,122 $ 64,192 275 64,467 $ $ $ 500 33,970 8,000 27,347 3,496 7,126 39,580 120,019 47,746 47,746 $ $ 4,351,842 $ $ $ FY 2007-08 FORECAST 2,852,013 54,933 932,974 3,839,920 $ 64,197 275 64,472 $ $ $ 500 33,970 8,000 24,144 3,496 7,126 39,580 116,816 70,289 70,289 $ $ 4,048,897 $ $ $ FY 2008-09 ADOPTED 2,880,734 44,623 346 835,049 17,680 147 3,778,579 $ 27,437 275 27,712 $ $ $ 145 40,435 8,314 8,200 4,000 10,860 1,229 20,355 49,110 142,648 70,289 70,289 $ $ 4,091,497 $ $ ADOPTED VS REVISED VARIANCE % 2,694,348 91,581 769,099 8,426 3,563,454 $ 31,368 300 31,668 $ $ $ 300 36,650 8,400 15,000 4,000 8,700 622 47,954 121,626 $ 51,855 51,855 $ $ 70,289 70,289 $ $ - 0.0% 4,000,794 $ 3,787,037 $ 304,460 7.4% $ $ $ $ $ 157,665 (36,648) 163,875 (8,426) 276,466 5.5% 0.0% 0.0% 17.6% 0.0% 32,829 (25) 32,804 51.1% -9.1% 7.2% 50.9% 200 40.0% (2,680) -7.9% (400) 0.0% 9,144 37.9% (4,000) (5,204) -148.9% 0.0% 6,504 91.3% (8,374) (0) (4,810) -4.1% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 1,134,346 $ 523,185 $ 523,185 $ 953,905 $ 1,609,843 $ 1,086,658 207.7% TOTAL FUNDS $ 1,134,346 $ 523,185 $ 523,185 $ 953,905 $ 1,609,843 $ 1,086,658 207.7% $ 4,351,842 $ 4,048,897 $ 4,091,497 $ 4,000,794 $ 3,787,037 $ 304,460 7.4% TOTAL FUNDS $ 4,351,842 $ 4,048,897 $ 4,091,497 $ 4,000,794 $ 3,787,037 $ 304,460 7.4% USES 100 - GENERAL General Adjustments Electronic Document Management: Reduce the Electronic Document Management Program by 1 FTE equaling $48,302. Grant Compliance: Reduce the Grant Compliance Program by 1 FTE equaling $61,816. Supplies and Services: Reduce Supplies and Services by $127. 459 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Programs and Activities 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 Measure Description Percent of accounts that are active and paying FY 2007 Actual 49.0% FY 2008 Forecast 3.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 3.9% 0.0% 0.0% Activities that comprise this program include: • Collections Collections Activity The purpose of the Collections Activity is to provide collection services for the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. 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.§ 33.961 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.§ 21.223 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of accounts that are active and paying Number of accounts sent to Private Collections Number of accounts to County Collections Unit Cost per collectable account 100 - GENERAL $ TOTAL SOURCES $ 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 44.0% FY 2008 Forecast 3.9% 18,723 15,731 17,304 1,573 10.0% 22,718 20,542 30,000 9,458 46.0% $18.88 $4.54 $3.45 $1.09 24.1% - $ $ - FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 3.9% 0.0% 0.0% $ $ 440,374 440,374 $ $ 440,374 440,374 0.0% 0.0% $ $ 290,760 290,760 $ $ 57,351 57,351 16.5% 16.5% Expenditure 348,210 348,210 $ $ 348,111 348,111 460 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Base Adjustments: • Revenue: The Collections Unit added a new 11.2% fee to court collections resulting in a $440,374 increase in revenue. • Expenditures: Two (2) FTE were deleted from the Collections Activity with a savings of $89,064. This results in an increase in efficiency from FY 2007-08 to FY 2008-09 without compromising the department’s ability to attain results. 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 Measure Description Percent of customers satisfied with the real estate services received. FY 2007 Actual 97.0% FY 2008 Forecast 96.6% Activities that comprise this program include: • Real Estate 461 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 96.6% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Real Estate Management 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of customers satisfied with the real estate services received. Number of real estate actions completed Number of real estate actions requested. Cost per activity. FY 2007 Actual 97.0% FY 2008 Forecast 96.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 96.6% 0.0% 0.0% 138 130 130 0 0.0% 129 130 130 0 0.0% $2,713.71 $2,804.68 $2,597.04 $207.64 7.4% 100 - GENERAL $ TOTAL SOURCES $ 921,036 921,036 $ $ 753,657 753,657 $ $ 947,187 947,187 $ $ 193,530 193,530 25.7% 25.7% 100 - GENERAL $ TOTAL USES $ 374,492 374,492 $ $ 364,608 364,608 $ $ 337,615 337,615 $ $ 26,993 26,993 7.4% 7.4% Expenditure 462 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Finance Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 4,048,897 $ 523,185 131,195 $ (104,503) 15,908 42,600 $ - MID-YEAR ADJUSTMENTS: Employee Market compensation Adjustments (Admin Phase II Market Study) $ Jan. 2008 Administrative Reductions Executive Compensation Pay Adjustment (Effective 11/7/07) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ 4,091,497 $ 523,185 - $ (104,503) (648) (105,151) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Excecutive Compensation Pay Adjustment (FY 08 Lump Sum Payment) $ Subtotal $ FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Requested Revenue Above Target for Leased Property FY 2008-09 REQUESTED BUDGET BUDGET BALANCING ADJUSTMENTS: Reduction to Electronic Document Management Program Reduction to Grant Compliance Program Reduction to Supplies and Services Adjustment to Collection Unit $ 3,986,346 $ 523,185 $ Subtotal $ - $ $ 646,284 646,284 $ 3,986,346 $ 1,169,469 (48,302) $ (61,816) (127) (89,064) (199,309) $ 440,374 440,374 3,787,037 $ -5.0% 1,609,843 207.7% $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 463 3,787,037 $ 1,609,843 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Tara Acuna, Management & Budget Analyst Summary 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 • 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: This goal has expired, but will be extended to 2010. Accomplishments to date: • Community Services Division is partnering with the Head Start program to create a volunteer program for CAP clients in the East Valley to develop professional skills for future employment opportunities. • Community Services Division provided mini-grant funding to Avondale Community Action Program to partner with city police and fire departments to develop the Weed and Seed program. • Special Transportation Services has strengthened contract relationships with area governments to provide vital transportation assistance for low-income, seniors, and disabled individuals. This service is especially critical to meet the growing demands of this demographic and the need for more cost efficient services. • 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: This goal has expired, but will be extended to 2010. Accomplishments to date: • The new West Valley Career Center (opened July 2007), was designed to include a youth services center, providing space for partner organizations and a special place for youth participants to access computers, education instruction, and other career center services. • In order to strengthen program outcomes, the department rebid WIA Youth Services contracts. From the five bids received, one contractor successfully re-bid for youth services in the West Valley, a new provider was selected for the East Valley and the scope of an 464 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • • Department Strategic Plans and Budgets Human Services existing provider was pared down to special populations. New reporting requirements were established and the interaction with the providers was strengthened to include joint oversight with the City of Phoenix (which also uses common youth services contractors). The PLOT (Producing Leaders of Tomorrow Program) has expanded into three additional high schools in the West Valley and enrollments have increased. WDD Youth Services Program has begun to engage the faith based community in exploring partnerships for leveraged services. The total number of WIA Youth served in FY08 was 398; the proposed number to be served in FY 09 is 490, a 23% increase. Community Services Division through their Community Action Programs continued its backto-school program which provides high school-aged as well as elementary children with school supplies. More than 1,700 young people received assistance. 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: This goal has expired, but will be extended to 2010. Accomplishments to date: • The new West Valley Career Center (opened July 2007) includes space dedicated to serve veterans—the Elijah K. Wong Veterans Services Center--facilitating access for veterans and their families to various federal, state, and local services and benefits. • The Workforce Development Division has established new partnerships with the faith based community, Rotary International, the Employers Advisory Council of Arizona and the Society of Human Resource Managers. • The West Valley Career center has been retrofitted with additional accessible doorways to accommodate persons with physical disabilities. Both the West Valley Career Center and the Gilbert Career Center are acquiring Ubi-Duo translation devices for hearing impaired clients. • Special Transportation Services implemented a mobile data computer system to provide real-time communication, vehicle location, and same-day trip scheduling/re-routing. This system eliminated the need for paper manifests and allows more efficient and cost-effective use of vehicles and driver time, improving customer access and service. • 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: This goal has expired, but will be extended to 2010. Accomplishments to date: • The department executed a MOU with the Department of Public Health to utilize Special Transportation Services fleet and staff for the distribution of emergency medical supplies from the strategic national stockpile. • Special Transportation Services has participated in training with the National Incident Management System and prepared to participate in the August 2008 Public Health emergency drill by transporting vaccines. • The Senior Adult Independent Living (SAIL) Program in partnership with Attentive Home Care conducted Fall Prevention training and assessments for the senior population resulting in 500 safety assessments. 465 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Department Strategic Plans and Budgets Human Services The SAIL Program initiated and completed an Evacuation Needs Assessment on all existing and incoming SAIL Clients. A disaster recovery plan has been drafted. The internal IT department is prepared to recover from the loss of the department’s primary network. Each division is in the process of implementing new procedures for restarting operations in the event of the loss of any facility. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 22ED - CHILD DEVELOPMENT EDUCATION CDEV - CHILD DEVELOPMENT & EDUCATION CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 18,887,089 18,887,089 - $ 17,582,765 16,005,681 319,994 1,257,090 $ 17,582,765 16,005,681 319,994 1,257,090 $ 17,573,427 15,860,536 295,227 1,417,664 $ 18,387,052 16,408,928 319,994 1,658,130 $ 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE HOME - HOMELESS ASSISTANCE EHSN - EMERGENCY SHELTER NIGHTS $ 5,971,428 2,369,712 3,601,716 - $ 5,927,436 2,042,121 3,885,315 87,180 87,180 $ 5,927,436 2,042,121 3,885,315 87,180 87,180 $ 4,738,463 2,147,000 2,591,463 68,654 68,654 $ 4,715,305 2,263,465 2,451,840 81,000 81,000 $ (1,212,131) 221,344 (1,433,475) (6,180) (6,180) -20.4% 10.8% -36.9% -7.1% -7.1% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP MEALS SNTT - SPECIAL NEEDS TRANSP TRIPS $ 2,579,596 747,326 324,729 1,507,541 $ 4,161,959 1,575,730 363,894 2,222,335 $ 4,189,959 1,575,730 363,894 2,250,335 $ 3,834,422 1,393,010 403,207 2,038,205 $ 4,601,280 3,081,600 1,519,680 $ 411,321 1,505,870 (363,894) (730,655) 9.8% 95.6% -100.0% -32.5% 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 1,276,181 1,276,181 $ 942,810 942,810 $ 942,810 942,810 $ 1,283,060 1,283,060 $ 1,076,798 1,076,798 $ 133,988 133,988 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 10,063,251 7,792,093 624,833 1,646,325 $ 10,287,725 7,282,332 1,149,008 1,856,385 $ 10,787,722 7,282,332 1,149,008 2,356,382 $ 10,436,699 7,876,648 195,333 2,364,718 $ 9,914,397 7,726,755 2,187,642 $ (873,325) 444,423 (1,149,008) (168,740) -8.1% 6.1% -100.0% -7.2% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ (50,215) $ (37,186) (13,029) 3,519,956 3,519,956 - $ 3,519,956 3,519,956 - $ 3,422,482 3,422,482 - $ 3,167,268 3,167,268 - $ (352,688) (352,688) - -10.0% -10.0% 0.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 42,509,831 $ 43,037,828 $ 41,357,207 $ $ 41,943,100 $ (1,094,728) 0.0% 0.0% -2.5% TOTAL PROGRAMS $ EXPENDITURES 22ED - CHILD DEVELOPMENT EDUCATION $ CDEV - CHILD DEVELOPMENT & EDUCATION CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS 804,287 403,247 401,040 4.6% 2.5% 0.0% 31.9% 14.2% 14.2% 3,799,817 3,799,817 42,527,147 $ 17,892,210 16,454,255 284,949 1,153,005 $ 17,495,814 15,918,730 319,994 1,257,090 $ 17,495,816 15,918,736 319,995 1,257,085 $ 17,573,423 15,860,533 295,226 1,417,664 $ 18,387,056 16,408,931 319,994 1,658,131 $ (891,240) (490,195) 1 (401,046) -5.1% -3.1% 0.0% -31.9% $ 5,118,588 2,666,748 2,451,840 $ 1,288,928 (144,550) 1,433,478 20.1% -5.7% 36.9% $ 696,297 196,297 428,000 72,000 $ 115,883 115,883 - 37.1% 37.1% 0.0% 0.0% $ $ $ $ 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE $ 6,406,291 2,377,016 4,029,276 $ 6,406,384 2,521,069 3,885,315 $ 6,407,516 2,522,198 3,885,318 $ 5,217,408 2,625,947 2,591,461 HOME - HOMELESS ASSISTANCE EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HWDR - HOMELESS WEEKEND DAY RESOURCE $ 500,000 428,000 72,000 $ 812,180 312,180 428,000 72,000 $ 812,180 312,180 428,000 72,000 $ 793,653 293,653 428,000 72,000 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP MEALS SNTT - SPECIAL NEEDS TRANSP TRIPS $ 3,967,280 881,006 509,497 2,576,778 $ 4,443,959 1,575,730 434,394 2,433,835 $ 4,471,954 1,575,724 434,401 2,461,829 $ 4,116,428 1,393,017 473,709 2,249,702 $ 4,883,278 3,081,597 70,500 1,731,181 $ (411,324) (1,505,873) 363,901 730,648 -9.2% -95.6% 83.8% 29.7% 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 2,337,863 2,337,863 $ 2,159,240 2,159,240 $ 2,159,238 2,159,238 $ 2,499,490 2,499,490 $ 2,293,227 2,293,227 $ (133,989) (133,989) -6.2% -6.2% 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 9,507,017 6,875,828 967,889 1,663,300 $ 10,287,725 7,282,332 1,149,008 1,856,385 $ 10,787,720 7,282,337 1,149,007 2,356,376 $ 10,436,699 7,876,649 195,331 2,364,719 $ 9,914,400 7,726,759 2,187,641 $ 873,320 (444,422) 1,149,007 168,735 8.1% -6.1% 100.0% 7.2% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,374,167 495,031 412,354 391,725 75,056 $ 2,418,015 2,395,015 11,000 12,000 - $ 2,418,019 2,395,012 11,003 12,002 2 $ 3,584,774 $ 3,167,265 $ 3,584,779 3,167,271 4 (3) (7) (2) (2) (1) (749,246) (772,259) 11,006 12,004 3 -31.0% -32.2% 100.0% 100.0% 150.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 1,220,740 934,317 286,423 $ 1,152,892 937,832 215,060 $ 1,152,892 937,832 215,060 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT TOTAL PROGRAMS $ 512,772 31,996 79,248 401,528 43,718,339 $ 36,000 6,911 5,825 23,264 45,212,209 $ 34,871 6,911 5,825 22,135 45,740,206 $ $ 466 $ $ (1) $ (1) 6 2 4 44,221,880 $ 1,152,892 937,832 215,060 100.0% 100.0% 100.0% - $ (1) 4 (3) $ 44,460,111 $ 34,871 6,912 5,821 22,138 1,500,087 100.0% 100.0% 99.9% 100.0% 3.3% $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ 42,466,660 42,466,660 $ $ 42,109,725 42,109,725 $ $ 42,637,722 42,637,722 $ $ 41,132,648 41,132,648 $ $ 41,943,100 41,943,100 $ $ (694,622) (694,622) CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ - $ $ 400,106 400,106 $ $ 400,106 400,106 $ $ 386,860 386,860 $ $ - $ $ (400,106) -100.0% (400,106) -100.0% (37,186) $ 97,673 60,487 $ - $ $ $ (164,718) $ 2,417 (162,301) $ - $ $ - $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ -1.6% -1.6% - ALL REVENUES $ 42,527,147 $ 42,509,831 $ 43,037,828 $ 41,357,207 $ 41,943,100 $ (1,094,728) -2.5% TOTAL SOURCES $ 42,527,147 $ 42,509,831 $ 43,037,828 $ 41,357,207 $ 41,943,100 $ (1,094,728) -2.5% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 14,357,846 $ 10,005 5,574,707 (3,569,393) 3,569,393 19,942,558 $ 14,357,846 $ 10,005 5,574,707 (3,569,393) 3,569,393 19,942,558 $ 13,175,925 $ 20,484 28,175 5,172,554 379,683 (5,083,073) 5,088,997 18,782,745 $ 14,019,598 $ 5,286,083 323,393 (4,452,902) 4,621,183 19,797,355 $ 338,248 10,005 288,624 (323,393) 883,509 (1,051,790) 145,203 2.4% 0.0% 0.0% 5.2% 0.0% -24.8% -29.5% 0.7% $ 1,103,017 $ 1,000 390,631 286,000 (136,800) 136,800 1,780,648 $ 1,103,017 $ 1,000 390,631 286,000 (136,800) 136,800 1,780,648 $ 951,503 $ 6,973 465,950 514,398 (178,855) 178,855 1,938,824 $ 580,237 $ 1,000 526,334 16,560 (33,192) 49,152 1,140,091 $ 522,780 (135,703) 269,440 (103,608) 87,648 640,557 47.4% 0.0% -34.7% 94.2% 75.7% 64.1% 36.0% 3,733 $ 69,156 18,601,204 1,051,030 216,741 1,071,283 1,042,780 203,981 167,947 21,370 121,966 99,979 (20,188) 1,579 22,652,560 $ 1,200 $ 88,000 15,793,355 1,613,013 189,251 1,702,799 1,101,426 237,589 171,306 51,300 184,611 68,450 (1,178,000) 1,178,000 21,202,300 $ 1,200 $ 88,000 16,321,352 1,613,013 189,251 1,702,799 1,101,426 237,589 171,306 51,300 184,611 68,450 (1,178,000) 1,178,000 21,730,297 $ 3,466 $ 32,266 16,812,543 1,437,127 209,179 1,505,138 1,215,725 196,072 154,401 41,544 177,782 155,805 (3,256,376) 3,256,374 21,941,046 $ 2,439 $ 76,822 17,756,072 1,528,502 476,269 80,432 534,957 197,158 127,563 15,740 252,647 151,253 (4,043,314) 3,498,651 20,655,191 $ (1,239) 11,178 (1,434,720) 84,511 (287,018) 1,622,367 566,469 40,431 43,743 35,560 (68,036) (82,803) 2,865,314 (2,320,651) 1,075,106 -103.3% 12.7% -8.8% 0.0% -151.7% 95.3% 51.4% 0.0% 25.5% 1 -36.9% -121.0% -243.2% -197.0% 4.9% $ SUBTOTAL $ 934,317 934,317 $ $ 937,832 937,832 937,832 937,832 937,832 937,832 (154,334) (154,334) -16.5% -16.5% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 1,115,765 129,051 1,244,817 $ TOTAL USES $ 43,718,339 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ OTHER FINANCING USES 0880 - TRANSFERS OUT 12,340,224 $ 43,136 25,487 4,640,770 207,864 (3,947,095) 3,962,095 17,272,481 $ FY 2007-08 REVISED 1,290,648 10,004 304,954 8,560 1,614,165 $ $ $ $ - $ 183,000 845,000 320,871 (74,100) 74,100 1,348,871 $ 45,212,209 $ 467 $ $ - $ 183,000 845,000 320,871 (74,100) 74,100 1,348,871 $ 45,740,206 $ $ $ - $ 311,270 65,781 244,382 (108,383) 108,383 621,433 $ 44,221,880 $ 1,092,166 1,092,166 $ $ 532 $ 140,500 1,573,728 110,887 (28,104) (22,235) 1,775,308 $ 44,460,111 $ (532) 0.0% 42,500 23.2% (728,728) -86.2% 209,984 (45,996) 62.1% 96,335 130.0% (426,437) 0.0% 1,280,095 2.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE SOURCES 222 - HUMAN SERVICES GRANTS SPECIAL REVENUE - GRANT $ $ 42,527,147 42,527,147 $ $ 42,509,831 42,509,831 $ $ 43,037,828 43,037,828 $ $ 41,357,207 41,357,207 $ $ 41,943,100 41,943,100 $ $ (1,094,728) (1,094,728) -2.5% -2.5% TOTAL SPECIAL REVENUE $ 42,527,147 $ 42,509,831 $ 43,037,828 $ 41,357,207 $ 41,943,100 $ (1,094,728) -2.5% TOTAL FUNDS $ 42,527,147 $ 42,509,831 $ 43,037,828 $ 41,357,207 $ 41,943,100 $ (1,094,728) -2.5% USES 100 - GENERAL $ 2,702,378 $ 2,702,378 $ 2,702,378 $ 2,702,378 $ 2,517,013 $ 185,365 6.9% 222 - HUMAN SERVICES GRANTS SPECIAL REVENUE - GRANT $ $ 41,015,961 41,015,961 $ $ 42,509,831 42,509,831 $ $ 43,037,828 43,037,828 $ $ 41,519,502 41,519,502 $ $ 41,943,098 41,943,098 $ $ 1,094,730 1,094,730 2.5% 2.5% TOTAL SPECIAL REVENUE $ 41,015,961 $ 42,509,831 $ 43,037,828 $ 41,519,502 $ 41,943,098 $ 1,094,730 2.5% TOTAL FUNDS $ 43,718,339 $ 45,212,209 $ 45,740,206 $ 44,221,880 $ 44,460,111 $ 1,280,095 2.8% 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. Program Results The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Homeless Low Demand Shelter Activity • 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 they can increase health and safety by avoiding risks associated with sleeping in open and unprotected environments. Mandates: None. Performance Analysis: Measure Measure Description FY 2007 Type Actual Output Number of shelter nights provided 105,670 Demand Number of shelter nights demanded Not Reported Efficiency $ Cost per shelter night provided $4.05 Expenditure 100 - GENERAL $ 428,000 $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 428,000 $ FY 2008 Forecast 204,811 204,811 $6.29 428,000 $ 428,000 $ 468 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 130,000 -74,811 -36.5% 130,000 -74,811 -36.5% $6.50 -$0.21 -3.3% 428,000 $ 428,000 $ - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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. Mandates: None. Performance Analysis: Measure Type Output Demand Efficiency Expenditure Measure Description Number of days of operation provided 63 100 Variance % Variance Forecast - Adopted Forecast - Adopted 100 0 0.0% Number of days of operation demanded. $ Cost per day of operation provided. 63 100 100 0 0.0% $1,142.86 $720.00 $720.00 $0.00 0.0% 72,000 $ 72,000 $ 72,000 $ 72,000 $ 100 - GENERAL FY 2007 Actual $ TOTAL USES $ FY 2008 Forecast 72,000 $ 72,000 $ FY 2009 Adopted - 0.0% 0.0% 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. Mandates: None. Performance Analysis: Measure Type Output Demand Efficiency Revenue Measure Description Number of shelter nights provided Number of shelter nights demanded $ cost per emergency shelter night FY 2007 Actual 263,645 263,645 Not Reported FY 2008 Forecast 174,593 174,593 $1.43 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 150,000 -24,593 -14.1% 150,000 -24,593 -14.1% $1.31 $0.12 8.6% 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ - $ - $ 68,654 $ 68,654 $ 81,000 $ 81,000 $ 12,346 12,346 18.0% 18.0% 100 - GENERAL $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ - $ - $ 225,000 $ 68,653 293,653 $ 115,297 $ 81,000 196,297 $ (109,703) 12,347 (97,356) -48.8% 18.0% -30.8% Expenditure Budget Balancing Reduction ($109,703): Reduce the General Fund contribution to the Emergency Homeless Shelter Nights Activity as part of the department’s 6.9% overall General Fund reduction. 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. 469 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Program Results Measure Description Percent of contracts monitored % of subcontractor agency participants who rate training as satisfactory or higher Percent of low income households served 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 2007 Actual 100.0% 71.0% Not Reported Not Reported FY 2008 Forecast 100.0% 90.0% Not Reported Not Reported 70.0% 50.0% Activities that comprise this program include: • Community Action Agency FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 100.0% 10.0% 11.1% Not Reported Not Reported 70.0% 20.0% 40.0% • 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. Mandates: None. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description % of subcontractor agency participants who rate training as satisfactory or higher Percent of contracts monitored # of subcontractor agency participants who rate training Number of contracts developed, administered, and monitored Number of Community Action Agency contracts for Human Services of Maricopa County $ average cost to develop, administer, and monitor contracts. FY 2007 Actual 96.0% FY 2008 Forecast 90.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 10.0% 11.1% 100.0% 86 100.0% 50 100.0% 16 0.0% -34 0.0% -68.0% 16 16 16 0 0.0% 26 26 26 0 0.0% $30,362.00 $164,121.69 $166,671.75 -$2,550.06 -1.6% Revenue 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 2,369,712 $ 2,369,712 $ 2,147,000 $ 2,147,000 $ 2,263,465 $ 2,263,465 $ (116,465) (116,465) -5.4% -5.4% 100 - GENERAL $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 703,948 $ 1,673,068 2,377,016 $ 478,948 $ 2,146,999 2,625,947 $ 403,286 $ 2,263,462 2,666,748 $ (75,662) 116,463 40,801 -15.8% 5.4% 1.6% Expenditure Budget Balancing Adjustment (75,662): Reduce the General Fund contribution to the Community Action Agency Activity as part of the department’s 6.9% overall General Fund reduction. 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. Mandates: None. 470 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Measure Description FY 2007 Actual 13.0% FY 2008 Forecast 11.5% 8.3% 8.3% 7.0% (1.3%) -15.7% 50.0% 70.0% 20.0% 40.0% 5,557 5,200 5,000 -200 -3.8% 71,805 71,805 71,805 0 0.0% $480.00 $651.94 $490.37 $161.57 24.8% 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 3,601,716 $ 3,601,716 $ 2,591,463 $ 2,591,463 $ 2,451,840 $ 2,451,840 $ (139,623) (139,623) -5.4% -5.4% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 4,029,276 $ 4,029,276 $ 2,591,461 $ 2,591,461 $ 2,451,840 $ 2,451,840 $ 139,621 139,621 5.4% 5.4% Percent of low income households served Percent of low-income households provided eviction prevention or movein 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 Number of low-income households receiving services Number of low-income households in Maricopa County $ average amount provided per household Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 12.0% 0.5% 4.3% Revenue Expenditure Child Development and Education Program The purpose of the Child Development and Education Program is to provide federally funded Head Start services to at risk children (ages 0-5) and their families so that they can improve health and education skills. Program Results Measure Description % of eligible children served Percent of children screened %Percent of children receiving immunizations from the program for health services Percent of families referred for services FY 2007 Actual 15.0% 100.0% Not Reported FY 2008 Forecast 17.2% 100.0% 92.1% Not Reported 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 10.0% (7.2%) -41.9% 100.0% 0.0% 0.0% 90.0% (2.1%) -2.2% 100.0% 0.0% 0.0% 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. Mandates: None. 471 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual 17.0% 10,420 FY 2008 Forecast 17.2% 18,291 18,291 $1,579.10 18,291 $867.12 19,000 $656.36 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 18,887,089 $ 18,887,089 $ 15,860,536 $ 15,860,536 $ 16,408,928 $ 16,408,928 $ 548,392 548,392 3.5% 3.5% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 16,454,255 $ 16,454,255 $ 15,860,533 $ 15,860,533 $ 16,408,931 $ 16,408,931 $ (548,398) (548,398) -3.5% -3.5% % of eligible children served Number of children served by program Number of eligible children $ Cost per child served FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 10.0% (7.2%) -41.9% 25,000 6,709 36.7% 709 $210.77 3.9% 24.3% Expenditure 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. Mandates: None. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of children screened %Percent of children receiving immunizations from the program for health services Number of children screened Number of eligible children Average cost per child who received health services paid with Head Start funds FY 2007 Actual 100.0% Not Reported FY 2008 Forecast 100.0% 92.1% 3,054 10,445 $1,176.86 3,150 3,150 $1,439.00 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 90.0% (2.1%) -2.2% 2,750 2,750 $1,500.00 -400 -400 -$61 -12.7% -12.7% -4.2% Revenue 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ - $ - $ 295,227 $ 295,227 $ 319,994 $ 319,994 $ 24,767 24,767 8.4% 8.4% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 284,949 $ 284,949 $ 295,226 $ 295,226 $ 319,994 $ 319,994 $ (24,768) (24,768) -8.4% -8.4% Expenditure 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. Mandates: None. 472 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 59.0% Percent of families referred for services Number of families referred for social 1,637 services Number of families enrolled during the 2,794 program year Average cost per family referred for Not Reported services FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 2,132 900 -1,232 -57.8% 3,084 2,500 -584 -18.9% $1,288.79 $1,507.39 -$218.61 -17.0% Revenue 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ - $ - $ 1,417,664 $ 1,417,664 $ 1,658,130 $ 1,658,130 $ 240,466 240,466 17.0% 17.0% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 1,153,005 $ 1,153,005 $ 1,417,664 $ 1,417,664 $ 1,658,131 $ 1,658,131 $ (240,467) (240,467) -17.0% -17.0% Expenditure 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. Program Results Measure Description Percent of individuals for whom employment-related trips were made (of total demand). Percent of meals delivered Percent of trips provided FY 2007 Actual 100.0% FY 2008 Forecast 91.0% 100.0% 95.0% 100.0% 100.0% Activities that comprise this program include: • Employment Related Transportation • Special Needs Transportation Trips • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.0%) -1.1% 0.0% 100.0% 100.0% 0.0% 100.0% 0.0% 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. Mandates: None. 473 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual 100.0% FY 2008 Forecast 91.0% Percent of individuals for whom employment-related trips were made (of total demand). # of eligible clients served. 4,555 4,555 Number of eligible individuals who received transportation services for employment and/or employmentrelated training 4,555 # of eligible individuals requesting transportation services for employment and training purposes. Average $ cost per individual served. Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.0%) -1.1% 4,615 4,615 1,000 1,000 -3,615 -3,615 -78.3% -78.3% 4,615 1,000 -3,615 -78.3% $736.33 $150.00 $586.33 79.6% 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 747,326 $ 747,326 $ 1,393,010 $ 1,393,010 $ 3,081,600 $ 3,081,600 $ 1,688,590 1,688,590 121.2% 121.2% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 881,006 $ 881,006 $ 1,393,017 $ 1,393,017 $ 3,081,597 $ 3,081,597 $ (1,688,580) (1,688,580) -121.2% -121.2% Expenditure 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. Mandates: None. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual 95.0% 84,698 FY 2008 Forecast 100.0% 92,700 89,921 $30.42 102,740 $22.06 120,000 $14.66 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 1,507,541 $ 1,507,541 $ 2,038,205 $ 2,038,205 $ 100 - GENERAL $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 211,500 $ 2,365,278 2,576,778 $ 211,500 $ 2,038,202 2,249,702 $ Percent of trips provided Number of special needs trips provided to qualified individuals. # of trips demanded Average $ cost per trip provided FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 120,000 27,300 29.4% 17,260 $7.40 16.8% 33.5% 1,519,680 $ 1,519,680 $ (518,525) (518,525) -25.4% -25.4% 211,500 $ 1,519,681 1,731,181 $ 518,521 518,521 0.0% 25.4% 25.4% Expenditure 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. Mandates: None. 474 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of meals delivered Number of meals delivered Number of meals demanded Average $ cost per meal delivered. FY 2007 Actual 100.0% 143,758 143,758 $3.54 FY 2008 Forecast 100.0% 124,630 124,630 $3.80 FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 222 - HUMAN SERVICES GRANTS TOTAL SOURCES 324,729 324,729 403,207 403,207 $ $ - $ - $ (403,207) (403,207) -100.0% -100.0% 100 - GENERAL $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 70,500 $ 438,997 509,497 $ 70,500 $ 403,209 473,709 $ 70,500 $ (403,209) (403,209) 0.0% -100.0% -85.1% Expenditure 70,500 $ 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. Program Results Measure Description % of unemployed individuals served % of enrolled individuals who obtain unsubsidized employment placements % of enrolled youth who are placed in one or more of the following: post-secondary education advanced training, employment, and military Percent of eligible youth served FY 2007 Actual 8.0% 84.0% FY 2008 Forecast 3.8% 88.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 5.0% 1.2% 31.2% 85.0% (3.6%) -4.1% 65.0% 60.0% 59.5% (0.4%) -0.7% 1.0% 1.0% 0.9% (0.0%) -3.1% Activities that comprise this program include: • Job Seeker • Youth Services • Technical Skills Training 475 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services 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. Mandates: None. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual % of enrolled individuals who obtain unsubsidized employment placements 8.0% FY 2008 Forecast 3.8% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 5.0% 1.2% 31.2% % of unemployed individuals served # of eligible unemployed individuals served # of unemployed individuals residing in Maricopa County. $ Cost per placement 80.0% 4,011 88.6% 5,248 85.0% 4,000 (3.6%) -1,248 -4.1% -23.8% 58,300 70,040 80,000 9,960 14.2% $1,714.24 $2,414.00 $1,931.69 $482.31 20.0% 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 7,792,093 $ 7,792,093 $ 7,876,648 $ 7,876,648 $ 7,726,755 $ 7,726,755 $ (149,893) (149,893) -1.9% -1.9% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 6,875,828 $ 6,875,828 $ 7,876,649 $ 7,876,649 $ 7,726,759 $ 7,726,759 $ 149,890 (149,890) 1.9% -1.9% Expenditure 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. Mandates: None. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual Percent of eligible youth served 1.0% 64.8% % of enrolled youth who are placed in one or more of the following: postsecondary education advanced training, employment, and military # of eligible youth served. 305 Number of eligible youth (ages 14-21) 30,948 in Maricopa County $ cost per placement Not Reported FY 2008 Forecast 1.0% 60.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.9% (0.0%) -3.1% 59.5% (0.4%) -0.7% 412 31,876 425 33,000 13 1,124 3.2% 3.5% $5,739.61 $5,147.39 $592.22 10.3% 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 1,646,325 $ 1,646,325 $ 2,364,718 $ 2,364,718 $ 2,187,642 $ 2,187,642 $ (177,076) (177,076) -7.5% -7.5% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 1,663,300 $ 1,663,300 $ 2,364,719 $ 2,364,719 $ 2,187,641 $ 2,187,641 $ 177,078 177,078 7.5% 7.5% Expenditure 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. Mandates: None. 476 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual Percent of individuals that successfully Not Reported complete training resulting in certifications/credentials 156 Number of individuals that successfully complete training resulting in certifications/credentials Number of individuals who completed Not Reported training Number of individuals eligible for 248 technical skills training Average cost of individual per Not Reported completed training FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 200 200 0 0.0% 200 200 0 0.0% 200 200 0 0.0% $5,150.00 $0.00 5,150 100.0% Revenue 222 - HUMAN SERVICES GRANTS $ TOTAL SOURCES $ 624,833 $ 624,833 $ 195,333 $ 195,333 $ - $ - $ (195,333) (195,333) -100.0% -100.0% 222 - HUMAN SERVICES GRANTS $ TOTAL USES $ 967,889 967,889 195,331 $ 195,331 $ - $ - $ 195,331 195,331 100.0% 100.0% Expenditure $ $ 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. Program Results The department will be developing new measures as part of the strategic business plan update process. 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.). Mandates: None. Performance Analysis: Measure Type Output Output Demand Efficiency Measure Description Number of persons provided case management services Number of eligible clients served Number of eligible persons in Maricopa County $ cost per client provided case management FY 2007 Actual 6,740 FY 2008 Forecast 7,311 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 6,500 -811 -11.1% 7,311 83,365 7,311 85,865 6,500 86,000 -811 135 -11.1% 0.2% $346.86 $367.00 $325.47 $41.53 11.3% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES 1,276,181 1,276,181 1,283,060 1,283,060 1,076,798 $ 1,076,798 $ (206,262) (206,262) -16.1% -16.1% 100 - GENERAL $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,216,430 $ 1,121,433 2,337,863 $ 1,216,430 $ 1,283,060 2,499,490 $ 1,216,430 $ 1,076,797 2,293,227 $ (206,263) (206,263) 0.0% -16.1% -16.1% Expenditure 477 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,702,378 $ - FY 2008-09 BUDGET TARGET $ 2,702,378 $ - FY 2008-09 REQUESTED BUDGET $ 2,702,378 $ - (109,703) $ (75,662) (177,692) (42,300) - (405,357) $ - BUDGET BALANCING ADJUSTMENTS: Reduce Homeless Assistance $ Reduce County contribution to Community Action Agencies Reduce County contribution to SAIL Reduce special needs transportation/meals (SNTM) - no longer a program participant Subtotal $ FY 2008-09 TENTATIVE OPERATING BUDGET BASE ADJUSTMENTS Restoration of County contribution to SAIL Restoration of Special Needs Transportation Funding $ 2,297,021 $ - $ 177,692 42,300 219,992 $ - 2,517,013 $ -6.9% - Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 478 2,517,013 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Human Services Grant Fund (222) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 42,509,831 $ 42,509,831 MID-YEAR ADJUSTMENTS: Grant from Valley of the Sun YMCA IGA with the City of Phoenix for Special Transportation Services $ $ Subtotal $ 499,997 28,000 527,997 $ 499,997 28,000 527,997 FY 2007-08 REVISED RESTATED BUDGET $ 43,037,828 $ 43,037,828 FY 2008-09 BUDGET TARGET $ 43,037,828 $ 43,037,828 REQUESTED ADJUSTMENTS: Grant Reconciliation $ Subtotal $ (1,094,730) $ (1,094,730) $ (1,094,728) (1,094,728) FY 2008-09 REQUESTED BUDGET $ 41,943,098 $ 41,943,100 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 41,943,098 $ -2.5% 41,943,100 -2.5% FY 2008-09 TOTAL ADOPTED BUDGET $ 479 41,943,098 $ 41,943,100 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Indigent Representation System Analysis by Scott Rothe, Principal Management & Budget Analyst Summary 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 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 case data has been collected by each defender office for over a year, and will be used as part of the FY 2009-10 budget development process. An update of the caseload standards for Appeals will be addressed after the Public Defender’s Office is transitioned to IRIS and after staff has collected at least a year’s worth of timesheet data. The migration to IRIS is expected to occur in FY 2008-09, and a preliminary update of the weighting should be available for the FY 2009-10 budget development process. 480 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL SOURCES 52AF - ADULT FELONY REPRESENTATION AFEL - ADULT FELONY REP CLFE - CLASS 2 & 3 FELONY REP CLFP - CLASS 4,5,6 FELONY REP FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 1,933,222 10,576 31,086 1,891,560 $ 1,915,305 32,500 1,882,805 $ 1,915,305 32,500 1,882,805 $ 1,636,701 4,080 19,500 1,613,121 $ 1,823,504 32,500 1,791,004 $ (91,801) (91,801) -4.8% 0.0% 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP APCR - ADULT POST CONVCTN RELIEF REP $ 19,094 19,094 - $ 351,385 351,385 $ 351,385 351,385 $ 5,238 5,238 $ 5,000 5,000 $ 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP $ (25,442) $ (25,442) - $ - $ - $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG ODIR - EXECUTIVE MANAGEMENT HRAC - HUMAN RESOURCES $ 806,908 199,030 607,878 $ 647,274 647,274 $ 647,274 647,274 $ 537,739 18,276 519,463 $ 647,274 647,274 $ - 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 25,442 25,442 $ - $ - $ - $ - $ - 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP $ 314,297 314,297 $ 412,632 412,632 $ 412,632 412,632 $ 649,308 649,308 $ 449,957 449,957 $ 37,325 37,325 TOTAL PROGRAMS $ USES 52AC - ADULT CIVIL REPRESENTATION $ ACPC - ADLT CIVIL PRVT COUNSEL EXP AGLR - ADULT GUARDIAN AD LITEM REP PROB - PROBATE REP 3,073,521 $ 3,326,596 $ 3,326,596 $ 2,828,986 $ 2,925,735 $ (400,861) -12.1% 577,935 460,069 117,866 $ 503,481 1 404,986 98,494 $ 503,481 1 404,986 98,494 $ 870,808 1 686,649 184,158 $ 678,435 1 543,556 134,878 $ (174,954) -34.7% 0.0% (138,570) -34.2% (36,384) -36.9% (1,418,806) -3.0% (142,294) -253.4% (27) -0.2% (209,306) -1.7% 722,073 4.3% (1,137,719) -9.0% 285,596 18.0% (1,223,208) -46.9% 235,827 12.7% 50,253 66.3% -4.9% (346,385) -98.6% (346,385) -98.6% 0.0% 0.0% 9.0% 9.0% 52AF - ADULT FELONY REPRESENTATION FEVE - ADLT FELONY PRVT COUNSEL EXP AFEL - ADULT FELONY REP CAPP - CAPITAL REP CLFE - CLASS 2 & 3 FELONY REP CLFP - CLASS 4,5,6 FELONY REP FDUI - FELONY DUI REP HOMC - OTHER HOMICIDE REP VPPR - VIOLATION OF PROBATION REP WITR - WITNESS REP $ 44,987,520 298,067 1 9,874,898 16,410,044 12,235,671 1,600,996 2,704,755 1,786,313 76,775 $ 47,111,157 56,151 12,511 12,215,940 16,118,761 12,605,687 1,579,585 2,592,535 1,854,183 75,804 $ 47,740,349 56,152 12,512 12,250,874 16,704,471 12,593,005 1,582,573 2,610,784 1,854,180 75,798 $ 52,468,252 380,626 348,805 13,086,678 17,969,548 13,356,379 1,790,561 3,567,259 1,947,952 20,444 $ 49,159,155 198,446 12,539 12,460,180 15,982,398 13,730,724 1,296,977 3,833,992 1,618,353 25,545 $ 52AM - ADULT MISDEMNR REPRESENTATION AMIS - ADLT MISDMNR PRVT COUNSEL EXP MISS - MISDEMEANOR REP $ 735,388 735,388 $ 707,381 1 707,380 $ 707,385 1 707,384 $ 625,112 1 625,111 $ 643,412 1 643,411 $ 63,973 63,973 9.0% 0.0% 9.0% 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP ADAE - ADULT APPEAL REP APCR - ADULT POST CONVCTN RELIEF REP JUAP - JUVENILE APPEAL REP $ 5,157,930 4,803 3,067,838 1,445,737 639,552 $ 4,697,516 421 2,780,479 1,278,324 638,292 $ 4,774,591 421 2,874,515 1,261,363 638,292 $ 5,300,950 85,358 3,451,167 1,364,696 399,729 $ 4,661,970 41,132 3,041,965 1,192,811 386,063 $ 112,621 (40,711) (167,450) 68,552 252,229 2.4% 0.0% -5.8% 5.4% 39.5% 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP CRRR - CHILD R&R REP CSPG - CHILD SVRNCE/PERM GUARD REP DGDR - DEP GAL DEPENDENCY REP DGRR - DEP GAL R&R REP DSPG - DEP GAL SVRNCE/PERM GUARD REP DPCE - DEPENDENCY PRVT COUNSEL EXP PADR - PARENTAL DEPENDENCY REP PRRR - PARENTAL R&R REP PSPG - PARENTAL SVRNCE/PERM GUARD REP $ 10,655,491 3,366,276 247,973 138,317 1,060,829 459,262 384,225 3,035,420 930,327 1,032,862 $ 12,050,126 3,258,119 375,978 124,608 1,146,896 642,929 366,406 1 3,740,791 1,231,958 1,162,440 $ 12,074,120 3,282,121 375,977 124,607 1,146,896 642,929 366,406 1 3,740,790 1,231,961 1,162,432 $ 10,676,260 3,210,713 510,811 155,750 1,360,513 498,804 345,137 1 2,720,372 922,227 951,932 $ 10,746,966 2,990,936 682,912 226,579 1,259,250 498,804 345,137 1 2,798,328 959,858 985,161 $ 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 $ 5,394,287 2,824,388 1,953,450 616,449 $ 5,399,640 1 2,828,845 1,965,565 1 605,228 $ 5,675,336 1 3,104,542 1,965,568 1 605,224 $ 5,612,892 1 2,826,882 2,233,207 1 552,801 $ 4,716,697 1 2,634,087 1,505,244 1 577,364 $ 481 1,327,154 11.0% 291,185 8.9% (306,935) -81.6% (101,972) -81.8% (112,354) -9.8% 144,125 22.4% 21,269 5.8% 0.0% 942,462 25.2% 272,103 22.1% 177,271 15.3% 958,639 470,455 460,324 27,860 16.9% 0.0% 15.2% 23.4% 0.0% 4.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Sources and Uses by Program and Activity - All Funds (continued) FY 2006-07 ACTUAL USES 52JC - JUVENILE CIVIL REPRESENTATION FACR - FAMILY COURT REP JCPC - JUV CIVIL PRVT COUNSEL EXP JUNR - JUVENILE NOTIFICATION REP FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 198,767 159,055 39,712 $ 196,114 144,416 1 51,697 $ 196,114 144,416 1 51,697 $ 468,582 422,295 1 46,286 $ (44,746) $ (89,058) 1 44,311 240,860 122.8% 233,474 161.7% 0.0% 7,386 14.3% 52MH - MENTAL HEALTH REPRESENTATION MENR - MENTAL HEALTH REP MHPC - MENTAL HLTH PRVT COUNSEL EXP SEVP - SEXUALLY VIOLENT PREDATOR REP $ 1,239,158 994,680 244,478 $ 1,554,620 1,177,083 1 377,536 $ 1,561,291 1,177,087 1 384,203 $ 1,266,325 1,111,832 1 154,492 $ 1,264,839 1,114,478 1 150,360 $ 296,452 62,609 233,843 19.0% 5.3% 0.0% 60.9% 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 4,393,848 143,432 2,615,929 437,371 1,040,606 136,315 20,195 $ 4,715,239 172,577 2,579,618 516,984 1,256,414 170,760 18,886 $ 4,688,828 160,556 2,565,800 541,086 1,231,968 170,535 18,883 $ 4,666,981 129,042 2,777,407 514,298 1,116,325 104,904 25,005 $ 5,146,349 183,286 3,025,182 631,299 1,144,141 129,274 33,167 $ (457,521) (22,730) (459,382) (90,213) 87,827 41,261 (14,284) -9.8% -14.2% -17.9% -16.7% 7.1% 24.2% -75.6% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 39,939 39,939 $ 120,455 120,455 $ 120,455 120,455 $ 116,976 116,976 $ 111,411 111,411 $ 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT VANS - VALUE ADDED NETWORK SERVICE $ 1,191,911 656,842 170,106 227,613 137,350 - $ 1,389,007 770,976 177,902 235,153 204,655 321 $ 1,397,594 779,566 177,912 235,152 204,642 322 $ 1,360,941 754,746 181,594 192,079 232,522 - $ 2,031,149 1,413,690 211,916 166,216 239,327 - $ (633,555) (634,124) (34,004) 68,936 (34,685) 322 TOTAL PROGRAMS $ 74,572,174 $ 78,444,736 $ 79,439,544 $ 83,434,079 $ 79,115,637 $ 323,907 9,044 9,044 7.5% 7.5% -45.3% -81.3% -19.1% 29.3% -16.9% 100.0% 0.4% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 985,230 776,627 1,761,857 CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,196,600 1,196,600 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 21,675 67,952 89,626 $ 12,816 7,000 19,816 $ 12,816 7,000 19,816 $ 37,006 32,537 69,543 $ 7,000 7,000 $ (12,816) -100.0% 0.0% (12,816) -64.7% ALL REVENUES $ 3,048,083 $ 3,326,596 $ 3,326,596 $ 2,828,986 $ 2,925,735 $ (400,861) -12.1% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 25,442 25,442 $ $ - $ $ - $ - $ - $ $ - $ $ TOTAL SOURCES $ 3,073,526 $ 3,326,596 $ 2,828,986 $ 2,925,735 $ $ $ $ $ $ 1,040,035 1,030,824 2,070,859 1,235,921 1,235,921 $ $ $ $ $ 482 1,040,035 1,030,824 2,070,859 $ $ 892,504 763,561 1,656,065 - $ 1,235,921 1,235,921 $ 1,103,378 1,103,378 $ 3,326,596 $ $ $ $ $ $ 1,040,035 134,700 1,174,735 635,147 1,108,853 1,744,000 $ $ $ $ $ 0.0% (896,124) -86.9% (896,124) -43.3% 635,147 (127,068) -10.3% 508,079 41.1% (400,861) -12.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 39,394,525 $ 513,879 19,101 10,805,767 530,591 (195,161) 195,161 51,263,863 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 604,781 $ (3,497) 27,762 8,611 637,657 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 19,722,311 475 539,420 1,170,361 29,807 264,002 274,871 281,303 71,540 22,354,090 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 316,483 316,483 $ TOTAL USES $ 74,572,093 $ $ $ FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 42,889,684 $ 415,218 20,006 12,200,634 59,141 (225,321) 225,321 55,584,683 $ 43,522,336 $ 415,218 20,006 12,460,191 780,891 (399,175) 399,175 57,198,642 $ 42,768,947 $ 400,125 5,328 12,307,500 811,278 (246,868) 248,479 56,294,789 $ 43,141,152 $ 819,122 50,448 12,639,155 545,520 (458,139) 458,137 57,195,395 $ 552,476 28,374 580,850 $ 625,289 28,374 653,663 $ 612,504 32,088 1,825 646,417 $ 619,937 36,182 656,119 $ 19,000,054 604,888 1,188,236 41,183 79,492 369,296 479,088 67,712 1 21,829,950 $ $ 23,614,497 575,338 1,238,386 30,074 102,947 354,069 208,839 60,769 51 26,184,970 $ 17,578,050 1,162,412 1,224,230 37,103 101,800 347,987 224,128 61,490 1 20,737,201 $ $ 18,326,573 607,269 1,188,716 41,183 87,521 366,954 440,170 69,234 1 21,127,621 849 $ 448,404 449,253 $ 2,432 6,250 450,936 459,618 $ $ $ 2,432 6,250 518,239 526,921 $ $ 849 307,054 307,903 79,439,544 $ 83,434,079 $ 79,115,636 78,444,736 $ $ 483 $ $ $ $ $ 381,184 0.9% (403,904) -97.3% (30,442) -152.2% (178,964) -1.4% 235,371 30.1% 58,964 -14.8% (58,962) -14.8% 3,247 0.0% 5,352 (7,808) (2,456) 0.9% -27.5% -0.4% 748,523 (555,143) (35,514) 4,080 (14,279) 18,967 216,042 7,744 390,420 -91.4% -3.0% 9.9% -16.3% 5.2% 49.1% 11.2% 0.0% 1.8% $ (67,303) (67,303) 0.0% 0.0% -14.9% -14.6% $ 323,908 $ 4.1% 0.4% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 418,472 $ 589,961 $ 589,961 $ 200,757 $ 189,100 $ 233 - PUBLIC DEFENDER GRANTS SPECIAL REVENUE - GRANT $ $ 378,974 378,974 $ $ 387,261 387,261 $ $ 387,261 387,261 $ $ 387,262 387,262 $ $ 387,261 387,261 $ $ - 0.0% 0.0% 209 - PUBLIC DEFENDER TRAINING 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP SPECIAL REVENUE - OTHER $ $ $ 659,774 1,630,600 59,000 2,349,374 $ $ 527,543 1,652,001 61,423 2,240,967 $ $ 659,774 1,630,600 59,000 2,349,374 $ $ 659,774 1,630,600 59,000 2,349,374 $ $ 618,457 1,597,159 60,463 2,276,079 - 0.0% 0.0% 0.0% 0.0% TOTAL SPECIAL REVENUE $ (400,861) $ 2,655,053 $ 2,736,635 $ 2,736,635 $ 2,628,229 $ 2,736,635 $ TOTAL FUNDS $ 3,073,526 $ 3,326,596 $ 3,326,596 $ 2,828,986 $ 2,925,735 $ (400,861) $ 72,179,527 $ 75,708,101 $ 76,716,066 $ 80,977,486 $ 75,878,995 $ 837,071 1.1% 233 - PUBLIC DEFENDER GRANTS SPECIAL REVENUE - GRANT $ $ 353,532 353,532 $ $ 387,261 387,261 $ $ 387,261 387,261 $ $ 379,103 379,103 $ $ 387,251 387,251 $ $ 10 10 0.0% 0.0% 209 - PUBLIC DEFENDER TRAINING 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP SPECIAL REVENUE - OTHER $ $ $ 633,647 2,156,743 59,000 2,849,390 $ $ 513,348 1,505,143 58,999 2,077,490 $ $ 646,617 1,630,600 59,000 2,336,217 $ $ 659,774 1,630,600 59,000 2,349,374 $ $ 466,694 1,515,333 57,007 2,039,034 $ 12,970 (526,143) (513,173) 2.0% -32.3% 0.0% -22.0% TOTAL SPECIAL REVENUE $ 2,392,566 $ 2,736,635 $ 2,723,478 $ 2,456,593 $ 3,236,641 $ (513,163) -18.8% TOTAL FUNDS $ 74,572,093 $ 78,444,736 $ 79,439,544 $ 83,434,079 $ 79,115,636 $ 323,908 USES 100 - GENERAL - -67.9% 0.0% -12.1% 0.4% General Adjustments - General Fund (100) Reduction in Revenue below Target: Following a review of grand jury reimbursement from the state for the past three years, the FY 2008-09 revenue forecast is reduced by $400,861 ($66,261 - Public Defender, $14,700 – Legal Defender, $319,900 – Public Defense Services). Add 14.0 Work Withdrawal FTE to Staffed Offices and Reduce Contract Felony Costs: IRS net expenditures are reduced by $1,321,225 in savings achieved through felony casework assignments to staffed offices versus contract counsel. Contract felony expenditures of $2,513,269 are reduced from Public Defense Services. Staffed office budgets are increased by $1,192,044, including $324,003 for the Public Defender (added 4.0 FTE positions), $457,934 for the Legal Defender (added 5.0 FTE positions), and $410,107 for the Legal Advocate (added 5.0 FTE positions). Add 4.0 RCC/EDC FTE to Staffed Offices and Reduce Contract Felony Costs: IRS net expenditures are reduced by $400,142 in savings achieved through Regional Court Center (RCC) and Early Disposition Court (EDC) casework assignments to staffed offices versus contract counsel. Contract felony expenditures of $753,000 are reduced from Public Defense Services. Staffed office budgets are increased by $352,858, including $88,215 for the Legal Defender (added 1.0 FTE position) and $264,643 for the Legal Advocate (added 3.0 FTE positions). Restructure Contract Payments in RCC Courts: Contracted legal expenditures in the Office of Public Defense Services are reduced by $945,051 in efficiency savings achieved through the manner in which RCC casework assignments and payments to contracted counsel are made. Establish New Juvenile Defender Office, Transfer Juvenile Caseload from Public Defender Office, Reduce Contract Felony Costs: IRS net expenditures are reduced by $220,462 in savings achieved through a reduction in the number of felony cases “conflicted” from Public Defender to contracted counsel in Public Defense Services. Juvenile Delinquency and Incorrigibility Program case assignments are transferred to a new Juvenile Defender Office beginning in FY 2008-09. By assigning juvenile caseload to a separate office, the Public Defender Office should encounter fewer felony cases 484 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System in which they had earlier represented the defendants as a juveniles (in the past, such cases were transferred to contracted counsel in the Office of Public Defense Services as “conflict cases”). The Adopted Budget includes a budget restatement of $3,654,409 from the Public Defender to the Juvenile Defender, a reduction of contracted legal defense in the Office of Public Defense Services of $370,289, and a set-aside of $149,827 for administrative costs. The latter adjustment is a net of a $4,930,376 funding set-aside for the new Juvenile Defender Office less the movement of juvenile cases (and $4,780,549) from the Public Defender to the Juvenile Defender. Stop Appointing Attorneys in Juvenile Incorrigibility Cases (-8.6 FTE): Net expenditures are reduced by $720,060 in savings achieved by no longer appointing legal counsel for juvenile incorrigibility status offenses (cases that would not be charged if the defendant were 18 years old or older, for offenses such as truancy, running away, violation of curfew and disobeying a legal guardian). A.R.S. §8-221(H) provides that children in juvenile court are entitled to an attorney in cases “that may result in detention”; and that in counties that have a public defender, the public defender may act as attorney in incorrigibility proceedings when requested by the court. Eliminating this non-mandated service results in budget reductions of $709,490 and 8.6 FTE positions from Public Defender and $10,570 from Public Defense Services. Eliminate Non-Mandated Services in Therapeutic Post-Disposition Courts (-3.0 FTE): Net expenditures are reduced by $289,420 in savings achieved by no longer appointing legal counsel for non-mandated service in post-disposition “therapeutic” proceedings in which the courts (Drug Court, DUI court, domestic violence court, and mental health court) attempt to address underlying issues that are thought to contribute to criminal or delinquent behavior. Resulting savings include expenditures of $289,420 and 3.0 FTE positions from the Public Defender. Shift Family Court Assignments from Contract Attorneys to Child Welfare Specialists: Net expenditures are reduced by $370,327 in savings achieved by no longer appointing contracted legal counsel (at $2,500 per case) in Family Court matters whenever the Court requested such an appointment. In such cases, however, legal counsel is only needed when there is a finding that the child was likely the victim of abuse or neglect. Otherwise, a child welfare specialist (at $500 per case) can be provided. Resulting savings include expenditures of $370,327 from Public Defense Services. Delete Proposed Senior Attorney: A funded, but never filled, Senior Attorney in the Office of Public Defense Services (Administrative Services Program) is deleted for an annual savings of $95,135. Shift Training Costs from General Fund to Training Fund: The Public Defender Office agreed to shift $112,876 in expenditures and 2.0 FTE Technical Trainers from the General Fund (100) to the Training Fund (209). The Office further agreed to reduce other training costs in the Training fund by $112,875 to offset the cost of the additional Personal Services costs in the Administrative Services Program. 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 The department will be developing new measures as part of the strategic business plan update process. 485 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Activities that comprise this program include: • Adult Civil Private Counsel Expense • Adult Guardian ad Litem • Probate 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: Measure Type Result Output Demand Efficiency Measure Description Percent of Adult Civil court-ordered payments processed Number of Payments for Privately Represented Adult Civil Cases Number of Payments Ordered by the Court for Privately Represented Adult Civil Cases Cost per Court-Ordered Expenditure for Privately Represented Indigent Adults in Civil Matters FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported 0 Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted 1 0 -1 2 0 -2 $1.00 % Variance Forecast - Adopted Not Reported Expenditure 100 - GENERAL $ TOTAL USES $ - $ - $ 1 $ 1 $ 1 $ 1 $ - 0.0% 0.0% Adult Guardian ad Litem 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. Mandates: Per §A.R.S. 11-584(j) the Public Defender shall perform the following duties:…“as attorneys (pursuant to §A.R.S. 14-5401) of adults who are unable to effectively manage their affairs or preserve their estates if the court appoints the public defender and the board of supervisors has advised the presiding judge of the county that the public defender is authorized to accept the appointment.” §A.R.S. 14-5401 also provides for the appointment of a “conservator or other protective order” for children (subsection 1) and for incapacitated adults (subsection 2). Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Guardian Ad Litem Caseload Guideline Number of Guardian Ad Litem Cases Resolved to Conclusion Number of Guardian Ad Litem Cases Assigned Cost per Guardian Ad Litem Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 146 995 961 -34 -3.4% 546 2,245 2,312 67 3.0% $3,151.16 $690.10 $565.61 $124.48 18.0% Expenditure 100 - GENERAL $ TOTAL USES $ 460,069 $ 460,069 $ 686,649 $ 686,649 $ 486 543,556 $ 543,556 $ 143,093 143,093 20.8% 20.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Probate Caseload Number of Probate Cases Resolved to Conclusion Number of Probate Cases Assigned Cost per Probate Case Resolved to $ Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted 236 351 415 365 499.43 $ 829 524.67 $ 875 325.01 $ 117,865 $ 117,865 $ 184,158 $ 184,158 $ 134,878 $ 134,878 $ % Variance Forecast - Adopted 64 18.2% 46 199.66 5.5% 38.1% 49,280 49,280 26.8% 26.8% Expenditure 100 - GENERAL $ TOTAL USES $ 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. Program Results The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Capital Representation • Class 2 & 3 Felony Representation • Class 4, 5, 6 Felony Representation • Felony DUI Representation • • • • Adult Felony Private Counsel Expense Other Homicide Representation Violation of Probation 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. 487 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Capital Caseload Guideline Number of Capital cases resolved to conclusion. Number of Capital cases assigned. Cost per Capital Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% 19 FY 2009 Adopted 40 Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 39 -1 -2.5% -7 $7,675.18 -13.2% 2.3% $ 57 519,730.74 $ 53 327,166.95 $ 46 319,491.77 $ TOTAL USES $ 9,874,884 $ 9,874,884 $ 13,086,678 $ 13,086,678 $ 12,460,179 $ 12,460,179 $ Expenditure 100 - GENERAL 626,499 626,499 4.8% 4.8% Class 2 and 3 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Class Two and Three Felony caseload guideline. Number of Class Two and Three Felony cases resolved to conclusion. Number of Class Two and Three Felony cases assigned. Cost per Class Two and Three Felony cases resolved to conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 6,399 7,506 7,574 68 0.9% 8,565 8,276 8,923 647 7.8% $2,560.17 $2,394.02 $2,110.17 $283.86 11.9% Revenue 100 - GENERAL $ 209 - LEGAL ADVOCATE TRAINING TOTAL SOURCES $ 31,085 $ 31,085 $ - $ - $ 15,500 $ 4,000 19,500 $ $ 100 - GENERAL 209 - LEGAL ADVOCATE TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 15,918,434 $ 10,576 100,780 322,217 30,539 16,382,546 $ 17,527,682 $ 99,590 309,676 32,600 17,969,548 $ 15,538,365 $ 44,354 367,248 32,424 15,982,391 $ 15,500 4,000 19,500 Expenditure 1,989,317 55,236 (57,572) 176 1,987,157 11.3% 55.5% -18.6% 0.5% 11.1% 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. 488 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Class Four, Five, and Six Felony caseload guideline . Number of Class Four, Five, and Six Felony cases resolved to conclusion. Number of Class Four, Five, and Six Felony cases assigned. Cost per Class Four, Five, and Six Felony Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 19,099 22,151 23,945 1,794 8.1% 23,835 24,678 26,051 1,373 5.6% $640.64 $602.97 $573.43 $29.54 4.9% 100 - GENERAL $ 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 169,263 $ 378,974 1,282,862 60,463 1,891,562 $ 161,743 $ 387,262 1,002,693 61,423 1,613,121 $ 164,100 $ 387,261 1,180,643 59,000 1,791,004 $ 2,357 (1) 177,950 (2,423) 177,883 1.5% 0.0% 17.7% -3.9% 11.0% 100 - GENERAL $ 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 11,489,852 $ 223,136 499,480 23,197 12,235,665 $ 12,666,807 $ 242,548 432,038 14,986 13,356,379 $ 12,958,228 $ 287,599 474,410 10,482 13,730,719 $ (291,421) (45,051) (42,372) 4,504 (374,340) -2.3% -18.6% -9.8% 30.1% -2.8% Revenue Expenditure 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Felony DUI Caseload Guideline Number of Felony DUI cases resolved to conclusion. Number of Felony DUI cases assigned. Cost per Felony DUI Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 1,549 2,104 2,041 -63 -3.0% 2,228 $1,033.57 2,309 $851.03 2,365 $635.46 56 $215.56 2.4% 25.3% 1,725,730 $ 28,249 36,582 1,790,561 $ 1,244,234 $ 17,496 35,253 1,296,983 $ Expenditure 100 - GENERAL $ 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ 1,530,600 $ 24,597 45,796 1,600,993 $ 481,496 10,753 1,329 493,578 27.9% 38.1% 3.6% 27.6% 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. 489 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Adult Felony court-ordered payments processed Number of Payments for Privately Represented Felony Cases Number of Payments Ordered by the Court for Privately Represented Felony Cases Cost per Court-Ordered Expenditure for Privately Represented Indigent Adults in Felony Matters FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 3 8 17 9 112.5% 10 41 63 22 53.7% $99,355.44 $47,578.13 $11,673.24 $35,904.89 75.5% 182,180 182,180 47.9% 47.9% Expenditure 100 - GENERAL $ TOTAL USES $ 298,066 $ 298,066 $ 380,625 $ 380,625 $ 198,445 $ 198,445 $ 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Other Homicide Caseload Guideline Number of Other Homicide cases resolved to conclusion. Number of Other Homicide cases assigned. FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 162 192 223 31 16.1% 259 253 323 70 27.7% Cost per Other Homicide Case Resolved to Conclusion $16,695.93 $18,579.47 $17,192.79 $1,386.68 7.5% 100 - GENERAL $ 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 2,691,415 $ 4,786 5,269 3,271 2,704,741 $ 3,523,347 $ 7,910 24,589 11,413 3,567,259 $ 3,741,124 $ 37,802 38,972 16,094 3,833,992 $ (217,777) (29,892) (14,383) (4,681) (266,733) -6.2% -377.9% -58.5% -41.0% -7.5% Expenditure 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. 490 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Violation of Probation caseload guideline. Number of Violation of Probation cases resolved to conclusion. Number of Violation of Probation cases assigned. Cost per Violation of Probation Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 18,112 16,220 15,295 -925 -5.7% 19,710 16,449 15,624 -825 -5.0% $98.63 $120.10 $105.81 $14.29 11.9% 1,947,952 $ 1,947,952 $ 1,618,353 $ 1,618,353 $ Expenditure 100 - GENERAL $ TOTAL USES $ 1,786,315 $ 1,786,315 $ 329,599 329,599 16.9% 16.9% 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. Mandates: This activity supports the overall mandate of the Adult Felony Representation Program. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Witness Representation caseload guideline. Number of Witness Representation cases resolved to conclusion. Number of Witness Representation cases assigned. Cost per Witness Representation Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 39 66 58 -8 -12.1% 44 90 87 -3 -3.3% $1,968.59 $309.76 $440.43 -$130.67 -42.2% 20,444 $ 20,444 $ 25,545 $ 25,545 $ (5,101) (5,101) -25.0% -25.0% Expenditure 100 - GENERAL $ TOTAL USES $ 76,775 $ 76,775 $ 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 The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Adult Misdemeanor Private Counsel Expense • 491 Misdemeanor Representation Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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. 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: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Misdemeanor caseload guideline. Number of Misdemeanor Representation cases resolved to conclusion. Number of Misdemeanor Representation cases assigned. Cost per Misdemeanor Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% 0.0% 2,914 3,210 2,806 -404 -12.6% 3,249 3,360 2,926 -434 -12.9% $252.36 $194.74 $229.30 -$34.56 -17.7% (7,371) (10,930) (18,301) -1.4% Expenditure 100 - GENERAL $ 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ 616,605 $ 203 118,579 735,387 $ 520,763 $ 104,348 625,111 $ 528,134 $ 115,278 643,412 $ -10.5% -2.9% 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 The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Adult Appeal Private Counsel Expense • Adult Appeal Representation • Adult Post Conviction Relief Representation • 492 Juvenile Appeal Representation Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System . 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Adult Appeal court-ordered payments processed Number of Payments for Privately Represented Appeal Cases Number of Payments Ordered by the Court for Privately Represented Appeal Cases Cost per Court-Ordered Expenditure for Privately Represented Indigent Adults in Appeal Matters FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 7 1 3 2 200.0% 1 24 26 2 8.3% $686.02 $85,358.00 $13,710.67 $71,647.33 83.9% Revenue 100 - GENERAL $ TOTAL SOURCES $ 19,094 $ 19,094 $ - $ - $ - $ - $ - $ 4,802 $ 85,358 $ 41,132 $ TOTAL USES $ 4,802 $ 85,358 $ 41,132 $ The department will be developing new measures as part of the strategic business plan update process. 44,226 44,226 Expenditure 100 - GENERAL 51.8% 51.8% 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 rights are protected. Mandates: This activity supports the overall mandate of the Appellate Representation Program. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Adult Appeal Caseload Guideline Number of Adult Appeal cases resolved to conclusion. Number of Adult Appeal cases assigned. Cost per Direct Appeal Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 388 408 354 -54 -13.2% 489 521 586 65 12.5% $7,906.79 $8,458.74 $8,593.12 -$134.38 -1.6% 409,203 409,203 11.9% 11.9% Expenditure 100 - GENERAL $ TOTAL USES $ 3,067,833 $ 3,067,833 $ 3,451,167 $ 3,451,167 $ 3,041,964 $ 3,041,964 $ 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. 493 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System . Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Post-Conviction Relief Caseload Guideline Number of PCR Cases Resolved to Conclusion (Plea PCR and Trial PCR) Number of Post-Conviction Relief cases assigned (Plea PCR and Trial PCR). Cost per Post Conviction Relief Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 977 1,003 1,093 90 9.0% 1,148 1,046 1,032 -14 -1.3% $1,479.78 $1,360.61 $1,091.32 $269.29 19.8% (238) (238) -4.5% -4.5% Revenue 100 - GENERAL $ TOTAL SOURCES $ - $ - $ 5,238 $ 5,238 $ 5,000 $ 5,000 $ 100 - GENERAL $ TOTAL USES $ 1,445,741 $ 1,445,741 $ 1,364,696 $ 1,364,696 $ 1,192,812 $ 1,192,812 $ Expenditure 171,884 171,884 12.6% 12.6% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Juvenile Appeal caseload guideline. Number of Juvenile Appeal cases resolved to conclusion. Number of Juvenile Appeal cases assigned. Cost per Juvenile Appeal Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Not Reported 228 219 -9 -3.9% Not Reported 153 186 33 21.6% Not Reported $1,753.20 $1,762.84 -$9.65 -0.6% Expenditure 100 - GENERAL $ TOTAL USES $ 639,548 $ 639,548 $ 399,729 $ 399,729 $ 386,063 $ 386,063 $ 13,666 13,666 3.4% 3.4% Dependency Representation Program The purpose of the Dependency Representation Program is to provide effective legal representation to assigned indigent persons in dependency or severance so that so that their legal rights are protected. Program Results The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Child Dependency Representation • Child Report & Review Representation • 494 Child Severance or Permanent Guardianship Representation Maricopa County, Arizona FY 2008-09 Annual Business Strategies • • • • Department Strategic Plans and Budgets Indigent Representation System • • Guardian ad Litem Dependency Representation Guardian ad Litem Report & Review Representation Dependency Private Counsel Expense Guardian ad Litem Severance or Permanent Guardianship Representation • Parental Dependency Representation Parental Report & Review Representation Parental Severance or Permanent Guardianship 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: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Child Dependency Representation Caseload Guideline Number of Dependency Findings on Child Dependency Cases Number of Child Dependency filings assigned. Cost per Dependency Finding on Child Dependency Cases FY 2007 Actual Not Reported FY 2008 Forecast 0.0% Not Reported 1,957 1,347 -610 -31.2% 977 1,460 483 49.4% $1,640.63 $2,220.45 -$579.82 -35.3% 1,437 Not Reported FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Revenue 233 - LEGAL ADVOCATE GRANTS $ TOTAL SOURCES $ (25,442) $ (25,442) $ - $ - $ - $ - $ - 3,366,272 $ 3,366,272 $ 3,210,713 $ 3,210,713 $ 2,990,942 $ 2,990,942 $ 219,771 219,771 Expenditure 100 - GENERAL $ TOTAL USES $ 6.8% 6.8% 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. 495 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Child “Report and Review” Representation Caseload Guideline Number of Child "Report and Review" Status cases in which the court ends jurisdiction during the time period. Number of Child ""Report and Review" Status cases in which a Recertification was processed between July 1 and June 30." Cost per “Report and Review" Status Case for Parental Representation FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported 340 Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 1,290 350 -940 -72.9% 1,247 1,072 -175 -14.0% (172,108) (172,108) -33.7% -33.7% Not Reported Not Reported Expenditure 100 - GENERAL $ TOTAL USES $ 247,972 $ 247,972 $ 510,811 $ 510,811 $ 682,919 $ 682,919 $ 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. 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: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Severance or Permanent Guardianship Child Representation caseload guideline. Number of court ordered Severance or Permanent Guardianship Rulings issued on Child Representation cases. Number of motions or petitions initiating Severance or Permanent Guardianship Determinations on Child Representation cases. Cost per Court-Ordered Severance or Permanent Guardianship Ruling for Child Representation Cases FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 22 403 49 -354 -87.8% 81 77 83 6 7.8% $6,286.95 $386.48 $4,624.12 -$4,237.65 -1096.5% (70,832) (70,832) -45.5% -45.5% Expenditure 100 - GENERAL $ TOTAL USES $ 138,313 $ 138,313 $ 155,750 $ 155,750 $ 226,582 $ 226,582 $ 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. 496 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Guardian ad Litem Dependency Representation Caseload Guideline Number of Dependency Findings on Guardian ad Litem Dependency Cases Number of Guardian ad Litem Dependency Filings Assigned Cost per Dependency Finding on Guardian ad Litem Dependency Cases FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 35 665 823 158 23.8% 558 1,307 1,518 211 16.1% $30,309.39 $2,045.88 $1,530.07 $515.81 25.2% Expenditure 100 - GENERAL $ TOTAL USES $ 1,060,829 $ 1,060,829 $ 1,360,513 $ 1,360,513 $ 1,259,250 $ 1,259,250 $ 101,263 101,263 7.4% 7.4% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Guardian ad Litem “Report and Review” Representation Caseload Guideline Number of Guardian ad Litem “Report and Review Status” Cases in Which the Court Ends Jurisdiction During the Time Period Number of Guardian ad Litem “Report and Review Status” Cases in which a Re-Certification was Processed Between July 1 and June 30th Cost per “Report and Review Status” Case for Guardian ad Litem Representation FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted 2 0 0 0 1 1,230 1,974 744 $229,631.00 Not Reported % Variance Forecast - Adopted 60.5% Not Reported Expenditure 100 - GENERAL $ TOTAL USES $ 459,262 $ 459,262 $ 498,804 $ 498,804 $ 498,804 $ 498,804 $ - 0.0% 0.0% 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. 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 497 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Court severance or permanent guardianship 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. 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: Measure Type Result Output Demand Efficiency Measure Description Percentage of Variance from Current Annual Attorney Severance or Permanent Guardianship Guardian ad Litem Representation Caseload Guideline Number of Court Ordered Severance or Permanent Guardianship Rulings Issued on Guardian ad Litem Representation Cases Number of Motions or Petitions Initiating Severance or Permanent Guardianship Determinations on Guardian ad Litem Representation Cases Cost per Court-Ordered Severance or Permanent Guardianship Ruling for Guardian ad Litem Representation Cases FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 20 362 144 -218 -60.2% 176 136 144 8 5.9% $19,211.25 $953.42 $2,396.78 -$1,443.37 -151.4% Expenditure 100 - GENERAL $ TOTAL USES $ 384,225 $ 384,225 $ 345,137 $ 345,137 $ 345,137 $ 345,137 $ - 0.0% 0.0% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Parental Dependency caseload guideline. Number of Dependency findings on Parental Dependency Representation cases. Number of Parental Dependency filings assigned. Cost per Dependency Finding on Parental Dependency Representation Cases FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 1,000 2,189 1,682 -507 -23.2% 2,143 2,632 2,011 -621 -23.6% $3,035.42 $1,242.75 $1,663.69 -$420.94 -33.9% (77,956) (77,956) -2.9% -2.9% Expenditure 100 - GENERAL $ TOTAL USES $ 3,035,420 $ 3,035,420 $ 2,720,372 $ 2,720,372 $ 498 2,798,328 $ 2,798,328 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Parental Report and Review caseload guideline. Number of Parental Report and Review Status cases in which the court ends jurisdiction during the time period. Number of Parental “Report and Review Status cases in which a ReCertification was processed between July 1 and June 30th. Cost per “Report and Review Status” Case for Parental Representation FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported 1,327 Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 465 453 -12 -2.6% 2,259 2,543 284 12.6% $ (135.61) -6.8% 959,858 $ 959,858 $ (37,631) (37,631) -4.1% -4.1% $1,983.28 $2,118.89 Expenditure 100 - GENERAL $ TOTAL USES $ 930,326 $ 930,326 $ 922,227 $ 922,227 $ 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Severance or Permanent Guardianship Parental Representation caseload guideline. Number of court ordered Severance or Permanent Guardianship rulings issued on Parental Representation cases. Number of motions or petitions initiating Severance or Guardianship Determinations on Parental Representation cases. Cost per Court-Ordered Severance or Permanent Guardianship Ruling for Parental Representation Cases FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 302 714 389 -325 -45.5% 566 434 415 -19 -4.4% $3,420.07 $1,333.24 $2,532.55 -$1,199.31 -90.0% (33,229) (33,229) -3.5% -3.5% Expenditure 100 - GENERAL $ TOTAL USES $ 1,032,861 $ 1,032,861 $ 951,932 $ 951,932 $ 499 985,161 $ 985,161 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System 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 The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Family Court Representation • Juvenile Notification Representation • Juvenile Notification Representation 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 may 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. Pursuant to Rule and Statute, appointments should be made at County expense only in cases in which the parents are indigent and there is a finding that the child was likely the victim of abuse or neglect. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Family Court Representation Caseload Guideline Number of Family Court Representation Cases Resolved to Conclusion Number of Family Court Representation Cases Assigned Cost per Family Court Representation Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Not Reported 57 41 -16 -28.1% Not Reported 214 180 -34 -15.9% Not Reported $7,408.68 -$2,172.15 $9,580.83 129.3% 511,353 511,353 121.1% 121.1% Expenditure 100 - GENERAL $ TOTAL USES $ 159,055 $ 159,055 $ 422,295 $ 422,295 $ (89,058) $ (89,058) $ 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. 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. 500 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System 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: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Juvenile Notification Representation Caseload Guideline Number of Juvenile Notification Cases Resolved to Conclusion Number of Juvenile Notification Cases Assigned Expenditure per Juvenile Notification Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 19 27 25 -2 -7.4% 76 51 71 20 39.2% $2,090.05 $1,714.30 $1,772.24 -$57.94 -3.4% 1,980 1,980 4.3% 4.3% Expenditure 100 - GENERAL $ TOTAL USES $ 39,711 $ 39,711 $ 46,286 $ 46,286 $ 44,306 $ 44,306 $ 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. Program Results The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Felony-Level Delinquency Representation • Juvenile Violation of Probation Representation • Juvenile Delinquency Private Counsel Expense • Incorrigibility or Misdemeanor-Level Juvenile Delinquency Representation Felony-Level 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. 501 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Felony-Level Juvenile Delinquency caseload. Number of Felony-Level Juvenile Delinquency cases resolved to conclusion. Number of Felony-Level Juvenile Delinquency cases assigned. Cost per Felony-Level Juvenile Delinquency Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 2,895 4,200 4,138 -62 -1.5% 3,751 4,326 4,544 218 5.0% $975.61 $673.07 $636.56 $36.51 5.4% 2,824,382 $ 2,824,382 $ 2,826,882 $ 2,826,882 $ 2,634,083 $ 2,634,083 $ Expenditure 100 - GENERAL $ TOTAL USES $ 192,799 192,799 6.8% 6.8% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Variance from Current Annual Attorney Incorrigibility and Misdemeanor-Level Juvenile Delinquency Caseload Guideline Number of Incorrigibility and Misdemeanor-Level Juvenile Delinquency Cases Resolved to Conclusion Number of Incorrigibility and Misdemeanor-Level Juvenile Delinquency Cases Assigned Cost per Incorrigibility and Misdemeanor-Level Juvenile Delinquency Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 113 6,209 4,650 -1,559 -25.1% 988 6,430 5,180 -1,250 -19.4% $17,287.19 $359.67 $323.71 $35.96 10.0% 2,233,207 $ 2,233,207 $ 1,505,244 $ 1,505,244 $ Expenditure 100 - GENERAL $ TOTAL USES $ 1,953,452 $ 1,953,452 $ 727,963 727,963 32.6% 32.6% 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. 502 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Juvenile Violation of Probation caseload guideline. Number of Juvenile Violation of Probation cases resolved to conclusion. Number of Juvenile Violation of Probation cases assigned. Cost per Juvenile Violation of Probation Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 1,761 1,864 1,819 -45 -2.4% 2,000 1,958 2,068 110 5.6% $350.05 $296.57 $317.41 -$20.84 -7.0% (24,563) (24,563) -4.4% -4.4% Expenditure 100 - GENERAL $ TOTAL USES $ 616,445 $ 616,445 $ 552,801 $ 552,801 $ 577,364 $ 577,364 $ 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 The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Mental Health Representation • Mental Health Private Counsel Expense • Sexually Violent Predator Representation 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. 503 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Mental Health caseload guideline. Number of Mental Health cases resolved to conclusion. Number of Mental Health cases assigned. Cost per Mental Health Case Resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 2,471 2,719 2,483 -236 -8.7% 2,567 2,811 2,533 -278 -9.9% $402.54 $408.91 $448.84 -$39.93 -9.8% 1,111,832 $ 1,111,832 $ 1,114,478 $ 1,114,478 $ (2,646) (2,646) -0.2% -0.2% Expenditure 100 - GENERAL $ TOTAL USES $ 994,676 $ 994,676 $ 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. Sexually Violent Predator 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: Measure Type Result Output Demand Efficiency Measure Description Percent of variance from current annual attorney Sexually Violent Person caseload guideline. Number of Sexually Violent Person cases resolved to conclusion. Number of Sexually Violent Person cases assigned. Cost per Sexually Violent Person case resolved to Conclusion FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 28 26 19 -7 -26.9% 20 25 24 -1 -4.0% $8,731.43 $5,942.00 $7,913.58 -$1,971.58 -33.2% Expenditure 100 - GENERAL $ TOTAL USES $ 244,480 $ 244,480 $ 154,492 $ 154,492 $ 504 150,358 $ 150,358 $ 4,134 4,134 2.7% 2.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Appropriated Budget Reconciliations Public Defender (520) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II & Legal Support) Felony Case Funding Transfer from Public Defense Services Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Felony Case Funding Transfer from Public Defense Services $ Annualization of Jan. 2008 Administrative Reductions Subtotal $ 39,878,668 $ 133,261 (54,242) $ 964,645 185,235 1,095,638 $ - 40,974,306 $ 133,261 138,766 $ (51,965) 86,801 $ - FY 2008-09 BUDGET TARGET $ 41,061,107 $ 133,261 FY 2008-09 REQUESTED BUDGET $ 41,061,107 $ 133,261 BASE ADJUSTMENTS: Reduction in Revenue below Target Funding Set-Aside for New Juvenile Defender Office (Dept 570)* $ 4,930,376 4,930,376 $ (66,261) (66,261) Subtotal $ BUDGET BALANCING ADJUSTMENTS Add 14.0 FTE Work Withdrawal Staff to PD (4.0), LD (5.0) & OLA (5.0) & Reduce Contract Felony Costs in OPDS $ Move Juvenile Cases from PD to New Juvenile Defender Office Eliminate Non-Mandated Services in Therapeutic Post-Disposition Courts (3.0 FTE) Stop Appointing Attorneys in Juvenile Incorrigibility Cases (8.6 FTE) Shift 1.0 FTE Tech Trainer & one-third of three trainers to the Training Fund (209) Subtotal $ FY 2008-09 TENTATIVE BUDGET: $ RESTATEMENT: Restate Juvenile Cases Funding from Public Defender (520) to the New Juvenile Public Defender Office (570) FY 2008-09 ADOPTED BUDGET $ $ 505 $ 324,003 $ (4,780,549) (289,420) (709,490) (112,876) (5,568,332) $ 40,423,151 - $ 67,000 (3,654,409) $ - 36,768,742 $ 67,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Legal Defender (540) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II & Legal Support) Felony Case Funding Transfer from Public Defense Services Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Felony Case Funding Transfer from Public Defense Services $ Annualization of Jan. 2008 Administrative Reductions Subtotal $ FY 2008-09 BUDGET TARGET 9,495,990 $ 16,800 (39,223) $ 78,906 263,759 303,442 $ - 9,799,432 $ 16,800 194,186 $ (28,573) 165,613 $ - $ 9,965,045 $ 16,800 $ Subtotal $ - $ $ (14,700) (14,700) BUDGET BALANCING ADJUSTMENTS Add 14.0 FTE Work Withdrawal Staff to PD (4.0), LD (5.0) & OLA (5.0) & Reduce Contract Felony Costs in OPDS $ Add 4.0 Attorneys to LD (1.0) & OLA (3.0) to Reduce Contract RCC/EDC Costs Subtotal $ 457,934 88,215 546,149 $ $ - 10,511,194 $ 2,100 BASE ADJUSTMENTS: Reduce Revenue below Target FY 2008-09 TOTAL ADOPTED BUDGET $ 506 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Legal Advocate (550) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II & Legal Support) Felony Case Funding Transfer from Public Defense Services Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Felony Case Funding Transfer from Public Defense Services $ Annualization of Jan. 2008 Administrative Reductions Subtotal $ FY 2008-09 BUDGET TARGET 8,402,717 $ 20,000 (15,700) $ 73,579 234,089 291,968 $ - 8,694,685 $ 20,000 176,029 $ (15,700) 160,329 $ - $ 8,855,014 $ 20,000 BUDGET BALANCING ADJUSTMENTS Add 14.0 FTE Work Withdrawal Staff to PD (4.0), LD (5.0) & OLA (5.0) & Reduce Contract Felony Costs in OPDS $ Add 4.0 Attorneys to LD (1.0) & OLA (3.0) to Reduce Contract RCC/EDC Costs Subtotal $ 410,107 264,643 674,750 $ $ - 9,529,764 $ 20,000 FY 2008-09 TOTAL ADOPTED BUDGET $ 507 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Public Defense Services (560) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Felony Case Funding Transfer to Staffed IRS Offices $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Felony Case Funding Transfer to Staffed IRS Offices Demand Increase $ Subtotal $ FY 2008-09 BUDGET TARGET BASE ADJUSTMENTS: Reduction in Revenue below Target 419,900 (683,083) $ (683,083) $ - 17,247,643 $ 419,900 (508,982) $ 3,733,866 3,224,884 $ - 20,472,527 $ 419,900 $ Subtotal $ - $ $ (319,900) (319,900) $ 508 $ $ BUDGET BALANCING ADJUSTMENTS Add 14.0 FTE Work Withdrawal Staff to PD (4.0), LD (5.0) & OLA (5.0) & Reduce Contract Felony Costs in OPDS $ Restructure Contract Payments in RCC Courts Add 4.0 Attorneys to LD (1.0) & OLA (3.0) to Reduce Contract RCC/EDC Costs Reduction in Contracted Felony Conflict Costs as a Result of New Juvenile Public Defender Office (Fewer Conflict Cases from PD) Stop Appointing Attorneys in Juvenile Incorrigibility Cases Shift Family Ct. Assignments from Contract Attorneys to Child Welfare Specialists Delete Proposed Senior Attorney Subtotal $ FY 2008-09 TOTAL ADOPTED BUDGET 17,930,726 (2,513,269) $ (945,051) (753,000) - (370,289) (10,570) (370,327) (95,135) (5,057,641) $ - 15,414,886 $ 100,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Juvenile Defender (570) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - $ - $ - RESTATEMENT: Restate Juvenile Cases Funding from Public Defender (520) to the New Juvenile Public Defender Office (570) $ Subtotal $ 3,654,409 3,654,409 $ $ - 3,654,409 $ - FY 2008-09 TENTATIVE BUDGET: FY 2008-09 ADOPTED BUDGET $ 509 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Public Defender (520) - Training Fund (209) FY 2008-09 BUDGET RECONCILIATION 520 PUBLIC DEFENDER 209 PUBLIC DEFENDER TRAINING FUND EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 571,480 $ 571,480 (13,157) $ (13,157) $ - 558,323 $ 571,480 (12,971) $ (12,971) $ - FY 2008-09 BUDGET TARGET $ 545,352 $ 571,480 FY 2008-09 REQUESTED BUDGET $ 545,352 $ 571,480 112,876 $ (112,875) 1 $ - 545,353 $ 0.0% 571,480 0.0% BUDGET BALANCING ADJUSTMENTS Shift 1.0 FTE Tech Trainer & one-third of three trainers from the General Fund $ Reduce Other Training Costs Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 ADOPTED BUDGET $ 510 545,353 $ 571,480 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Public Defender (540) - Training Fund (209) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 75,794 $ 75,794 FY 2007-08 REVISED RESTATED BUDGET $ 75,794 $ 75,794 FY 2008-09 BUDGET TARGET $ 75,794 $ 75,794 $ 75,794 $ 75,794 FY 2008-09 TOTAL ADOPTED BUDGET 511 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Legal Advocate (550) - Training Fund (209) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 12,500 $ 12,500 FY 2007-08 REVISED RESTATED BUDGET $ 12,500 $ 12,500 FY 2008-09 BUDGET TARGET $ 12,500 $ 12,500 $ 12,500 $ 12,500 FY 2008-09 TOTAL ADOPTED BUDGET 512 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Public Defender (520) - Grants Fund (233) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 387,261 $ 387,261 FY 2007-08 REVISED RESTATED BUDGET $ 387,261 $ 387,261 FY 2008-09 BUDGET TARGET $ 387,261 $ 387,261 (10) $ (10) $ - BUDGET BALANCING ADJUSTMENTS Budget Balancing Adjustment $ Subtotal $ FY 2008-09 ADOPTED BUDGET $ 513 387,251 $ 387,261 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Indigent Representation System Public Defender (520) – Fill the Gap Fund (262) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,630,600 $ 1,630,600 FY 2007-08 REVISED RESTATED BUDGET $ 1,630,600 $ 1,630,600 FY 2008-09 BUDGET TARGET $ 1,630,600 $ 1,630,600 (7) $ (7) $ - BUDGET BALANCING ADJUSTMENTS Budget Balancing Adjustment $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET $ 1,630,593 $ 1,630,600 $ Subtotal $ 526,150 526,150 $ $ - $ 526,150 $ - $ 2,156,743 $ 1,630,600 NON-OPERATING NON-OPERATING 0001 One-Time Expenditures from Fund Balance tor Indigent Rep Info. System FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 ADOPTED BUDGET Legal Defender (540) – Fill the Gap Fund (263) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 59,000 $ 59,000 FY 2007-08 REVISED RESTATED BUDGET $ 59,000 $ 59,000 FY 2008-09 BUDGET TARGET $ 59,000 $ 59,000 $ 59,000 $ 59,000 FY 2008-09 TOTAL ADOPTED BUDGET 514 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Internal Audit Analysis by Maria K. Tutelman, Management & Budget Analyst Summary 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: The goal has expired but will be extended. • 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 decisions on the issues they deem most important, and can provide fiscally responsible public services. Status: The goal has expired but will be extended. • 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: The goal has expired but will be extended. 515 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 23MS - MANAGEMENT SERVICES $ LRMS - LOW RISK MANAGEMENT SERVICES TOTAL PROGRAMS $ EXPENDITURES 23AS - AUDIT SERVICES $ HRSK - HIGH RISK AUDITS LRSK - LOW RISK AUDITS MRSK - MEDIUM RISK AUDITS FY 2007-08 ADOPTED - $ 1,514,907 1,125,777 87,865 301,265 FY 2007-08 REVISED 85 85 85 $ $ 1,567,061 1,041,245 172,590 353,226 $ FY 2007-08 FORECAST 85 85 85 $ $ 1,596,751 1,038,283 184,980 373,488 $ 1,993 1,993 1,993 $ $ 1,593,730 995,153 163,058 435,519 $ ADOPTED VS REVISED % FY 2008-09 ADOPTED - $ $ 1,588,487 1,588,487 - $ (85) (85) (85) -100.0% -100.0% -100.0% $ 8,264 (550,204) 184,980 373,488 0.5% -53.0% 100.0% 100.0% $ 23MS - MANAGEMENT SERVICES HRMS - HIGH RISK MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES MRMS - MEDIUM RISK MANAGEMENT SVCS $ 165,676 87,197 49,705 28,774 $ 206,581 104,448 25,417 76,716 $ 215,545 108,933 29,905 76,707 $ 194,137 59,779 19,377 114,981 $ - $ 215,545 108,933 29,905 76,707 100.0% 100.0% 100.0% 100.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 199,721 7,307 122,873 1,467 64,147 3,927 $ 175,202 7,300 115,859 10,488 27,906 13,649 $ 181,398 7,301 122,054 10,490 27,900 13,653 $ 179,116 4,953 154,659 4,656 9,833 5,015 $ 254,531 15,975 203,594 10,755 13,452 10,755 $ (73,133) (8,674) (81,540) (265) 14,448 2,898 -40.3% -118.8% -66.8% -2.5% 51.8% 21.2% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 1,880,304 $ 704 704 1,949,548 $ 704 704 1,994,398 $ 232 232 1,967,215 $ 768 768 1,843,786 $ (64) (64) 150,612 -9.1% -9.1% 7.6% $ $ $ $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ - $ 85 85 $ 85 85 $ 1,993 1,993 $ - $ (85) -100.0% (85) -100.0% ALL REVENUES $ - $ 85 $ 85 $ 1,993 $ - $ (85) -100.0% TOTAL SOURCES $ - $ 85 $ 85 $ 1,993 $ - $ (85) -100.0% Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 1,085,065 $ 90,929 158 322,745 (12,985) 1,485,912 $ 1,208,877 $ 79,444 371,804 (11,000) 1,649,125 $ 1,283,202 $ 79,444 384,187 626 (11,000) 1,736,459 $ 1,330,745 $ 15,006 382,996 623 (11,167) 1,718,203 $ 1,326,264 $ 50,112 387,840 (15,750) 1,748,466 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 6,849 1,729 8,578 $ 9,500 9,500 $ 9,500 9,500 $ 9,498 9,498 $ 6,509 6,509 SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 339,650 1,166 356 7,880 12,239 14,620 32 375,942 $ 246,000 1,500 100 8,123 15,000 10,000 200 280,923 $ 203,516 1,500 100 8,123 15,000 10,000 200 238,439 $ 195,022 1,502 100 8,125 14,998 10,000 200 229,947 $ 42,082 3,000 100 6,000 15,000 10,000 100 76,282 SUBTOTAL $ 9,872 9,872 $ 10,000 10,000 $ 10,000 10,000 $ 286 9,281 9,567 TOTAL USES $ 1,880,304 $ 1,949,548 $ 1,994,398 $ 1,967,215 CAPITAL 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE $ $ 516 $ (43,062) 29,332 (3,653) 626 4,750 (12,007) -3.4% 0.0% 0.0% -1.0% 0.0% -43.2% -0.7% 31.5% $ 2,991 2,991 31.5% $ 161,434 (1,500) 2,123 100 162,157 79.3% 0.0% 0.0% 26.1% 0.0% 0.0% 1 68.0% $ 12,529 12,529 $ (2,529) (2,529) 0.0% $ 1,843,786 $ 150,612 7.6% $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ TOTAL FUNDS $ - $ $ 85 85 $ $ 85 85 $ $ 1,993 1,993 $ $ - $ $ $ TOTAL FUNDS $ 1,880,304 1,880,304 $ $ 1,949,548 1,949,548 $ $ 1,994,398 1,994,398 $ $ 1,967,215 1,967,215 $ $ 1,843,786 1,843,786 $ $ (85) -100.0% (85) -100.0% 150,612 150,612 7.6% 7.6% General Adjustments Consulting Services: Reduce consulting services by $101,954 as part of the budget balancing plan. The Department is also currently fully staffed allowing for greater utilization of in-house expertise. 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. Program Results Measure Description Percent of Board of Supervisors satisfied with high-risk audits services Percent of recommendations implemented within three years Percent of high-risk audits completed within 90 days after the close of the year Percent of Board of Supervisors satisfied with low-risk audits services Percent of Board of Supervisors satisfied with mediumrisk audits services FY 2007 Actual 95.0% FY 2008 Forecast 100.0% FY 2009 Adopted 100.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% 95.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 95.0% 100.0% Not Reported 95.0% 100.0% Not Reported 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: Not mandated. 517 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Percent of Board of Supervisors satisfied with high-risk audits services Percent of recommendations implemented within three years Percent of high-risk audits completed within 90 days after the close of the year Number of high-risk audits completed. Number of high-risk audits scheduled on audit plan approved by the Board of Supervisors Cost per high-risk audits completed $ 100 - GENERAL Total Uses $ $ FY 2007 Actual 95.0% FY 2008 Forecast 100.0% FY 2009 Adopted 100.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% 95.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 7 22 22 0 0.0% 13 22 22 0 0.0% 160,825.26 $ 45,234.23 $ 72,203.95 $ (26,969.73) 1,588,487 $ 1,588,487 $ (593,334) (593,334) 1,125,777 1,125,777 $ $ 995,153 995,153 $ $ -59.6% 0.0% 0.0% Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. 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: Arizona Supreme Court Administrative Order 93-52 including revisions 94-68 and 97-62. In addition, administrative mandates as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 2 6 0 -6 -100.00% 6 8 0 -8 -100.00% Percent of Board of Supervisors satisfied with medium-risk audits services Number of medium-risk audits completed Number of medium-risk audits scheduled on audit plan approved by the Board of Supervisors Cost per medium-risk audit completed $ 150,632.72 $ 72,586.50 $ 100 - GENERAL Total Uses $ $ 301,265 301,265 435,519 435,519 $ $ - $ - $ $ 435,519 435,519 100.00% Expenditure $ $ - 0.0% 0.0% Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. 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. 518 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Mandates: Office of Management and Budget (OMB) A-133 Single Audit Act; Arizona Supreme Court Administrative Order 93-52 including revisions 94-68 and 97-62. Performance Analysis: Measure Type Result Measure Description Percent of Board of Supervisors satisfied with low-risk audits services FY 2007 Actual 95.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Output Number of low-risk Audits completed 2 4 0 -4 -100.00% Demand Number of low-risk audits scheduled on an audit plan approved by the Board of Supervisors Cost per low-risk audit completed 4 5 0 -5 -100.00% $43,932.44 $40,764.50 $0.00 $40,764.50 100.00% Efficiency Expenditure 100 - GENERAL Total Uses $ $ 87,865 87,865 $ $ 163,058 163,058 $ $ - $ $ 163,058 163,058 0.0% 0.0% Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. Programs and Activities 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 Measure Description Percent of Board of Supervisors satisfied with High-Risk Management Services Percent of high-risk management services activities completed within 90 days after the close of the year Percent of Board of Supervisors satisfied with Low-Risk Management Services Percent of Board of Supervisors satisfied with MediumRisk Management Services FY 2007 Actual 95.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported 95.0% 100.0% Not Reported 95.0% 100.0% Not Reported 100.0% 100.0% Not Reported Activities that comprise this program include: • High Risk Management Services • Medium Risk Management Services • Variance Forecast - Adopted % Variance Forecast - Adopted 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: No mandates. 519 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of Board of Supervisors satisfied with High-Risk Management Services Percent of high-risk management services activities completed within 90 days after the close of the year Number of high-risk management services activities completed Number of high-risk management services activities scheduled on the plan approved by the Board of Supervisors. Cost per high-risk management services activity completed FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 95.0% 100.0% 0.0% (100.0%) -100.00% 3 3 0 -3 -100.00% 1 4 0 -4 -100.00% $29,065.66 $19,926.33 $0.00 $19,926.33 100.00% Expenditure 100 - GENERAL Total Uses $ $ 87,197 87,197 $ $ 59,779 59,779 $ $ - $ $ 59,779 59,779 0.0% 0.0% Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. 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: No mandates. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Board of Supervisors satisfied with Medium-Risk Management Services Number of medium-risk management services activities completed Number of medium-risk management services activities scheduled on the plan approved by the Board of Supervisors Cost per medium-risk management services activity completed FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 3 3 0 -3 -100.00% 1 4 0 -4 -100.00% $9,591.28 $38,327.00 $0.00 $38,327.00 100.00% Expenditure 100 - GENERAL Total Uses $ $ 28,774 28,774 $ $ 114,981 114,981 $ $ - $ $ 114,981 114,981 0.0% 0.0% Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. Low Management Services Activity The purpose of this Low-Risk Management Services Activity is to provide independent low-risk strategic information to the Board of Supervisors so they can make informed decisions. Mandates: No mandates. 520 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Board of Supervisors satisfied with Low-Risk Management Services Number of low-risk management services activities completed Number of low-risk management services activities scheduled on the plan approved by the Board of Supervisors Cost per low-risk management services activity completed FY 2007 Actual 0.0% FY 2008 Forecast 100.0% FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 4 4 0 -4 -100.00% 4 5 0 -5 -100.00% $12,426.28 $4,844.25 $0.00 $4,844.25 100.00% Revenue 100 - GENERAL Total Sources $ $ - $ $ 1,993 1,993 $ $ - $ $ (1,993) (1,993) 0.0% 0.0% 100 - GENERAL Total Uses $ $ 49,705 49,705 $ $ 19,377 19,377 $ $ - $ $ 19,377 19,377 0.0% 0.0% Expenditure Performance measures for FY 2008-09 reflect cost for services relating to all audit work and strategic information provided to the Board of Supervisors budgeted only under the High Risk Audit Services Activity. A strategic business plan review process is currently underway. A budget was also not submitted for revenue in the Low Risk Management Services Activity, as informational material previously provided to the public for a fee is now available online. 521 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plan and Budget Internal Audit Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,949,548 $ 85 MID-YEAR ADJUSTMENTS: Employee Market Compensation Adjustments (Admin Phase II Market Study) $ 89,635 $ - (50,980) - Subtotal $ 6,195 44,850 $ - $ 1,994,398 $ 85 $ - $ - Jan. 2008 Administrative Reductions Executive Compensation Pay Adjustment (Effective 11/7/07) FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Annualization of Excecutive Compensation Pay Adjustment Subtotal $ FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Requested Revenue Below Target Educational Supply Materials Depleted FY 2008-09 REQUESTED BUDGET BUDGET BALANCING ADJUSTMENTS: Consulting Services Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET - 2,322 (48,658) $ - $ 1,945,740 $ 85 $ Subtotal $ - $ $ (85) (85) $ 1,945,740 $ - $ Subtotal $ (101,954) $ (101,954) $ - $ 1,843,786 $ -5.2% -100.0% $ 522 (50,980) 1,843,786 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The commitment and mission of the Justice Courts in Maricopa County 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 Justice Courts in Maricopa County 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 2008, the Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established limited jurisdiction court standards. Status: Justice Courts will work to decrease backlog in case processing time to achieve time standards for case processing. • The Justice Courts will expand their ability to make informed decisions using timely, accurate, and coordinated information provided through the enhanced, integrated Court Information System (iCIS). Status: Justice Courts will see tremendous benefits with the iCIS application, which ultimately benefits the citizens and juvenile populations of Maricopa County. 523 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL SOURCES 80CV - CIVIL JUSTICE PROGRAM CVSC - CIVIL SMALL CLAIMS CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL (JUSTICE COURTS) 80CJ - CRIMINAL JUSTICE PROGRAM CTRF - CRIMINAL TRAFFIC MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI $ $ TOTAL PROGRAMS $ USES 80CV - CIVIL JUSTICE PROGRAM $ CVSC - CIVIL SMALL CLAIMS CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL (JUSTICE COURTS) FY 2007-08 ADOPTED 7,910,473 85,790 2,367,201 161,688 37,202 34,810 5,223,783 $ 13,655,159 231,174 13,389,856 34,128 $ 21,565,632 FY 2007-08 REVISED 6,983,722 1,845,571 5,138,151 $ 12,331,926 12,331,926 - $ $ 19,315,648 11,267,996 1,291,553 3,927,402 2,653,855 627,919 860,452 1,906,815 $ FY 2007-08 FORECAST 6,983,722 1,845,571 5,138,151 $ 12,331,926 12,331,926 - $ $ 19,315,648 12,410,176 1,470,230 4,378,162 2,890,941 634,747 949,629 2,086,467 $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED 7,952,073 2,088,535 5,863,538 $ 7,820,346 2,073,627 5,746,719 $ 13,299,654 13,277,254 22,400 $ 12,695,303 12,695,303 - $ $ 21,251,727 $ 20,515,649 $ 12,478,707 1,477,897 4,404,527 2,906,266 638,580 953,468 2,097,969 $ 12,843,700 1,511,327 4,483,029 3,016,034 717,271 934,106 2,181,933 $ 12,994,778 1,539,149 4,644,606 3,033,803 750,567 929,026 2,097,627 $ 836,624 228,056 608,568 12.0% 363,377 363,377 - 2.9% 1,200,001 6.2% 12.4% 11.8% 2.9% (516,071) -4.1% (61,252) -4.1% (240,079) -5.5% (127,537) -4.4% (111,987) -17.5% 24,442 2.6% 342 0.0% 80OS - COURT OPERATIONS SUPPORT PROG CSEC - COURT SECURITY PICO - PUB INFORM & COMMUNITY OUTRCH $ 14,701 14,701 - $ - $ - $ - $ 66,159 66,159 $ (66,159) (66,159) 80CJ - CRIMINAL JUSTICE PROGRAM CTRF - CRIMINAL TRAFFIC MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI $ 3,301,083 1,038,371 1,457,994 804,718 $ 3,661,177 1,179,021 1,651,487 830,669 $ 3,680,323 1,186,678 1,659,139 834,506 $ 3,567,138 1,210,403 1,628,051 728,684 $ 3,495,633 1,189,379 1,600,137 706,117 $ 184,690 (2,701) 59,002 128,389 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 615,130 615,130 - $ 293,843 293,843 - $ 205,444 205,444 - $ 208,428 208,428 - $ 1,076,533 65,403 410,146 372,459 228,525 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 55,702 55,702 $ 66,294 66,294 $ 66,293 66,293 $ 81,756 81,756 $ 66,294 66,294 $ 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DESK - DESKTOP SUPPORT $ 658,434 584,321 74,113 $ 739,351 739,351 - $ 739,818 739,818 - $ 549,338 549,338 - $ 850,260 811,129 39,131 $ TOTAL PROGRAMS $ 15,913,046 $ 17,170,841 $ 17,170,585 $ 17,250,360 $ 18,549,657 $ 5.0% -0.2% 3.6% 15.4% (871,089) -424.0% (65,403) (204,702) -99.6% (372,459) (228,525) (1) (1) 0.0% 0.0% (110,442) -14.9% (71,311) -9.6% (39,131) (1,379,072) -8.0% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 887,384 887,384 $ $ 4,474 4,474 $ $ 4,474 4,474 $ $ - $ $ 4,474 4,474 $ $ - 0.0% 0.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 6,865,578 6,865,578 $ $ 6,372,615 6,372,615 $ $ 6,372,615 6,372,615 $ $ 7,291,795 7,291,795 $ $ 7,226,255 7,226,255 $ $ 853,640 853,640 13.4% 13.4% $ SUBTOTAL $ 12,701,303 12,701,303 $ $ 12,026,698 12,026,698 $ $ 12,026,698 12,026,698 $ $ 12,755,015 12,755,015 $ $ 12,150,259 12,150,259 $ $ 123,561 123,561 1.0% 1.0% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 305,015 806,351 1,111,366 $ $ $ 229,910 904,751 1,134,661 $ $ 347,294 857,623 1,204,917 $ $ 153,749 758,112 911,861 $ $ 153,749 758,112 911,861 $ 76,161 146,639 222,800 49.5% 19.3% 24.4% ALL REVENUES $ 21,565,632 $ 19,315,648 $ 19,315,648 $ 21,251,727 $ 20,515,649 $ 1,200,001 6.2% TOTAL SOURCES $ 21,565,632 $ 19,315,648 $ 19,315,648 $ 21,251,727 $ 20,515,649 $ 1,200,001 6.2% FINES & FOREFEITS 0637 - FINES & FORFEITS 524 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 ADOPTED 10,089,147 $ 413,625 98,542 3,441,152 208,927 (563,500) 13,687,892 $ FY 2007-08 REVISED 10,709,541 406,697 120,936 4,017,640 191,507 15,446,321 $ FY 2007-08 FORECAST $ 10,709,541 406,697 120,936 4,018,106 191,507 15,446,787 $ FY 2008-09 ADOPTED $ ADOPTED VS REVISED VARIANCE % $ 10,875,810 408,078 146,829 3,945,050 134,122 15,509,889 $ 9,599,742 $ 1,755,146 118,836 4,096,293 459,226 (1,741,254) 2,370,117 16,658,106 $ 1,109,799 10.4% (1,348,449) -331.6% 2,100 1.7% (78,187) -1.9% (267,719) -139.8% 1,741,254 (2,370,117) (1,211,319) -7.8% $ SUBTOTAL $ 360,471 846,220 $ $ 219,156 219,156 $ $ 219,156 219,156 $ $ 293,615 293,615 $ $ 249,714 249,714 $ $ (30,558) (30,558) -13.9% -13.9% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 8,230 444,910 685,350 15,008 82,559 19,540 17,603 97,582 8,152 1,378,934 $ $ (77,132) (24,338) (18,276) (1,000) (7,149) (1,000) (8,300) (137,195) 0.0% -15.3% -3.4% -58.2% -1.4% -16.3% -3.3% -8.3% $ 11,000 580,886 735,137 49,674 74,817 50,898 31,025 108,400 1,641,837 $ $ 14,190 442,991 697,537 14,491 114,342 32,966 23,454 98,692 1,438,663 $ $ 11,000 503,754 710,799 31,398 73,817 43,749 30,025 100,100 1,504,642 $ $ 11,000 504,226 710,799 31,398 73,817 43,874 30,150 100,100 1,505,364 CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ SUBTOTAL $ - $ $ - $ $ - $ $ 8,193 8,193 $ $ - $ $ TOTAL USES $ 15,913,046 $ 17,170,841 $ 17,170,585 $ 17,250,360 $ 18,549,657 $ $ -9.1% (1,379,072) -8.0% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 17,224,645 $ 15,563,589 $ 15,563,589 $ 16,852,878 $ 16,763,590 $ 1,200,001 7.7% $ $ $ 657,982 3,094,077 3,752,059 $ $ 878,394 3,520,455 4,398,849 $ $ 657,982 3,094,077 3,752,059 $ $ 657,982 3,094,077 3,752,059 $ $ 768,465 3,572,596 4,341,061 $ - 0.0% 0.0% 0.0% TOTAL FUNDS $ 21,565,706 $ 19,315,648 $ 19,315,648 $ 21,251,727 $ 20,515,649 $ 1,200,001 6.2% $ 12,146,734 $ 13,458,934 $ 13,458,928 $ 14,069,992 $ 14,115,691 $ (656,763) -4.9% $ $ $ 657,476 3,776,505 4,433,981 $ $ 421,279 2,759,089 3,180,368 $ $ 617,580 3,094,077 3,711,657 $ $ 617,830 3,094,077 3,711,907 $ $ 453,733 3,312,641 3,766,374 $ (39,896) (682,428) (722,324) -6.5% -22.1% -19.5% TOTAL FUNDS $ 15,913,108 $ 17,170,841 $ 17,170,585 $ 17,250,360 $ 18,549,672 $ (1,379,087) -8.0% 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SPECIAL REVENUE USES 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SPECIAL REVENUE General Adjustments Restatements: Restatement from Superior Court to Justice Courts to fund the new Justice Courts Department (240). Revenue of $16,763,590 and expenditures of $14,115,672 in the General Fund (100) are restated to Justice Courts. Restatements: Restatement from Superior Court to Justice Courts to fund the new Justice Courts Department (240). Revenue of $657,982 and expenditures of $657,480 in the Justice Courts Judicial Enhancement Fund (204) are restated to Justice Courts. Restatements: Restatement from Superior Court to Justice Courts to fund the new Justice Courts Department (240). Revenue of $3,094,077 and expenditures of $3,776,505 in the Justice Courts Special Revenue Fund (245) are restated to Justice Courts. 525 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 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. Program Results 80CJ - CRIMINAL JUSTICE PROGRAM Description Percent of Criminal Traffic cases resolved within 180 days. Percent of Misdemenaor Criminal cases resolved within 180 days. Percent of Misdemeanor DUI cases resolved within 180 days. FY 2007 Actual 77.8% FY 2008 Forecast 100.0% 56.0% 81.0% 85.0% 4.0% 4.9% 71.7% 87.0% 90.0% 3.0% 3.4% Activities that comprise this program include: • Criminal Traffic Adjudication • Misdemeanor DUI Adjudication • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% (1.0%) -1.0% Misdemeanor Criminal Adjudication Criminal Traffic Activity The purpose of the Criminal Traffic Adjudication Activity is to resolve criminal traffic cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. 526 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Performance Analysis: Measure Description Percent of Criminal Traffic cases resolved within 180 days. Number of Criminal Traffic cases resolved. Number of Criminal Traffic (CTRF) cases filed. Cost per Criminal Traffic case resolved. FY 2007 Actual 77.8% FY 2008 Forecast 100.0% 65,635 71,893 72,592 699 1.0% 67,357 69,834 73,326 3,492 5.0% $15.82 $16.84 $16.38 $0.45 2.7% 100 - GENERAL $ 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% (1.0%) -1.0% 77,674 $ 153,501 - $ - - $ - - 0.0% 0.0% 231,174 $ - $ - $ - 0.0% 819,373 $ 21,819 1,026,838 $ 1,247 972,920 $ 24,786 197,179 182,318 1,038,371 $ 191,673 1,210,403 $ 1,189,379 $ 53,918 (23,539) 5.3% -1887.7% (9,355) -5.1% 21,024 1.7% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Misdemenaor Criminal cases resolved within 180 days. Number of Misdemeanor Criminal cases resolved. Number of Misdemeanor Criminal (MCAD) cases filed. Cost per Misdemeanor Criminal case resolved. FY 2007 Actual 56.0% FY 2008 Forecast 81.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 4.0% 4.9% 20,900 19,650 21,665 2,015 10.3% 26,900 24,275 25,489 1,214 5.0% $69.76 $82.85 $73.86 $8.99 10.9% (447,779) (49,588) -3.8% -15.4% (84,584) -7.5% Revenue 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 11,894,942 $ 384,062 13,389,856 $ 13,277,254 $ 12,695,303 $ (581,951) -4.4% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,233,708 $ 6,988 1,404,034 $ (2) 1,151,454 $ 30,233 252,580 (30,235) 18.0% 1511750.0% (194,431) -86.8% 1,110,852 11,835,161 $ 321,076 1,121,017 11,387,382 $ 271,488 1,036,433 Expenditure 217,298 1,457,994 $ 224,019 1,628,051 $ 527 418,450 1,600,137 $ 27,914 1.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Misdemeanor DUI cases resolved within 180 days. Number of Misdemeanor DUI cases resolved. Number of Misdemeanor DUI cases filed. Cost per Misdemeanor DUI case resolved. FY 2007 Actual 71.7% FY 2008 Forecast 87.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 3.0% 3.4% 11,198 10,080 10,917 837 8.3% 11,968 11,552 12,130 578 5.0% $71.86 $72.29 $64.68 $7.61 10.5% (22,400) 0.0% -100.0% (581,951) -4.4% 33,250 (16,156) 5.4% -959.4% Revenue 100 - GENERAL $ 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES 34,128 $ 13,389,856 - $ 22,400 13,277,254 - $ 12,695,303 Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 653,368 $ 10,231 618,155 $ 1,684 584,905 $ 17,840 141,119 108,845 103,372 804,718 $ 728,684 $ 706,117 $ 5,473 5.0% 22,567 3.1% 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 80CJ - CIVIL COURT Description Percent of Civil Traffic cases resolved within 180 days. FY 2007 Actual 85.9% FY 2008 Forecast 102.0% Percent of Small Claims cases resolved within 180 days. 57.4% 76.0% 80.0% 4.0% 5.3% Percent of Small Civil cases resolved within 180 days. 99.6% 80.0% 80.0% (0.0%) 0.0% Activities that comprise this program include: • Civil Traffic • Civil Small Claims • Forcible Detainer • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% (2.0%) -2.0% Injunctions Against Harassment Orders of Protection Small Civil (Justice Courts) Civil Traffic Activity The purpose of the Civil Traffic Activity is to resolve civil traffic cases in Justice Courts for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. 528 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Civil Traffic cases resolved within 180 days. Number of Civil Traffic cases resolved. Number of Civil Traffic (CIVT) cases filed. Cost per Civil Traffic case resolved. FY 2007 Actual 85.9% FY 2008 Forecast 102.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% (2.0%) -2.0% 153,826 156,852 160,365 3,513 2.2% 148,642 152,729 160,365 7,636 5.0% $25.53 $28.58 $28.96 -$0.38 -1.3% 100 - GENERAL $ 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,461,872 $ 905,328 1,265,387 $ 823,148 1,184,115 $ 889,512 (81,272) 66,364 -6.4% 8.1% 2,367,201 $ 2,088,535 $ 2,073,627 $ (14,908) -0.7% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 3,104,506 $ 188,711 3,628,360 $ 211,516 3,463,858 $ 348,672 164,502 (137,156) 4.5% -64.8% (188,923) -29.4% (161,577) -3.6% Expenditure 634,185 3,927,402 $ 643,153 4,483,029 $ 832,076 4,644,606 $ 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). Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Small Claims cases resolved within 180 days. Number of Small Claims cases resolved. Number of Small Claims (CVSC) cases filed. Cost per Small Claims case resolved. FY 2007 Actual 57.4% FY 2008 Forecast 76.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% 4.0% 5.3% 14,048 12,596 13,877 1,281 10.2% 14,276 16,520 17,346 826 5.0% $91.94 $119.98 $110.91 $9.07 7.6% Revenue 100 - GENERAL $ TOTAL SOURCES $ 85,790 $ 85,790 $ - $ - $ - $ - $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,042,728 $ 4,353 1,172,148 $ 91,839 1,226,295 $ 35,679 - 0.0% 0.0% Expenditure 244,472 1,291,553 $ 247,340 1,511,327 $ 277,175 1,539,149 $ (54,147) 56,160 -4.6% 61.2% (29,835) -12.1% (27,822) -1.8% 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. 529 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Forcible Detainer cases resolved. Number of Forcible Detainer (FDET) cases filed. Cost per Forcible Detainer case resolved. FY 2007 FY 2008 FY 2009 Variance % Variance Actual Forecast Adopted Forecast - Adopted Forecast - Adopted Not Reported Not Reported Not Reported 0.0% 0.0% 73,178 82,825 80,562 -2,263 -2.7% 81,945 80,764 $36.27 $36.41 84,802 $37.66 4,038 5.0% -$1.24 -3.4% Revenue 100 - GENERAL $ TOTAL SOURCES $ 161,688 $ 161,688 $ - $ - $ - $ - $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,256,719 $ 96,464 2,651,663 $ 93,595 2,412,105 $ 134,002 - 0.0% 0.0% Expenditure 300,672 2,653,855 $ 270,776 3,016,034 $ 487,696 3,033,803 $ 239,558 (40,407) 9.0% -43.2% (216,920) -80.1% (17,769) -0.6% The department will be developing new measures as part of the strategic business plan update process. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Injunctions Against Harassment issued. Number of Injunctions Against Harassment (INJH) requested. Cost per Injunction Against Harassment issued. FY 2007 FY 2008 FY 2009 Variance % Variance Actual Forecast Adopted Forecast - Adopted Forecast - Adopted Not Reported Not Reported Not Reported 0.0% 0.0% 5,206 4,974 5,223 249 5.0% 5,269 4,974 5,223 249 5.0% $120.61 $144.20 $143.70 $0.50 0.3% Revenue 100 - GENERAL $ TOTAL SOURCES $ 37,202 $ 37,202 $ - $ - $ - $ - $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 547,884 $ 6,374 609,036 $ 347 635,766 $ 12,393 107,888 102,408 717,271 $ 750,567 $ - 0.0% 0.0% Expenditure 73,662 627,919 $ (26,730) (12,046) -4.4% -3471.5% 5,480 5.1% (33,296) -4.6% The department will be developing new measures as part of the strategic business plan update process. 530 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description TBD Number of Orders of Protection issued. Number of Orders of Protection (ORDP) requested. Cost per Order of Protection issued. 100 - GENERAL FY 2007 Actual 0.0% 5,392 FY 2008 Forecast 0.0% 4,945 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 58,314 53,369 1079.3% $5,557.00 $4,945.00 $72,892.00 $67,947.00 1374.1% $159.58 $188.90 $15.93 $172.97 91.6% $ TOTAL SOURCES $ 34,810 $ 34,810 $ - $ - $ - $ - $ - $ - $ - 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 794,045 $ 4,372 861,256 $ 486 689,712 $ 15,116 171,544 (14,630) 19.9% -3010.3% 224,198 (151,834) -209.8% Expenditure 62,035 72,364 860,452 $ 934,106 $ 929,026 $ 5,080 0.5% The department will be developing new measures as part of the strategic business plan update process. Small Civil Activity The purpose of the Small Civil Activity is to resolve Justice Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-503 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). 531 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Small Civil cases resolved within 180 days. Number of Small Civil cases resolved. Number of Small Civil (SMCV) cases filed. Cost per Small Civil case resolved. FY 2007 Actual 99.6% FY 2008 Forecast 80.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% (0.0%) 0.0% 59,060 55,647 58,314 2,667 4.8% 50,660 69,421 72,892 3,471 5.0% $32.29 $39.21 $35.97 $3.24 8.3% 439,763 (170,824) 11.7% -30.7% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 3,436,519 $ 384,400 3,752,330 $ 557,318 . 4,192,093 $ 386,494 1,402,864 1,553,890 1,168,132 (385,758) -24.8% 5,223,783 $ 5,863,538 $ 5,746,719 $ (116,819) -2.0% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,528,664 $ 8,593 1,834,164 $ 973 1,615,307 $ 29,009 218,857 (28,036) 11.9% -2881.4% (106,515) -30.7% Expenditure 369,558 1,906,815 $ 346,796 2,181,933 $ 532 453,311 2,097,627 $ 84,306 3.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - FY 2008-09 REQUESTED BUDGET $ - $ - FY 2008-09 TENTATIVE BUDGET $ - $ - RESTATEMENTS: Restate Justice Court Funding from Trial Courts (800) $ 14,115,672 $ 16,763,590 FY 2008-09 ADOPTED OPERATING BUDGET $ 14,115,672 $ 16,763,590 $ 14,115,672 $ 16,763,590 FY 2008-09 ADOPTED BUDGET 533 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Court Judicial Enhancement Fund (204) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - FY 2008-09 REQUESTED BUDGET $ - $ - FY 2008-09 TENTATIVE BUDGET $ - $ - RESTATEMENTS: Restate Justice Court Judicial Enhancement Funding from Trial Courts (800) $ 657,480 $ 657,982 FY 2008-09 ADOPTED OPERATING BUDGET $ 657,480 $ 657,982 $ 657,480 $ 657,982 FY 2008-09 ADOPTED BUDGET 534 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Court Special Revenue Fund (245) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - FY 2008-09 REQUESTED BUDGET $ - $ - FY 2008-09 TENTATIVE BUDGET $ - $ - RESTATEMENTS: Restate Justice Court Special Revenue Funding from Trial Courts (800) $ 3,776,505 $ 3,094,077 FY 2008-09 ADOPTED OPERATING BUDGET $ 3,776,505 $ 3,094,077 $ 3,776,505 $ 3,094,077 FY 2008-09 ADOPTED BUDGET 535 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Justice System Planning & Information Analysis by Bradley Kendrex, Sr. Management & Budget Analyst Summary Mission TBD Vision TBD 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 maintain its production Data Exchanges as well as completing the design, development, and implementation of Data Exchanges that were near completion as of FY08. The five primary ICJIS stakeholders (Maricopa County Sheriff, County Attorney, Superior Court, Clerk of Superior Court, and Indigent Rep Agencies) rely 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 and implemented, supporting interfaces with federal, state, and local systems where appropriate and approved by ICJIS Governance. • 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 Governance has created its Management Information Access Committee (MIAC) to process requests for aggregate statistical information on criminal justice processes. ICJIS is in position to support the gathering of statistical data that would support analysis and decision making where appropriate and approved by ICJIS Governance. 536 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 168,594 168,594 $ 717,019 717,019 $ 993,018 993,018 $ 725,248 725,248 $ 421,841 421,841 $ 571,177 571,177 57.5% 57.5% $ 8,246 8,246 $ 290,606 276,000 14,606 $ 14,606 14,606 $ 14,604 14,604 $ 14,604 14,604 $ 2 2 0.0% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP TOTAL PROGRAMS $ 1,335,189 1,335,189 1,512,029 $ 1,822,713 1,822,713 2,830,338 $ 1,751,956 1,751,956 2,759,580 $ 1,651,158 1,651,158 2,391,010 $ 1,801,416 1,801,416 2,237,861 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ $ $ $ (49,460) (49,460) 521,719 $ 0.0% -2.8% -2.8% 18.9% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 797,892 $ 191,201 (547,629) 441,464 $ FY 2007-08 REVISED FY 2007-08 FORECAST 1,899,422 $ 521,991 (1,212,428) 1,208,985 $ 1,899,422 $ 521,991 (1,212,428) 1,208,985 $ $ $ 377,891 377,891 $ $ 377,891 377,891 $ $ 356,528 356,528 341,765 $ (256) 129,153 (12,686) 8,458 40,132 506,566 $ 692,412 69,055 12,373 14,145 48,800 836,785 $ $ $ 646,454 69,055 12,373 14,145 24,000 766,027 $ SUBTOTAL $ 301,852 301,852 $ $ 406,677 406,677 $ $ TOTAL USES $ 1,512,029 $ 2,830,338 $ $ SUBTOTAL $ 262,146 262,146 SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ CAPITAL 0950 - DEBT SERVICE FY 2007-08 ADOPTED FY 2008-09 ADOPTED 1,698,122 $ 414,846 6,494 (1,139,999) 979,463 $ ADOPTED VS REVISED VARIANCE % 807,289 218,632 1,025,921 $ 1,092,133 57.5% 303,359 58.1% 0.0% (1,212,428) 100.0% 183,064 15.1% $ $ $ 431,253 431,253 $ $ (53,362) (53,362) -14.1% -14.1% $ $ 374,146 (2,988) 6,227 (4,967) (573) 17,000 (185) 388,660 57.9% 0.0% 9.0% -40.1% 0.0% 70.8% $ 272,308 2,988 62,828 17,340 14,718 7,000 185 377,367 $ $ 638,802 996 69,055 16,079 7,041 18,865 163 751,001 406,677 406,677 $ $ 304,018 304,018 $ $ 403,320 403,320 $ $ 3,357 3,357 0.0% 2,759,580 $ 2,391,010 $ 2,237,861 $ 521,719 18.9% 50.7% Sources and Uses by Fund FY 2006-07 ACTUAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ - $ 846,536 $ 846,536 $ 725,245 $ 542,057 $ 304,479 36.0% $ 1,512,029 1,512,029 $ 1,983,802 1,983,802 $ 1,913,044 1,913,044 $ 1,665,765 1,665,765 $ 1,695,804 1,695,804 $ 217,240 217,240 11.4% 11.4% TOTAL FUNDS $ 1,512,029 $ 2,830,338 $ 2,759,580 $ 2,391,010 $ 2,237,861 $ 521,719 18.9% 255 - DETENTION OPERATIONS TOTAL SPECIAL REVENUE General Adjustments Create IT Operations Manager position: An IT Operations Manager position is being created at a total salary and benefit cost of $120,213 to oversee the ongoing maintenance of the Integrated Criminal Justice Information System (ICJIS). Eliminate Asst. County Manager – Criminal Justice position: The Assistant County Manager – Criminal Justice position is being eliminated in a reorganization of the department, reducing the General Fund budget by $198,967. Adjust Personnel: The General Fund budget is being increased by $50,000 to augment the personal services budget for the cost of a contract staff position. 537 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Programs and Activities Crime and Delinquency Prevention Program The purpose of the Crime and Delinquency Prevention program is to provide technical assistance, analytical support, and professional services to County agencies, state and local governments, and community groups so they can implement community and evidence-based prevention strategies. Program Results Measure Description % of recommended crime and delinquency strategies implemented % of community partners who report that technical assistance was effective % of teens reporting Meth Use % of adults testing positive for Meth use via workplace testing FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Activities that comprise this program include: • AZ Meth Project • Crime Variance Forecast - Adopted and % Variance Forecast - Adopted Delinquency Prevention AZ Meth Project Activity The purpose of the AZ Meth Project activity is to provide a Meth use prevention advertising campaign and community outreach services to citizens within the State of Arizona so they can reduce first-time Meth use. Mandates: This is a non-mandated activity. Performance Analysis: Measure Type Result Result Output Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description % of adults testing positive for Meth use via workplace testing % of teens reporting Meth Use # of ads (television, billboards, radio, etc.) shown # of meetings facilities/presentations made # of materials mailed # of contacts (web comments, phone calls) returned # of teens surveyed regarding meth use # of meetings/presentations requested # of contacts received # of materials requested Cost per ad shown Cost per meeting/presentation facilitated Cost per materials mailed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported 20,000 Not Reported 23,000 Not Reported 3,000 Not Reported 13.0% Not Reported 125 154 29 18.8% Not Reported Not Reported 60,000 525 71,390 800 11,390 275 16.0% 34.4% Not Reported Not Reported Variance Forecast - Adopted Not Reported Not Reported Not Reported % Variance Forecast - Adopted Not Reported Not Reported Not Reported 125 170 45 26.5% Not Reported Not Reported Not Reported Not Reported 525 60,000 $0 $0 800 71,410 $0 $0 275 11,410 34.4% 16.0% Not Reported $0 $0 Crime and Delinquency Prevention Activity The purpose of the Crime and Delinquency Prevention activity is to provide technical assistance, analytical support, and professional services to County agencies, state and local governments, and community groups so they can implement evidence-based strategies. 538 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Mandates: This is a non-mandated activity. Performance Analysis: Measure Type Result Result Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description % of recommended crime and delinquency strategies implemented % of community partners who report that technical assistance was effective # of reports provided # of crime and delinquency prevention strategies recommended # of meetings facilitated # of reports requested # of strategies recommended # of meetings requested Cost per crime and delinquency prevention strategy recommended Cost per meeting facilitated Cost per report provided FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted Not Reported % Variance Forecast - Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 13 1 13 1 0 0 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported 150 1 0 150 $0 150 1 0 150 $0 0 0 0 0 $0 0.0% 0.0% Not Reported Not Reported $0 $0 $0 $0 $0 $0 0.0% Justice System Planning and Analysis Program The purpose of the Justice System Planning and Analysis program is to provide research, planning, and analytical support to County management and justice agencies so they can administer the justice system cost effectively and implement justice policies to address operational problems in the justice system. Program Results Measure Description % of County management and justice agencies who report that JSPA's reports, analyses, recommendations, and projections provide information useful for policy development % of research reports utilized in decision making % of data analyses utilized in decision making % of policy analyses and recommendations adopted FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported Not Reported 75.0% 75.0% 66.7% FY 2009 Adopted Not Reported 0.0% Not Reported 0.0% Variance Forecast - Adopted % Variance Forecast - Adopted (75.0%) -100.0% (66.7%) -100.0% Activities that comprise this program include: • Research and Planning Research and Planning Activity The purpose of the Research and Planning activity is to provide research, analytical support, and planning information services to County management and justice agencies so they can address justice system operational problems, future growth, demands, and needs to more cost-effectively administer the system. Mandates: This is a non-mandated activity. 539 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Efficiency Efficiency Efficiency Efficiency Measure Description % of research reports utilized in decision making % of data analyses utilized in decision making % of policy analyses and recommendations adopted % of County management and justice agencies who report that JSPA's reports, analyses, recommendations, and projections provide information useful for policy development # of reports provided # of data analyses provided # of policy analyses and recommendations provided # of projections provided # of meetings facilitated # of managers surveyed about whether reports, analysis, recommendations, and projections provide useful information # of reports requested # of data analyses requested # of policy analyses and recommendations requested # of projections requested # of meetings requested Cost per data analysis provided Cost per meeting facilitated Cost per report provided Cost per projection provided Cost per policy analysis and recommendations provided FY 2007 Actual Not Reported FY 2008 Forecast 75.0% FY 2009 Adopted Not Reported Not Reported 75.0% Not Reported Not Reported 66.7% Not Reported Not Reported Not Reported 6 62 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 24 24 6 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 6 62 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 540 13 -11 -84.6% 26 20 76.9% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported % Variance Forecast - Adopted Not Reported 24 24 6 Not Reported Variance Forecast - Adopted Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 846,536 $ - FY 2007-08 REVISED RESTATED BUDGET $ 846,536 $ - TARGET ADJUSTMENTS: Removal of one-time AARIN Project funding $ (276,000) $ - FY 2008-09 BUDGET TARGET $ 570,536 $ - FY 2008-09 REQUESTED BUDGET $ 570,536 $ - BASE ADJUSTMENTS: Create IT Operations Manager position -- 1.0 FTE $ 120,213 $ - (198,692) $ 50,000 (148,692) $ - 542,057 $ -5.0% - BUDGET BALANCING ADJUSTMENTS: Eliminate Asst. County Manager - Criminal Justice position -- 1.0 FTE Adjust personnel $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 541 542,057 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Justice System Planning & Information Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions Eliminate Network Security Officer position -- 1.0 FTE $ Subtotal $ 1,983,802 $ - (70,758) $ - 1,913,044 $ - (70,759) $ (146,483) (217,242) $ - FY 2008-09 BUDGET TARGET $ 1,695,802 $ - FY 2008-09 REQUESTED BUDGET $ 1,695,802 $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,695,802 $ 0.0% - FY 2008-09 TOTAL ADOPTED BUDGET $ 542 1,695,802 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The Mission of the Juvenile Probation Department is to provide access to evidence-based early intervention, supervision, treatment and secure care 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. • Benchmark: July 2006 – 324 days overcapacity (overall) • July 2007: Reduce by 8%, to no more than 298 days over capacity • July 2008: Reduce by 25%, to no more than 243 days over capacity • July 2009: Reduce by 44%, to no more than 182 days over capacity. 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: Currently, the Administrative Office of the Supreme Court has assembled a statewide Detention Task Force committee to identify standards for Juvenile Detention facilities. The standards are based on nationally recognized standards, court orders and legislative mandates. The work of the task force is to be completed by July 1, 2009. Juvenile Probation detention facilities will be in compliance with the identified State standards. • To provide services to those whose primary language is not English, enhancements to written and oral communications will be made. • July 2008: All forms used by the public will be made available in both English and Spanish. • July 2008: Department website will be offered in English and Spanish. 543 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • Department Strategic Plans and Budgets Juvenile Probation July 2009: 80% of clients report that services was provided in a language that met their needs. Status: Currently all reception areas in the department, including satellite offices have been given “I Speak” cards in order to identify the primary language spoken by the client. Furthermore, pocket sized cards with the Language Line information, has been provided to all Department staff. The department offers Spanish language training, in addition to other nonEnglish language learning opportunities for staff members. • 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: • Benchmark: Judicial Officer Report Satisfaction Survey December 2006 • Judicial satisfaction with quality of investigative reports will be 99%. • The timeliness of completion for most current information (MCI) and Disposition Reports will be 99%. Status: With the transition from the Juvenile Online Tracking System (JOLTS) to the Integrated Court Information System (iCIS), the department has faced significant challenges in electronic tracking of the timeliness of MCI and Disposition reports. The department will continue to work on addressing this issue in 2009. • 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. • By July 2007: Identify a viable risk/needs instrument • By December 2007: Begin one year pilot program • By July 2009: Develop associated case planning. 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. • By July 2008: Review Detention Programs • By July 2009: Review Probation Supervision and Treatment Programs • By July 2010: Review Early Intervention & Prevention Programs. Status: The department will continue to move towards Evidence Based Practices while monitoring this goal in FY 2008-09. • 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: The department has limited authority to fill vacant positions and has not participated in as many job fairs. Conversely, difficult financial times result in better retention rates. 544 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 27JD - JUVENILE DETENTION DALT - ALTERNATIVE TO JUV SECURE CARE PDIS - JUV PRE-DISPO SECURE CARE FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 864,956 131,254 733,702 $ 2,383,991 250,004 2,133,987 $ 2,458,991 325,004 2,133,987 $ 1,701,718 487,786 1,213,932 $ 1,360,251 452,000 908,251 $ (1,098,740) 126,996 (1,225,736) -44.7% 39.1% -57.4% 27EN - JUVENILE EARLY INTERVENTION JVCP - JUV CRIME & TRUANCY PREVENTION DVRN - JUVENILE COURT DIVERSION $ 5,306,541 2,569,567 2,736,973 $ 6,049,207 3,328,698 2,720,509 $ 6,049,207 3,328,698 2,720,509 $ 4,325,705 2,036,759 2,288,946 $ 4,671,965 1,686,607 2,985,358 $ (1,377,242) (1,642,091) 264,849 -22.8% -49.3% 9.7% 27JP - JUVENILE PROBATION SUPERVISION JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JSTD - JUV STANDARD PROB SUPERVISION $ 743,706 $ 97,937 (172,624) 818,393 1,103,488 15,000 1,088,488 $ 1,103,488 15,000 1,088,488 $ 685,708 685,708 $ 1,076,688 1,076,688 $ (26,800) (15,000) (11,800) -2.4% -100.0% 27JT - JUVENILE TREATMENT RTCA - JUVENILE RESIDENTIAL TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT $ 219,060 $ (44,617) 263,677 365,757 279,903 85,854 $ 450,402 279,903 170,499 $ 317,271 204,211 113,060 $ 405,263 335,263 70,000 $ (45,139) 55,360 (100,499) -10.0% 19.8% -58.9% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES RMGT - RISK MANAGEMENT $ 13,244 13,244 - $ 19,909 8,001 11,908 $ 98,290 8,001 90,289 $ 110,462 16,206 94,256 $ 19,260 8,001 11,259 $ (79,030) (79,030) -80.4% 0.0% -87.5% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 3,268,525 3,268,525 $ 1,960,698 1,960,698 $ 1,960,698 1,960,698 $ 2,024,917 2,024,917 $ 3,760,698 3,760,698 $ TOTAL PROGRAMS $ EXPENDITURES 27JD - JUVENILE DETENTION $ DALT - ALTERNATIVE TO JUV SECURE CARE PSYC - JUV DET BEHAVIORAL HEALTH JDAC - JUV DETENTION ASSESSMENT JMED - JUV DETENTION MEDICAL HEALTH PDIS - JUV PRE-DISPO SECURE CARE 10,416,031 $ 11,883,050 $ 12,121,076 $ 9,165,781 $ 11,294,125 $ (826,951) -6.8% 30,273,872 2,327,274 663,195 1,408,968 2,835,781 23,038,655 $ 33,541,799 2,067,498 754,129 1,553,693 3,187,224 25,979,255 $ 33,714,200 2,069,254 755,636 1,556,520 3,195,675 26,137,115 $ 31,583,129 2,537,790 689,142 1,704,728 2,771,930 23,879,539 $ 35,017,835 2,591,651 2,080,126 1,642,410 3,048,335 25,655,313 $ (1,303,635) (522,397) (1,324,490) (85,890) 147,340 481,802 -3.9% -25.2% -175.3% -5.5% 4.6% 1.8% 1,800,000 1,800,000 -1.1% 91.8% 91.8% 27EN - JUVENILE EARLY INTERVENTION JVCP - JUV CRIME & TRUANCY PREVENTION DVRN - JUVENILE COURT DIVERSION TEEN - JUVENILE TEEN COURT $ 7,109,689 3,966,873 2,882,455 260,361 $ 7,856,500 4,202,578 3,216,286 437,636 $ 8,118,238 4,443,059 3,236,936 438,243 $ 7,636,483 3,890,238 3,250,398 495,847 $ 6,417,962 2,773,254 3,135,658 509,050 $ 1,700,276 1,669,805 101,278 (70,807) 20.9% 37.6% 3.1% -16.2% 27JP - JUVENILE PROBATION SUPERVISION JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION SOPS - JUV SEX OFFENDER SUPV JSTD - JUV STANDARD PROB SUPERVISION JPDI - PRE-DISPOSITION INVESTIGATIONS DWRS - RESIDENTIAL DUAL WARD SUPV $ 15,677,236 4,513,218 3,580,847 7,583,171 - $ 16,793,939 4,687,985 594,643 9,374,231 1,759,870 377,210 $ 16,734,496 4,722,378 600,390 9,271,602 1,763,102 377,024 $ 16,930,318 4,014,199 35,499 11,318,001 1,513,503 49,116 $ 15,299,890 3,184,870 87,931 9,578,055 2,403,139 45,895 $ 1,434,606 1,537,508 512,459 (306,453) (640,037) 331,129 32.6% 85.4% -3.3% -36.3% 87.8% 27JT - JUVENILE TREATMENT NRTA - JUV NON-RESIDENTIAL TREATMENT SEXT - JUV SEX OFFENDER TREATMENT DRUG - JUVENILE DRUG TREATMENT RTCA - JUVENILE RESIDENTIAL TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT YRAA - YOUTH RECOVERY ACADEMY $ 5,058,351 277,833 61,374 375,344 258,155 609,165 3,476,480 $ 5,405,858 354,694 274,447 152,063 412,930 635,454 3,576,270 $ 5,419,116 356,096 276,376 151,932 415,229 643,081 3,576,402 $ 4,615,413 506,881 71,958 164,352 387,337 511,713 2,973,172 $ 1,592,512 461,416 92,352 202,764 340,226 495,754 - $ 3,826,604 (105,320) 184,024 (50,832) 75,003 147,327 3,576,402 70.6% -29.6% 66.6% -33.5% 18.1% 22.9% 100.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 3,659,496 40,014 1,114,716 1,096,617 1,069,555 318,477 20,117 $ 3,636,245 52,495 1,128,735 1,335,877 891,626 201,531 25,981 $ 3,652,746 52,516 1,136,690 1,340,195 893,338 204,044 25,963 $ 3,607,480 101,989 965,693 1,263,468 955,588 299,627 21,115 $ 3,631,642 97,846 999,554 1,353,246 955,674 185,313 40,009 $ 21,104 (45,330) 137,136 (13,051) (62,336) 18,731 (14,046) 0.6% -86.3% 12.1% -1.0% -7.0% 9.2% -54.1% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 298,724 298,724 $ 340,284 340,284 $ 340,284 340,284 $ 366,847 366,847 $ 367,346 367,346 $ (27,062) (27,062) -8.0% -8.0% 1,925,563 $ 961,082 424,996 487,592 36,382 15,886 (376) 64,040,825 $ 1,691,322 1,049,619 134,004 454,164 39,558 12,000 1,977 69,265,947 $ 1,670,004 1,049,410 112,969 454,164 39,484 12,000 1,977 69,649,084 $ 1,604,225 $ 1,067,258 75,767 421,922 42,302 (3,024) 66,343,895 $ 1,872,898 1,084,612 97,125 633,235 43,949 12,000 1,977 64,200,085 $ (202,894) (35,202) 15,844 (179,071) (4,465) 5,448,999 -12.1% -3.4% 14.0% -39.4% -11.3% 0.0% 0.0% 7.8% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPOR HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 545 $ $ $ 8.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 7,821,658 22,237 7,843,895 $ 7,129,843 20,999 7,150,842 $ 7,367,869 20,999 7,388,868 $ 5,801,969 13,474 5,815,443 $ 6,177,305 20,999 6,198,304 $ (1,190,564) -16.2% - 0.0% (1,190,564) -16.1% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,138,583 1,138,583 $ 1,237,490 1,237,490 $ 1,237,490 1,237,490 $ 734,099 734,099 $ 1,237,490 1,237,490 $ - 0.0% 0.0% $ SUBTOTAL $ 1,298,137 1,298,137 $ $ 1,960,698 1,960,698 $ $ 1,960,698 1,960,698 $ $ 1,883,042 1,883,042 $ $ 3,760,698 3,760,698 $ $ 1,800,000 1,800,000 91.8% 91.8% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 107,664 27,752 135,416 $ $ $ 72,633 25,000 97,633 $ $ 150,732 582,465 733,197 $ $ 72,633 1,461,387 1,534,020 $ $ 72,633 1,461,387 1,534,020 $ - 0.0% (1,436,387) -98.3% (1,436,387) -93.6% ALL REVENUES $ 10,416,031 $ 11,883,050 $ 12,121,076 $ 9,165,781 $ 11,294,125 $ (826,951) -6.8% TOTAL SOURCES $ 10,416,031 $ 11,883,050 $ 12,121,076 $ 9,165,781 $ 11,294,125 $ (826,951) -6.8% FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ $ $ Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 36,519,384 $ 231,381 1,831,780 12,024,977 697,309 (1,529,478) 3,369,044 53,144,397 $ 41,037,874 $ 249,085 1,003,910 13,854,550 780,202 (5,793,361) 7,897,016 59,029,276 $ 41,053,302 $ 249,085 1,003,910 13,867,948 1,031,805 (5,793,361) 7,897,016 59,309,705 $ 39,885,491 $ 210,767 573,137 13,120,819 927,712 (4,303,248) 6,585,145 56,999,823 $ 39,371,146 $ 980,080 419,400 12,559,262 480,467 (7,946,387) 10,170,301 56,034,269 $ 1,682,156 4.1% (730,995) -293.5% 584,510 58.2% 1,308,686 9.4% 551,338 53.4% 2,153,026 -37.2% (2,273,285) -28.8% 3,275,436 5.5% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,152,390 $ 333,589 57,164 149,810 (5,331) 612,790 2,300,412 $ 1,045,501 $ 431,610 61,123 26,800 (33,257) 752,610 2,284,387 $ 1,045,501 $ 431,610 61,123 26,800 (33,257) 752,610 2,284,387 $ 792,798 $ 251,672 67,780 18,144 (33,269) 693,836 1,790,961 $ 1,039,373 $ 1,431,610 95,775 25,500 (40,763) 1,128,118 3,679,613 $ 6,128 0.6% (1,000,000) -231.7% (34,652) -56.7% 1,300 4.9% 7,506 -22.6% (375,508) -49.9% (1,395,226) -61.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 7,037 $ 1,293,006 4,180,678 413,672 340,908 875,372 363,639 281,502 92,762 93,250 13,418 (270,777) 270,777 7,955,244 $ 3,100 $ 730,600 4,556,977 517,013 296,550 714,960 313,656 135,443 185,781 100,200 12,300 (270,773) 298,699 7,594,506 $ 3,100 $ 730,600 4,571,977 375,818 296,550 952,985 313,656 126,322 185,780 100,200 12,300 (270,773) 298,699 7,697,214 $ 2,880 $ 449,406 3,641,291 447,369 311,350 1,702,467 329,883 158,434 91,166 72,048 15,584 (270,790) 279,717 7,230,805 $ 3,100 $ 681,980 1,396,413 380,550 283,550 461,579 320,104 128,916 176,165 103,200 12,300 (629,003) 658,116 3,976,970 $ 0.0% 48,620 6.7% 3,175,564 69.5% (4,732) -1.3% 13,000 4.4% 491,406 51.6% (6,448) -2.1% (2,594) -2.1% 9,615 5.2% (3,000) -3.0% 0.0% 358,230 -132.3% (359,417) -120.3% 3,720,244 48.3% 9,858 $ 347,920 (9,858) 9,858 357,778 $ 9,858 $ 347,920 (9,858) 9,858 357,778 $ 3,292 $ 319,018 (3,288) 3,284 322,306 $ - 9,858 100.0% (161,313) -46.4% (9,858) 100.0% 9,858 100.0% (151,455) -42.3% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 169,824 372,610 50,000 602,877 $ TOTAL USES $ 64,002,931 $ $ 69,265,947 $ 546 69,649,084 $ 66,343,895 $ $ 509,233 509,233 $ 64,200,085 $ 5,448,999 7.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 35,481 $ 29,000 $ 29,000 $ 29,680 $ 29,000 $ 227 - JUVENILE PROBATION GRANTS SPECIAL REVENUE - GRANT $ $ 7,832,785 7,832,785 $ $ 8,616,230 8,616,230 $ $ 8,854,256 8,854,256 $ $ 6,383,963 6,383,963 $ $ 6,227,305 6,227,305 $ $ (2,626,951) (2,626,951) -29.7% -29.7% 228 - JUVENILE PROBATION SPECIAL FEE 229 - JUVENILE RESTITUTION 275 - JUVENILE PROBATION DIVERSION SPECIAL REVENUE - OTHER $ $ $ 4,696,187 25,000 316,633 5,037,820 $ $ 2,441,788 28,085 282,265 2,752,138 $ $ 2,896,187 25,000 316,633 3,237,820 $ $ 2,896,187 25,000 316,633 3,237,820 $ $ 2,178,401 31,138 338,232 2,547,771 $ 1,800,000 1,800,000 62.2% 0.0% 0.0% 55.6% TOTAL SPECIAL REVENUE $ 10,380,556 $ 11,854,050 $ 12,092,076 $ 9,136,101 $ 11,265,125 $ (826,951) -6.8% TOTAL FUNDS $ 10,416,037 $ 11,883,050 $ 12,121,076 $ 9,165,781 $ 11,294,125 $ (826,951) -6.8% $ 21,747,569 $ 21,235,324 $ 21,190,397 $ 21,646,716 $ 17,220,629 $ 3,969,768 18.7% 227 - JUVENILE PROBATION GRANTS SPECIAL REVENUE - GRANT $ $ 6,844,939 6,844,939 $ $ 8,591,502 8,591,502 $ $ 8,829,528 8,829,528 $ $ 6,399,230 6,399,230 $ $ 6,227,304 6,227,304 $ $ 2,602,224 2,602,224 29.5% 29.5% 228 - JUVENILE PROBATION SPECIAL FEE 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION SPECIAL REVENUE - OTHER $ 995,760 27,009 34,141,158 246,596 35,410,523 $ 2,896,187 10,000 36,216,301 316,633 39,439,121 $ 2,896,187 25,000 36,391,339 316,633 39,629,159 $ $ $ 4,696,187 25,000 35,714,317 316,635 40,752,139 $ $ 2,867,595 19,210 35,085,810 325,334 38,297,949 $ (1,800,000) 677,023 (2) (1,122,980) -62.2% 0.0% 1.9% 0.0% -2.8% TOTAL SPECIAL REVENUE $ 42,255,462 $ 48,030,623 $ 48,458,687 $ 44,697,179 $ 46,979,443 $ 1,479,245 3.1% TOTAL FUNDS $ 64,003,031 $ 69,265,947 $ 69,649,084 $ 66,343,895 $ 64,200,072 $ 5,449,013 7.8% USES 100 - GENERAL $ $ $ - 0.0% General Adjustments Revenue Enhancement: An increase in revenue of $1,800,000 in the Juvenile Probation Fees Fund (228) resulting from an increase in the probation surcharge assessed on civil and criminal traffic violations from $10 to $20 allows a commensurate increase in expenditures. Costs associated with several activities will be shifted from the General Fund to the Juvenile Probation Fees Fund. Budget Reductions: A reduction of 3 FTE’s in the Detention Fund (255) will reduce the departmental expenditure budget in the Detention Fund (255) by $61,675 which impacts various activities and expands Juvenile Electronic Monitoring (JEM). A reduction in training hours reduces the departmental expenditure budget by $146,399 which will impact several activities including the Alternatives to Secure Care, Juvenile Detention Behavioral Health, and Juvenile Intensive Probation. Structural Balance: An increase in the Juvenile Probation Grants Fund (227) expenditures of $49,999 commensurate with forecasted grant revenues. 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. 547 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results 27EN - JUVENILE EARLY INTERVENTION Description 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 who received Juvenile Crime and Truancy Prevention services during the reporting period FY 2007 Actual 90.0% FY 2008 Forecast 94.0% 73.0% 100.0% 95.0% (5.0%) -5.0% 91.0% 86.0% 95.0% 9.0% 10.5% 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. Activities that comprise this program include: • Juvenile Court Diversion • Juvenile Crime & Truancy Prevention • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.0% (0.0%) 0.0% 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. 548 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 90.0% FY 2008 Forecast 100.0% 12,182 14,774 15,513 739 5.0% 12,182 14,774 15,513 739 5.0% $236.62 $220.01 $202.13 $17.88 8.1% 227 - JUVENILE PROBATION $ GRANTS 229 - JUVENILE RESTITUTION 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 2,367,605 $ 1,978,596 $ 2,643,725 $ 2,736,973 $ 2,288,946 $ 2,985,358 $ 696,412 30.4% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 736,856 $ 1,934,328 901,457 $ 2,102,155 791,654 $ 2,123,464 109,803 (21,309) 12.2% -1.0% 25,000 195,540 - (5,790) (33,575) 65,611 -30.1% -20.7% 100.0% 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. Number of eligible juvenile offenders who receive Diversion services. Number of eligible juvenile offenders referred to Juvenile Probation for a Diversion service. Cost per eligible juvenile who received Diversion services. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.0% (6.0%) -6.0% Revenue 31,137 338,231 28,085 282,265 25,000 316,633 665,129 (3,085) 34,368 33.6% -11.0% 12.2% Expenditure 27,009 110,451 73,811 19,210 161,965 65,611 2,882,455 $ 3,250,398 $ 3,135,658 $ 114,740 3.5% 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. 549 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 73.0% FY 2008 Forecast 100.0% 111,703 15,842 15,000 -842 -5.3% 150,071 15,842 15,000 -842 -5.3% $35.51 $245.56 $184.88 $60.68 24.7% 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ 2,569,567 $ 2,036,759 $ 1,686,607 $ (350,152) -17.2% 2,569,567 $ 2,036,759 $ 1,686,607 $ (350,152) -17.2% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 728,518 $ 2,967,323 1,039,125 $ 2,532,728 512,308 $ 1,893,186 526,817 639,542 50.7% 25.3% Percent of juveniles who received Juvenile Crime and Truancy Prevention services during the reporting period Number of juveniles receiving services from prevention programs Number of juveniles referred to prevention programs. Cost per juvenile receiving services from prevention programs. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% (5.0%) -5.0% Revenue Expenditure 148,530 122,502 3,966,873 $ 177,025 141,360 3,890,238 $ 201,972 165,788 2,773,254 $ (24,947) (24,428) 1,116,984 -14.1% -17.3% 28.7% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description 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. Number of eligible juveniles who participate in Teen Court. Number of juvenile offenders eligible to be referred to Teen Court. Cost per juvenile participating in Teen Court. FY 2007 Actual 91.0% FY 2008 Forecast 86.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 9.0% 10.5% 961 730 800 70 9.6% 961 730 800 70 9.6% $270.93 $679.24 $636.31 $42.93 6.3% 48,616 (41,112) 17.2% -27.0% (20,707) -34.1% (13,203) -2.7% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 196,866 $ 63,496 283,146 $ 152,007 - 60,694 260,361 $ 495,847 $ 234,530 $ 193,119 81,401 509,050 $ 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. 550 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results 27JT - JUVENILE TREATMENT Description 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 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. Percent of juvenile offenders who successfully completed Non-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. FY 2007 Actual 85.0% FY 2008 Forecast 85.0% 76.0% 65.0% 72.0% 7.0% 10.8% 88.0% 90.0% 90.0% 0.0% 0.0% 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 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. 76.0% 98.0% 80.0% (18.0%) -18.4% 95.0% 90.0% 91.0% 1.0% 1.1% 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. 81.0% 75.0% 0.0% (75.0%) -100.0% Activities that comprise this program include: • Juvenile Skills Development • Juvenile Drug Treatment • Juvenile Non-Residential Treatment • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 0.0% 0.0% Juvenile Residential Treatment Juvenile Sex Offender Treatment Youth Recovery Academy 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. 551 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Output Measure Description 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. Number of juvenile offenders who receive Drug Treatment. Demand Number of juvenile offenders referred to drug treatment. Efficiency Cost per juvenile offender who received drug treatment. FY 2007 Actual 72.0% FY 2008 Forecast 65.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 72.0% 7.0% 10.8% 368 105 200 95 90.5% 411 105 220 115 109.5% $1,019.96 $1,565.26 $1,013.82 $551.44 35.2% (36,276) (2,136) -22.2% -200.8% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 255 - DETENTION OPERATIONS TOTAL USES $ 149,436 $ 69,146 163,288 $ 1,064 75,640 - 81,123 375,344 $ 164,352 $ 199,564 $ 3,200 202,764 $ (38,412) -23.4% 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. 552 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Measure Description 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. FY 2007 Actual 72.0% FY 2008 Forecast 80.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 10.0% 12.5% Output Number of juvenile offenders who receive Non-Residential Treatment. 119 16 15 -1 -6.3% Demand Number of juvenile offenders referred or ordered by the court into NonResidential Treatment. 119 16 15 -1 -6.3% Efficiency Cost per juvenile offender who receives Non-Residential Treatment. $2,334.73 $31,680.06 $30,761.07 $919.00 2.9% 21,538 23,927 6.6% 13.4% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 161,275 $ 85,518 328,664 $ 178,217 31,039 - 277,833 $ 506,881 $ 307,126 $ 154,290 461,416 $ - - 45,465 9.0% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description 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 Number of juvenile offenders who receive residential treatment. TBD Cost per juvenile offender who receives residential treatment FY 2007 Actual 77.0% FY 2008 Forecast 98.0% 323 356 Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% (18.0%) -18.4% 360 4 1.1% Not Reported Not Reported $1,088.03 $945.07 $142.95 0.0% 13.1% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ (44,617) $ 204,211 $ 335,263 $ 131,052 64.2% (44,617) $ 204,211 $ 335,263 $ 131,052 64.2% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 195,846 $ 30,787 285,018 $ 102,319 256,338 $ 83,888 28,680 18,431 10.1% 18.0% Expenditure 31,522 - 258,155 $ 387,337 $ 340,226 $ 47,111 0.0% 12.2% The department will be developing new measures as part of the strategic business plan update process. 553 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Performance Analysis: Measure Type Result Output Output Measure Description 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. FY 2007 Actual 92.0% FY 2008 Forecast 90.0% 59 63 75 12 19.0% 395 63 75 12 19.0% 395 63 75 12 19.0% $155.38 $1,142.19 $1,231.36 -$89.17 -7.8% (36,276) (2,136) -22.2% -200.8% Number of juvenile offenders who successfully completed Juvenile Sex Offender Treatment within the prior 12 months Number of juvenile offenders who receive sex offender treatment. Demand Number of juvenile offenders referred to sex offender treatment. Efficiency Cost per juvenile offender who received sex offender treatment. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 91.0% 1.0% 1.1% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 255 - DETENTION OPERATIONS TOTAL USES $ 149,436 $ 69,146 163,288 $ 1,064 75,640 - 81,123 375,344 $ 164,352 $ 199,564 $ 3,200 202,764 $ (38,412) -23.4% 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. 554 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Measure Description 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. FY 2007 Actual 80.0% FY 2008 FY 2009 Forecast Adopted 75.0% Not Reported Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Output Number of juvenile offenders treated by the Youth Recovery Academy. 382 155 Not Reported - 0.0% Demand Number of juvenile offenders referred to the Youth Recovery Academy by the Court. 382 155 Not Reported - 0.0% Efficiency Cost per juvenile treated by the Youth Recovery Academy. $9,100.73 $19,181.75 Not Reported - 0.0% Expenditure 255 - DETENTION FUND $ TOTAL USES $ 3,476,480 $ 3,476,480 $ 2,973,172 $ 2,973,172 $ - $ - $ 2,973,172 2,973,172 100.0% 100.0% Budget Balancing Adjustment: ($2,576,402): The department has eliminated this nonmandated activity and services which includes 1 FTE to reduce expenditures within the Detention Fund (255). Community-based treatment alternatives will be used in lieu of residential care. 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. 555 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results 27JP - JUVENILE PROBATION Description 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 pre-adjudication/pre-disposition reports completed on time during the reporting period. 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. FY 2007 Actual 90.0% FY 2008 Forecast 91.0% 90.0% 65.0% 70.0% 5.0% 7.7% 80.0% 12.2% 80.0% 67.8% 556.6% Percent of Judicial Officers who report that they are satisified with Pre-Disposition Investigation Reports. 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 probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. 100.0% 100.0% 100.0% 0.0% 0.0% 90.0% 70.0% 89.0% 19.0% 27.1% 60.0% 13.0% 13.0% 0.0% 0.0% 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 99.0% 95.0% 95.0% 0.0% 0.0% Activities that comprise this program include: • Residential Dual Ward Supervision • Juvenile Court Services • Juvenile Intensive Probation Supervision • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 91.0% 0.0% 0.0% 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. 556 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result FY 2007 Actual Percent of juveniles supervised by the Not Reported 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 FY 2008 Forecast 91.0% Output Average daily population of Not Reported probationers supervised within the Residential Dual Ward Unit Average daily population of Residential Not Reported Dual Ward probationers Average Daily Cost per dual ward Not Reported probationer supervised. 237 240 3 1.3% 237 240 3 1.3% $207.24 $191.23 $16.01 7.7% 49,116 $ 49,116 $ 45,895 $ 45,895 $ 3,221 3,221 Demand Efficiency Measure Description FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 91.0% 0.0% 0.0% Expenditure 100 - GENERAL FUND $ TOTAL USES $ - $ - $ 100.0% -100.0% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of pre-adjudication/predisposition reports completed on time during the reporting period. Not Reported Number of pre-adjudication/predisposition reports completed during the reporting period. Not Reported Number of pre-adjudication/predisposition reports ordered to be completed during the reporting period. Cost per pre-adjudication/predisposition reports completed Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Not Reported Not Reported - 0.0% Not Reported Not Reported - 0.0% Not Reported Not Reported - 0.0% Revenue 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ 22,237 $ 75,700 - $ - - $ - - 0.0% 0.0% 97,937 $ - $ - $ - 0.0% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 255 - DETENTION OPERATIONS TOTAL USES $ 4,219,184 $ 128,078 - $ - - $ - - 0.0% 0.0% - - - 0.0% - $ - $ - 0.0% 0.0% Expenditure 45,935 120,021 4,513,218 $ 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. 557 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Performance Analysis: Measure Type Result Output Measure Description 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. Average daily population of juveniles supervised on JIPS as ordered by the court. FY 2007 Actual 80.0% FY 2008 Forecast 79.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% 1.0% 1.3% 2,173 531 527 -4 -0.8% 2,173 531 527 -4 -0.8% $7,559.70 $6,043.40 $1,516.30 20.1% Demand Average daily population of juveniles placed on JIPS as ordered by the court. Efficiency Cost (daily) per juvenile supervised on JIPS as ordered by the court. $1,647.88 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ (172,624) $ - $ - $ - 0.0% (172,624) $ - $ - $ - 0.0% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 3,574,595 $ 6,253 3,997,051 $ 17,148 3,025,382 $ 159,488 971,669 (142,340) 3,580,847 $ 4,014,199 $ 3,184,870 $ 829,329 Revenue Expenditure 24.3% -830.1% 20.7% 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. 558 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of Judicial Officers who report that they are satisified with PreDisposition Investigation Reports. Percent of pre-adjudication/predisposition reports completed on time during the reporting period Number of pre-adjudication/predisposition reports completed during the reporting period Number of pre-adjudication/predisposition reports ordered to be completed during the reporting period Cost per Pre-Disposition Investigation Case FY 2007 Actual 100.0% FY 2008 FY 2009 Forecast Adopted 100.0% Not Reported 90.0% 0.2% Not Reported 42,841 Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 0.0% 42,850 Not Reported - 0.0% 42,841 42,850 Not Reported - 0.0% $0.00 $35.32 Not Reported $0 0.0% (872,230) (2,068) -97.8% -34.4% (15,338) -2.5% (889,636) -58.8% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ - $ - 892,149 $ 6,020 - 615,334 - $ 1,513,503 $ 1,764,379 $ 8,088 630,672 2,403,139 $ 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. 559 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description 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. Number of probationers released from Standard probation in the prior 12 months Average daily population of juveniles served by standard probation. Average daily population of juveniles placed on standard probation or investigative status as ordered by the court. Cost (daily) per juvenile served by standard probation. FY 2007 Actual 90.0% FY 2008 Forecast 70.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.0% 19.0% 27.1% 3,950 4,154 4,680 526 12.7% 17,139 4,154 4,680 526 12.7% 17,139 4,154 4,680 526 12.7% $442.45 $2,724.60 $2,046.59 $678.01 24.9% 5,237 9,000 687.3% 7.1% 376,743 67.4% Revenue 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL SOURCES $ - $ (61,870) 762 $ 126,200 5,999 $ 135,200 880,263 558,746 935,489 818,393 $ 685,708 $ 1,076,688 $ 390,980 57.0% 7,294,494 $ 98,044 8,975,510 $ 143,604 5,362,126 $ 217,044 3,613,384 (73,440) 40.3% -51.1% 2,198,887 3,998,885 (1,799,998) -81.9% 9,578,055 $ 1,739,946 0.0% 15.4% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 255 - DETENTION OPERATIONS TOTAL USES $ 187,388 3,245 7,583,171 $ 11,318,001 $ 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: Measure Type Result Measure Description Percentof probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. FY 2007 Actual 61.0% FY 2008 Forecast 13.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 13.0% 0.0% 0.0% Result Percentof 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. 99.0% 95.0% 95.0% 0.0% 0.0% Output Average daily population of juveniles supervised by the Juvenile Sex Offender/Special Supervision Unit Average daily population of juveniles referred for a sexual offense Cost per juvenile supervised within the Juvenile Sex Offender Unit 1,009 316 320 4 1.3% 1,009 316 320 4 1.3% $0.00 $112.34 $274.78 -$162.45 -144.6% 35,499 $ 35,499 $ 87,931 $ 87,931 $ (52,432) (52,432) -147.7% -147.7% Demand Efficiency Expenditure 100 - GENERAL FUND $ TOTAL USES $ - $ - $ 560 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Detention Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. Program Results 27JD - JUVENILE DETENTION Description Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Percent of juvenile offenders who are detained. FY 2007 Actual 76.0% FY 2008 Forecast 80.0% 81.0% 81.0% 84.0% 3.0% 3.7% Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. Percent of juveniles who appear in court. Percent of requested services that were provided 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 99.0% 100.0% 98.0% 0.0% (1.0%) 0.0% -1.0% Activities that comprise this program include: • Alternatives to Juvenile Secure Care • Juvenile Detention Assessment Center • Juvenile Detention Medical Health • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 17.9% (62.1%) -77.6% Juvenile Pre-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. Mandates: This is not a mandated activity of the Juvenile Probation Department. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles not committing a new delinquent offense while in a Detention Alternative. Average daily population of juvenile offenders participating in a Detention Alternative. Average daily population of juvenile offenders brought to detention by law enforcement or court order who are eligible for a Detention Alternative. Cost (daily) per juvenile offender participating in a Detention Alternative. FY 2007 Actual 82.0% FY 2008 Forecast 80.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 17.9% (62.1%) -77.6% 1,749 440 447 7 1.6% 1,749 440 447 7 1.6% $1,330.63 $5,767.70 $5,797.88 -$30.17 -0.5% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ 131,254 $ 487,786 $ 452,000 $ (35,786) -7.3% 131,254 $ 487,786 $ 452,000 $ (35,786) -7.3% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 173,321 $ 265,008 235,080 $ 232,531 231,679 $ 272,124 3,401 (39,593) 1.4% -17.0% 1,888,945 2,327,274 $ 2,070,179 2,537,790 $ 2,087,848 2,591,651 $ (17,669) (53,861) -0.9% -2.1% Expenditure 561 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of juvenile offenders who are detained. Number of juvenile offenders who are assessed. Number of juvenile offenders brought to detention by local law enforcement or court order. Cost per juvenile assessed. 255 - DETENTION OPERATIONS $ TOTAL USES $ FY 2007 Actual 82.0% FY 2008 Forecast 81.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.0% 3.0% 3.7% 7,572 9,302 8,400 -902 -9.7% 10,346 10,419 10,000 -419 -4.0% $186.08 $183.26 $195.53 -$12.26 -6.7% 1,408,968 $ 1,408,968 $ 1,704,728 $ 1,704,728 $ 1,642,410 $ 1,642,410 $ 62,318 62,318 3.7% 3.7% 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. Performance Analysis: Measure Type Result FY 2007 Actual 100.0% FY 2008 Forecast 100.0% Number of comprehensive medical examinations provided Number of medical services provided. 22,736 23,715 23,482 -233 -1.0% 22,736 23,715 23,482 -233 -1.0% Demand Number of requested or required medical services. 22,736 23,715 23,482 -233 -1.0% Efficiency Cost per medical service provided. $124.73 $116.89 $129.82 -$12.93 -11.1% 2,835,781 $ 2,835,781 $ 2,771,930 $ 2,771,930 $ 3,048,335 $ 3,048,335 $ (276,405) (276,405) -10.0% -10.0% Output Output Measure Description Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 562 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Budget Balancing Adjustment: ($48,605): A change in the contract for psychiatric services by employing a Psychiatric Nurse Practitioner for routine psychiatric services rather than a Psychiatrist reduces the departmental expenditure budget in the Detention Fund (255) without impacting results. 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. Performance Analysis: Measure Type Result Output Output Measure Description Percent of juveniles who appear in court. Number of juveniles who are scheduled to appear in court. Average daily population of juveniles detained pre-disposition. Demand Average daily population of juveniles admitted to Pre-Disposition Secure Care Detention. Efficiency Cost (daily) per juvenile detained predisposition. FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 1,351 267 298 31 11.6% 1,351 267 298 31 11.6% 1,351 267 298 31 11.6% $17,053.04 $89,436.48 $86,091.65 $3,344.82 3.7% Revenue 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ - $ 733,702 12,712 $ 1,201,220 15,000 $ 893,251 2,288 (307,969) 18.0% -25.6% 733,702 $ 1,213,932 $ 908,251 $ (305,681) -25.2% 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 7,158 $ 885,025 31,722 $ 715,725 32,000 $ 740,758 (278) (25,033) -0.9% -3.5% 22,146,472 23,038,655 $ 23,132,092 23,879,539 $ 24,882,555 25,655,313 $ (1,750,463) (1,775,774) -7.6% -7.4% Expenditure 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. 563 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Performance Analysis: Measure Description Percent of requested services that were provided Number of behavioral health services provided. Number of behavioral health services requested. Cost per behavioral health service provided. 255 - DETENTION OPERATIONS $ TOTAL USES $ FY 2007 Actual 100.0% FY 2008 Forecast 99.0% 5,609 13,565 17,257 3,692 27.2% 5,609 13,744 17,484 3,740 27.2% $118.24 $50.80 $120.54 -$69.74 -137.3% 689,142 $ 689,142 $ 2,080,126 $ 2,080,126 $ (1,390,984) (1,390,984) -201.8% -201.8% 663,195 $ 663,195 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% (1.0%) -1.0% The department will be developing new measures as part of the strategic business plan update process. 564 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study, $40,893; Program & Operations Market Study, $5,192) Sunnyslope Probation Office Purchase Merit Market True-Up Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ 21,235,324 $ 29,000 (56,166) $ - 46,085 (141,195) 106,349 (44,927) $ - $ 29,000 TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Annualization of Employee Market Comp. Adjustments (Program/Operations) Reallocation of General/Detention Fund splits Subtotal $ (47,044) $ 4,428 (2,127,152) (2,169,768) $ - FY 2008-09 BUDGET TARGET $ 19,020,629 $ 29,000 FY 2008-09 REQUESTED BUDGET $ 19,020,629 $ 29,000 BUDGET BALANCING ADJUSTMENTS: Transfer costs to Juvenile Probation Special Fee Fund as a result of additional fee revenue due to increasing the probation surcharge $ Subtotal $ (1,800,000) $ (1,800,000) $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 17,220,629 $ -9.5% 29,000 0.0% $ FY 2008-09 TOTAL ADOPTED BUDGET 21,190,397 $ 17,220,629 565 $ 29,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 8,591,502 $ 8,616,230 $ Subtotal $ 238,026 238,026 $ $ 238,026 238,026 FY 2007-08 REVISED RESTATED BUDGET $ 8,829,528 $ 8,854,256 FY 2008-09 BUDGET TARGET $ 8,829,528 $ 8,854,256 REQUESTED ADJUSTMENTS: Requested Expenditures Below Target $ FY 2008-09 REQUESTED BUDGET $ 6,177,305 $ 6,227,305 BASE ADJUSTMENTS: Structural Balance $ 49,999 $ - $ 6,227,304 $ -29.5% 6,227,305 -29.7% MID-YEAR ADJUSTMENTS: Grant Reconciliation (C-27-08-008-3-00) FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 566 (2,652,223) $ 6,227,304 $ (2,626,951) 6,227,305 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fee Fund (228) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,896,187 $ 2,896,187 FY 2007-08 REVISED RESTATED BUDGET $ 2,896,187 $ 2,896,187 FY 2008-09 BUDGET TARGET $ 2,896,187 $ 2,896,187 FY 2008-09 REQUESTED BUDGET $ 2,896,187 $ 2,896,187 BUDGET BALANCING ADJUSTMENTS: Increase Probation Surcharge by $10 $ Transfer costs from the General Fund as a result of additional fee revenue due to increasing the probation surcharge Subtotal $ - $ 1,800,000 1,800,000 1,800,000 $ 1,800,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 4,696,187 $ 62.2% 4,696,187 62.2% $ FY 2008-09 TOTAL ADOPTED BUDGET $ 567 4,696,187 $ 4,696,187 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Restitution Fund (229) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 10,000 $ 25,000 MID-YEAR ADJUSTMENTS: Technical Correction to Expenditure Appropriation $ 15,000 $ - FY 2007-08 REVISED RESTATED BUDGET $ 25,000 $ 25,000 FY 2008-09 BUDGET TARGET $ 25,000 $ 25,000 FY 2008-09 REQUESTED BUDGET $ 25,000 $ 25,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 25,000 $ 0.0% 25,000 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 568 25,000 $ 25,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Detention Operations Fund (255) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study, $716; Probation Officer Market Study, $119,396; Nurses Market Study, $83,301) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Annualization of Employee Market Comp. Adjustments (Nurses Market Study) Reallocation of General/Detention Fund splits Subtotal $ 36,216,301 $ - (28,375) $ - 203,413 175,038 $ - 36,391,339 $ - (28,375) 57,295 2,127,152 2,156,072 $ - FY 2008-09 BUDGET TARGET $ 38,547,411 $ - FY 2008-09 REQUESTED BUDGET $ 38,547,411 $ - BUDGET BALANCING ADJUSTMENTS: Contract with Psychiatric Nurse Practitioner rather than a Psychiatrist for routine psychiatric care $ Eliminate the Home Detention Program -- 3.0 FTE -- and expand the Juvenile Electronic Monitoring (JEM) program Reduce Training to 20 hours per year (from 40 hours) Eliminate the Youth Recovery Academy -- 1.0 FTE Subtotal $ (48,605) $ - (61,675) (146,399) (2,576,402) (2,833,081) $ - FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 35,714,330 $ -7.3% 0.0% $ FY 2008-09 TOTAL ADOPTED BUDGET $ 35,714,330 569 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 316,633 $ 316,633 FY 2007-08 REVISED RESTATED BUDGET $ 316,633 $ 316,633 FY 2008-09 BUDGET TARGET $ 316,633 $ 316,633 FY 2008-09 REQUESTED BUDGET $ 316,633 $ 316,633 $ Subtotal $ 2 2 $ $ BASE ADJUSTMENTS: Budget Balancing Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 570 316,635 $ 0.0% 316,635 $ 316,633 0.0% 316,633 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack Patton, Principal Management & Budget Analyst Summary Mission The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • 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 2008-09. • 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. 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 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 FY 2008-09 included directions to submit budgets with 5%, 10%, and 15% reductions. Many of the reductions submitted by departments and subsequently adopted by the Board of Supervisors targeted non-essential services, while others reduced funding for mandated services in a manner that did not significantly impact results. 571 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Management and Budget Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ $ TOTAL PROGRAMS $ FY 2007-08 ADOPTED 3,039,515 1,746,122 662,227 11,628 619,539 922 922 $ 3,040,437 $ $ FY 2007-08 REVISED 4,310,838 2,435,576 1,012,165 51,779 767,194 44,124 7,981 7,981 $ 4,318,819 $ $ FY 2007-08 FO RECAST 4,204,142 2,374,788 1,015,253 52,355 717,617 44,129 7,981 7,981 $ 4,212,123 $ $ FY 2008-09 RECOMM 3,809,344 2,169,479 878,161 51,291 672,688 37,725 8,300 8,300 $ 3,817,644 $ $ RECOMM VS REVISED % 3,741,645 2,293,362 811,426 12,987 615,870 8,000 4,656 4,656 $ 3,746,301 $ $ 462,497 81,426 203,827 39,368 101,747 36,129 3,325 3,325 11.0% 3.4% 20.1% 0.0% 14.2% 81.9% 41.7% 41.7% 465,822 11.1% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY 0750 - FRINGE BENEFITS 2,735,401 715,310 2,902,702 $ SUBTOTAL $ $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2007-08 ADOPTED FY 2007-08 REVISED $ $ 2,861,938 828,470 4,100,295 59,595 68,810 $ $ 19,747 3,691 423 21,282 3,174 9,375 90 57,781 $ $ SUBTOTAL $ TOTAL USES $ FY 2007-08 FORECAST $ $ 2,769,188 809,931 3,993,599 70,000 70,000 $ $ $ $ 33,000 9,715 1,500 51,485 2,000 18,250 8,500 124,450 11,144 11,144 $ $ 3,040,437 $ FY 2008-09 ADOPTED $ $ 2,634,455 738,878 3,645,389 70,000 70,000 $ $ $ $ 33,000 9,715 1,500 51,485 2,000 18,250 8,500 124,450 24,074 24,074 $ $ 4,318,819 $ ADOPTED VS REVISED VARIANCE % $ $ 2,453,803 691,376 3,522,591 $ 315,385 118,555 471,008 32,674 32,674 $ $ 85,000 85,000 $ $ (15,000) -21.4% (15,000) -21.4% $ $ 59,660 6,248 500 46,939 2,009 7,629 5,067 128,052 24,074 24,074 $ $ 11,529 11,529 $ $ 21,212 21,212 4,212,123 $ 3,817,644 $ 3,746,301 33,000 $ 9,248 1,500 52,000 13,250 8,500 117,498 $ $ 11.4% 14.6% 11.8% 467 (515) 2,000 5,000 6,952 0.0% 0.0% 0.0% -1.0% 0.0% 27.4% 0.0% 5.6% $ $ 2,862 2,862 11.9% 0.0% $ 465,822 11.1% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE Sources FY 2006-07 ACTUAL USES 100 - GENERAL $ TOTAL FUNDS $ 3,040,437 3,040,437 FY 2007-08 ADOPTED $ $ 4,318,819 4,318,819 FY 2007-08 REVISED $ $ 4,212,123 4,212,123 FY 2007-08 FORECAST $ $ 3,817,644 3,817,644 FY 2008-09 ADOPTED $ $ 3,746,301 3,746,301 ADOPTED VS REVISED % VARIANCE $ $ 465,822 465,822 11.1% 11.1% General Adjustments Delete the General Government Director Position as a result of the General Government department being eliminated and reallocated in FY 2008-09. Elimination of General Government Director Position ($176,775): Elimination of half-time Budget Analyst Position ($39,692): Delete half-time Budget Analyst Position. The duties and assignments will be picked up by other analysts so efficiency and results will not be affected. Elimination of Performance Management Analyst Position ($63,813): Delete vacant Performance Management Analyst Position. Elimination of Budget Supervisor Position ($118,555): Delete vacant Budget Supervisor Position. 572 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Management and Budget Elimination of Employee Compensation Position ($93,338): Delete vacant Employee Compensation Position. The duties and assignments were picked up by other analysts so efficiency and results are not affected. Reduction in Budgeted rate for Compensation Supervisor ($25,290): Reduce the Budgeted rate for the Compensation Supervisor. 573 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Management and Budget Appropriated Budget Reconciliations General Fund (100) FY 2008-09 BUDGET RECONCILIATION 490 Mangement and Budget 100 GENERAL EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions Employee Market Compensation Adjustments (ECP) $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Restatement - General Government to Management and Buget Consultant position from Non-Departmental Annualization of Jan. 2008 Administrative Reductions 3,137,792 $ - (78,554) $ 28,423 (50,131) $ - $ 3,087,661 $ - $ 1,124,462 $ 130,195 (78,554) 1,176,103 $ - Subtotal $ FY 2008-09 BUDGET TARGET $ 4,263,764 $ - FY 2008-09 REQUESTED BUDGET $ 4,263,764 $ - $ (176,775) $ (39,692) (63,813) (118,555) (93,338) (25,290) (517,463) $ 3,746,301 $ -12.1% - BASE ADJUSTMENTS: Delete Vacant General Government Director Position Delete Vacant half-time Budget Anaylst Position Delete Vacant Performance Mangement Analyst Position Delete Vacant Budget Supervisor Position Delete Vacant Compensation Position Reduce Budgeted rate for Compensation Supervisor Subtotal $ $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 574 3,746,301 $ 0.0% - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Materials Management Analysis by Lauren M. Cochran, Management & Budget Analyst Summary 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 actively pursue ways to mitigate the pending loss of staff, including the exploration of manual processes based on standard business rules in order to reduce dependencies on FTEs while maintaining service levels. This goal has expired and will be replaced. • 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: In March 2008 Materials Management submitted Notification of Intent to form a Process Improvement Team to the Office of Management and Budget entitled EPPI- E-Procurement Process Initiative. • Beginning in July, 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: This goal is new for fiscal year 2008-09. • Annually, maintain 100% completion of all printing service requests submitted. Status: In fiscal year 2007-08 Reprographics consistently maintained 100% completion of all printing service requests. This goal will be reevaluated for fiscal year 2009-10. • 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. 575 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Status: The fiscal year 2007-08 Customer Satisfaction Survey conducted by Research and Reporting indicates that 96% of Materials Management customers surveyed agree that Materials Management fulfills its mission to provide strategic and tactical procurement, printing, and records management services to County departments so they can effectively support the County’s mission. • 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: Currently seven Records Management policies are being routed for review and Board of Supervisors approval. In addition, three policies have been completed and are awaiting final review from the County Attorney’s office to begin routing. • 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. data Status: Small business participation in procurement transactions under $50,000 for fiscal year 2007-08 was over 23%. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 73BS - BUSINESS SERVICES $ GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES TOTAL PROGRAMS $ EXPENDITURES 73BS - BUSINESS SERVICES $ GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICES BENT - SMALL BUSINESS ENTERPRISE FY 2007-08 ADOPTED 1,096,254 914,404 181,850 1,096,254 $ 2,519,332 70,819 813,662 1,533,088 56,724 45,038 $ 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES FY 2007-08 REVISED 1,113,844 66,023 930,862 116,959 1,113,844 $ $ 2,890,071 65,943 941,563 1,654,201 63,645 164,719 223,533 160,840 27,133 $ 53,832 50,483 3,349 2,796,697 $ $ $ FY 2007-08 FORECAST 1,113,844 66,023 930,862 116,959 1,113,844 $ $ 2,909,339 65,943 913,220 1,701,814 63,647 164,715 233,378 166,973 28,014 $ 81,477 56,977 24,500 3,204,926 $ $ $ ADOPTED VS REVISED % FY 2008-09 ADOPTED 1,384,586 66,023 930,863 387,700 1,384,586 $ 1,213,885 66,023 930,862 217,000 $ 1,213,885 $ $ 2,937,365 73,269 931,961 1,700,692 62,148 169,295 $ 2,732,613 49,150 824,490 1,691,013 63,964 103,996 238,492 172,082 28,017 $ 208,660 146,108 25,189 $ 81,475 56,977 24,498 3,229,306 $ 81,470 56,977 24,493 3,227,495 $ $ $ 100,041 100,041 100,041 9.0% 0.0% 0.0% 85.5% 9.0% $ 176,726 16,793 88,730 10,801 (317) 60,719 6.1% 25.5% 9.7% 0.6% -0.5% 36.9% 227,566 163,884 25,381 $ 10,926 8,198 2,636 4.6% 4.8% 9.4% 53,214 43,238 9,976 $ 3,013,393 $ 28,261 13,739 14,522 215,913 34.7% 24.1% 59.3% 6.7% $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ 914,404 914,404 $ $ 995,000 995,000 $ $ 995,000 995,000 $ $ 996,886 996,886 $ $ 995,000 995,000 $ $ - MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 181,850 181,850 $ $ 118,844 118,844 $ $ 118,844 118,844 $ $ 387,700 387,700 $ $ 218,885 218,885 $ $ 100,041 100,041 84.2% 84.2% ALL REVENUES $ 1,096,254 $ 1,113,844 $ 1,113,844 $ 1,384,586 $ 1,213,885 $ 100,041 9.0% TOTAL SOURCES $ 1,096,254 $ 1,113,844 $ 1,113,844 $ 1,384,586 $ 1,213,885 $ 100,041 9.0% 576 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,730,142 2,663 527,161 11,940 2,271,906 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 215,699 411 6,815 222,925 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 23,652 14,563 124,384 6,798 5,024 8,060 6,371 188,851 $ $ SUBTOTAL $ $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ FY 2007-08 REVISED 1,943,791 $ 1,750 625,747 750 (47,516) 47,516 2,572,038 $ $ 210,248 400 2,763 213,411 $ $ $ 29,000 22,621 87,367 22,644 8,650 4,965 10,019 185,266 50,483 50,483 $ $ $ SUBTOTAL $ 50,603 11,928 62,532 TOTAL USES $ 2,796,697 CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE FY 2007-08 FORECAST 1,987,846 $ 1,750 633,352 1,815 (47,516) 47,516 2,624,763 $ 205,524 400 2,763 208,687 $ $ $ 29,000 22,621 87,367 22,644 8,650 4,965 10,019 185,266 56,977 56,977 $ $ $ $ 150,000 27,234 177,234 $ 3,204,926 $ FY 2008-09 ADOPTED 1,984,027 $ 2,497 610,929 14,573 (43,557) 43,549 2,612,018 $ 199,247 401 2,663 202,311 $ $ $ 30,000 22,671 112,528 30,645 9,899 5,715 10,120 221,578 56,977 56,977 $ $ $ $ 126,379 27,234 153,613 $ 3,229,306 $ ADOPTED VS REVISED VARIANCE % 1,929,529 $ 1,746 594,886 (57,666) 57,666 2,526,161 $ 58,317 4 38,466 1,815 10,150 (10,150) 98,602 2.9% 0.0% 6.1% 0.0% -21.4% -21.4% 3.8% (18,925) (190) (2,000) (21,115) -9.2% -47.5% -72.4% -10.1% 10.3% 0.0% -12.6% 51.7% 0.0% -49.9% 0 -0.9% 224,449 590 4,763 229,802 $ $ $ 26,000 22,621 98,394 10,941 14,500 7,442 7,120 187,018 $ 3,000 (11,027) 11,703 (5,850) (2,477) 2,899 (1,752) 56,977 56,977 $ $ 43,238 43,238 $ $ 13,739 13,739 24.1% 24.1% $ $ 27,174 27,174 $ $ 124,128 10,483 134,611 $ 126,379 60 126,439 100.0% 0.0% $ 3,227,495 $ 3,013,393 $ 215,913 6.7% $ $ $ Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 181,850 $ 116,959 $ 116,959 $ 387,700 $ 217,000 $ 100,041 85.5% $ $ 914,404 914,404 $ $ 996,885 996,885 $ $ 996,885 996,885 $ $ 996,886 996,886 $ $ 996,885 996,885 $ $ - 0.0% 0.0% TOTAL FUNDS $ 1,096,254 $ 1,113,844 $ 1,113,844 $ 1,384,586 $ 1,213,885 $ 100,041 9.0% $ 1,859,045 $ 2,071,136 $ 2,123,861 $ 2,103,372 $ 2,029,600 $ 94,261 4.4% $ $ 937,652 937,652 $ $ 1,133,790 1,133,790 $ $ 1,105,445 1,105,445 $ $ 1,124,123 1,124,123 $ $ 983,793 983,793 $ $ 121,652 121,652 11.0% 11.0% TOTAL FUNDS $ 2,796,697 $ 3,204,926 $ 3,229,306 $ 3,227,495 $ 3,013,393 $ 215,913 6.7% 673 - REPROGRAPHICS INTERNAL SERVICE USES 100 - GENERAL 673 - REPROGRAPHICS INTERNAL SERVICE General Adjustments Reprographics Fees: The FY 2008-09 revenue budget was reduced by $88,512 as a result of reduced demand for services. Expenditures were also reduced to ensure structural balance. Programs and Activities Business Services Program The purpose of the Business Services 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. 577 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Program Results Measure Description Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for noncontract procurements. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. Percent of customers satisfied with Contract Printing Services. Percent of customers satisfied with Printing Services. Percent of customers satisfied with Procurement Services. Percent of customers satisfied with Records Management Services. FY 2007 Actual Not Reported FY 2008 Forecast 24.3% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 88.9% 94.4% 5.6% 6.3% Not Reported 87.5% 88.9% 84.8% 94.4% 89.1% 5.6% 4.3% 6.3% 5.1% 87.5% 89.2% 94.6% 5.4% 6.1% Activities that comprise this program include: • Small Business Enterprise • Contract Printing Services • Printing Services FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 24.3% 0.0% 0.0% • • Procurement Services Records Management Services 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: Measure Type Result Result Result Output Demand Efficiency Measure Description 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. Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of procurement transactions less than $50,000 available to Small Business Enterprises. Cost per dollar of small business procurement transactions less than $50,000. FY 2007 Actual Not Reported FY 2008 Forecast 24.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 24.3% 0.0% 0.0% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 21.1% 21.1% 0.0% 0.0% Not Reported 1,559 1,559 0 0.0% Not Reported 7,381 7,381 0 0.0% Not Reported $109 $67 $42 38.6% Expenditure 100 - GENERAL $ TOTAL USES $ 45,038 45,038 $ $ 169,295 169,295 $ $ 103,996 103,996 $ $ 65,299 65,299 38.6% 38.6% Base Adjustment: The inactivation of one (1) FTE realized a decrease in expenditures of $72,477. This results in increased efficiency for FY2009 over FY2008. 578 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of customers satisfied with Contract Printing Services. Number of contract orders completed. Number of contract print orders requested. Cost per contract order. FY 2007 Actual 90.0% FY 2008 Forecast 88.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.4% 5.6% 6.3% 575 747 747 0 0.0% 575 747 747 0 0.0% $123.16 $98.08 $65.80 $32.29 32.9% 673 - REPROGRAPHICS $ TOTAL SOURCES $ - $ $ 66,023 66,023 $ $ 66,023 66,023 $ $ - 0.0% 0.0% 673 - REPROGRAPHICS $ TOTAL USES $ 70,819 70,819 $ $ 73,269 73,269 $ $ 49,150 49,150 $ $ 24,119 24,119 32.9% 32.9% Expenditure 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: Measure Type Result Output Demand Efficiency Efficiency Measure Description Percent of customers satisfied with Printing Services. Number of units completed. Number of units requested. Cost per unit completed. Cost per dollar of printing service requests completed. FY 2007 Actual Not Reported FY 2008 Forecast 88.9% 21,635,580 21,635,580 $0.04 $0.95 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.4% 5.6% 6.3% 25,126,664 25,126,664 $0.04 $1.05 25,126,664 25,126,664 $0.03 $0.93 0 0 $0.00 $0.12 0.0% 0.0% 11.5% 11.5% (1) (1) 0.0% 0.0% Revenue 673 - REPROGRAPHICS $ TOTAL SOURCES $ 914,404 914,404 $ $ 930,863 930,863 $ $ 930,862 930,862 $ $ 673 - REPROGRAPHICS $ TOTAL USES $ 813,662 813,662 $ $ 931,961 931,961 $ $ 824,490 824,490 $ $ Expenditure 107,471 107,471 11.5% 11.5% 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. 579 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Performance Analysis: Measure Type Result Output Demand Efficiency Efficiency Revenue Measure Description Percent of customers satisfied with Procurement Services. Actual dollar value of procurement transactions. Anticipated dollar value of procurement transactions. Cost per dollar of procurement transactions. Cost per procurement transaction. FY 2007 Actual 87.5% FY 2008 Forecast 84.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.1% 4.3% 5.1% 474,883,712 59,095,192 59,095,192 0 0.0% 474,883,712 59,095,192 59,095,192 0 0.0% $0.00 $0.03 $0.03 $0.00 0.6% $12.61 $12.83 $12.76 $0.07 0.6% (170,700) (170,700) -44.0% -44.0% 100 - GENERAL $ TOTAL SOURCES $ 181,850 181,850 $ $ 387,700 387,700 $ $ 217,000 217,000 $ $ 100 - GENERAL $ TOTAL USES $ 1,533,088 1,533,088 $ $ 1,700,692 1,700,692 $ $ 1,691,013 1,691,013 $ $ Expenditure 9,679 9,679 0.6% 0.6% Records Management Services 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. 580 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of customers satisfied with Records Management Services. Number of customers provided Records Management Services. Number of customers requesting Records Management Services. Cost per Records Management service provided. FY 2007 Actual 87.5% FY 2008 Forecast 89.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.6% 5.4% 6.1% 2,287 2,293 2,293 0 0.0% 666 418 418 0 0.0% $25 $29 $29 -$1 -2.9% (1,816) (1,816) -2.9% -2.9% Expenditure 100 - GENERAL $ TOTAL USES $ 56,724 56,724 $ $ 62,148 62,148 581 $ $ 63,964 63,964 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,071,136 $ 116,959 MID-YEAR ADJUSTMENTS: Employee Market compensation Adjustments (Admin Phase II Market Study) Executive Compensation Pay Adjustment (Effective 11/7/07) $ $ Subtotal $ 47,616 5,109 52,725 $ - $ 2,123,861 $ 116,959 $ $ Subtotal $ 1,076 1,076 $ - FY 2008-09 BUDGET TARGET $ 2,124,937 $ 116,959 REQUESTED ADJUSTMENTS: Requested Revenue Above Target (P card rebate) Requested Expenditure Below Target (Salary Savings) $ - $ (22,860) (22,860) $ 100,041 100,041 FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization Executive Compensation Pay Adjustment from FY 08 Subtotal $ FY 2008-09 REQUESTED BUDGET $ BUDGET BALANCING ADJUSTMENTS: Reduce Small Business Enterprise Program FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 217,000 $ Subtotal $ (72,477) $ (72,477) $ - $ 2,029,600 $ -4.5% 217,000 85.5% $ 582 2,102,077 2,029,600 $ 217,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Materials Management Reprographics Fund (673) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Adjustment One-time Capital Equipment Purchases $ Subtotal $ 1,133,790 $ 996,885 (28,345) $ (28,345) $ - 1,105,445 $ 996,885 - $ (28,345) (93,310) (121,655) $ - FY 2008-09 BUDGET TARGET $ 983,790 $ 996,885 REQUESTED ADJUSTMENTS: Requested Revenue Above Target Due to Increased Fees Requested Expenditure Above Target for Market Studies & Equipment Maint $ $ Subtotal $ 96,437 96,437 $ 88,512 88,512 FY 2008-09 REQUESTED BUDGET $ 1,080,227 $ 1,085,397 BASE ADJUSTMENTS: Defer Implementaiton of New Fees Defer Implementation of Market Studies & Equipment Maint $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 583 - $ (96,434) (96,434) $ (88,512) (88,512) 983,793 $ 0.0% 996,885 0.0% 983,793 $ 996,885 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Tara Acuna, Management & Budget Analyst Summary 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 YTD (Aug 2008) are at 63% and 95% respectively for this strategic goal. In FY 2007-08, OME moved from having a staff of Transporters and Investigators to Investigators only. The Investigators now act as first responders and perform all of the front-end duties. All the Transporters passed the associated exams, met the qualifications and promoted to Investigators. • 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: This goal is expired; a new goal is currently in process with the strategic plan update. • 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: In FY 2007-08, the acceptable workload standard for each forensic pathologist was reached and a pre-inspection NAME site visit will be scheduled in April, 2009. 584 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 29ME - MEDICAL EXAMINERS $ CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION TOXI - TOXICOLOGY TOTAL PROGRAMS $ EXPENDITURES 29ME - MEDICAL EXAMINERS $ CREM - CREMATION AUTHORIZATIONS ADMI - DECEDENT ADMISSIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION DECE - DECEDENT TRANSPORT HIST - HISTOTECHNOLOGY TOXI - TOXICOLOGY SUPP - TRANSCRIPTION 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT 199,356 113,091 75,345 10,920 199,356 $ 6,914,857 188,670 328,805 3,241,870 834,403 386,834 109,951 1,389,850 434,475 503,580 2,302 369,084 272 89,320 42,602 $ 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ FY 2007-08 ADOPTED 1,000 1,000 7,419,437 FY 2007-08 REVISED 302,768 242,730 60,038 302,768 $ $ 7,403,819 204,487 415,387 3,429,047 1,062,862 385,224 121,917 1,212,640 572,255 $ 628,811 434,555 145,578 48,678 $ $ $ 24,262 24,262 8,056,892 FY 2007-08 FORECAST 410,161 242,730 60,038 107,393 410,161 $ $ 7,512,012 204,948 415,382 3,434,471 1,076,915 385,216 121,834 1,320,035 553,211 $ 7,484,695 243,718 396,467 3,438,365 1,419,047 111,203 111,084 1,321,659 443,152 $ 654,612 460,356 145,582 48,674 $ 499,592 299,082 146,745 53,765 $ $ $ 24,271 24,271 8,190,895 $ $ $ 465,732 241,813 39,340 184,579 465,732 24,262 24,262 8,008,549 ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 302,768 262,380 40,388 302,768 $ (107,393) 19,650 (19,650) (107,393) (107,393) -26.2% 8.1% -32.7% -100.0% -26.2% $ 7,051,710 226,270 384,642 3,153,703 1,469,644 119,851 1,219,252 478,348 $ 460,302 (21,322) 30,740 280,768 (392,729) 385,216 1,983 100,783 74,863 6.1% -10.4% 7.4% 8.2% -36.5% 100.0% 1.6% 7.6% 13.5% $ 655,101 453,757 142,944 58,400 $ (489) 6,599 2,638 (9,726) -0.1% 1.8% -20.0% $ 31,205 31,205 $ 7,738,016 $ (6,934) (6,934) 452,879 -28.6% -28.6% 5.5% $ $ $ 1.4% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ 10,920 10,920 $ $ - $ $ 107,393 107,393 $ $ 184,579 184,579 $ $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 188,485 188,485 $ $ 302,768 302,768 $ $ 302,768 302,768 $ $ 281,153 281,153 $ $ 302,768 302,768 $ $ - (49) $ (49) $ - $ $ - $ $ - $ $ - $ $ - MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ (107,393) -100.0% (107,393) -100.0% 0.0% 0.0% ALL REVENUES $ 199,356 $ 302,768 $ 410,161 $ 465,732 $ 302,768 $ (107,393) -26.2% TOTAL SOURCES $ 199,356 $ 302,768 $ 410,161 $ 465,732 $ 302,768 $ (107,393) -26.2% 585 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2007-08 ADOPTED 4,733,606 $ 47,442 107,250 1,294,993 44,371 (47,985) 6,179,678 $ FY 2007-08 REVISED 5,177,143 11,484 44,700 1,542,552 469,307 7,245,186 $ $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 153,973 237,794 27,084 135,224 554,075 $ 137,500 220,657 26,748 24,500 409,405 SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT SUBTOTAL $ 103,780 48,727 3,886 86,321 20,557 39,762 8,009 9,012 8,660 (3,470) 325,245 $ 88,040 36,972 10,922 96,000 15,669 37,230 32,230 5,700 8,200 330,963 OTHER FINANCING USES 0880 - TRANSFERS OUT $ FY 2007-08 FORECAST 5,185,464 11,484 44,700 1,543,204 486,944 7,271,796 $ $ $ 137,500 220,657 26,748 24,500 409,405 $ $ FY 2008-09 ADOPTED 5,386,871 $ 17,330 82,033 1,586,863 89,491 (33,332) 7,129,256 $ ADOPTED VS REVISED VARIANCE % 5,243,204 23,454 65,700 1,495,615 23,792 6,851,765 $ $ $ 135,571 250,398 33,489 21,000 440,458 $ 112,351 244,682 26,395 30,343 413,771 $ $ 88,040 36,972 10,922 96,000 15,669 49,623 32,230 5,700 8,200 343,356 $ 116,537 39,298 8,167 79,562 19,568 42,119 6,419 8,607 4,694 324,971 $ 118,040 42,772 10,922 96,000 15,669 37,230 32,230 5,700 8,200 366,763 (57,740) (11,970) (21,000) 47,589 463,152 420,031 -1.1% 0.0% 0.0% 3.1% 0.0% $ 1,929 (29,741) (6,741) 3,500 (31,053) 1.4% 0.0% -25.2% 14.3% -7.6% -34.1% -15.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ (30,000) (5,800) 12,393 (23,407) $ $ SUBTOTAL $ 17,188 17,188 $ $ 16,613 16,613 $ $ 16,613 16,613 $ $ 16,613 16,613 $ $ 16,469 16,469 $ $ SUBTOTAL $ 311,235 32,017 343,252 $ 54,725 54,725 $ 95,000 54,725 149,725 $ 95,000 28,938 123,938 $ 62,561 62,561 $ TOTAL USES $ 7,419,437 $ 8,056,892 $ 8,190,895 $ 8,008,549 $ 7,738,016 $ CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 144 144 5.8% -6.8% 0.9% 0.9% 95,000 100.0% (7,836) 87,164 0.0% 452,879 5.5% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % VARIANCE FY 2008-09 ADOPTED $ 188,436 $ 302,768 $ 302,768 $ 281,153 $ 302,768 $ - 0.0% 224 - MEDICAL EXAMINER GRANT SPECIAL REVENUE - GRANT $ $ 10,920 10,920 $ $ - $ $ 107,393 107,393 $ $ 184,579 184,579 $ $ - $ $ (107,393) -100.0% (107,393) -100.0% TOTAL SPECIAL REVENUE $ 10,920 $ - $ 107,393 $ 184,579 $ - $ (107,393) -100.0% TOTAL FUNDS $ 199,356 $ 302,768 $ 410,161 $ 465,732 $ 302,768 $ (107,393) $ 7,321,898 $ 8,056,892 $ 8,083,502 $ 7,910,589 $ 7,738,016 $ 345,486 4.3% 224 - MEDICAL EXAMINER GRANT SPECIAL REVENUE - GRANT $ $ 97,539 97,539 $ $ - $ $ 107,393 107,393 $ $ 97,960 97,960 $ $ - $ $ 107,393 107,393 100.0% 100.0% TOTAL SPECIAL REVENUE $ 97,539 $ - $ 107,393 $ 97,960 $ - $ 107,393 100.0% TOTAL FUNDS $ 7,419,437 $ 8,056,892 $ 8,190,895 $ 8,008,549 $ 7,738,016 $ 452,879 5.5% USES 100 - GENERAL 586 -26.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner General Adjustments Budget Balancing Adjustment ($44,937): Delete one Office Assistant position. Budget Balancing Adjustment ($11,484): Delete one temporary part-time Office Assistant position. Budget Balancing Adjustment ($175,461): Delete one Physician position. Budget Balancing Adjustment ($45,546): Delete one Investigator position. Budget Balancing Adjustment ($11,484): Delete one Forensic Photographer position . 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. Program Results Measure Description % of decedents released within 1 day of exam % of cremation authorizations completed within 3 days of receipt. % of cases completed within 45 days % of exams completed within 24 hours of admit % of cases completed within 90 days % of autopsies performed % of microslides produced within three days of examination. % of exams summaries completed by day of exam (omits denials). % of denials of total investigations. % of reports transcribed within two weeks of receipt % of tests completed in house of total tests requested. FY 2007 Actual 72.0% 100.0% FY 2008 Forecast 68.0% 100.0% 68.0% 38.3% 91.5% 57.3% 100.0% 46.2% 49.0% 80.3% 64.6% 100.0% 44.9% 37.6% 78.1% 49.5% 100.0% (1.3%) (11.5%) (2.2%) (15.1%) 0.0% -2.7% -23.4% -2.7% -23.4% 0.0% 91.0% 97.0% 97.0% 0.0% 0.0% 31.0% 91.0% 98.0% 31.9% 85.3% 98.2% 32.0% 72.0% 98.2% 0.1% (13.3%) 0.0% 0.2% -15.6% 0.0% 73.0% 69.6% 69.2% (0.4%) -0.5% % of tox reports produced within 30 days of exam. Activities that comprise this program include: • Decedent Admissions • Cremation Authorizations • Decedent Transport • Decedent Medical Examinations • Investigations • • • • 587 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 32.0% 47.1% 100.0% 0.0% 0.0% Histotechnology Decedent Medical Investigations Transcription Toxicology Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. Mandates: A.R.S. §11-593 Section E. states that each county shall provide to the department of public safety fingerprints of all deceased persons for whom the circumstances of death require an external examination or autopsy and whose deaths are required to be investigated pursuant to this section. These fingerprints shall be on a form provided by the department of public safety and shall be accompanied by such other information regarding the physical description and the date and place of death as the department of public safety may require. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of decedents released within 1 day of exam # of admits completed. # of admits required $ cost per admit. 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 71.8% FY 2008 Forecast 68.0% 4,765 4,765 $69.00 4,202 $4,202.00 $94.35 328,805 $ 328,805 $ 396,467 $ 396,467 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 32.0% 47.1% 5,484 $5,484.00 $70.14 384,642 $ 384,642 $ 1,282 $1,282.00 $24.21 30.5% 30.5% 25.7% 11,825 11,825 3.0% 3.0% Budget Balancing Adjustment ($19,322): Delete one part-time Office Assistant Specialized position. 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. §11-594 mandates the Office of the Medical Examiner to give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. A.R.S. §11-599 When a funeral director or embalmer is requested to cremate or prepare for cremation the body of a dead person, the funeral director or embalmer or any other person having knowledge of an intention to so cremate shall notify the county medical examiner or alternate medical examiner to review the death certificate. If after reviewing the death certificate the county medical examiner or alternate medical examiner is satisfied that there is no evidence of foul play or violence, the examiner shall so certify. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of cremation authorizations completed within 3 days of receipt. # of cremation authorizations completed Number of cremation authorizations requested Cost per cremation authorization FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 17,197 17,738 18,061 323 1.8% 17,197 17,738 18,061 323 1.8% $10.97 $13.74 $12.53 $1.21 8.8% 100 - GENERAL $ TOTAL SOURCES $ 113,091 $ 113,091 $ 241,813 $ 241,813 $ 262,380 $ 262,380 $ 20,567 20,567 8.5% 8.5% 100 - GENERAL $ TOTAL USES $ 188,670 $ 188,670 $ 243,718 $ 243,718 $ 226,270 $ 226,270 $ 17,448 17,448 7.2% 7.2% Expenditure 588 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. Mandates: A.R.S. §11-595 mandate enables the County Medical Examiner’s office or a licensed physician employed to A. The county medical examiner or alternate medical examiner may enter any room, dwelling, building or other place in which the body or evidence of the circumstances of the death requiring investigation may be found, provided that a law enforcement agency investigating the death obtains a search warrant for private property other than in the immediate location where the body was found. B. The county medical examiner or alternate medical examiner, with the permission of the law enforcement agency investigating the death may take into possession any object or article found on the deceased or in the deceased's immediate vicinity which may aid in the determination of the deceased's identity or determination of the cause or manner of death. Upon completion of the findings, the medical examiner or alternate medical examiner, within thirty days, shall deliver the object or article to the law enforcement agency concerned, to the legal representative of the deceased or to the county treasurer. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of removals completed within 2 hours of request (not arrived at OME due to multiple pickups). # of decedents transported (same as admits/exams). # of removals requested (same as investigations demand, includes declines). $ cost per decedent transported 100 - GENERAL $ TOTAL USES $ FY 2007 Actual (0.1%) FY 2008 FY 2009 Forecast Adopted 3.1% Not Reported 4,765 1,173 Not Reported 7,500 1,926 Not Reported $81.18 $94.80 Not Reported 386,834 $ 386,834 $ 111,203 $ 111,203 $ Variance Forecast - Adopted - $ - $ 111,203 111,203 % Variance Forecast - Adopted 100.0% 100.0% The Decedent Transport Activity was combined with the Decedent Medical Investigations Activity during FY 2007-08. 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. Mandates: A.R.S. §11-594 mandates A. The county medical examiner or alternate medical examiner shall direct a death investigation, shall determine whether an external examination or autopsy is required and shall: 1. Take charge of the dead body. 2. Certify to the cause and manner of death following completion of the death investigation, unless the medical examiner or alternate medical examiner determines there is no jurisdiction pursuant to section 11-593, reduce the findings to writing and promptly make a full report on forms prescribed for that purpose. 3. Have subpoena authority for all documents, records and papers deemed useful in the death investigation. 589 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 4. Execute a death certificate provided by the state registrar of vital statistics indicating the cause and the manner of death for those bodies for which a death investigation has been conducted and jurisdiction is assumed. 5. Give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. 6. Notify the county attorney or other law enforcement authority when death is found to be from other than natural causes. 7. Carry out the duties specified under section 28-668. 8. Carry out the duties specified under title 36, chapter 7, article 3. 9. Observe all policies adopted by the board of supervisors regarding conflicts of interest and disclosure of noncounty employment. Performance Analysis: Measure Type Result % of cases completed within 45 days FY 2007 Actual 68.0% FY 2008 Forecast 46.2% Result % of cases completed within 90 days 91.3% 80.3% 78.1% (2.2%) -2.7% Result % of exams completed within 24 hours of admit % of autopsies performed # of cases closed # of exams completed # of exams required (same as admits) 37.5% 49.0% 37.6% (11.5%) -23.4% 57.2% 5,061 4,765 4,765 $0.65 5,392 4,202 4,202 $0.50 5,542 5,484 5,484 -$0.15 150 1,282 1,282 -23.4% 2.8% 30.5% 30.5% $680.02 $818.27 $575.07 $243.20 29.7% Result Output Output Demand Efficiency Revenue Measure Description $ cost per exam FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 44.9% (1.3%) -2.7% 100 - GENERAL $ TOTAL SOURCES $ 75,345 $ 75,345 $ 39,340 $ 39,340 $ 40,388 $ 40,388 $ 1,048 1,048 2.7% 2.7% 100 - GENERAL $ TOTAL USES $ 3,241,870 $ 3,241,870 $ 3,438,365 $ 3,438,365 $ 3,153,703 $ 3,153,703 $ 284,662 284,662 8.3% 8.3% Expenditure 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. Mandates: A.R.S. §11-594 mandates if a dispute arises over the findings of the medical examiner's report, the medical examiner, upon an order of the superior court, shall make available all evidence and documentation to a court-designated licensed forensic pathologist for review, and the results of the review shall be reported to the superior court in the county issuing the order. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of microslides produced within three days of examination. # of microslides produced. # of microslides requested. $ cost per microslides 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 92.0% FY 2008 Forecast 100.0% 31 7,500 $111.25 11,859 11,859 $9.37 11,886 11,886 $10.08 27 27 -$0.72 0.2% 0.2% -7.6% 111,084 $ 111,084 $ 119,851 $ 119,851 $ (8,767) (8,767) -7.9% -7.9% 109,951 $ 109,951 $ 590 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. Mandates: A.R.S. §11-597 mandates the county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. A.R.S. §11-594 mandates 1. Assign to a medical death investigator or other qualified personnel all aspects of a death investigation except the performance of autopsies. 2. Authorize forensic pathologists to perform examinations and autopsies. The medical examiner or alternate medical examiner may authorize medical students or residents and fellows in pathology training to perform autopsies under the supervision of a licensed physician who is board certified in anatomic pathology, pursuant to procedures adopted by the county medical examiner or alternate medical examiner. Authorization and the amount to be paid by the county for pathology services are subject to approval of the board of supervisors. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description % of exams summaries completed by day of exam (omits denials). % of denials of total investigations. # of investigation summaries completed # of investigation completed (includes denials). "# of investigations required (same as transport demand, includes denials)" $ cost per investigation (includes declines not admitted). FY 2007 Actual 92.0% FY 2008 Forecast 97.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.0% 0.0% 0.0% 31.1% 7,500 31.9% 5,103 32.0% 5,103 0.1% 0 0.2% 0.0% 7,500 $7,825.00 $7,825.00 $0.00 0.0% 7,500 31,238 15,619 -15,619 -50.0% $111 $181.35 $187.81 -$6.47 -3.6% (50,597) (50,597) -3.6% -3.6% Expenditure 100 - GENERAL TOTAL USES 834,403 834,403 1,419,047 1,419,047 1,469,644 1,469,644 $ $ 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. Mandates: A.R.S. §11-597 mandates if an autopsy is performed, a full record or report of the facts developed by the autopsy in the findings of the person performing the autopsy shall be properly made and filed in the office of the county medical examiner or the board of supervisors. If the person performing the autopsy determines that the report should be forwarded to the county where the death occurred or the county in which any injury contributing to or causing the death was sustained, the report shall be forwarded to the county attorney. 591 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of reports transcribed within two weeks of receipt "# of exam, toxicology and investigative summary reports transcribed" "# of exam, toxicology and investigative summary reports requested to be transcribed." "$ cost per exam, toxicology and investigative report transcribed." FY 2007 Actual 92.3% FY 2008 Forecast 85.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 72.0% (13.3%) -15.6% 12,264 15,808 16,303 495 3.1% 12,264 15,808 16,303 495 3.1% $35.43 $28.03 $29.34 -$1.31 -4.7% 434,475 $ 434,475 $ 443,152 $ 443,152 $ 478,348 $ 478,348 $ (35,196) (35,196) -7.9% -7.9% Expenditure 100 - GENERAL $ TOTAL USES $ 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. Mandates: A.R.S. §11-597 The county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. In the determination of the need for an autopsy, the county medical examiner or alternate medical examiner may consider the request for an autopsy made by private persons or public officials. If the county attorney or a superior court judge of the county where the death occurred requests an autopsy, the county medical examiner shall perform the autopsy, or, in the case of an alternate medical examiner, an autopsy shall be performed by a forensic pathologist. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description % of tox reports produced within 30 days of exam. % of tests completed in house of total tests requested. # of total toxicology cases completed # of toxicology tests produced. # of toxicology tests requested. $ cost per test completed FY 2007 Actual 72.9% FY 2008 Forecast 69.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 69.2% (0.4%) -0.5% 98.3% 98.2% 98.2% 0.0% 0.0% 3,763 3,594 3,757 163 4.5% 55,785 55,785 $23.17 61,110 61,110 $21.63 67,724 67,724 $18.00 6,614 6,614 $3.62 10.8% 10.8% 16.8% (184,579) (184,579) -100.0% -100.0% 4,447 97,960 102,407 0.4% 100.0% 7.7% 224 - MEDICAL EXAMINER GRANT $ TOTAL SOURCES $ 10,920 $ 10,920 $ 184,579 $ 184,579 $ - $ - $ 100 - GENERAL $ 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,292,311 $ 97,539 1,389,850 $ 1,223,699 $ 97,960 1,321,659 $ 1,219,252 $ 1,219,252 $ Expenditure 592 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Employee Market compensation Adjustments (Program/Operations Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Annualization of FY 2007-08 Compensation Adjustments (Program/Operations Market Study) Annualization of Jan. 2008 Administrative Reductions Subtotal $ 8,056,892 $ 302,768 (19,041) $ 25,796 19,855 26,610 $ - 8,083,502 $ 302,768 16,801 $ - (19,040) (2,239) $ - FY 2008-09 BUDGET TARGET $ 8,081,263 $ 302,768 FY 2008-09 REQUESTED BUDGET $ 8,081,263 $ 311,303 (44,937) $ (19,322) (11,484) (175,461) (45,546) (46,497) (343,247) $ - 7,738,016 $ -4.2% 302,768 0.0% BUDGET BALANCING ADJUSTMENTS: Delete vacant Office Assistant Delete vacant PT Office Assistant Specialized Delete filled temp PT Office Assistant Delete one Physician position Delete one Investigator position Delete one Forensic Photographer position $ Subtotal $ FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 593 7,738,016 $ 302,768 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Grant Fund (224) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - MID-YEAR ADJUSTMENTS: U.S. Department of Justice, Office of Justice Programs, and Office for Civil Rights $ Paul Coverdell Forensic Science Formula Grants Program Subtotal $ 95,000 12,393 107,393 $ $ 95,000 12,393 107,393 FY 2007-08 REVISED RESTATED BUDGET $ 107,393 $ 107,393 TARGET ADJUSTMENTS: Paul Coverdell Forensic Science Formula Grants Program $ (12,393) $ FY 2008-09 BUDGET TARGET $ 95,000 $ 95,000 FY 2008-09 REQUESTED BUDGET $ - $ - FY 2008-09 RECOMMENDED OPERATING BUDGET $ - $ - $ - $ - FY 2008-09 TOTAL ADOPTED BUDGET 594 (12,393) Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks & Recreation Analysis by Julia Smith, Management & Budget Analyst Summary 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 August 28, 2008, identify the capital improvement funding to meet the priority improvements identified in the Park System Master Plan recommendations. Status: A contract was approved with PROS consulting on November 14, 2006, to conduct a system wide master plan. Draft recommendations have been received and the Executive Summary will be presented to the Parks & Recreation Advisory Commission for review in October 2008. • 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 Bureau of Land Management and Parks are working to develop a Cooperative Management Agreement for Vulture Mountain. Buffer zones have been identified affecting all regional parks including potential land acquisitions for future parks. Significant issues related to land ownership adjacent to parks present an on-going challenge for the creation of buffer zones. • 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: Parks & Recreation has continued to absorb reductions of funding from the General Fund through improved revenues without a decrease in the level of service provided to the customers. 595 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 30ER - PARK ED & RECREATION PRGM CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES AREC - RECREATION FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 5,451,935 1,267,219 199,755 3,984,961 $ 5,041,247 1,125,800 231,210 3,684,237 $ 5,041,247 1,125,800 231,210 3,684,237 $ 5,358,829 1,102,521 176,428 4,079,880 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 412,912 412,912 $ 1,821,140 1,821,140 $ 2,065,602 2,065,602 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 6,862,387 $ 7,106,849 $ TOTAL PROGRAMS $ EXPENDITURES 30ER - PARK ED & RECREATION PRGM $ CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES AREC - RECREATION (47,672) $ (47,672) 5,817,175 $ 2,865,605 285,663 615,805 1,964,137 $ 3,235,416 283,454 744,518 2,207,444 $ 4,071,572 283,455 744,526 3,043,591 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 2,859,720 2,859,720 $ 4,825,402 4,825,402 $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 1,135,542 115,554 728,961 224,668 66,359 $ 1,116,323 111,815 686,990 266,887 50,631 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 26,232 26,232 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DESK - DESKTOP SUPPORT TOTAL PROGRAMS $ 24,643 24,643 6,911,742 $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 8,241,300 4,240,024 219,200 3,782,076 $ 3,200,053 3,114,224 (12,010) 97,839 63.5% 276.6% -5.2% 2.7% 329,219 329,219 $ 219,359 219,359 $ (1,846,243) (1,846,243) -89.4% -89.4% 46,847 46,847 5,734,895 $ $ 8,460,659 $ 1,353,810 0.0% 0.0% 19.0% $ 3,901,253 205,107 729,145 2,967,001 $ 6,083,067 3,201,980 743,670 2,137,417 $ 5,544,714 5,544,714 $ 3,396,966 3,396,966 $ 2,931,481 2,931,481 $ $ 1,095,671 111,818 678,554 254,683 50,616 $ 1,173,199 120,054 728,651 269,828 54,666 $ 1,098,730 120,411 608,180 316,726 53,414 $ (3,059) (8,593) 70,374 (62,043) (2,798) -0.3% -7.7% 10.4% -24.4% -5.5% 78,881 78,881 $ 78,881 78,881 $ 78,877 78,877 $ 38,761 38,761 $ 40,120 40,120 50.9% 50.9% 35,632 35,632 9,291,654 $ 35,632 35,632 10,826,470 $ 17,899 17,899 8,568,194 $ 24,932 1,300 23,632 $ 10,176,971 $ 10,700 (1,300) 12,000 649,499 30.0% $ $ $ $ $ (2,011,495) -49.4% (2,918,525) -1029.6% 856 0.1% 906,174 29.8% 2,613,233 2,613,233 $ 47.1% 47.1% 33.7% 6.0% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 332,329 568,732 901,061 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,388,639 3,388,639 $ $ SUBTOTAL $ 1,794,770 1,794,770 $ $ $ 515,000 3,238,004 3,753,004 517 517 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 318,599 1,208,359 1,526,958 $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS 1,799,232 1,799,232 $ $ $ 515,000 3,478,004 3,993,004 - $ $ $ $ 125,103 1,189,510 1,314,613 5,817,175 $ 5,817,175 $ $ 256,835 256,835 $ $ $ 459,072 3,579,002 4,038,074 - $ $ $ $ 125,103 1,189,510 1,314,613 6,862,387 $ 6,862,387 $ $ 596 14,965 14,965 $ $ $ 490,461 3,554,680 4,045,141 $ 3,056 3,056 $ $ 53 53 $ $ $ $ 213,592 4,186,908 4,400,500 $ $ 301,580 1,135,350 1,436,930 $ 88,489 70.7% 2,997,398 252.0% 3,085,887 234.7% 7,106,849 $ 5,734,895 $ 8,460,659 $ 1,353,810 19.0% 7,106,849 $ 5,734,895 $ 8,460,659 $ 1,353,810 19.0% $ $ $ (1,784,267) -99.2% (1,784,267) -99.2% (24,539) -4.8% 76,676 2.2% 52,137 1.3% 53 53 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 3,293,647 $ 50,105 17,607 1,111,462 16,955 (388,975) 680,477 4,781,278 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 427,803 $ 270 138,543 (18,062) 548,554 $ 545,139 124,049 669,188 SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ $ 135,476 20,306 89,649 75,838 78,352 12,091 16,408 4,927 499,112 (601) 931,558 $ 328,690 16,580 83,320 122,040 57,070 9,150 28,563 5,410 478,853 1,129,676 $ $ SUBTOTAL $ 235,933 235,933 $ $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 351,434 42,156 2,009 18,820 414,419 $ TOTAL USES $ 6,911,742 OTHER FINANCING USES 0880 - TRANSFERS OUT 3,616,635 $ 83,000 11,500 1,344,722 33,500 (488,208) 664,509 5,265,658 $ $ $ FY 2007-08 FORECAST 3,616,581 $ 83,000 11,500 1,344,785 238,491 (505,569) 687,201 5,475,989 $ 549,601 124,049 673,650 $ 325,412 16,580 83,320 122,040 57,070 9,150 28,563 5,410 478,853 1,126,398 1,600,000 1,600,000 $ $ $ $ 580,000 34,500 12,632 627,132 $ 9,291,654 $ $ 3,732,861 $ 63,873 6,033 1,279,858 45,482 (506,139) 655,933 5,277,901 $ 496,606 133,203 15,457 645,266 $ $ 3,729,784 $ 71,232 4,000 1,273,813 46,693 (446,928) 737,180 5,415,774 $ 376,519 131,091 507,610 $ $ $ $ 188,815 18,800 67,750 82,320 70,484 4,146 16,409 4,210 545,927 1,300 1,000,161 1,310,993 1,310,993 $ $ - $ $ $ $ 3,230,794 22,632 3,253,426 $ $ 330,000 45,628 6,412 382,040 $ $ 8,568,194 $ 10,176,971 $ $ $ 34,142 186,744 16,395 49,563 94,112 81,565 11,469 11,425 4,389 462,190 951,994 2,910,993 2,910,993 $ $ $ $ 580,000 34,500 24,940 639,440 $ 10,826,470 597 ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ $ (113,203) 11,768 7,500 70,972 191,798 (58,641) (49,979) 60,215 -3.1% 0.0% 0.0% 5.3% 0.0% 11.6% -7.3% 1.1% 173,082 (7,042) 166,040 31.5% 0.0% -5.7% 0.0% 24.6% 136,597 (2,220) 15,570 39,720 (13,414) 5,004 12,154 1,200 (67,074) (1,300) 126,237 42.0% 0.0% 18.7% 32.5% -23.5% 0.0% 42.6% 22.2% -14.0% 0.0% 11.2% 2,910,993 2,910,993 100.0% 100.0% (2,650,794) 0.0% 0.0% 34,500 100.0% 2,308 0.0% (2,613,986) 0.0% 649,499 6.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Sources and Uses by Fund FY 2006-07 ACTUAL GENERAL FY 2007-08 ADOPTED $ 30 $ 334,318 334,318 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS SPECIAL REVENUE - OTHER TOTAL SPECIAL REVENUE 230 - PARKS & REC. GRANTS SPECIAL REVENUE - GRANT 980 - ELIMINATIONS FY 2007-08 REVISED $ - $ 1,794,770 1,794,770 $ 506,802 128,892 1,856,992 2,895,832 164,199 5,552,717 $ 5,887,035 $ TOTAL FUNDS $ FY 2007-08 FORECAST $ - $ 1,799,232 1,799,232 $ 452,500 130,000 1,564,554 2,830,413 160,000 5,137,467 $ 6,932,237 FY 2008-09 ADOPTED $ - $ 257,532 257,532 $ 452,500 130,000 1,599,554 3,035,413 160,000 5,377,467 $ 7,176,699 $ - $ 14,965 14,965 $ 421,734 115,198 1,810,370 3,050,012 151,014 5,548,328 $ 5,805,860 ADOPTED VS REVISED % VARIANCE $ 0.0% $ (1,784,267) (1,784,267) -99.2% -99.2% $ 452,500 130,000 1,803,617 6,016,207 108,000 8,510,324 $ 204,063 2,980,794 (52,000) 3,132,857 0.0% 0.0% 12.8% 98.2% -32.5% 58.3% $ 8,525,289 $ 1,348,590 18.8% 5,220 1,353,810 -7.5% 19.0% (69,890) $ 5,817,175 $ (69,850) $ 6,862,387 $ (69,850) $ 7,106,849 $ (70,965) $ 5,734,895 $ (64,630) $ 8,460,659 $ $ 1,761,166 $ 1,772,629 $ 1,764,191 $ 1,677,480 $ 1,426,304 $ 337,887 19.2% $ 279,643 279,643 $ 1,794,770 1,794,770 $ 1,799,232 1,799,232 $ 206,882 206,882 $ 14,965 14,965 $ 1,784,267 1,784,267 99.2% 99.2% 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS SPECIAL REVENUE - OTHER $ 410,192 128,732 1,760,601 2,603,995 37,303 4,940,823 $ 692,638 130,000 1,946,554 2,864,913 160,000 5,794,105 $ 692,638 130,000 2,456,443 3,057,712 996,104 7,332,897 $ 439,446 119,220 2,431,915 2,863,577 900,639 6,754,797 $ 702,504 130,000 1,843,615 6,016,213 108,000 8,800,332 $ (9,866) 612,828 (2,958,501) 888,104 (1,467,435) -1.4% 0.0% 24.9% -96.8% 89.2% -20.0% TOTAL SPECIAL REVENUE $ 5,220,466 $ 7,588,875 $ 9,132,129 $ 6,961,679 $ 8,815,297 $ USES 100 - GENERAL 230 - PARKS & REC. GRANTS SPECIAL REVENUE - GRANT 980 - ELIMINATIONS $ TOTAL FUNDS $ (69,890) $ 6,911,742 $ (69,850) $ 9,291,654 $ (69,850) $ 10,826,470 $ (70,965) $ 8,568,194 $ (64,630) $ 10,176,971 $ 316,832 3.5% (5,220) 649,499 7.5% 6.0% General Adjustments Advertising: Reduced budget by $10,000 by eliminating advertisements for employee recruitment. General Reduction: Implemented an administrative reduction of $30,000. 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. 598 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Program Results Measure Description Percent of change in park usage/visitation numbers compared to prior year same period. - Dashboard Measure Percent of trail users satisified with the condition of trails Percent of change in all park revenue compared to prior year same period - Dashboard Measure Percent of visitors rating overall park experience as very satisfied or extremely satisfied Percent of dissatisfied park visitors Percent of change in concession and souvenir revenues compared to prior year same period Percent of park visitors who attend a program Percent of park visitors satisfied with interpretive programs Percent of program day events to utilization days at the Desert Outdoor Center FY 2007 Actual Not Reported FY 2008 Forecast 0.9% Not Reported 98.0% 98.0% 0.0% 0.0% Not Reported 0.7% 0.7% 0.0% 0.0% Not Reported 98.0% 98.0% 0.0% 0.0% Not Reported Not Reported 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported Not Reported 2.2% 81.6% 2.2% 81.6% 0.0% 0.0% 0.0% 0.0% Not Reported 78.9% 78.9% 0.0% 0.0% Activities that comprise this program include: • Recreation • Community Resource • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.9% 0.0% 0.0% 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. Performance Analysis: Measure Type Result Result Result Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 0.9% Percent of change in park usage/visitation numbers compared to prior year same period. Dashboard Measure Percent of trail users satisified with the condition of Not Reported trails Not Reported Percent of visitors rating overall park experience as very satisfied or extremely satisfied FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.9% 0.0% 0.0% 98.0% 98.0% 0.0% 0.0% 98.0% 98.0% 0.0% 0.0% - 0.0% 0.0% 0.0% 0.63 0.0% 0.0% 28.0% Output Output Output Park usage/visitation for prior year same period Not Reported Number of trail users Not Reported Amount of park revenue for prior year same period Not Reported 1,301,336 433,418 5,933,863 1,301,336 433,418 5,933,863 Output Demand Efficiency Number of all regional park visitors 1,301,336 Number of all regional park visitors Not Reported Cost per regional park visitor for recreation activity $ 1.51 $ 1,326,533 1,313,389 2.24 $ 1,326,533 1,313,389 1.61 $ 100 - GENERAL $ 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS & REC. GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 30 483,884 231,214 1,626,937 1,644,972 3,987,037 397,253 125,885 1,585,870 1,970,872 4,079,880 $ 428,500 5,956 1,558,328 1,787,792 1,500 3,782,076 $ 31,247 (119,929) (27,542) (183,080) (297,804) 0.0% 7.9% -95.3% -1.7% -9.3% 0.0% -7.3% 100 - GENERAL $ 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS & REC. GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 686,115 329,952 45,283 472,341 429,209 3,320 1,966,219 709,214 $ 328,098 5,000 628,352 463,747 3,000 2,137,411 $ (380) (8,908) (83,321) 107,679 (8,977) (836,443) 829,590 -0.1% -2.6% -94.3% 20.7% -1.9% -99.6% 28.0% Revenue $ $ $ $ Expenditure $ $ 599 708,834 337,006 88,321 520,673 472,724 839,443 2,967,001 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation 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. Performance Analysis: Measure Type Result Output Output Output Output Output Demand Efficiency Measure Description Percent of change in concession and souvenir revenues compared to prior year same period Concession and souvenir revenues for prior year same period Number of concession and souvenir dollars received Profitable concession attendance at all regional parks Dollars transferred annually to Enhancement from Souvenir Fund Number of volunteer hours Amount of concession and souvenir dollars received Dollars spent in Community Resource Activity per concession and souvenir dollar received FY 2007 Actual Not Reported FY 2008 Forecast 0.0% Not Reported $ FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 1,145,838 1,145,838 - 0.0% 1,145,838 1,175,801 1,175,801 - 0.0% 565,274 560,724 560,724 - 0.0% 59,736 68,000 68,000 - 0.0% 77,470 1,145,838 75,498 1,175,801 75,498 1,175,801 - 0.0% 0.0% 0.30 $ 0.17 $ 2.72 $ (2.55) -1461.1% 1,080 $ 115,198 121,406 933,209 2,593 (70,965) 1,102,521 $ $ 130,000 145,289 4,023,365 6,000 (64,630) 4,240,024 $ (1,080) 14,802 23,883 3,090,156 3,407 6,335 3,137,503 -100.0% 12.8% 19.7% 331.1% 131.4% -8.9% 284.6% 806 $ 119,220 41,806 91,085 23,155 (70,965) 205,107 $ 23,888 $ 130,000 44,039 3,059,886 8,800 (64,630) 3,201,983 $ (23,082) 10,780 2,233 2,968,801 (14,355) 6,335 (2,996,876) -2863.8% 9.0% 5.3% 3259.4% -62.0% -8.9% -1461.1% Revenue 225 - SPUR CROSS RANCH CONSERVATION $ 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL SOURCES $ 2,656 128,886 122,022 1,069,262 4,125 1,326,951 $ 100 - GENERAL $ 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL USES $ 97,826 128,731 37,094 63,645 18,102 345,399 $ $ Expenditure $ Interpretive Services Activity The purpose of the Parks Interpretive Services Activity is to provide educational and structured opportunities to interpret and experience park resources for park visitors and requesting groups so they can more fully appreciate and enjoy the natural and cultural environment. Mandates: None. 600 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Performance Analysis: Measure Type Result Measure Description Percent of program day events to utilization days at the Desert Outdoor Center Percent of park visitors satisfied with interpretive programs Percent of park visitors who attend a program Number of interpretive programs offered Number of visitors at the Desert Outdoor Center Number of participants at all regional parks Number of new interpretive programs developed Number of interpretive program hours provided Number of interpretive programs to be provided Cost per interpretive program provided Result Result Output Output Output Output Output Demand Efficiency Revenue FY 2007 Actual Not Reported FY 2008 Forecast 78.9% Not Reported 81.6% 81.6% 0.0% 0.0% 2.2% 4,080 18,395 27,577 107 2,605 3,900 178.71 $ 2.2% 4,080 18,395 27,577 107 2,605 3,900 182.28 $ 0.0% (3.56) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -2.0% $ 205,050 14,150 219,200 $ (9,200) 59,119 (7,147) 42,772 -100.0% 40.5% -33.6% 24.2% 15,721 $ 54,132 163,904 508,125 1,800 743,682 $ 131,910 4,193 (12,419) 79,519 79,147 (3,993) (14,537) 89.4% 8.4% -100.0% 94.2% 18.5% -68.9% -2.0% Not Reported 1,459 18,395 27,577 90 2,516 3,889 $ 422.07 $ 230 - PARKS & REC. GRANTS $ 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 173,521 26,230 199,752 $ 100 - GENERAL $ 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS & REC. GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 123,300 45,249 53,657 381,160 12,431 615,798 $ $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 78.9% 0.0% 0.0% 9,200 145,931 21,297 176,428 $ 147,631 49,939 12,419 84,385 428,978 5,793 729,145 $ $ Expenditure $ $ Transfer Positions: Transferred three FTE’s to the Lake Fund resulting in a savings to the General Fund in the amount of $140,585. Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment Program Results Measure Description Percent of park visitors rating park facilities as good to excellent Percent of visitors dissatisfied with facilities FY 2007 Actual Not Reported FY 2008 Forecast 86.6% Not Reported 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.6% 0.0% 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Maintenance and 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. 601 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Performance Analysis: Measure Type Result Output Output Output Output Output Demand Efficiency Measure Description Percent of park visitors rating park facilities as good to excellent Number of all regional park visitors who completed the annual survey Number of all regional park visitors Number of miles of fence added Number of remodel/improvement projects completed in-house Cubic yards of trash hauled Number of all regional park visitors Cost per park visitor for Maintenance & Development Activity FY 2007 Actual Not Reported FY 2008 Forecast 86.6% Not Reported Not Reported 9 4 Not Reported Not Reported Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.6% 0.0% 0.0% 741 741 - 0.0% 1,346,679 9 4 1,346,679 9 4 - 0.0% 0.0% 0.0% 24,134 1,346,679 2.52 $ 24,134 1,346,679 2.18 $ 0.35 0.0% 0.0% 13.7% Revenue 225 - SPUR CROSS RANCH CONSERVATION $ 230 - PARKS & REC. GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 20,262 150,777 108,032 8,072 133,841 420,984 $ 100 - GENERAL $ 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS & REC. GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 370,821 5,088 234,360 992,541 1,261,523 3,451 2,867,784 $ $ 23,401 75,600 103,094 127,124 329,219 $ 399,307 16,353 106,142 1,520,528 1,322,388 32,248 3,396,966 $ $ 24,000 $ 9,009 100,000 86,350 219,359 $ 599 (66,591) (3,094) (40,774) (109,860) 2.6% -88.1% -3.0% 0.0% -32.1% -33.4% 427,452 $ 272,481 9,965 704,274 1,422,901 94,400 2,931,473 $ 28,145 256,128 (96,177) (816,254) 100,513 62,152 465,493 7.0% 1566.2% -90.6% -53.7% 7.6% 192.7% 13.7% Expenditure $ 602 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Non-Recurring Expenditure (Annualization of Elimination of Deputy Director) $ Restatement - Events Center to Communcations Annualization of Jan. 2008 Administrative Reductions Subtotal $ 1,772,629 $ - (8,438) $ (8,438) $ - 1,764,191 $ - (29,746) $ (48,009) (8,438) (86,193) $ - FY 2008-09 BUDGET TARGET $ 1,677,998 $ - FY 2008-09 REQUESTED BUDGET $ 1,677,998 $ - (140,585) $ (5,759) (22,500) (18,000) (16,250) (10,000) (8,000) (600) (30,000) (251,694) $ - 1,426,304 $ -15.0% - BUDGET BALANCING ADJUSTMENTS: Transfer 3 Positions to Lake Pleasant Recreation Services Fund (240) Reduce Fuel Expenditures Eliminate Vehicle Upgrades Reduce Maintenance Services at Estrella Mountain Regional Park Reduce Training and Travel Expenditures Eliminate Position Recruiting Advertisements Reduce Repair & Maintenance Expenditures Eliminate Administrative Uniform Allowances Additional Reduction to Achieve 15% Total Reduction $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 603 1,426,304 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Spur Cross Ranch Conservation Fund (225) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 692,638 $ 452,500 FY 2007-08 REVISED RESTATED BUDGET $ 692,638 $ 452,500 TARGET ADJUSTMENTS: Non-Recurring Expenditure (Visitors Center Utility Preparation Work) Non-Recurring Expenditure (Solar Oasis Project) $ (250,000) $ (15,000) (265,000) $ - Subtotal $ FY 2008-09 BUDGET TARGET $ 427,638 $ 452,500 $ Subtotal $ 24,862 24,862 $ $ - FY 2008-09 REQUESTED BUDGET $ 452,500 $ 452,500 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 452,500 $ 5.8% 452,500 NON-OPERATING 0001 Non-Recurring Expenditure (Visitors Center Utility Preparation Work) $ 250,004 $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 250,004 $ - $ 702,504 $ 452,500 REQUESTED ADJUSTMENTS: Increase in Sheriff's Office Patrol Costs NON-OPERATING FY 2008-09 TOTAL ADOPTED BUDGET 604 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks and Recreation Grant Fund (230) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: McDowell Mountain Grant Adjustments FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Non-Recurring Expenditure (Buckeye Hills Shooting Range Grant) FY 2008-09 BUDGET TARGET $ 1,794,770 $ 1,794,770 $ Subtotal $ 4,462 4,462 $ $ 4,462 4,462 $ 1,799,232 $ 1,799,232 $ Subtotal $ $ REQUESTED ADJUSTMENTS: Reduction of Grant Funding for White Tanks, Sunset Ridge, and San Tan FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Structural Balance FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ Subtotal $ $ (188,532) $ (188,532) $ 199,232 (184,267) (184,267) 10,700 $ 14,965 $ Subtotal $ 4,265 4,265 $ $ - 14,965 $ -92.5% 14,965 $ 605 199,232 (1,600,000) (1,600,000) $ $ FY 2008-09 TOTAL ADOPTED BUDGET (1,600,000) $ (1,600,000) $ 14,965 $ 14,965 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Souvenir Fund (239) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 130,000 $ 130,000 FY 2007-08 REVISED RESTATED BUDGET $ 130,000 $ 130,000 FY 2008-09 BUDGET TARGET $ 130,000 $ 130,000 (5,220) $ 5,220 - $ - REQUESTED ADJUSTMENTS: Reduction of Fund Balance Transfer to Enhancement Fund $ Increase in Community Services Activity Supplies and Services Expenditures Subtotal $ FY 2008-09 REQUESTED BUDGET $ 130,000 $ 130,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 130,000 $ 0.0% 130,000 FY 2008-09 TOTAL ADOPTED BUDGET $ 606 130,000 $ 130,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Lake Pleasant Recreation Services Fund (240) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,946,554 $ 1,564,554 MID-YEAR ADJUSTMENTS: Fee Increase Parks Visitors Center and Amphitheater Transfer $ $ Subtotal $ 35,000 474,889 509,889 $ 35,000 35,000 $ 2,456,443 $ 1,599,554 (382,000) $ (474,889) 138,935 (717,954) $ 138,935 138,935 FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Non-Recurring Expenditures Parks Visitors Center and Amphitheater Transfer Structural Balance $ Subtotal $ FY 2008-09 BUDGET TARGET $ 1,738,489 $ 1,738,489 REQUESTED ADJUSTMENTS: Increase in Number of Visitors - Support Shift of 3 General Fund Positions $ Subtotal $ 65,128 65,128 $ $ 65,128 65,128 FY 2008-09 REQUESTED BUDGET $ 1,803,617 $ 1,803,617 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,803,617 $ 3.7% 1,803,617 NON-OPERATING 0001 One-Time Expenditure - Management Capacity Study $ 39,998 $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 39,998 $ - $ 1,843,615 $ 1,803,617 NON-OPERATING FY 2008-09 TOTAL ADOPTED BUDGET 607 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Enhancement Fund (241) EXPENDITURES REVENUE OPERATING FY 2007- 08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Fee Increase Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007- 08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Non-Recurring Expenditure (ASU Park Visitor Survey) Structural Balance $ Subtotal $ 2,864,913 $ 2,830,413 205,000 $ (12,201) 192,799 $ 205,000 205,000 3,057,712 $ 3,035,413 (34,500) $ 12,201 (22,299) $ - FY 2008- 09 BUDGET TARGET $ 3,035,413 $ REQUESTED ADJUSTMENTS: Reduction of Fund Balance Transfer from Souvenir Fund Incr ease in Concession Revenue $ $ Subtotal $ - FY 2008- 09 REQUESTED BUDGET $ 3,035,413 $ 3,035,413 FY 2008- 09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 3,035,413 $ 0.0% 3,035,413 NON-OPERATING 0001 One-Time Revenue and Expenditure - Adobe Dam Regional Park Aquatic Park $ 2,980,800 $ 2,980,794 FY 2008- 09 ADOPTED NON-OPERATING BUDGET $ 2,980,800 $ 2,980,794 6,016,213 $ 6,016,207 $ 3,035,413 (5,220) 5,220 - NON-OPERATING FY 2008-09 TOTAL ADOPTED BUDGET $ 608 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Donations Fund (243) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Regional Trail Project/Del Webb Donation FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Regional Trail Project/Del Webb Donation $ 160,000 $ 160,000 $ Subtotal $ 836,104 836,104 $ $ - $ 996,104 $ 160,000 (836,104) $ (836,104) $ - $ Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Reduction in Donation Revenue $ Subtotal $ FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Structural Balance FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 160,000 (22,350) (22,350) $ 108,000 $ 137,650 $ Subtotal $ - $ $ (29,650) (29,650) $ 609 $ (52,000) $ (52,000) $ $ FY 2008-09 TOTAL ADOPTED BUDGET 160,000 108,000 $ -32.5% 108,000 $ 108,000 108,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Angie Flick, Management & Budget Analyst Summary Mission The mission of the Planning and Development Department is to provide planning and development services in a safe and timely fashion to constituents of unincorporated Maricopa County so they can responsibly develop and enjoy real property. Vision The vision of the Planning and Development Department is to provide market competitive planning and development services that are safe, consistent, timely and convenient for our constituents so they can responsibly develop and enjoy real property. Strategic Goals • By June 30, 2011, 90% or more of all status information for permits, development submittals, and code violation inquiries will be available online. Status: Accela Automation and Accela Citizens Access has been purchased and installed. It is currently being configured to allow this goal to be achieved. The FY 2008-09 budget continues to support the attainment of this goal. • By June 30, 2011, 90% of customer applications will meet submittal requirements at time of first submission. Status: The Department is progressing on the attainment of this goal through customer outreach materials, including a new building permit brochure, clearer on-line materials, and free pre-submittal meetings to assist customers in successful first submittals. At present, approximately 66% of first-time submittals meet the minimum submittal requirements. The FY 2008-09 budget continues to support the attainment of this goal. • By June 30, 2011, 75% of all applications can be digitally submitted and processed online allowing for the shift from a paper-based review to an electronic review process. Status: Since the Department began accepting Expedited Production Permits for residential structures, pools and accessory structures in October 2007, the Department has added Custom Residential Permits and Manufactured Homes. By November 2008, it is anticipated that all residential permit types, including additions, alterations and related accessory permits will be able to be accepted digitally. These permit types have traditionally constituted the majority of the department’s development applications. The FY 2008-09 budget continues to support the attainment of this goal. • By June 30, 2010, 100% of the planning elements in the Maricopa County Comprehensive Plan will be updated in accordance with state statute to provide Maricopa County residents with a current, coordinated, and measurable plan for development and use of land. 610 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Status: Staff prepared potential alternatives to the issues/concerns/policy decisions that were identified by staff and the project advisory committee (PAC). Status updates were provided to the Commission. The FY 2008-09 budget continues to support the attainment of this goal. Sources and Uses by Program and Activity – All Funds FY 2006-07 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 PREV - PLAN REVIEW PLCS - PLANNING AND ZONING ZONA - ZONING ADJUDICATION $ FY 2007-08 ADOPTED 14,905,820 93,671 120,640 48,415 49,715 11,510 1,598,017 8,847,389 3,443,458 660,070 32,935 14,905,820 $ $ 11,988,326 997,915 368,690 1,536,203 128,550 1,079,319 1,175,959 2,479,449 2,930,808 810,113 481,320 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES FY 2007-08 REVISED 17,227,710 400,122 401,118 45,000 19,348 4,658 1,605,114 9,350,591 4,598,467 736,055 67,237 17,227,710 $ $ 12,055,930 892,833 402,097 1,725,952 131,637 1,009,477 1,486,235 2,285,354 2,777,127 827,405 517,813 2,212,126 1,837,876 200,411 173,839 $ $ 668,910 376,270 292,640 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPORT HDSP - HELP DESK SUPPORT TOTAL PROGRAMS $ 1,911,355 1,022,639 123,037 384,640 381,039 16,780,716 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 PREV - PLAN REVIEW PLCS - PLANNING AND ZONING ZONA - ZONING ADJUDICATION FY 2007-08 FORECAST 17,907,710 400,122 401,118 45,000 19,348 4,658 1,605,114 10,030,591 4,598,467 736,055 67,237 17,907,710 $ $ 12,249,110 892,833 402,097 1,725,952 131,637 1,202,659 1,486,233 2,285,350 2,777,131 827,405 517,813 2,490,280 2,085,268 219,504 185,508 $ $ 850,748 428,849 421,899 $ 1,797,077 800,986 267,003 465,041 264,047 17,194,035 $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED 11,041,255 184,273 175,343 41,489 55,883 16,767 1,429,600 5,562,857 2,578,035 936,053 60,955 11,041,255 $ 13,674,233 310,000 250,000 45,000 60,000 45,000 3,007,000 5,985,000 2,767,233 1,150,000 55,000 $ 13,674,233 $ $ 10,539,881 707,348 375,577 1,341,934 239,294 971,068 1,218,142 2,072,272 2,324,222 807,475 482,549 $ 9,835,083 484,124 338,832 1,316,229 445,903 979,875 1,416,205 1,650,182 1,979,002 766,008 458,723 $ 2,435,374 2,030,374 219,487 185,513 $ 2,234,269 1,898,378 183,403 152,488 $ 2,686,667 2,318,762 225,305 142,600 $ (251,293) (288,388) (5,818) 42,913 -10.3% -14.2% -2.7% 23.1% $ 850,748 428,849 421,899 $ 850,746 428,849 421,897 $ 890,756 469,229 421,527 $ (40,008) (40,380) 372 -4.7% -9.4% 0.1% $ 2,182,182 1,186,081 267,005 465,044 264,052 17,717,414 $ 1,335,300 450,734 135,775 508,639 210,767 29,385 14,960,196 $ 2,954,005 1,977,216 218,661 470,987 222,812 64,329 $ 16,366,511 $ (771,823) (791,135) 48,344 (5,943) 41,240 (64,329) 1,350,903 -35.4% -66.7% 18.1% -1.3% 15.6% $ $ $ $ (4,233,477) -23.6% (90,122) -22.5% (151,118) -37.7% 0.0% 40,652 210.1% 40,342 866.1% 1,401,886 87.3% (4,045,591) -40.3% (1,831,234) -39.8% 413,945 56.2% (12,237) -18.2% (4,233,477) -23.6% $ 2,414,027 19.7% 408,709 45.8% 63,265 15.7% 409,723 23.7% (314,266) -238.7% 222,784 18.5% 70,028 4.7% 635,168 27.8% 798,129 28.7% 61,397 7.4% 59,090 11.4% $ 7.6% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 8,110,927 8,110,927 $ $ 9,159,476 9,159,476 $ $ 9,839,476 9,839,476 $ $ 4,947,259 4,947,259 $ $ 5,474,233 5,474,233 $ $ (4,365,243) -44.4% (4,365,243) -44.4% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 5,737,146 5,737,146 $ $ 7,278,351 7,278,351 $ $ 7,278,351 7,278,351 $ $ 5,096,653 5,096,653 $ $ 7,052,000 7,052,000 $ $ (226,351) -3.1% (226,351) -3.1% $ SUBTOTAL $ 29,651 29,651 $ $ 16,122 16,122 $ $ 16,122 16,122 $ $ 25,561 25,561 $ $ 150,000 150,000 $ $ 133,878 830.4% 133,878 830.4% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 893,642 134,454 1,028,095 $ $ $ 908,000 90,000 998,000 $ $ 907,915 63,867 971,782 $ $ 664,561 109,200 773,761 $ $ 664,561 109,200 773,761 $ 243,439 36.6% (19,200) -17.6% 224,239 29.0% TOTAL SOURCES $ 14,905,820 $ 17,227,710 $ 17,907,710 $ 11,041,255 $ 13,674,233 $ (4,233,477) -23.6% FINES & FOREFEITS 0637 - FINES & FORFEITS 611 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 9,075,368 $ 18,047 2,883,172 50,255 (761,105) 1,180 11,266,916 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 602,541 $ 144,105 94,725 (98,553) 742,819 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 477 $ 1,625,360 853,412 59,814 951,247 32,767 86,357 19,968 (22,971) 920 3,607,352 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ 374,905 374,905 CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 16,780,716 9,936,029 $ 33,127 3,239,213 (656,800) 1,840 12,553,409 $ 116,250 129,372 3,100 248,722 175,478 129,372 3,100 307,950 428,849 428,849 $ $ $ $ 17,194,035 ADOPTED VS REVISED VARIANCE % 9,636,816 $ 2,994,995 246,448 (2,046,625) 5,605 10,837,239 $ 299,213 33,127 244,218 (246,448) 1,389,825 (3,765) 1,716,170 3.0% 0.0% 7.5% 0.0% -211.6% -204.6% 13.7% 118,519 $ 111,500 30,500 (27,576) 70 233,013 $ 56,959 17,872 (27,400) 27,576 (70) 74,937 32.5% 13.8% -883.9% $ 191,242 $ 143,798 29,977 (68,718) 42 296,341 $ 35,000 $ 1,545,268 938,815 318,260 1,143,278 6,000 164,886 17,650 (326,795) 260 3,842,622 $ 367 $ 1,168,034 853,388 244,745 1,045,532 18,692 63,894 18,125 (240,047) 106 3,172,836 $ 25,000 $ 1,987,829 997,130 600,242 1,137,940 18,300 81,150 17,500 (523,782) 281 4,341,590 $ 10,000 (442,561) (58,315) (281,982) 5,338 (12,300) 83,736 150 196,987 (21) (498,968) 28.6% -28.6% 0.0% -88.6% 0.5% 0.0% 50.8% 0.8% -60.3% -8.1% -13.0% (39,053) (39,053) -9.1% -9.1% $ $ $ 428,849 428,849 $ 44,000 542,873 (2,293) 4 584,584 $ $ FY 2008-09 ADOPTED 9,486,130 $ 10,948 3,053,988 37,408 (2,062,294) 3,505 10,529,685 $ 428,849 428,849 $ 44,000 542,873 (2,293) 4 584,584 $ $ FY 2007-08 FORECAST 9,816,799 $ 33,127 3,219,460 (656,800) 1,840 12,414,426 $ 35,000 $ 1,283,189 938,815 255,171 1,143,278 6,000 164,886 17,650 (326,795) 260 3,517,454 $ $ 494,083 315,898 (21,257) 788,725 $ TOTAL USES $ FY 2007-08 REVISED 17,717,414 $ $ 467,902 467,902 $ 44,000 498,251 (9,780) 14 532,485 $ $ 14,960,196 $ $ 129,850 $ 407,562 (50,683) 38 486,767 $ $ 16,366,511 24.3% (129,850) 44,000 100.0% 135,311 24.9% 48,390 -2110.3% (34) -850.0% 97,817 0.0% $ 1,350,903 7.6% Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB SPECIAL REVENUE - OTHER TOTAL SPECIAL REVENUE $ $ 14,862,004 43,816 14,905,820 $ TOTAL FUNDS $ $ $ 17,188,856 38,854 17,227,710 14,905,820 $ 14,905,820 $ $ 17,868,856 38,854 17,907,710 17,227,710 $ $ 17,227,710 $ $ 17,061,480 132,555 17,194,035 $ $ 11,014,878 26,377 11,041,255 17,907,710 $ $ 17,907,710 $ $ 17,584,859 132,555 17,717,414 $ $ 13,597,000 77,233 13,674,233 11,041,255 $ $ 11,041,255 $ $ 14,857,980 102,216 14,960,196 $ $ (4,271,856) 38,379 (4,233,477) -23.9% 98.8% -23.6% 13,674,233 $ (4,233,477) -23.6% $ 13,674,233 $ (4,233,477) -23.6% $ $ $ 16,289,275 77,236 16,366,511 $ 1,295,584 55,319 1,350,903 7.4% 41.7% 7.6% USES 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB SPECIAL REVENUE - OTHER $ $ 16,652,763 127,953 16,780,716 TOTAL SPECIAL REVENUE $ 16,780,716 $ 17,194,035 $ 17,717,414 $ 14,960,196 $ 16,366,511 $ 1,350,903 7.6% TOTAL FUNDS $ 16,780,716 $ 17,194,035 $ 17,717,414 $ 14,960,196 $ 16,366,511 $ 1,350,903 7.6% General Adjustments Accela Implementation: Increased non-operating budget in Fund 226 by $1,453,497. 612 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Programs and Activities One Stop Shop Program The purpose of the One Stop Shop Program is to provide a single point of contact for coordinated County development services to the customer so they may complete their development projects in a faster and more cost efficient manner. Program Results Measure Description Percent of code enforcement violation cases that receive a complete initial investigation within 30 calendars days of receipt of violation complaints Percent of code enforcement cases that receive a complete initial investigation of violation complaint Percent of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements reviewed FY 2007 Actual Not Reported FY 2008 Forecast 94.2% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Percent of Development Master Plans/Comprehensive Plan Not Reported Amendment cases initially processed within 15 business days of application Percent of Development Master Plan/Comprehensive Plan Not Reported Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% Percent of customer service actions performed Percent of all customers served within 30 minutes Percent of drainage violation cases that receive a complete initial investigation within 30 calendar days of receipt of violation complaint Percent of drainage enforcement violation complaints investigated Percent of drainage inspections completed Percent of drainage reviews completed Percent of drainage reviews processed through first plan review within 14 calendar days of application/assignment Percent of expedited drainage reviews process through first plan review within three calendar days of application/assignment Percent of building plan inspection requests where service was rendered within one business day Percent of plans inspections completed Percent of Entitlement and Subdivision cases completed Percent of Entitlement/Subdivision cases initially processed within 15 business days of application Percent of Entitlement/Subdivision cases where a Technical Advisory Committee meeting is held within 60 calendar days of application Percent of Entitlement/Subdivision cases where a PostTechnical Advisory Committee review is completed within 21 business days of resubmittal Percent of Building and Zoning Plan Reviews processed through first plan review within 20 calendar days of application Not Reported Not Reported Not Reported 100.0% 98.0% 77.0% 100.0% 98.0% 77.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported 81.9% 81.9% 0.0% 0.0% Not Reported Not Reported Not Reported 100.0% 100.3% 99.0% 100.0% 100.3% 99.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Not Reported Not Reported Not Reported 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 97.9% 97.9% 0.0% 0.0% Percent of building and zoning plan reviews completed Percent of expedited building and zoning plan reviews process through first plan review within 20 calendar days of application Percent of Variance and other Board of Adjustment cases processed to public hearing/approved administratively within 75 calendar days of application date Percent of Variance and Other Board of Adjustment cases processed to public hearing/approved administratively Not Reported Not Reported 100.0% 99.6% 100.0% 99.6% 0.0% 0.0% 0.0% 0.0% Not Reported 68.6% 68.6% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% 613 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.2% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 and Adjudication Code Enforcement Activity The purpose of the Code Enforcement Activity is to provide inspection and enforcement services to Maricopa County property owners so they can experience resolution of complaint issues in a timely manner. Mandates: A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states it is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the county; A.R.S. §11-808 also establishes the County to appoint hearing officers to hear and determine zoning violations; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of code enforcement violation cases that receive a complete initial investigation within 30 calendars days of receipt of violation complaints Percent of code enforcement cases that receive a complete initial investigation of violation complaint Number of code enforcement cases that receive a complete initial investigation Number of code enforcement violation complaints completed Number of code enforcement violation complaints Expenditure per code enforcement complaint completed FY 2007 Actual Not Reported FY 2008 Forecast 94.2% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 1,897 1,897 - 0.0% Not Reported 2,750 2,750 - 0.0% Not Reported 2,750 2,750 - 0.0% Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.2% 0.0% 0.0% 257.22 $ 176.05 $ 81.17 31.6% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 93,671 93,671 $ $ 184,273 184,273 $ $ 310,000 310,000 $ $ 125,727 125,727 68.2% 68.2% 226 - P&D FEES $ TOTAL USES $ 997,915 997,915 $ $ 707,348 707,348 $ $ 484,124 484,124 $ $ 223,224 223,224 31.6% 31.6% Expenditure Comprehensive Planning Activity The purpose of the Comprehensive Planning Activity is to provide and maintain planning elements and provide information to various private and public entities of Maricopa County so they can make informed decisions concerning growth, development and investment in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of 614 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes that the commission shall act in an advisory capacity to the Board and shall, when requested, make a report or recommendation in matters under the jurisdiction of the Board. Further, the commission shall prepare and recommend to the Board a comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the Board of Supervisors to adopt or readopt a comprehensive long-term county plan. Performance Analysis: Measure Type Result FY 2007 Actual Percent of Development Master Plans, Not Reported Comprehensive Plan Amendments, and Statutorily Driven Elements reviewed Percent of Development Master Not Reported Plans/Comprehensive Plan Amendment cases initially processed within 15 business days of application FY 2008 Forecast 100.0% 100.0% 100.0% 0.0% 0.0% Result Percent of Development Master Not Reported Plan/Comprehensive Plan Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application 100.0% 100.0% 0.0% 0.0% Output Number of Development Master Plans, Not Reported Comprehensive Plan Admendments, and Statutorily Driven Elements Withdrawn/Completed Number of Development Master Plans, Not Reported Comprehensive Plan Amendments, and Statutorily Driven Elements Requested Expenditure per Development Master Not Reported Plan, Comprehensive Plan Amendment, and Statutorily Driven Element Withdrawn/Completed 0.0% Result Demand Efficiency Measure Description $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 32 32 - 32 64 32 100.0% 1,148.28 9.8% 11,736.78 $ 10,588.50 $ Revenue 226 - P&D FEES $ TOTAL SOURCES $ 120,640 120,640 $ $ 175,343 175,343 $ $ 250,000 250,000 $ $ 74,657 74,657 42.6% 42.6% 226 - P&D FEES $ TOTAL USES $ 368,690 368,690 $ $ 375,577 375,577 $ $ 338,832 $ 338,832 $ 36,745 36,745 9.8% 9.8% Expenditure Customer Services Activity The purpose of the Customer Services Activity is to provide accurate planning and development information to One Stop Shop customers so they can make informed development decisions and receive timely delivery of property-based services. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. 615 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of customer service actions performed Percent of all customers served within 30 minutes Number of customer service actions performed Number of customer service actions requested/required Expenditure per customer service action performed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 98.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 98.0% 0.0% 0.0% Not Reported 26,440 26,440 - 0.0% Not Reported 26,440 26,440 - 0.0% Not Reported $ 50.75 $ 49.78 $ 0.97 1.9% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 48,415 48,415 $ $ 41,489 41,489 $ $ 45,000 45,000 $ $ 3,511 3,511 8.5% 8.5% 226 - P&D FEES $ TOTAL USES $ 1,536,203 1,536,203 $ $ 1,341,934 1,341,934 $ $ 1,316,229 $ 1,316,229 $ 25,705 25,705 1.9% 1.9% Expenditure Drainage Enforcement Activity The purpose of the Drainage Enforcement Activity is to provide enforcement of drainage regulations to residents and property owners so they can experience resolution of complaint issues in a timely manner. 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: Measure Type Result Result Output Demand Efficiency Measure Description Percent of drainage violation cases that receive a complete initial investigation within 30 calendar days of receipt of violation complaint Percent of Drainage Enforcement violation complaints investigated Number of Drainage Enforcement violation complaints investigated Number of Drainage Enforcement violation complaints Expenditure per Drainage Enforcement complaint investigated FY 2007 Actual Not Reported FY 2008 Forecast 77.0% Not Reported 81.9% 81.9% 0.0% 0.0% Not Reported 530 530 - 0.0% Not Reported 530 530 - 0.0% $ 451.50 $ 841.33 $ 60,000 60,000 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 77.0% 0.0% 0.0% (389.83) -86.3% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 49,715 49,715 $ $ 55,883 55,883 $ $ 226 - P&D FEES $ TOTAL USES $ 128,550 128,550 $ $ 239,294 239,294 $ $ $ $ 4,117 4,117 7.4% 7.4% Expenditure 445,903 $ 445,903 $ (206,609) (206,609) -86.3% -86.3% Drainage Inspection Activity The purpose of the Drainage Inspection Activity is to provide drainage inspections to residents and builders so they can complete construction in compliance with approved drainage regulations in a timely manner. 616 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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: Measure Type Result Output Output Output Output Output Demand Efficiency Measure Description Percent of drainage inspections completed Number of finished floor elevation drainage inspections completed Number of in-progress drainage inspections completed Number of final drainage inspections completed Number of pre-permit issuance drainage site inspections completed Number of drainage inspections completed Number of drainage inspections scheduled/requested Expenditure per drainage inspection completed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 1,588 1,588 - 0.0% Not Reported 532 532 - 0.0% Not Reported 6,042 6,042 - 0.0% Not Reported 2,557 2,557 - 0.0% Not Reported 14,678 14,678 - 0.0% Not Reported 10,721 10,721 - 0.0% (0.60) -0.9% Not Reported $ 66.16 $ 66.76 $ Revenue 226 - P&D FEES $ TOTAL SOURCES $ 11,510 11,510 $ $ 16,767 16,767 $ $ 226 - P&D FEES $ TOTAL USES $ 1,079,319 1,079,319 $ $ 971,068 971,068 $ $ 45,000 45,000 $ $ 28,233 28,233 168.4% 168.4% Expenditure 979,875 $ 979,875 $ (8,807) (8,807) -0.9% -0.9% Drainage Review Activity The purpose of the Drainage Review Activity is to provide plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. Mandates: A.R.S. §11-251 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. 617 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Performance Analysis: Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description Percent of drainage reviews processed through first plan review within 14 calendar days of application/assignment Percent of expedited drainage reviews process through first plan review within three calendar days of application/assignment Percent of drainage reviews completed Number of drainage reviews processed through first plan review Number of expedited drainage reviews processed through first plan review Number of drainage reviews completed Number of drainage reviews requested Expenditure per drainage review completed FY 2007 Actual Not Reported FY 2008 Forecast 99.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Not Reported Not Reported 100.3% 6,411 100.3% 6,411 0.0% - 0.0% 0.0% - 0.0% Not Reported 662 662 Not Reported Not Reported Not Reported 6,330 7,186 192.44 $ 6,330 7,186 223.73 $ $ (31.29) 0.0% 0.0% -16.3% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 1,598,017 1,598,017 $ $ 1,429,600 1,429,600 $ $ 3,007,000 3,007,000 $ $ 226 - P&D FEES $ TOTAL USES $ 1,175,959 1,175,959 $ $ 1,218,142 1,218,142 $ $ 1,416,205 $ 1,416,205 $ 1,577,400 1,577,400 110.3% 110.3% Expenditure (198,063) (198,063) -16.3% -16.3% Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide development inspection services to builders so they can complete construction in compliance with approved development codes in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of plans inspections completed Percent of building plan inspection requests where service was rendered within one business day Number of plans inspections completed Number of plans inspections requested Expenditure per plans inspection completed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 95.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 95.0% 0.0% 0.0% Not Reported 142,197 142,197 - 0.0% Not Reported 173,068 173,068 - 0.0% Not Reported $ $ $ 14.57 $ 11.60 $ 2.97 20.4% Revenue 226 - P&D FEES 235 - DEL WEBB TOTAL SOURCES $ 8,803,573 43,816 8,847,389 $ 5,536,480 26,377 5,562,857 $ $ 5,985,000 5,985,000 $ $ 448,520 (26,377) 422,143 8.1% -100.0% 7.6% 391,831 30,259 422,090 19.2% 100.0% 20.4% Expenditure 226 - P&D FEES 235 - DEL WEBB $ TOTAL USES $ 2,423,229 56,220 2,479,449 $ $ 2,042,013 30,259 2,072,272 $ $ 1,650,182 $ 1,650,182 $ Planning and Zoning Activity The purpose of the Planning and Zoning Activity is to provide information, support, report services, and recommendations to the Planning Commission so they can make planning and land-use recommendations to the Board of Supervisors in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and 618 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 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: Measure Type Result Result Result Result Output Demand Efficiency Measure Description FY 2007 Actual Percent of Entitlement and Subdivision Not Reported cases completed Not Reported Percent of Entitlement/Subdivision cases initially processed within 15 business days of application Not Reported Percent of Entitlement/Subdivision cases where a Technical Advisory Committee meeting is held within 60 calendar days of application FY 2008 Forecast 100.0% Not Reported Percent of Entitlement/Subdivision cases where a Post-Technical Advisory Committee review is completed within 21 business days of resubmittal Number of Entitlement and Subdivision cases completed Number of Entitlement and Subdivision cases requested Expenditure per Entitlement and Subdivision case completed FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% Not Reported 378 378 - 0.0% Not Reported 378 378 - 0.0% Not Reported $ 2,136.18 $ 2,026.48 $ 109.70 5.1% $ $ 213,947 213,947 22.9% 22.9% 766,008 $ 766,008 $ 41,467 41,467 5.1% 5.1% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 660,070 660,070 $ $ 936,053 936,053 $ $ 226 - P&D FEES $ TOTAL USES $ 810,113 810,113 $ $ 807,475 807,475 $ $ 1,150,000 1,150,000 Expenditure Plan Review Activity The purpose of the Plan Review Activity is to provide plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes issuance and distribution of copies to the subsequent owner. 619 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Performance Analysis: Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description Percent of expedited building and zoning plan reviews process through first plan review within 20 calendar days of application Percent of building and zoning plan reviews completed Percent of Building and Zoning Plan Reviews processed through first plan review within 20 calendar days of application Number of expedited building and zoning plan reviews processed through first plan review Number of building and zoning plan reviews completed Number of building and zoning plan reviews processed through first plan review Number of building and zoning plan reviews requested Expenditure per building and zoning plan review completed FY 2007 Actual Not Reported FY 2008 Forecast 99.6% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 97.9% 97.9% 0.0% 0.0% Not Reported 1,996 1,996 - 0.0% Not Reported 25,258 25,258 - 0.0% Not Reported 16,560 16,560 - 0.0% Not Reported 16,560 16,560 - 0.0% Not Reported $ $ $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.6% 0.0% 0.0% 92.02 $ 78.35 $ 13.67 14.9% 111,965 77,233 189,198 4.3% 7.3% 350,871 (5,651) 345,220 15.5% -8.7% 14.9% Revenue 226 - P&D FEES 235 - DEL WEBB TOTAL SOURCES $ 3,443,458 3,443,458 $ 2,578,035 2,578,035 $ $ 2,690,000 77,233 2,767,233 $ $ Expenditure 226 - P&D FEES 235 - DEL WEBB $ TOTAL USES $ 2,865,815 64,993 2,930,808 $ $ 2,259,052 65,170 2,324,222 $ $ 1,908,181 $ 70,821 1,979,002 $ Zoning and Adjudication Activity The purpose of the Zoning and Adjudication Activity is to provide information, support, and recommendations to the Board of Adjustment so they can make appropriate quasi-judicial rulings in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-807 establishes the Board of Adjustments and its powers and the appeals process. 620 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Percent of Variance and other Board of Not Reported Adjustment cases processed to public hearing/approved administratively within 75 calendar days of application date Percent of Variance and Other Board Not Reported of Adjustment cases processed to public hearing/approved administratively Number of Variance, Temporary Use, Not Reported or Text Amendments Completed Not Reported Number of Variance, Temporary Use or Text Amendments Applied/Requested Not Reported Expenditure per Variance and Other Board of Adjustment cases processed to public hearingapproved administratively FY 2008 Forecast 68.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 68.6% 0.0% 0.0% 100.0% $ 100.0% 0.0% 0.0% 194 194 - 0.0% 201 201 - 0.0% 2,487.37 $ 2,364.55 $ 122.81 4.9% (5,955) (5,955) -9.8% -9.8% 23,826 23,826 4.9% 4.9% Revenue 226 - P&D FEES $ TOTAL SOURCES $ 32,935 32,935 $ $ 60,955 60,955 $ $ 226 - P&D FEES $ TOTAL USES $ 481,320 481,320 $ $ 482,549 482,549 $ $ 55,000 55,000 $ $ Expenditure 621 458,723 $ 458,723 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Appropriated Budget Reconciliations Planning and Development Fees Fund (226) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ FY 2007-08 Initiative (MAG 5% Plan) Employee Market Compensation Adjustments (Admin Phase II Market Study) Technology Project (Replace Permits Plus) Technology Project (ProjectDox Software) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Annualization of Compensation Adjustments (Code Enforcement Market Study) Annualization of Compensation Adjustments (Program & Ops Market Study) Non-Recurring Expenditures Detail (FY2007-08 Open Enrollment Variance) Annualization of Jan. 2008 Administrative Reductions Other Reductions (RDSA IT Consolidation) Technology Project (Replace Permits Plus) Technology Project (ProjectDox Software) Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Budget Submitted (Under)/Over Budget FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 17,061,480 $ 17,188,856 (62,446) $ 193,180 7,548 188,297 196,800 523,379 $ 680,000 17,584,859 680,000 $ 17,868,856 - $ 6,133 8,877 29,638 (62,445) (136,261) (188,297) (196,800) (539,155) $ - 17,045,704 $ 17,868,856 $ Subtotal $ (2,209,926) $ (2,209,926) $ (4,271,856) (4,271,856) $ 14,835,778 $ -13.0% 13,597,000 -23.9% NON-OPERATING NON-OPERATING 0001 Accela Implementation FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 622 $ Subtotal $ 1,453,497 1,453,497 $ $ - $ 1,453,497 $ - $ 16,289,275 $ 13,597,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Planning and Development Del Webb Special Fund (235) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 132,555 $ 38,854 FY 2007-08 REVISED RESTATED BUDGET $ 132,555 $ 38,854 $ $ Subtotal $ 3,969 3,969 $ 97,670 97,670 $ 136,524 $ 136,524 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Other Reductions (RDSA IT Consolidation) Structural Balance FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Budget Submitted (Under)/Over Budget FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ Subtotal $ (59,288) $ (59,288) $ (59,291) (59,291) $ 77,236 $ -43.4% 77,233 -43.4% $ 623 77,236 $ 77,233 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Mission The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons so their estates and wellbeing are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals • By September 1, 2007, we 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 fiscal 2004-05 benchmarks. Status: The goal has expired, but will be extended to be completed in two phases by approximately March 1, 2009. • By November 1, 2008, we will increase our ability to provide fiduciary services and legal coordination to all the regional Superior Courts. Status: The goal was not met. The department is preparing new goals for FY 2009-10, one of which will address this ongoing issue. 624 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % REVENUE 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES $ - $ 15,000 15,000 $ 15,000 15,000 $ - $ - $ (15,000) -100.0% (15,000) -100.0% 34FS - FIDUCIARY SERVICES PROGRAM $ EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES TOTAL PROGRAMS $ EXPENDITURES 759,336 384,282 74,201 300,853 759,336 $ 735,000 442,500 60,000 232,500 750,000 $ 735,000 442,500 60,000 232,500 750,000 $ 824,810 379,868 67,968 376,974 824,810 $ 918,848 576,202 342,646 918,848 $ 183,848 25.0% 133,702 30.2% (60,000) -100.0% 110,146 47.4% 22.5% 168,848 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES $ 348,818 348,818 $ 367,919 367,919 $ 367,959 367,959 $ 357,687 357,687 324,422 324,422 $ 43,537 43,537 11.8% 11.8% 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES $ 1,669,427 604,972 517,138 547,317 $ 1,934,675 619,911 658,849 655,915 $ 1,989,590 620,223 704,311 665,056 $ 1,972,156 631,265 680,856 660,035 $ 1,944,214 624,997 625,554 693,663 $ 45,376 (4,774) 78,757 (28,607) 2.3% -0.8% 11.2% -4.3% 34IS - INVESTIGATION SERVICES PROGRAM FEXP - FINANCIAL EXPLOITATION PREV INTK - INTAKE ACTIVITY $ 154,607 53,514 101,093 $ 249,615 79,310 170,305 $ 250,368 80,062 170,306 $ 173,636 63,880 109,756 $ 200,391 57,015 143,376 $ 49,977 23,047 26,930 20.0% 28.8% 15.8% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 353,894 14,971 195,413 43,366 62,025 38,118 $ 178,898 15,067 107,097 6,660 30,307 19,767 $ 174,421 14,619 106,198 6,347 27,713 19,544 $ 270,789 8,856 172,458 8,284 55,330 25,861 $ 132,082 11,007 79,578 4,146 34,386 2,965 $ 42,339 3,612 26,620 2,201 (6,673) 16,579 24.3% 24.7% 25.1% 34.7% -24.1% 84.8% 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 2,526,746 $ 31,041 31,041 2,762,148 $ 31,041 31,041 2,813,379 $ 18,106 18,106 2,792,374 $ 11,835 11,835 $ 2,612,944 $ 19,206 19,206 200,435 61.9% 61.9% 7.1% $ $ $ $ $ $ $ $ $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 759,336 759,336 $ $ 750,000 750,000 $ $ 750,000 750,000 $ $ 824,810 824,810 $ $ 918,848 918,848 $ $ 168,848 168,848 22.5% 22.5% ALL REVENUES $ 759,336 $ 750,000 $ 750,000 $ 824,810 $ 918,848 $ 168,848 22.5% TOTAL SOURCES $ 759,336 $ 750,000 $ 750,000 $ 824,810 $ 918,848 $ 168,848 22.5% 625 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 1,631,273 $ 29,307 (2) 478,096 7,986 2,146,660 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 41,840 5,055 46,895 SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS SUBTOTAL $ 7,187 1,314 11,359 11,399 1,071 8,295 269,132 309,757 $ $ SUBTOTAL $ 23,433 23,433 TOTAL USES $ 2,526,746 CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ FY 2007-08 REVISED 1,707,966 23,601 565,251 2,296,818 $ 32,994 5,500 9,261 47,755 $ $ $ $ 32,994 5,500 9,261 47,755 $ 17,868 21,577 12,745 12,500 31,291 8,000 269,621 373,602 $ $ $ 32,371 11,602 43,973 $ 2,762,148 $ 1,754,549 23,601 569,899 2,348,049 FY 2007-08 FORECAST $ $ $ $ 17,868 21,577 12,745 12,500 31,291 8,000 269,621 373,602 $ $ $ 32,371 11,602 43,973 $ 2,813,379 $ 1,705,590 53,143 1,096 562,232 35,114 2,357,175 31,285 5,033 36,318 FY 2008-09 ADOPTED $ $ $ $ 1,675,988 527,794 2,203,782 78,561 23,601 42,105 144,267 $ 4.5% 0.0% 0.0% 7.4% 0.0% 6.1% $ 7,428 23,196 10,764 12,168 10,941 7,500 258,085 330,082 $ $ $ 32,371 100.0% (18,098) -156.0% 14,273 32.5% $ 200,435 $ $ $ 15,351 15,351 $ 29,700 29,700 $ 2,792,374 $ 2,612,944 $ $ 43,380 6,000 49,380 66,266 11,839 9,664 12,437 18,898 7,904 256,522 383,530 $ ADOPTED VS REVISED VARIANCE % (10,386) -31.5% (500) -9.1% 9,261 100.0% (1,625) -3.4% $ 10,440 (1,619) 1,981 332 20,350 500 11,536 43,520 $ 58.4% -7.5% 15.5% 2.7% 65.0% 6.3% 4.3% 11.6% 7.1% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 759,336 $ 750,000 $ 750,000 $ 824,810 $ 918,848 $ 168,848 22.5% TOTAL FUNDS $ 759,336 $ 750,000 $ 750,000 $ 824,810 $ 918,848 $ 168,848 22.5% $ 2,526,746 $ 2,762,148 $ 2,813,379 $ 2,792,374 $ 2,612,944 $ 200,435 7.1% TOTAL FUNDS $ 2,526,746 $ 2,762,148 $ 2,813,379 $ 2,792,374 $ 2,612,944 $ 200,435 7.1% USES 100 - GENERAL General Adjustments Revenue Increase: Increase General Fund revenue by $168,848 (from $750,000 to $918,848) in FY 2008-09 based on volume and revised fee schedules submitted by the department and approved by the Maricopa County Superior Court in late FY 2007-08. The budget includes fee reductions of $15,000 from the Burial Activity and $60,000 from the Estate Operations, and fee increases of $133,702 in the Estate Administration Activity and $110,146 in the Guardianship Services Activity. The FY 2008-09 Adopted Budget includes the deletion of a management position ($75,034) and a reduction of a Senior Systems Analyst position by 0.25 FTE ($20,258), both of which were allocated to multiple Activities. Position Deletions: Programs and Activities Burial Services 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. 626 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary 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 Measure Description Percent of determinations made within five business days • • FY 2007 Actual Not Reported FY 2008 Forecast 92.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 92.0% 0.1% 0.1% Activities that comprise this program include: Burial Services Burial Services Activity The purpose of the Burial Services Activity is to conduct eligibility assessment and determinations so that indigent decedents in Maricopa County can be buried or cremated and the general public's health protected. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of determinations made within five business days Number of eligibility assessments completed. Number of referrals for indigent burial services. Cost per indigent burial eligibility assessment completed. FY 2007 Actual Not Reported FY 2008 Forecast 92.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 92.0% 0.1% 0.1% 977 960 1,056 96 10.0% 977 960 1,056 96 10.0% $92.67 $372.59 $307.22 $65.37 17.5% Expenditure 100 - GENERAL $ TOTAL USES $ 90,536 $ 90,536 $ 357,687 $ 357,687 $ 324,422 $ 324,422 $ 33,265 33,265 9.3% 9.3% Base Adjustments: Reduce indigent burial support care by $11,607 to reflect historical expenditures, delete the salary and benefit equivalent of $34,886 for two temporary positions, and right-size remaining areas of expenditures. 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. 627 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Program Results Measure Description Percent of Estate Administration 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 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 98.0% 98.0% 0.0% 0.0% Activities that comprise this program include: • Estate Administration • Estate Operations • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Estate Administration inventories filed with the Court on time. Number of Estate Administration inventories filed with the Court Number of estates administered. Number of clients in need of estate administration inventory services. Cost per case administered. FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 1,727 1,727 0 0.0% 1,784 1,784 1,727 1,727 1,727 1,727 0 0 0.0% 0.0% $339.11 $365.53 $361.90 $3.63 1.0% 100 - GENERAL $ TOTAL SOURCES $ 384,282 $ 384,282 $ 379,868 $ 379,868 $ 576,202 $ 576,202 $ 196,334 196,334 51.7% 51.7% 100 - GENERAL $ TOTAL USES $ 604,972 $ 604,972 $ 631,265 $ 631,265 $ 624,997 $ 624,997 $ 6,268 6,268 1.0% 1.0% Expenditure 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. 628 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2007 Actual Percent of Court accountings filed with Not Reported the Court on time. Number of Court accountings filed with Not Reported the Court. Number of clients provided financial 1,141 and accounting services. 1,141 Number of clients in need of financial and accounting services. Cost per client provided with financial $453.23 and accounting services. FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 160 160 0 0.0% 1,216 1,252 36 3.0% 1,216 1,252 36 3.0% $559.91 $499.64 $60.27 10.8% (67,968) (67,968) -100.0% -100.0% Revenue 100 - GENERAL $ TOTAL SOURCES $ 74,201 $ 74,201 $ 67,968 $ 67,968 $ - $ - $ 100 - GENERAL $ TOTAL USES $ 517,138 $ 517,138 $ 680,856 $ 680,856 $ 625,554 $ 625,554 $ Expenditure 55,302 55,302 8.1% 8.1% Guardianship Activity The purpose of the Guardianship Activity is to provide coordination, oversight and monitoring services of our clients’ medical and personal needs so they receive appropriate medical attention and their general well being is ensured. Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent of annual Guardian reports filed with the Court on time. Number of annual Guardian reports filed with the Court. Number of Guardianship estates administered. Number of clients in need of annual Guardianship services. Average cost per case requiring Guardianship estate administered. FY 2007 Actual Not Reported FY 2008 Forecast 98.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 0.0% 0.0% Not Reported 2,564 2,820 256 10.0% 2,430 2,564 2,820 256 10.0% 2,430 2,564 2,820 256 10.0% $225.23 $257.42 $245.98 $11.44 4.4% Revenue 100 - GENERAL $ TOTAL SOURCES $ 300,853 $ 300,853 $ 376,974 $ 376,974 $ 342,646 $ 342,646 $ (34,328) (34,328) -9.1% -9.1% 100 - GENERAL $ TOTAL USES $ 547,317 $ 547,317 $ 660,035 $ 660,035 $ 693,663 $ 693,663 $ (33,628) (33,628) -5.1% -5.1% Expenditure 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 Measure Description Percent of financial exploitation investigations completed within 180 days Percent of timeliness in filing mental health mandated reports and Court ordered reports. FY 2007 Actual Not Reported FY 2008 Forecast 59.0% (3.7%) 91.5% Activities that comprise this program include: • Financial Exploitation Prevention • 629 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 76.2% 17.2% 29.2% 92.2% Intake 0.7% 0.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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 their remaining assets so that the court and law enforcement agencies may proceed with protective proceedings. 630 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of financial exploitation investigations completed within 180 days Number of financial exploitation investigations conducted. Number of referrals involving suspected financial exploitation. Cost per financial exploitation investigation conducted. FY 2007 Actual Not Reported FY 2008 Forecast 59.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 76.2% 17.2% 29.2% 62 39 42 3 7.7% 21 20 26 6 30.0% $863.13 $1,637.95 $1,357.50 $280.45 17.1% 6,865 6,865 10.7% 10.7% Expenditure 100 - GENERAL $ TOTAL USES $ 53,514 $ 53,514 $ 63,880 $ 63,880 $ 57,015 $ 57,015 $ Intake Activity The purpose of the Public Fiduciary Intake Activity is to provide intake services to the community and the courts so that referrals and investigative orders can be assessed and investigated to determine the need for guardianship, conservatorship or probate so that the need for protective or other legal proceedings may be determined. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of timeliness in filing mental health mandated reports and Court ordered reports. Number of court ordered and mandate investigations completed. Number of referrals for intake investigations. Cost per Court-ordered and intake investigation. FY 2007 Actual Not Reported FY 2008 Forecast 91.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 92.2% 0.7% 0.8% 108 94 103 9 9.6% 365 547 601 54 9.9% $936.05 $1,167.62 $1,392.00 -$224.38 -19.2% (33,620) (33,620) -30.6% -30.6% Expenditure 100 - GENERAL $ TOTAL USES $ 101,093 $ 101,093 $ 109,756 $ 109,756 $ 631 143,376 $ 143,376 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) Employee Market Compensation Adjustments (Program/Operations Market Study) Employee Market Compensation Adjustments (Guardian Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of FY 2007-08 Compensation Adjustments (Program/Operations Market $ Study) Annualization of FY 2007-08 Compensation Adjustments (Guardian Market Study) One-time Expenditures from IT Initiatve Annualization of Jan. 2008 Administrative Reductions Subtotal $ FY 2008-09 BUDGET TARGET $ BUDGET BALANCING ADJUSTMENTS: Reduce Indigent Burial Support/Care (Object Code 845) Reduce Sr. Systems Analyst Position by .25 FTE Delete 2 Part-Time Temp Positions Delete Management Position Increased Revenue Based on Increased Fees and Volume $ Subtotal $ FY 2008-09 TOTAL ADOPTED BUDGET $ 632 2,762,148 $ 750,000 (4,472) $ 37,446 6,024 12,233 51,231 $ - 2,813,379 $ 750,000 5,097 $ - 10,351 (69,625) (4,473) (58,650) $ - 2,754,729 $ 750,000 (11,607) $ (20,258) (34,886) (75,034) (141,785) $ 168,848 168,848 2,612,944 $ 918,848 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Tara Acuna, Management & Budget Analyst Summary Mission The mission of the Department of Public Health is to provide leadership, resources, and services to people and diverse communities in Maricopa County so that health is promoted, preserved, and protected. Vision The Maricopa County Department of Public Health will be the nationally recognized local leader in public health, and the agency that people and communities in Maricopa County look to for health resources and services. Our combination of organizational strength and public health leadership will be harnessed to fully integrate and utilize local academic communities to improve the quality of service, and the caliber of professional staff. Strategic Goals • 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 strives to reach this goal and continues to reach new milestones. At the end of fiscal year 2008 epidemiology had produced 91% of all required reports, 68% of which were completed on time. Of single case investigations, 34% of communicable disease cases were investigated on time. AAC/public health standards require 100% and the department continues to strive to meet the requirement. • 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: The Community Health Services division has implemented the following new strategies: Eliminate health disparities: Community Health Services organized historically black churches and African-American organizations to create a Center for African American Health. Increasing the quality and years of healthy life: Community Health Services coordinated with the Arizona Department of Education and the Arizona Department of Health Services to improve school health services, including providing direct services by making nurses available to administer needed medications and urging the adoption of nutritional standards in secondary schools required at the elementary level. • By June 2010, ensure that the County is prepared to respond to a public health emergency. Status: In January, 2008 all Public Health Emergency Management staff and management team completed all courses listed below. The program continues to hold regular training courses and exercises and has come a long way in preparing the County, staff, and a number of citizens for an emergency. 633 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • • • • • Department Strategic Plans and Budgets Public Health Incident Command System (ICS) courses 100 and 700, which are the core Federal Emergency Management Agency courses for designated emergency workers 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 development training 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 634 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL SOURCES 86CP - CANCER PREVENTION TREATMENT WWHC - WELL WOMAN HEALTHCHECK FY 2007-08 ADOPTED 667,110 667,110 FY 2007-08 REVISED 547,060 547,060 FY 2007-08 FORECAST 1,108,831 1,108,831 FY 2008-09 ADOPTED 786,281 786,281 ADOPTED VS REVISED VARIANCE % 657,387 657,387 (451,444) -40.7% (451,444) -40.7% 86SF - CHILD SAFETY CCSS - CHIL CARSEAT SAFETY ED & DISTR LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRSP - PARENT SUPPORT ACTIVITY PAND - PREV ABUSE & NEGLCT THRU DENTL $ 608,053 698 77,452 483,458 46,444 - $ 870,015 75,296 718,882 46,201 29,636 $ 870,016 75,296 718,883 46,201 29,636 $ 910,002 67,602 780,460 40,774 21,166 $ 880,807 103,711 730,763 46,333 - $ 86CS - CLINIC SUPPORT SVCS PROGRAM PHPM - PUBLIC HEALTH PHARMACY $ 46,129 46,129 $ 20,000 20,000 $ 20,000 20,000 $ 23,561 23,561 $ 28,000 28,000 $ 86FH - FAMILY HEALTH FHPT - FAMILY HEALTH PARTNERSHIPS PRCN - PREGNANCY CONNECTION $ 731,726 156,285 575,441 $ 457,954 128,498 329,456 $ 648,723 243,417 405,306 $ 428,733 150,200 278,533 $ 656,458 425,929 230,529 $ 86FP - FAMILY PLANNING FMPL - FAMILY PLANNING $ 485,628 485,628 $ 65,000 65,000 $ 65,000 65,000 $ 86,771 86,771 $ 322,677 322,677 $ 257,677 257,677 396.4% 396.4% 86HS - HEALTH START PROGRAM CSMT - CASE MANAGEMENT HEED - HEALTH EDUCATION SCRF - SCREENING AND REFERRALS $ - $ 363,637 181,819 90,909 90,909 $ 363,637 181,819 90,909 90,909 $ 360,269 260,784 49,797 49,688 $ 363,637 181,819 90,909 90,909 $ - 0.0% 0.0% 0.0% 0.0% 86HI - HEALTHCARE FOR HOMELESS HCHL - HEALTHCARE FOR THE HOMELESS $ 2,373,123 2,373,123 $ 2,146,854 2,146,854 $ 2,250,477 2,250,477 $ 2,181,910 2,181,910 $ 2,357,053 2,357,053 $ 106,576 106,576 4.7% 4.7% 86CM - HIV/HCV SERVICES HICT - HIV COUNSELING & TESTING HIRC - HIV PARTNER COUNSEL REFERRAL HICP - HIV PREV COMM PLANNING GROUP HISV - HIV SURVEILLANCE HIVP - HIV/HCV PREVENTION EDUCATION $ 870,282 309,917 80,716 292,428 187,221 $ 960,790 278,090 244,090 65,454 197,893 175,263 $ 931,790 249,090 244,090 65,454 197,893 175,263 $ 821,900 198,564 243,559 67,157 158,939 153,681 $ 915,401 280,228 245,454 66,818 197,893 125,008 $ (16,389) -1.8% 31,138 12.5% 1,364 0.6% 1,364 2.1% 0.0% (50,255) -28.7% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS $ 9,191,194 357,746 8,833,447 $ 8,040,442 433,860 7,606,582 $ 8,672,661 433,860 8,238,801 $ 9,856,454 374,034 9,482,420 $ 9,817,200 496,193 9,321,007 $ 1,144,539 62,333 1,082,206 13.2% 14.4% 13.1% 86ID - INFECTIOUS DISEASE CONTROL HANS - HANSENS DISEASE HERF - HEALTH EXAM & TREATMNT FOR REF TBSS - TUBERCULOSIS SERVICES $ 1,111,237 32,303 405,397 673,537 $ 571,157 29,636 541,521 - $ 571,157 29,636 541,521 - $ 812,700 34,664 778,036 - $ 916,120 29,662 886,458 - $ 344,963 26 344,937 - 60.4% 0.1% 63.7% 86OH - ORAL HEALTH DTSL - DENTAL SEALANTS DTSV - DENTAL SURVEILLANCE $ 287,655 287,655 - $ 352,272 315,436 36,836 $ 352,272 315,436 36,836 $ 261,103 248,724 12,379 $ 299,212 248,412 50,800 $ (53,060) -15.1% (67,024) -21.2% 13,964 37.9% 86EM - PH EMERGENCY MANAGEMENT EMRP - EMERGENCY RESPONSE PLANNING EMRT - EMERGENCY RESPONSE TRAINING $ 3,009,101 3,009,101 $ 2,958,054 1,479,027 1,479,027 $ 3,292,986 1,646,493 1,646,493 $ 3,038,932 1,634,598 1,404,334 $ 2,914,762 1,767,929 1,146,833 $ (378,224) -11.5% 121,436 7.4% (499,660) -30.3% 86HL - PROMOTING HEALTHY LIFESTYLES PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SCHOOL-BASED NUTRITION EDU WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 8,075,371 149,658 92,158 7,388,792 444,762 $ 8,304,526 145,455 350,333 7,444,180 364,558 $ 9,846,312 145,455 350,333 8,985,966 364,558 $ 9,651,707 131,560 289,870 8,837,254 393,023 $ 9,114,802 138,636 339,457 8,258,876 377,833 $ (731,510) (6,819) (10,876) (727,090) 13,275 86RW - RYAN WHITE TITLE I SERV DTIS - DENTAL INSURANCE RWPC - RYAN WHITE PLAN COUNCIL SUP $ (21,808) $ (4,426) (17,382) 247,453 51,147 196,306 $ 247,453 51,147 196,306 $ 335,958 46,466 289,492 $ 215,535 215,535 $ (31,918) -12.9% (51,147) -100.0% 19,229 9.8% 86ST - STD CONTROL PROGRAM STIN - STD CASE INVESTIGATION STEX - STD EXAMINATIONS STSV - STD SURVEILLANCE STTR - STD TREATMENT $ 625,558 625,558 $ 687,031 145,072 309,294 232,665 - $ 700,431 145,072 322,694 232,665 - $ 757,939 163,327 518,342 76,270 - $ 703,774 315,774 388,000 - $ 3,343 0.5% 170,702 117.7% 65,306 20.2% (232,665) -100.0% - 86TB - TB CONTROL TBIN - TB INVESTIGATIONS TBTE - TB TESTING TBTR - TB TREATMENT $ - $ 876,624 241,062 161,404 474,158 $ 1,001,369 241,062 208,913 551,394 $ 1,027,000 198,299 167,225 661,476 $ 1,067,072 233,446 68,000 765,626 $ 65,703 6.6% (7,616) -3.2% (140,913) -67.5% 214,232 38.9% 635 10,791 1.2% 28,415 37.7% 11,880 1.7% 132 0.3% (29,636) -100.0% 8,000 8,000 40.0% 40.0% 7,735 1.2% 182,512 75.0% (174,777) -43.1% -7.4% -4.7% -3.1% -8.1% 3.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity – All Funds (Continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED RECOMM VS REVISED % 86TP - TOBACCO USE PREVENTION TUCE - TOBACCO USE CESSATION TUPV - TOBACCO USE PREVENTION TUPO - TOBACCO USE PREVENTN OUTREACH TUTR - TOBACCO USE PREVENTN TRAINING TUWW - WORKSITE WELLNESS CONSULTING $ 3,926,091 $ 3,930,120 (4,030) - 3,734,580 981,513 1,808,789 378,518 38,262 527,498 $ 3,812,081 981,513 1,886,290 378,518 38,262 527,498 $ 3,906,312 1,076,589 1,777,866 686,580 27,994 337,283 $ 3,973,840 1,048,476 1,888,820 417,212 55,109 564,223 $ 161,759 66,963 2,530 38,694 16,847 36,725 4.2% 6.8% 0.1% 10.2% 44.0% 7.0% 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS $ 2,882,654 2,679,255 203,399 $ 2,835,554 2,664,827 170,727 $ 3,048,946 2,878,219 170,727 $ 3,079,066 2,963,391 115,675 $ 3,534,127 3,337,222 196,905 $ 485,181 459,003 26,178 15.9% 15.9% 15.3% 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES PROC - PROCUREMENT $ 5,978,284 2,231,327 3,746,958 - $ 1,293,892 44,527 431,611 554,156 263,598 $ 1,529,593 44,527 431,611 789,857 263,598 $ 3,844,031 3,844,031 - $ 4,043,592 4,043,592 - $ 2,513,999 (44,527) (431,611) 3,253,735 (263,598) 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 1,947,725 1,947,725 - $ 1,816,211 964,095 852,116 $ 1,816,211 964,095 852,116 $ 1,093,005 1,093,005 - $ - $ (1,816,211) -100.0% (964,095) -100.0% (852,116) -100.0% 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP $ 28,289 28,289 $ 701,191 701,191 $ 701,191 701,191 $ - $ - $ (701,191) -100.0% (701,191) -100.0% CONT - CON-TENTS SKCO - SAFEKIDS COALITN OF MC SUPPORT 28,571 - TOTAL PROGRAMS $ USES 86CP - CANCER PREVENTION TREATMENT $ WWHC - WELL WOMAN HEALTHCHECK - 9,702 9,563 - 164.4% -100.0% -100.0% 411.9% -100.0% (9,702) -100.0% 42,851,971 $ 37,850,297 $ 41,860,839 $ 43,273,197 $ 42,781,456 $ 920,617 2.2% 702,945 702,945 $ 545,816 545,816 $ 1,107,583 1,107,583 $ 605,786 605,786 $ 657,388 657,388 $ 450,195 450,195 40.6% 40.6% 86SF - CHILD SAFETY CCSS - CHIL CARSEAT SAFETY ED & DISTR LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRSP - PARENT SUPPORT ACTIVITY PAND - PREV ABUSE & NEGLCT THRU DENTL $ 778,209 188,228 57,652 490,475 41,854 - $ 1,032,060 165,155 74,829 716,550 45,890 29,636 $ 1,032,072 165,158 74,833 716,554 45,891 29,636 $ 1,019,115 165,711 82,169 718,070 43,300 9,865 $ 1,043,645 162,834 103,715 730,761 46,335 - $ (11,573) -1.1% 2,324 1.4% (28,882) -38.6% (14,207) -2.0% (444) -1.0% 29,636 100.0% 86CS - CLINIC SUPPORT SVCS PROGRAM MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY $ 937,487 481,665 455,822 $ 1,126,154 268,962 517,496 339,696 $ 1,128,872 268,963 517,499 342,410 $ 1,024,611 329,420 467,461 227,730 $ 1,170,795 339,318 514,353 317,124 $ (41,923) -3.7% (70,355) -26.2% 3,146 0.6% 25,286 7.4% 86EG - EPI & GEN DISEASE SURVEILLANCE EPIR - EPI REPORTING SCII - SINGLE CASE INVEST & INTRV REP $ 1,540,140 1,217,185 322,955 $ 1,972,608 919,139 1,053,469 $ 1,980,586 923,150 1,057,436 $ 1,566,683 727,228 839,455 $ 1,962,768 944,922 1,017,846 $ 17,818 (21,772) 39,590 86FH - FAMILY HEALTH FHPT - FAMILY HEALTH PARTNERSHIPS PRCN - PREGNANCY CONNECTION $ 1,484,685 874,571 610,114 $ 1,136,083 808,182 327,901 $ 1,367,918 964,169 403,749 $ 1,141,657 898,636 243,021 $ 1,435,749 1,205,219 230,530 $ 86FP - FAMILY PLANNING FMPL - FAMILY PLANNING $ 610,756 610,756 $ 507,058 507,058 $ 507,064 507,064 $ 514,757 514,757 $ 526,734 526,734 $ (19,670) (19,670) -3.9% -3.9% 86HS - HEALTH START PROGRAM CSMT - CASE MANAGEMENT HEED - HEALTH EDUCATION SCRF - SCREENING AND REFERRALS $ - $ 361,614 180,808 90,403 90,403 $ 361,619 180,809 90,405 90,405 $ 333,314 192,256 68,253 72,805 $ 363,629 181,813 90,908 90,908 $ (2,010) (1,004) (503) (503) -0.6% -0.6% -0.6% -0.6% 86HI - HEALTHCARE FOR HOMELESS HCHL - HEALTHCARE FOR THE HOMELESS $ 2,304,509 2,304,509 $ 2,138,550 2,138,550 $ 2,242,164 2,242,164 $ 2,245,307 2,245,307 $ 2,357,058 2,357,058 $ (114,894) (114,894) -5.1% -5.1% 86CM - HIV/HCV SERVICES HICT - HIV COUNSELING & TESTING HIRC - HIV PARTNER COUNSEL REFERRAL HICP - HIV PREV COMM PLANNING GROUP HISV - HIV SURVEILLANCE HIVP - HIV/HCV PREVENTION EDUCATION $ 925,258 343,296 60,084 403,471 118,407 $ 1,001,901 276,457 242,691 65,143 243,217 174,393 $ 972,902 247,462 242,694 65,141 243,213 174,392 $ 841,015 297,345 200,306 62,695 187,165 93,504 $ 915,405 280,227 245,452 66,817 197,898 125,011 $ 57,497 5.9% (32,765) -13.2% (2,758) -1.1% (1,676) -2.6% 45,315 18.6% 49,381 28.3% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION $ 10,751,235 414,366 10,336,869 - $ 9,277,804 431,158 8,743,181 103,465 $ 9,910,018 431,153 9,375,401 103,464 $ 10,639,831 436,282 10,101,848 101,701 $ 11,066,662 496,189 10,472,511 97,962 $ (1,156,644) -11.7% (65,036) -15.1% (1,097,110) -11.7% 5,502 5.3% 636 0.9% -2.4% 3.7% (67,831) -5.0% (241,050) -25.0% 173,219 42.9% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity – All Funds (Continued) FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED RECOMM VS REVISED % 86ID - INFECTIOUS DISEASE CONTROL HANS - HANSENS DISEASE HERF - HEALTH EXAM & TREATMNT FOR REF TBSS - TUBERCULOSIS SERVICES $ 3,530,516 35,727 736,392 2,758,397 $ 658,638 29,636 629,002 - $ 661,349 29,636 631,713 - $ 905,082 23,116 881,966 - $ 1,004,087 29,662 974,425 - $ (342,738) -51.8% (26) -0.1% (342,712) -54.3% - 86OH - ORAL HEALTH DTSL - DENTAL SEALANTS DTSV - DENTAL SURVEILLANCE $ 394,702 355,276 39,426 $ 442,612 405,776 36,836 $ 442,615 405,779 36,836 $ 322,422 278,990 43,432 $ 390,315 339,515 50,800 $ 52,300 11.8% 66,264 16.3% (13,964) -37.9% 86EM - PH EMERGENCY MANAGEMENT EMRP - EMERGENCY RESPONSE PLANNING EMRT - EMERGENCY RESPONSE TRAINING $ 4,053,756 4,053,756 $ 2,951,835 1,475,918 1,475,917 $ 3,286,769 1,643,384 1,643,385 $ 2,307,349 1,417,390 889,959 $ 2,914,761 1,767,929 1,146,832 $ 372,008 (124,545) 496,553 11.3% -7.6% 30.2% 86HL - PROMOTING HEALTHY LIFESTYLES PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SCHOOL-BASED NUTRITION EDU WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 8,461,151 93,288 571,047 7,292,255 504,561 $ 8,718,109 144,833 707,003 7,502,959 363,314 $ 10,259,894 144,834 707,003 9,044,748 363,309 $ 9,884,252 124,898 609,940 8,779,790 369,624 $ 9,433,837 138,638 658,492 8,258,874 377,833 $ 826,057 6,196 48,511 785,874 (14,524) 8.1% 4.3% 6.9% 8.7% -4.0% 86RW - RYAN WHITE TITLE I SERV DTIS - DENTAL INSURANCE RWPC - RYAN WHITE PLAN COUNCIL SUP $ 226,596 52,012 174,584 $ 246,551 50,867 195,684 $ 246,553 50,866 195,687 $ 288,078 48,965 239,113 $ 86ST - STD CONTROL PROGRAM STIN - STD CASE INVESTIGATION STEX - STD EXAMINATIONS STSV - STD SURVEILLANCE STTR - STD TREATMENT $ 1,980,201 1,980,201 $ 2,385,433 575,384 1,100,371 447,959 261,719 $ 2,401,529 575,389 1,113,766 450,663 261,711 $ 2,249,614 546,237 1,035,461 375,372 292,544 $ 2,302,068 771,105 1,004,439 150,165 376,359 $ 99,461 4.1% (195,716) -34.0% 109,327 9.8% 300,498 66.7% (114,648) -43.8% 86TB - TB CONTROL TBIN - TB INVESTIGATIONS TBTE - TB TESTING TBTR - TB TREATMENT $ - $ 3,123,577 975,050 698,179 1,450,348 $ 3,251,038 975,050 745,690 1,530,298 $ 3,091,050 652,596 782,159 1,656,295 $ 3,356,374 652,509 596,131 2,107,734 $ (105,336) -3.2% 322,541 33.1% 149,559 20.1% (577,436) -37.7% 86TP - TOBACCO USE PREVENTION TUCE - TOBACCO USE CESSATION TUPV - TOBACCO USE PREVENTION TUPO - TOBACCO USE PREVENTN OUTREACH TUTR - TOBACCO USE PREVENTN TRAINING TUWW - WORKSITE WELLNESS CONSULTING $ 3,524,563 3,487,837 36,726 - $ 3,721,362 976,894 1,803,704 377,414 38,107 525,243 $ 3,798,859 976,890 1,881,207 377,413 38,104 525,245 $ 3,674,041 927,870 1,760,648 397,020 49,950 538,553 $ 3,973,835 1,048,475 1,888,822 417,213 55,106 564,219 $ (174,976) -4.6% (71,585) -7.3% (7,615) -0.4% (39,800) -10.5% (17,002) -44.6% (38,974) -7.4% 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS $ 2,621,053 910,870 1,710,184 $ 2,475,378 1,166,197 1,309,181 $ 2,688,758 1,379,580 1,309,178 $ 2,688,473 1,072,307 1,616,166 $ 3,296,871 1,474,784 1,822,087 $ (608,113) -22.6% (95,204) -6.9% (512,909) -39.2% 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 4,557,804 $ 106,019 3,645,319 (179,331) 545,264 440,532 3,341,954 44,356 1,694,193 676,075 583,889 343,441 $ 3,560,343 47,770 1,662,869 933,601 609,026 307,077 $ 3,086,173 $ 92,999 1,272,797 1,255,103 533,806 (68,532) 3,555,479 22,114 1,242,839 1,649,514 477,560 163,452 $ 4,864 0.1% 25,656 53.7% 420,030 25.3% (715,913) -76.7% 131,466 21.6% 143,625 46.8% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 1,768,476 1,698,440 70,036 $ 2,079,432 1,151,079 928,353 $ 2,079,432 1,151,079 928,353 $ 1,333,587 1,151,079 182,508 $ 2,568,565 1,427,259 1,141,306 $ (489,133) -23.5% (276,180) -24.0% (212,953) -22.9% 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION $ 904,148 904,148 - $ 1,484,348 861,976 82,256 119,792 420,324 $ 2,317,299 860,264 82,723 953,988 420,324 $ 916,578 611,769 4,185 34,499 266,125 $ 1,058,872 326,258 732,614 $ 1,258,427 54.3% 860,264 100.0% 82,723 100.0% 627,730 65.8% (312,290) -74.3% CONT - CON-TENTS SKCO - SAFEKIDS COALITN OF MC SUPPORT TOTAL PROGRAMS $ 19,973 52,078,163 $ 50,728,877 637 9,702 $ 55,614,938 10,364 $ 50,689,139 215,532 $ (3) 215,535 $ 55,570,429 31,021 12.6% 50,869 100.0% (19,848) -10.1% 9,702 100.0% $ 44,509 0.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 28,746,453 7,899,633 36,646,086 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 2,971,269 828,400 3,799,669 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 140,131 3,539 143,670 ALL REVENUES $ $ $ $ $ $ 27,875,644 6,100,000 33,975,644 2,957,352 819,848 3,777,200 $ $ $ $ $ 31,659,394 6,100,000 37,759,394 $ 31,724,184 7,395,500 39,119,684 $ 3,170,744 819,848 3,990,592 $ 3,192,597 855,431 4,048,028 $ $ $ $ 64,433 11,923 76,356 $ $ $ 30,390,738 7,407,500 37,798,238 $ $ (1,268,656) -4.0% 1,307,500 21.4% 38,844 0.1% 3,608,382 1,228,870 4,837,252 $ $ $ 100,000 966 100,966 $ 50,000 100.0% (14,887) -93.9% 35,113 53.3% $ $ 437,638 409,022 846,660 13.8% 49.9% 21.2% $ 50,000 2,453 52,453 $ 50,000 15,853 65,853 40,589,425 $ 37,805,297 $ 41,815,839 $ 43,244,068 $ 42,736,456 $ 920,617 2.2% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 2,262,546 2,262,546 $ $ 45,000 45,000 $ $ 45,000 45,000 $ $ 29,129 29,129 $ $ 45,000 45,000 $ $ - 0.0% 0.0% TOTAL SOURCES $ 42,851,971 $ 37,850,297 $ 41,860,839 $ 43,273,197 $ 42,781,456 $ 920,617 2.2% 638 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 19,666,572 $ 263,977 189,034 6,475,828 251,266 (3,645,111) 3,816,435 27,018,001 $ 23,696,189 $ 466,107 103,325 8,037,636 595,827 (4,626,452) 4,894,644 33,167,276 $ 24,901,061 $ 466,107 103,325 8,232,779 733,572 (4,626,452) 4,948,194 34,758,586 $ 21,786,979 $ 154,274 155,511 7,387,465 431,150 (4,761,993) 5,156,397 30,309,783 $ 23,529,999 $ 140,200 73,104 7,798,004 298,288 (3,366,580) 4,626,537 33,099,552 $ 1,371,062 325,907 30,221 434,775 435,284 (1,259,872) 321,657 1,659,034 5.5% 0.0% 0.0% 5.3% 0.0% 27.2% 6.5% 4.8% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 2,206,790 $ 9,488,254 16,595 1,006,924 (641,070) 509,219 12,586,712 $ 1,114,729 $ 7,330,728 14,624 84,152 (434,625) 310,734 8,420,342 $ 1,437,273 $ 7,386,628 14,624 84,152 (434,625) 310,734 8,798,786 $ 1,308,920 $ 8,928,204 19,043 21,177 (410,925) 308,035 10,174,454 $ 1,306,619 $ 9,042,587 25,369 70,616 (473,875) 335,075 10,306,391 $ 130,654 (1,655,959) (10,745) 13,536 39,250 (24,341) (1,507,605) 9.1% 0.0% -73.5% 16.1% -9.0% -7.8% -17.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,540 $ 1,386,166 3,607,088 1,482,260 247,511 508,715 408,783 166,898 71,635 2,740 180,527 9 (2,437,156) 2,441,454 8,073,169 $ 4,049 $ 811,038 3,075,904 1,675,638 160,085 1,085,742 356,788 208,048 80,955 212,092 (760,663) 760,663 7,670,339 $ 4,049 $ 1,484,787 4,627,899 1,826,872 220,085 1,085,742 413,610 214,027 80,955 244,910 (760,663) 760,663 10,202,936 $ 2,464 $ 1,821,533 3,293,632 1,762,302 216,386 142,660 365,750 148,896 68,063 3,670 165,164 (7,582) 3,714 7,986,652 $ 5,314 $ 1,788,386 4,850,525 1,968,934 242,422 1,189,586 460,274 286,927 84,836 4,000 203,982 (697,532) 10,387,654 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ 3,960,986 3,960,986 $ $ 1,196,079 1,196,079 $ $ 1,196,079 1,196,079 $ $ 1,180,208 1,180,208 $ $ 40,948 $ 324,004 74,344 (370) 370 439,295 $ 29,000 245,841 274,841 $ $ $ 548,094 356,413 133,535 1,038,042 $ $ 29,000 629,551 658,551 50,728,877 $ 55,614,938 $ 50,689,139 $ 52,078,163 $ 639 $ 1,472,259 1,472,259 $ $ - $ 304,939 (366) 304,573 $ 55,570,429 $ (1,265) -31.2% (303,599) -20.4% (222,626) -4.8% (142,062) 0.0% (22,337) -10.1% (103,844) -9.6% (46,664) 0.0% (72,900) -34.1% (3,881) (0) (4,000) 40,928 16.7% (63,131) 8.3% 760,663 100.0% (184,718) -1.8% (276,180) (276,180) -23.1% -23.1% 29,000 324,612 366 353,978 0.0% 100.0% - 44,509 0.1% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL $ FY 2007-08 ADOPTED (22) $ FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE - $ - $ - $ - $ - 0.0% 532 - PUBLIC HEALTH GRANTS SPECIAL REVENUE - GRANT $ $ 36,905,656 36,905,656 $ $ 34,184,711 34,184,711 $ $ 37,968,461 37,968,461 $ $ 39,321,218 39,321,218 $ $ 38,006,639 38,006,639 $ $ 38,178 38,178 0.1% 0.1% 265 - PUBLIC HEALTH FEES SPECIAL REVENUE - OTHER $ $ 5,946,338 5,946,338 $ $ 3,665,586 3,665,586 $ $ 3,892,378 3,892,378 $ $ 3,951,979 3,951,979 $ $ 4,774,817 4,774,817 $ $ 882,439 882,439 22.7% 22.7% TOTAL SPECIAL REVENUE $ 42,851,993 $ 37,850,297 $ 41,860,839 $ 43,273,197 $ 42,781,456 $ 920,617 2.2% TOTAL FUNDS $ 42,851,971 $ 37,850,297 $ 41,860,839 $ 43,273,197 $ 42,781,456 $ 920,617 2.2% $ 10,451,478 $ 12,878,580 $ 12,921,147 $ 11,522,894 $ 12,462,708 $ 458,439 3.5% 532 - PUBLIC HEALTH GRANTS SPECIAL REVENUE - GRANT $ $ 38,184,050 38,184,050 $ $ 34,184,711 34,184,711 $ $ 37,968,461 37,968,461 $ $ 35,153,937 35,153,937 $ $ 38,006,654 38,006,654 $ $ (38,193) (38,193) -0.1% -0.1% 265 - PUBLIC HEALTH FEES SPECIAL REVENUE - OTHER $ $ 3,442,636 3,442,636 $ $ 3,665,586 3,665,586 $ $ 4,725,330 4,725,330 $ $ 4,012,308 4,012,308 $ $ 5,101,067 5,101,067 $ $ (375,737) (375,737) -8.0% -8.0% TOTAL SPECIAL REVENUE $ 41,626,686 $ 37,850,297 $ 42,693,791 $ 39,166,245 $ 43,107,721 $ (413,930) -1.0% TOTAL FUNDS $ 52,078,163 $ 50,728,877 $ 55,614,938 $ 50,689,139 $ 55,570,429 $ 44,509 0.1% USES 100 - GENERAL General Adjustments Budget Balancing Adjustment ($61,493): Delete one Executive Assistant position in the Administrative Services Program. Budget Balancing Adjustment ($110,000): Delete one Physician position in the Administrative Services Program – position is actually funded at $210,343 so the balance will be moved to other services. Budget Balancing Adjustment ($50,814): Delete one Human Resources Specialist position in the Administrative Services Program. Budget Balancing Adjustment ($22,150): Delete one Admin/Operations Supervisor position in the Administrative Services Program. Budget Balancing Adjustment $60,564: Transfer Pharmacy Program Coordinator position from General Government to Public Health. 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. 640 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Percent of CPG members who report the group's planning efforts are effective in improving HIV Prevention services in Maricopa and Pinal Counties. Percent of clients testing positive who are referred for services % of notified contacts who submit to HIV counseling and testing % of contacts agreeing to test who test positive "Infection rate of HIV in Maricopa County per 100,000 population" Percent of investigation cases closed within 30 days % of participants indicating increased knowledge of HIV/HCV transmission as indicated by a score of > 80% on class post-test FY 2007 Actual not reported FY 2008 Forecast 95.8% not reported 100.0% 100.0% 0.0% 0.0% not reported 32.4% 40.0% 7.6% 23.4% not reported not reported 20.5% 0.0% 13.8% 0.0% (6.7%) 0.0% -32.9% 0.0% not reported not reported 93.8% 60.8% 90.0% 84.3% (3.8%) 23.5% -4.0% 38.7% Activities that comprise this program include: • HIV Prevention Community Planning Group Support • HIV Counseling & Testing • HIV Partner Counseling & Referral • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (5.8%) -6.0% 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of CPG members who report the group's planning efforts are effective in improving HIV Prevention services in Maricopa and Pinal Counties. Number of meetings held # of meetings required Cost per meeting held FY 2007 Actual 90.0% FY 2008 Forecast 95.8% 8 Not Reported $7,510.56 6 6 $10,449.17 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (5.8%) -6.0% 6 6 $11,136.17 0 0 -$687.00 0.0% 0.0% -6.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 80,716 $ 80,716 $ 67,157 $ 67,157 $ 66,818 $ 66,818 $ (339) (339) -0.5% -0.5% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 60,084 $ 60,084 $ 62,695 $ 62,695 $ 66,817 $ 66,817 $ (4,122) (4,122) -6.6% -6.6% Expenditure 641 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of clients testing positive who are referred for services Number of clients testing positive Number of clients receiving pretest counseling Number of individuals anticipated to present for counseling Cost per individual counseled FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 158 3,038 158 2,200 0 -838 0.0% -27.6% Not Reported 18,005 17,400 -605 -3.4% Not Reported $97.88 $127.38 -$29.50 -30.1% 4,110 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 309,917 $ 309,917 $ 198,564 $ 198,564 $ 280,228 $ 280,228 $ 81,664 81,664 41.1% 41.1% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 343,296 $ 343,296 $ 297,345 $ 297,345 $ 280,227 $ 280,227 $ 17,118 17,118 5.8% 5.8% Expenditure 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. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual % of contacts agreeing to test who test Not Reported positive % of notified contacts who submit to Not Reported HIV counseling and testing Number of contacts agreeing to be Not Reported tested # of HIV contacts notified Not Reported # of HIV contacts anticipated Not Reported Cost per HIV contact notified Not Reported FY 2008 Forecast 20.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 13.8% (6.7%) -32.9% 32.4% 40.0% 7.6% 23.4% 83 80 -3 -3.6% 256 462 $782.45 200 350 $1,227.26 -56 -112 -$444.81 -21.9% -24.2% -56.8% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 243,559 $ 243,559 $ 245,454 $ 245,454 $ 1,895 1,895 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 200,306 $ 200,306 $ 245,452 $ 245,452 $ (45,146) (45,146) 0.8% 0.8% Expenditure 642 -22.5% -22.5% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description "Infection rate of HIV in Maricopa County per 100,000 population" Percent of investigation cases closed within 30 days "Number of persons per 100,000 population in Maricopa County" # of HIV investigation cases closed Number of HIV investigation cases Cost per case investigated FY 2007 Actual Not Reported FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% Not Reported 93.8% 90.0% (3.8%) -4.0% Not Reported 38 38 0 0.0% Not Reported Not Reported Not Reported 864 1,029 $216.63 900 1,300 $219.89 36 271 -$3.26 4.2% 26.3% -1.5% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 292,428 $ 292,428 $ 158,939 $ 158,939 $ 197,893 $ 197,893 $ 38,954 38,954 24.5% 24.5% 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 123,666 $ 279,805 403,471 $ 50,386 $ 136,779 187,165 $ - $ 197,898 197,898 $ 50,386 (61,119) (10,733) 100.0% -44.7% 55.3% Expenditure Budget Balancing Adjustment ($47,124): Transfer HIV Specialist position and associated supplies to the grant fund (532). 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of participants indicating increased knowledge of HIV/HCV transmission as indicated by a score of > 80% on class post-test # of inmates educated Number of participants responding to post-test survey Anticipated number of inmates to be educated Cost per inmate educated FY 2007 Actual Not Reported FY 2008 Forecast 60.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.3% 23.5% 38.7% Not Reported Not Reported 255 255 350 350 95 95 37.3% 37.3% Not Reported 860 700 -160 -18.6% Not Reported $366.68 $357.17 $9.51 2.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 187,221 $ 187,221 $ 153,681 $ 153,681 $ 125,008 $ 125,008 $ (28,673) (28,673) -18.7% -18.7% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 118,407 $ 118,407 $ 93,504 $ 93,504 $ 125,011 $ 125,011 $ (31,507) (31,507) -33.7% -33.7% Expenditure 643 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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 Measure Description Percent of clients returning for annual re-screening for breast and cervical cancer FY 2007 Actual 64.0% FY 2008 Forecast 62.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 37.6% 60.1% Activities that comprise this program include: • Well Woman Healthcheck 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: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients returning for annual re-screening for breast and cervical cancer Number of women served Anticipated number of women to be served Cost per woman served FY 2007 Actual 64.0% FY 2008 Forecast 62.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 37.6% 37.6% 2,616 Not Reported 3,587 3,587 3,500 3,500 -87 -87 -2.4% -2.4% Not Reported $168.88 $187.83 -$18.94 -11.2% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 667,110 $ 667,110 $ 786,281 $ 786,281 $ 657,387 $ 657,387 $ (128,894) (128,894) -16.4% -16.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 702,945 $ 702,945 $ 605,786 $ 605,786 $ 657,388 $ 657,388 $ (51,602) (51,602) -8.5% -8.5% Expenditure 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. 644 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Rate of registration errors Rate of accuracy on proficiency testing programs % of cost savings on lab tests compared to private labs FY 2007 Actual not reported not reported not reported FY 2008 Forecast 1.8% 99.1% 88.2% Percent savings over wholesale price: Rifampin 300 mg 67.5% 74.1% 67.2% (7.0%) -9.4% Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Myambutol 400 mg 63.0% 53.5% 58.4% 63.1% 59.3% 60.3% 0.9% (2.8%) 1.5% -4.4% Percent savings over wholesale price: Isoniazid 300 mg 74.5% 76.4% 77.1% 0.6% 0.8% Activities that comprise this program include: • Medical Records • Public Health Pharmacy • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 1.8% 0.0% 0.0% 98.7% (0.4%) -0.4% 88.2% 0.0% 0.0% Public Health Laboratory 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Rate of registration errors # of client registrations # of clients presenting for services Cost per client registration 100 - GENERAL FY 2007 Actual Not Reported Not Reported Not Reported Not Reported $ TOTAL USES $ FY 2008 Forecast 1.8% 28,000 28,000 $11.77 - $ - $ 329,420 $ 329,420 $ FY 2009 Adopted 1.8% 28,000 28,000 $12.12 Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0 0.0% 0 0.0% -$0.35 -3.0% 339,318 $ 339,318 $ (9,898) (9,898) -3.0% -3.0% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Rate of accuracy on proficiency testing Not Reported programs % of cost savings on lab tests Not Reported compared to private labs # of lab results reported Not Reported Private lab tests cost savings Not Reported Number of lab tests requested 164,837 Cost per laboratory tests provided Not Reported 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2008 Forecast 99.1% 475,014 $ 6,651 481,665 $ 88.2% 88.2% 0.0% 0.0% 163,528 1,700 263,528 $2.86 173,225 1,700 173,225 $2.97 9,697 0 -90,303 -$0.11 5.9% 0.0% -34.3% -3.9% (46,892) (46,892) -10.0% 0.0% -10.0% 467,461 $ 467,461 $ 645 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.7% (0.4%) -0.4% 514,353 $ 514,353 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual 67.5% Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: 63.0% PZA 500 mg Percent savings over wholesale price: 53.5% Myambutol 400 mg Percent savings over wholesale price: 74.5% Isoniazid 300 mg Wholesale price: Rifampin 300 mg Not Reported Wholesale price: PZA 500 mg Not Reported Wholesale price: Myambutol 400 mg Not Reported Wholesale price: Isoniazid 300 mg Number of prescriptions filled Number of prescriptions requested Cost per presciption filled FY 2008 Forecast 74.1% Not Reported 16,816 16,816 Not Reported 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 33,848 $ 12,281 46,129 $ 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 446,864 $ (8,309) 17,267 455,822 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 67.2% (7.0%) -10.4% 58.4% 59.3% 0.9% 1.5% 63.1% 60.3% (2.8%) -4.4% 76.4% 77.1% 0.6% 0.8% 201 113 179 201 113 179 0 0 0 0.0% 0.0% 0.0% 157 17,798 17,798 $12.80 157 18,450 18,450 $17.19 0 652 652 -$4.39 0.0% 3.7% 3.7% -34.3% 18.8% 0.0% 18.8% 1.6% 142.3% 0.0% 143.9% 23,561 $ 28,000 $ 23,561 $ 28,000 $ 4,439 4,439 293,905 $ (66,175) 227,730 $ 289,124 $ 28,000 317,124 $ 4,781 (94,175) (89,394) Expenditure 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. Program Results Measure Description % of disease reports completed within the appropriate time frame % of communicable disease cases investigated within the appropriate time frame FY 2007 Actual not reported FY 2008 Forecast 68.0% not reported 34.1% Activities that comprise this program include: • Epidemiological Reporting • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.1% 2.2% 3.2% 32.9% (1.2%) -3.4% 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. Mandates: This is a non-mandated Activity. 646 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2007 Actual % of disease reports completed within Not Reported the appropriate time frame # of reports completed Not Reported # of reports anticipated Not Reported Cost per report completed Not Reported 100 - GENERAL $ 265 - PUBLIC HEALTH FEES TOTAL USES $ FY 2008 Forecast 68.0% 1,038,194 $ 178,992 1,217,185 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.1% 2.2% 3.2% 905 1,000 $804 756 840 $1,250 678,920 $ 48,308 727,228 $ 830,059 $ 114,863 944,922 $ -149 -160 -$446 -16.5% -16.0% -55.5% (151,139) (66,555) (217,694) -22.3% -137.8% -160.0% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 34.1% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 32.9% (1.2%) -3.4% Output % of communicable disease cases investigated within the appropriate time frame # of cases investigated according to Not Reported guidelines Number of cases requiring intervention Not Reported Demand # of cases required to be investigated Not Reported 30,435 34,716 4,281 14.1% Efficiency Cost per case investigated according to guidelines Not Reported $95.45 $85.96 $9.49 9.9% (102,264) (76,127) (178,391) -12.8% -198.4% -211.1% Output 8,795 11,841 3,046 34.6% 30,435 34,716 4,281 14.1% Expenditure 100 - GENERAL $ 265 - PUBLIC HEALTH FEES TOTAL USES $ 322,955 322,955 $ 801,081 38,374 839,455 $ $ $ 903,345 114,501 1,017,846 $ $ 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. Program Results Measure Description % of MOUs executed and current Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency % of exercise evaluations rated as good or excellent FY 2007 Actual not reported not reported FY 2008 Forecast 85.7% 100.0% not reported 91.7% Activities that comprise this program include: • Emergency Response Planning • 647 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 71.1% (14.7%) -17.1% 100.0% 0.0% 0.0% 89.7% (2.0%) Emergency Response Training -2.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output FY 2007 Actual % of MOUs executed and current Not Reported # of MOUs/IGAs developed or retained Not Reported FY 2008 Forecast 85.7% 35 Demand Anticipated # MOUs/IGAs to be Not Reported developed or retained Cost per MOU-IGA developed/retained Not Reported 35 38 3 8.6% $40,496.86 $46,524.45 -$6,027.59 -14.9% Efficiency Measure Description FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted (14.7%) -17.1% 71.1% 38 3 8.6% Revenue 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 1,634,598 $ 1,634,598 $ 1,767,929 $ 1,767,929 $ 133,331 133,331 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 1,417,390 $ 1,417,390 $ 1,767,929 $ 1,767,929 $ (350,539) (350,539) 8.2% 8.2% Expenditure -24.7% -24.7% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency % of exercise evaluations rated as good or excellent Number of people trained Number of people trained who responded to survey Number of people requiring training Cost per person trained FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 91.7% 89.7% (2.0%) -2.2% Not Reported Not Reported 1,278 1,271 2,500 1,271 1,222 0 95.6% 0.0% Not Reported Not Reported 1,278 $696.37 2,500 $458.73 1,222 $237.64 95.6% 34.1% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 3,009,101 $ 3,009,101 $ 1,404,334 $ 1,404,334 $ 1,146,833 $ 1,146,833 $ (257,501) (257,501) -18.3% -18.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 4,053,756 $ 4,053,756 $ 889,959 $ 889,959 $ 1,146,832 $ 1,146,832 $ (256,873) (256,873) -28.9% -28.9% Expenditure 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. 648 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Percent of Coalition members who report that there is progress towards implementation of plan goals. Percent of client babies who weigh >/= 2500g (5lb8oz) at birth Percent of clients who deliver full term (>/= 36 weeks) babies "Percent of pregnancy clients who, at delivery, had received 6 or more prenatal care visits" FY 2007 Actual 78.0% FY 2008 Forecast 82.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% (12.4%) -15.0% not reported 91.4% 84.0% (7.4%) -8.1% not reported 87.7% 79.5% (8.2%) -9.3% 71.0% 75.3% 60.5% (14.8%) -19.7% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Coalition members who report that there is progress towards implementation of plan goals. Number of partnerships developed or retained Number of Coalition members Anticipated number of partnerships to be developed or retained Cost per partnership developed FY 2007 Actual Not Reported FY 2008 Forecast 82.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 70.0% (12.4%) -15.0% Not Reported 8 7 -1 -12.5% Not Reported Not Reported 17 8 17 7 0 -1 0.0% -12.5% Not Reported $112,329.50 $172,174.14 -$59,844.64 -53.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 156,285 $ 156,285 $ 150,200 $ 150,200 $ 425,929 $ 425,929 $ 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 690,605 $ 183,966 874,571 $ 711,368 $ 187,268 898,636 $ 779,289 $ 425,930 1,205,219 $ 275,729 275,729 183.6% 183.6% (67,921) (238,662) (306,583) -9.5% -127.4% -137.0% Expenditure Budget Balancing Adjustment ($3,609): Reduce Family Health Partnership Activity supply budget. 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. Mandates: This is a non-mandated Activity. 649 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description "Percent of pregnancy clients who, at delivery, had received 6 or more prenatal care visits" Percent of clients who deliver full term (>/= 36 weeks) babies Percent of client babies who weigh >/= 2500g (5lb8oz) at birth Number of pregnancy clients Number of client babies Number of clients educated Anticipated # of clients to be educated Cost per client educated FY 2007 Actual 71.3% FY 2008 Forecast 75.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 60.5% (14.8%) -19.7% Not Reported 87.7% 79.5% (8.2%) -9.3% Not Reported 91.4% 84.0% (7.4%) -8.1% Not Reported Not Reported Not Reported 81 81 804 804 81 81 600 600 0 0 -204 -204 0.0% 0.0% -25.4% -25.4% Not Reported $302.26 $384.22 -$81.95 -27.1% -17.2% -17.2% 497 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 575,441 $ 575,441 $ 278,533 $ 278,533 $ 230,529 $ 230,529 $ (48,004) (48,004) 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 610,114 $ 610,114 $ 243,021 $ 243,021 $ 230,530 $ 230,530 $ 12,491 12,491 Expenditure 5.1% 5.1% 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 Measure Description Percent of women with abnormal cancer screening (Pap test) findings referred for colposcopy % of clients returning at least every 6 months for contraceptives FY 2007 Actual 44.0% FY 2008 Forecast 50.4% not reported 60.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 44.0% (6.4%) -12.7% 67.0% 6.2% 10.2% 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. 650 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description Percent of women with abnormal cancer screening (Pap test) findings referred for colposcopy % of clients returning at least every 6 months for contraceptives Number of women with abnormal cancer screening (Pap test) findings Number of client encounters Anticipated # of client encounters Cost per client encounter FY 2007 Actual 44.3% FY 2008 Forecast 50.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 44.0% (6.4%) -12.7% Not Reported 60.8% 67.0% 6.2% 10.2% Not Reported 125 125 0 0.0% 3,320 3,320 $155.05 4,700 4,700 $112.07 1,380 1,380 $42.98 41.6% 41.6% 27.7% 6,859 Not Reported Not Reported 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 85,762 $ 399,867 485,628 $ 86,771 $ 86,771 $ 322,677 $ 322,677 $ 235,906 235,906 271.9% 0.0% 271.9% 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 237,202 $ 93,043 280,512 610,756 $ 450,787 $ 63,970 514,757 $ 204,057 $ 322,677 526,734 $ 246,730 (258,707) (11,977) 54.7% -404.4% 0.0% -349.7% Expenditure Budget Balancing Adjustment: Several general funded positions are being transferred to the Public Health fee fund. These positions include two Medical Assistants and one Office Assistant and the portion of supplies and services that go along with these positions. The amount transferred to the fee fund is $239,677 for an overall impact of zero. 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 Measure Description Percent of homeless in Phoenix metropolitan area seen at least once at clinic FY 2007 Actual 11.0% FY 2008 Forecast 33.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 44.6% 11.2% 33.6% 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. 651 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual 11.0% Percent of homeless in Phoenix metropolitan area seen at least once at clinic Number of client encounters 27,201 Number of homeless in Phoenix 13,000 metropolitan area Number of client encounters Not Reported anticipated Cost per client encounter Not Reported FY 2008 Forecast 33.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 44.6% 11.2% 33.6% 22,575 13,000 26,500 13,000 3,925 0 17.4% 0.0% 13,443 27,288 13,845 103.0% $99.46 $88.95 $10.51 10.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 2,373,123 $ 2,373,123 $ 2,181,910 $ 2,181,910 $ 2,357,053 $ 2,357,053 $ 175,143 175,143 8.0% 8.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 2,304,509 $ 2,304,509 $ 2,245,307 $ 2,245,307 $ 2,357,058 $ 2,357,058 $ (111,751) (111,751) -5.0% -5.0% Expenditure 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 Measure Description % of students educated who incorporate physical activity into their daily lives % of clients redeeming nutritional food drafts "Percent of women participating who increase their number of steps by 2,000 per day" Percent of women participating who make at least one improvement to their dietary quality FY 2007 Actual not reported FY 2008 Forecast 31.0% not reported not reported 88.6% 69.4% 85.2% 60.0% (3.3%) (9.4%) -3.7% -13.6% not reported 83.6% 75.0% (8.6%) -10.3% Activities that comprise this program include: • Promoting Lifetime Activity for Youth (PLAY) • School-Based Nutrition Education • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 26.9% (4.1%) -13.2% 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. Mandates: This is a non-mandated Activity. 652 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of students educated who incorporate physical activity into their daily lives # of students educated Anticipated # of students to be educated Cost per student educated FY 2007 Actual Not Reported FY 2008 Forecast 31.0% 3,438 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 26.9% (4.1%) -13.2% Not Reported 4,359 4,359 4,000 4,000 -359 -359 -8.2% -8.2% Not Reported $28.65 $34.66 -$6.01 -21.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 149,658 $ 149,658 $ 131,560 $ 131,560 $ 138,636 $ 138,636 $ 7,076 7,076 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 93,288 $ 93,288 $ 124,898 $ 124,898 $ 138,638 $ 138,638 $ (13,740) (13,740) 5.4% 5.4% Expenditure -11.0% -11.0% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Output Demand Efficiency Revenue Measure Description # of students educated Anticipated # of students to be educated Cost per student educated FY 2007 Actual Not Reported Not Reported FY 2008 Forecast 5,860 5,860 Not Reported $104.09 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 4,700 -1,160 -19.8% 6,000 140 2.4% $140.10 -$36.02 -34.6% 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 9,196 $ 82,962 92,158 $ 10,808 $ 279,062 289,870 $ 11,820 $ 327,637 339,457 $ 1,012 48,575 49,587 9.4% 17.4% 26.8% 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 311,747 $ 9,057 250,243 571,047 $ 327,174 $ 9,451 273,315 609,940 $ 319,029 $ 11,820 327,643 658,492 $ 8,145 (2,369) (54,328) (48,552) 2.5% -25.1% -19.9% -42.5% Expenditure 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual % of clients redeeming nutritional food Not Reported drafts Number of client encounters 1,003,073 Number of client encounters Not Reported anticipated Cost per client encounter Not Reported FY 2008 Forecast 88.6% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.2% (3.3%) -3.7% 1,044,578 1,044,578 1,044,000 1,044,000 -578 -578 -0.1% -0.1% $8.41 $7.91 $0.49 5.9% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 7,388,792 $ 7,388,792 $ 8,837,254 $ 8,837,254 $ 8,258,876 $ 8,258,876 $ (578,378) (578,378) -6.5% -6.5% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 7,292,255 $ 7,292,255 $ 8,779,790 $ 8,779,790 $ 8,258,874 $ 8,258,874 $ 520,916 520,916 5.9% 5.9% Expenditure 653 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description "Percent of women participating who increase their number of steps by 2,000 per day" Percent of women participating who make at least one improvement to their dietary quality Number of women educated Anticipated number of women to be educated Cost per women educated FY 2007 Actual Not Reported FY 2008 Forecast 69.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 60.0% (9.4%) -13.6% Not Reported 83.6% 75.0% (8.6%) -10.3% Not Reported Not Reported 3,888 3,888 2,500 2,500 -1,388 -1,388 -35.7% -35.7% Not Reported $95.07 $151.13 -$56.07 -59.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 444,762 $ 444,762 $ 393,023 $ 393,023 $ 377,833 $ 377,833 $ (15,190) (15,190) -3.9% -3.9% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 504,561 $ 504,561 $ 369,624 $ 369,624 $ 377,833 $ 377,833 $ (8,209) (8,209) -2.2% -2.2% Expenditure 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 Measure Description % of clients demonstrating application of knowledge of healthy behaviors Percent of participants following through on referrals FY 2007 Actual not reported FY 2008 Forecast 82.2% not reported 55.4% 654 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% (2.2%) -2.7% 50.0% (5.4%) -9.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Infant mortality rate in South Phoenix per 1000 live births Number per 1000 live births Number of participants enrolled Number of participants expected to enroll Cost per participant enrolled FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Variance Forecast - Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 1,000 350 350 Not Reported Not Reported $519 % Variance Forecast - Adopted 1.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 260,784 $ 260,784 $ 181,819 $ 181,819 $ (78,965) (78,965) 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 192,256 $ 192,256 $ 181,813 $ 181,813 $ 10,443 10,443 -30.3% -30.3% Expenditure 5.4% 5.4% Health Education Activity The purpose of the Health Education Activity is to provide educational sessions to families so that they can adopt healthy behaviors. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result FY 2007 Actual % of clients demonstrating application Not Reported of knowledge of healthy behaviors Output Demand # of participants educated Anticipated # of participants to be educated Cost per participants educated Efficiency Revenue Measure Description FY 2008 Forecast 82.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% (2.2%) -2.7% Not Reported Not Reported 14,056 14,056 15,000 15,000 944 944 6.7% 6.7% Not Reported $4.86 $6.06 -$1.20 -24.8% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 49,797 $ 49,797 $ 90,909 $ 90,909 $ 41,112 41,112 82.6% 82.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 68,253 $ 68,253 $ 90,908 $ 90,908 $ (22,655) (22,655) -33.2% -33.2% Expenditure 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. Mandates: This is a non-mandated Activity. 655 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Percent of participants following through on referrals Number of participants receiving screenings Number of participants referred Anticipated number of participants to receive screenings Cost per participant receiving screenings FY 2007 Actual Not Reported FY 2008 Forecast 55.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 50.0% (5.4%) -9.8% Not Reported 404 670 266 65.8% Not Reported Not Reported 404 404 670 670 266 266 65.8% 65.8% Not Reported $180.21 $135.68 $44.53 24.7% Revenue 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 49,688 $ 49,688 $ 90,909 $ 90,909 $ 41,221 41,221 83.0% 83.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 72,805 $ 72,805 $ 90,908 $ 90,908 $ (18,103) (18,103) -24.9% -24.9% Expenditure 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. Program Results Measure Description Incident rate of Hansen's Disease in Maricopa County Percent of refugees identified with TB infection who receive preventive therapy Percent of refugees who receive Hepatitis B screening Percent of refugees identified with treatable parasites placed on treatment % receiving HIV screening FY 2007 Actual not reported not reported FY 2008 Forecast 0.0% 97.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% (0.0%) 0.0% 100.0% 2.8% 2.9% 97.0% 100.0% 95.0% 100.0% 98.3% 100.0% 3.3% 0.0% 3.5% 0.0% 94.0% 96.4% 95.0% (1.4%) -1.5% Activities that comprise this program include: • Hansen’s Disease Treatment • Health Exam & Treatment for Refugees Hansen’s Disease Treatment Activity The purpose of the Hansen’s Disease Treatment Activity is to provide treatment to individuals suspected or confirmed with the disease so that they can be cured of it and thus avoid spreading it in the community. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported Incident rate of Hansen's Disease in Maricopa County Number of people in Maricopa County Not Reported Number of people treated Number of people presenting for treatment Cost per person treated FY 2008 Forecast 0.0% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% (0.0%) -90.0% 3,800,000 3,800,000 0 0.0% Not Reported Not Reported 94 94 70 70 -24 -24 -25.5% -25.5% Not Reported $245.91 $423.74 -$177.83 -72.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 32,303 $ 32,303 $ 34,664 $ 34,664 $ 29,662 $ 29,662 $ (5,002) (5,002) -14.4% -14.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 35,727 $ 35,727 $ 23,116 $ 23,116 $ 29,662 $ 29,662 $ (6,546) (6,546) -28.3% -28.3% Expenditure 656 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Revenue Measure Description % receiving HIV screening Percent of refugees identified with TB infection who receive preventive therapy Percent of refugees who receive Hepatitis B screening Percent of refugees identified with treatable parasites placed on treatment Number of refugees screened Number of refugees identified with TB infection Number of refugees Number of refugees identified with treatable parasites # of refugees requiring screening and treatment Cost per refugee screened FY 2007 Actual 94.0% Not Reported FY 2008 Forecast 96.4% 97.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% (1.4%) -1.5% 100.0% 2.8% 2.8% 97.0% 95.0% 98.3% 3.3% 3.5% 100.0% 100.0% 100.0% 0.0% 0.0% Not Reported Not Reported 2,162 682 3,000 682 838 0 38.8% 0.0% Not Reported Not Reported 3,000 74 3,000 74 0 0 0.0% 0.0% Not Reported 2,274 3,000 726 31.9% Not Reported $407.94 $324.81 $83.13 20.4% 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 4,627 $ 400,770 405,397 $ 39,778 $ 738,258 778,036 $ 39,000 $ 847,458 886,458 $ (778) 109,200 108,422 -2.0% 14.8% 12.8% 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 273,454 $ 14,701 448,237 736,392 $ 143,445 $ 19,939 718,582 881,966 $ 87,965 $ 39,000 847,460 974,425 $ 55,480 (19,061) (128,878) (92,459) 38.7% -95.6% -17.9% -74.9% Expenditure 657 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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 Measure Description % of clients choosing to receive all recommended shots for travel Percent of children 0-2 years old receiving full complement of immunizations FY 2007 Actual not reported FY 2008 Forecast 89.7% 55.0% 49.3% Activities that comprise this program include: • Adult Immunizations • Immunization Education • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.7% 0.0% 0.0% 55.0% 5.7% 11.5% Childhood Immunizations 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of clients choosing to receive all recommended shots for travel Number of immunizations provided Number of clients served # of immunizations anticipated Cost per immunization provided FY 2007 Actual Not Reported FY 2008 Forecast 89.7% 3,225 4,347 1,780 4,716 $100.36 Not Reported Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.7% 0.0% 0.0% 4,500 1,780 4,500 $110.26 153 0 -216 -$9.90 265 - PUBLIC HEALTH FEES $ TOTAL SOURCES $ 357,746 $ 357,746 $ 374,034 $ 374,034 $ 496,193 $ 496,193 $ 122,159 122,159 265 - PUBLIC HEALTH FEES $ TOTAL USES $ 414,366 $ 414,366 $ 436,282 $ 436,282 $ 496,189 $ 496,189 $ (59,907) (59,907) 3.5% 0.0% -4.6% -9.9% 32.7% 32.7% Expenditure -13.7% -13.7% 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. 658 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of children 0-2 years old receiving full complement of immunizations Number of children 0-2 years old Number of immunizations provided Number of immunizations anticipated FY 2007 Actual 60.3% FY 2008 Forecast 49.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 55.0% 5.7% 11.5% 77,050 Not Reported Not Reported 150,000 279,778 279,778 50,000 320,000 320,000 -100,000 40,222 40,222 -66.7% 14.4% 14.4% Cost per immunization Not Reported $36.11 $32.73 $3.38 9.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 8,833,447 $ 8,833,447 $ 9,482,420 $ 9,482,420 $ 9,321,007 $ 9,321,007 $ (161,413) (161,413) -1.7% -1.7% 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,173,733 $ 9,163,136 10,336,869 $ 1,090,287 $ 9,011,561 10,101,848 $ 1,151,500 $ 9,321,011 10,472,511 $ (61,213) (309,450) (370,663) -5.6% -3.4% -9.0% Expenditure Budget Balancing Adjustment ($69,502): Transfer one Registered Nurse position to grant fund (532). 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: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description % of children 0-2 receiving their full complement of immunizations Number of providers educated Number of clients (0-2 years) Anticipated # of providers to be educated Cost per provider educated 100 - GENERAL FY 2007 Actual 60.3% FY 2008 Forecast 49.3% Not Reported 77,050 1,600 1,303 150,000 1,303 910 50,000 910 -393 -100,000 -393 -30.2% -66.7% -30.2% $78.05 $107.65 -$29.60 -37.9% Not Reported $ TOTAL USES $ - $ - $ 101,701 $ 101,701 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 55.0% 5.7% 11.5% 97,962 $ 97,962 $ 3,739 3,739 3.7% 3.7% 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. 659 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Percent of children who have received dental sealants in Maricopa County Prevelance of tooth decay among 6-8 year olds in Maricopa County FY 2007 Actual not reported FY 2008 Forecast 31.0% not reported 33.6% Activities that comprise this program include: • Dental Sealants • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 31.0% (0.0%) -0.1% 34.2% 0.6% 1.8% 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result FY 2007 Actual Percent of children who have received Not Reported dental sealants in Maricopa County Output Number of students receiving sealants Output Number of children in Maricopa County Not Reported Demand # of student expected to require sealants Cost per student served Efficiency Revenue Measure Description FY 2008 Forecast 31.0% 5,564 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 31.0% (0.0%) -0.1% 4,983 4,800 -183 -3.7% 200,000 200,000 0 0.0% Not Reported 6,638 6,400 -238 -3.6% Not Reported $55.99 $70.73 -$14.74 -26.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 287,655 $ 287,655 $ 248,724 $ 248,724 $ 248,412 $ 248,412 $ (312) (312) -0.1% -0.1% 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 117,979 $ 237,297 355,276 $ 60,901 $ 218,089 278,990 $ 91,098 $ 248,417 339,515 $ (30,197) (30,328) (60,525) -49.6% -13.9% -63.5% Expenditure 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. Mandates: This is a non-mandated Activity. 660 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result FY 2007 Actual Not Reported FY 2008 Forecast 33.6% Not Reported 125,000 125,000 0 0.0% Output Demand Number of students screened Not Reported Anticipated # students to be screened Not Reported 6,638 6,638 6,400 6,400 -238 -238 -3.6% -3.6% Efficiency Revenue Cost per student screened $6.54 $7.94 -$1.39 -21.3% Output Measure Description Prevelance of tooth decay among 6-8 year olds in Maricopa County Number of 6-8 year olds in Maricopa County screened for tooth decay Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 34.2% 0.6% 1.8% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 12,379 $ 12,379 $ 50,800 $ 50,800 $ 38,421 38,421 310.4% 310.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 39,426 $ 39,426 $ 43,432 $ 43,432 $ 50,800 $ 50,800 $ (7,368) (7,368) -17.0% -17.0% Expenditure 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 Measure Description Percent of Ryan White-eligible HIV/AIDS clients satisfied with dental services % of Planning Council members satisfied with how meetings are facilitated FY 2007 Actual not reported FY 2008 Forecast 85.8% not reported 97.5% Activities that comprise this program include: • Dental Insurance • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.8% 0.0% 0.0% 100.0% 2.5% 2.6% Ryan White Planning Council Support 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Ryan White-eligible HIV/AIDS clients satisfied with dental services Number of Ryan White-eligible HIV/AIDS clients responding to client satisfaction survey Number of applications reviewed for eligibility determination # of applications for Ryan White Title I Dental Insurance Cost per application reviewed FY 2007 Actual Not Reported FY 2008 Forecast 85.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.8% 0.0% 0.0% Not Reported 600 600 0 0.0% Not Reported 539 700 161 29.9% Not Reported 706 700 -6 -0.8% Not Reported $90.84 $0.00 $90.85 100.0% (46,466) (46,466) -100.0% -100.0% 48,968 48,968 100.0% 100.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ (4,426) $ (4,426) $ 46,466 $ 46,466 $ - $ - $ 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 52,012 $ 52,012 $ 48,965 $ 48,965 $ (3) $ (3) $ Expenditure 661 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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: Admin Mandate of the Ryan White Title I grant Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported % of Planning Council members satisfied with how meetings are facilitated # of meetings held Not Reported Number of Planning Council members Not Reported responding to satisfaction survey # of meetings scheduled Cost per meeting held FY 2008 Forecast 97.5% Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 2.5% 2.6% 87 40 96 37 9 -3 10.3% -7.5% 94 $2,748 96 $2,245 2 $503 2.1% 18.3% -25.5% -25.5% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ (17,382) $ (17,382) $ 289,492 $ 289,492 $ 215,535 $ 215,535 $ (73,957) (73,957) 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 174,584 $ 174,584 $ 239,113 $ 239,113 $ 215,535 $ 215,535 $ 23,578 23,578 Expenditure 9.9% 9.9% 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 Measure Description % of people who indicate they always use a car seat to protect their child(ren) from injury Percent people satisfied with services % of participants with normal blood lead levels at completion of education Percent of families referred from NIC units receiving education to improve the health status of their infants % of dental healthcare professionals indicating they will report suspected family violence Percent of clients who improve their parenting skills as measured by post-intervention evaluations FY 2007 Actual not reported FY 2008 Forecast 94.1% not reported not reported 99.5% 100.0% 97.5% 100.0% (2.0%) 0.0% -2.0% 0.0% not reported 80.2% 80.2% 0.0% 0.0% not reported 96.2% 95.9% (0.2%) -0.2% not reported 92.9% 90.2% (2.7%) -2.9% Activities that comprise this program include: • Child Car Seat Safety Education and distribution • Lead Hazard Reduction • Newborn Intensive Care • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.1% 0.0% 0.0% Preventing Abuse & Neglect through Dental Awareness Parent Support Child Car Seat Safety Education 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. Mandates: This is a non-mandated Activity. 662 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Output Measure Description % of people who indicate they always use a car seat to protect their child(ren) from injury Percent people satisfied with services Number of people educated who responded to survey about car seat use Anticipated number of people to be educated Cost per people educated Demand Efficiency Revenue FY 2007 Actual Not Reported FY 2008 Forecast 94.1% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.1% 0.0% 0.0% Not Reported 99.5% 97.5% (2.0%) -2.0% Not Reported 185 185 0 0.0% Not Reported 4,572 4,000 -572 -12.5% Not Reported $36.24 $880.18 -$843.94 -2328.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 698 $ 698 $ - $ - $ - $ - $ - 0.0% 0.0% 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 187,529 $ 698 188,228 $ 165,711 $ 165,711 $ 162,834 $ 162,834 $ 2,877 2,877 1.7% 0.0% 1.7% Expenditure Budget Balancing Adjustment ($36,308): Transfer ½ of the Health Educator funding to the grant fund (532) and reduce associated supplies and travel. 663 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of participants with normal blood lead levels at completion of education Number of families educated Number of participants educated who received blood tests at completion of education Anticipated number of families to be educated Cost per family educated FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 49 49 100 42 51 -7 104.1% -14.3% Not Reported 49 100 51 104.1% Not Reported $1,676.92 $1,037.15 $639.77 38.2% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 77,452 $ 77,452 $ 67,602 $ 67,602 $ 103,711 $ 103,711 $ 36,109 36,109 53.4% 53.4% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 57,652 $ 57,652 $ 82,169 $ 82,169 $ 103,715 $ 103,715 $ (21,546) (21,546) -26.2% -26.2% Expenditure 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of families referred from NIC units receiving education to improve the health status of their infants Number of families referred from NIC units Number of home visits performed Number of home visits anticipated Cost per home visit FY 2007 Actual Not Reported FY 2008 Forecast 80.2% Not Reported 1,533 1,533 0 0.0% 4,233 4,233 $169.64 3,500 3,500 $208.79 -733 -733 -$39.15 -17.3% -17.3% -23.1% (49,697) (49,697) -6.4% -6.4% 2,777 Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.2% 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 483,458 $ 483,458 $ 780,460 $ 780,460 $ 730,763 $ 730,763 $ 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 40,995 $ 449,480 490,475 $ - $ 718,070 718,070 $ - $ 730,761 730,761 $ Expenditure - 0.0% 0.0% 0.0% Preventing Abuse and 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. Mandates: This is a non-mandated Activity. 664 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description % of dental healthcare professionals indicating they will report suspected family violence # of dental healthcare professionals educated Number of dental healthcare professionals responding to survey about reporting suspected family violence Anticipated # of dental healthcare professionals to be educated Cost per dental healthcare professional educated FY 2007 Actual Not Reported FY 2008 Forecast 96.2% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.9% (0.2%) -0.2% Not Reported 86 86 0 0.0% Not Reported 78 86 8 10.3% Not Reported 86 86 0 0.0% Not Reported $114.71 $0.00 $114.71 100.0% Revenue 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 21,166 $ 21,166 $ - $ - $ (21,166) (21,166) -100.0% -100.0% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 9,865 $ 9,865 $ - $ - $ 9,865 9,865 100.0% 100.0% Expenditure 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of clients who improve their parenting skills as measured by postintervention evaluations Number of families educated Number of clients responding to postintervention survey Anticipated number of families to be educated Cost per family educated FY 2007 Actual Not Reported FY 2008 Forecast 92.9% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.2% (2.7%) -3.0% Not Reported Not Reported 267 28 250 28 -17 0 -6.4% 0.0% Not Reported 267 250 -17 -6.4% Not Reported $162 $185 -$23 -14.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 46,444 $ 46,444 $ 40,774 $ 40,774 $ 46,333 $ 46,333 $ 5,559 5,559 13.6% 13.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 41,854 41,854 43,300 43,300 46,335 46,335 (3,035) (3,035) -7.0% -7.0% Expenditure $ $ $ $ $ $ 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. 665 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description % of clients receiving exams who test positive for a STD FY 2007 Actual not reported FY 2008 Forecast 14.7% % of cases brought in for exam that are examined and treated within 7 days % of reports reviewed within 24 hours of receipt Percent testing positive who are treated not reported 77.5% 73.0% (4.5%) -5.8% not reported not reported 100.0% 51.1% 95.0% 50.0% (5.0%) (1.1%) -5.0% -2.1% Activities that comprise this program include: • STD Examinations • STD Case Investigations • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 16.9% 2.1% 14.4% 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. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of clients receiving exams who test positive for a STD # of persons receiving exams # of persons requiring exams Cost per exam provided FY 2007 Actual Not Reported FY 2008 Forecast 14.7% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 16.9% 2.1% 14.4% Not Reported Not Reported Not Reported 18,648 19,845 $55.53 19,000 19,250 $52.87 352 -595 $2.66 1.9% -3.0% 4.8% 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ - $ - $ 257,395 $ 260,947 518,342 $ 275,000 $ 113,000 388,000 $ 17,605 (147,947) (130,342) 6.8% -56.7% -49.9% 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 738,950 $ 42,157 254,354 1,035,461 $ 616,446 $ 274,993 113,000 1,004,439 $ 122,504 (232,836) 141,354 31,022 16.6% -552.3% 55.6% -480.2% Expenditure 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. 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. 666 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of cases brought in for exam that are examined and treated within 7 days # of case investigations closed Number of cases examined and treated # of case investigations Cost per case investigation closed FY 2007 Actual Not Reported FY 2008 Forecast 77.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 73.0% (4.5%) -5.8% Not Reported Not Reported 3,032 3,032 3,800 3,800 768 768 25.3% 25.3% Not Reported Not Reported 4,548 $180.16 4,500 $202.92 -48 -$22.77 -1.1% -12.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 163,327 $ 163,327 $ 315,774 $ 315,774 $ 152,447 152,447 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 401,475 $ 144,762 546,237 $ 455,333 $ 315,772 771,105 $ (53,858) (171,010) (224,868) 93.3% 93.3% Expenditure -13.4% -118.1% -131.5% 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. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of reports reviewed within 24 hours of receipt # of positive STD case reports reviewed # of positive STD reports required Cost per case report reviewed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% (5.0%) -5.0% Not Reported 17,204 18,000 796 4.6% Not Reported Not Reported 17,204 $21.82 18,000 $8.34 796 $13.48 4.6% 61.8% 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ - $ - $ 1,336 $ 74,934 76,270 $ - $ - $ - $ (1,336) (74,934) (76,270) -100.0% -100.0% -200.0% 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 153,188 $ 159,833 62,351 375,372 $ 150,165 $ 150,165 $ 3,023 (159,833) (62,351) (219,161) 2.0% -100.0% -100.0% -198.0% Expenditure 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. 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. 667 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent testing positive who are treated # of persons receiving treatment # of persons testing positive # of persons requiring treatment Cost per person receiving treatment FY 2007 Actual Not Reported FY 2008 Forecast 51.1% Not Reported Not Reported Not Reported Not Reported 9,500 9,500 18,648 $30.79 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 50.0% (1.1%) -2.1% 10,500 19,000 19,000 $35.84 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ (22) $ 271,858 353,722 625,558 $ - $ - $ - $ - $ 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,317,396 $ 245,534 417,272 1,980,201 $ 292,544 $ 292,544 $ 376,359 $ 376,359 $ 1,000 9,500 352 -$5.05 - 10.5% 100.0% 1.9% -16.4% 0.0% 0.0% 0.0% 0.0% Expenditure (83,815) (83,815) -28.7% 0.0% 0.0% -28.7% Tuberculosis (TB) Control 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 Measure Description % of identified individuals who are tested % of TB cases who test positive who are treated % of diagnosed TB cases who complete treatement within 12 months FY 2007 Actual not reported not reported not reported FY 2008 Forecast 91.3% 100.0% 91.4% Activities that comprise this program include: • TB Investigations • TB Testing • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.3%) -1.5% 100.0% 0.0% 0.0% 90.0% (1.4%) -1.5% TB Treatment 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. 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. 668 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 91.3% % of identified individuals who are tested # of individuals receiving evaluation Not Reported # of individuals identified or suspected Not Reported to require an evaluation Cost per individual receiving an Not Reported evaluation FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.3%) -1.5% 1,880 1,880 1,600 1,600 -280 -280 -14.9% -14.9% $347.13 $1,305.02 -$957.89 -275.9% Revenue 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 198,299 $ 198,299 $ 233,446 $ 233,446 $ 35,147 35,147 17.7% 17.7% 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 484,166 $ 168,430 652,596 $ 419,066 $ 233,443 652,509 $ 65,100 (65,013) 87 13.4% -38.6% -25.2% Expenditure 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. 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. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of TB cases who test positive who are treated # of tests performed # of TB cases who test positive # of tests indicated Cost per test performed FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported Not Reported Not Reported Not Reported 9,168 1,031 10,462 $85.31 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 7,000 1,031 9,000 $85.16 265 - PUBLIC HEALTH FEES $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ - $ - $ 79,230 $ 87,995 167,225 $ 68,000 $ 68,000 $ 100 - GENERAL $ 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 563,331 $ 77,079 141,749 782,159 $ 528,127 $ 68,004 596,131 $ -2,168 0 -1,462 $0.15 -23.6% 0.0% -14.0% 0.2% (11,230) (87,995) (99,225) -14.2% -100.0% -114.2% Expenditure 35,204 9,075 141,749 186,028 6.2% 11.8% 100.0% 118.0% 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. 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. 669 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Measure Description % of diagnosed TB cases who complete treatement within 12 months # of TB cases identified that are treated # of TB cases identified for which treatment is indicated Cost per TB case treated Demand Efficiency Revenue FY 2007 Actual Not Reported FY 2008 Forecast 91.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.4%) -1.5% Not Reported 1,042 1,000 -42 -4.0% Not Reported 1,173 1,100 -73 -6.2% Not Reported $1,589.53 $2,107.73 -$518.20 -32.6% 104,150 104,150 15.7% 15.7% (189,223) (262,216) (451,439) -16.4% -52.1% -68.5% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 661,476 $ 661,476 $ 765,626 $ 765,626 $ 100 - GENERAL $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 1,152,881 $ 503,414 1,656,295 $ 1,342,104 $ 765,630 2,107,734 $ Expenditure Budget Balancing Adjustment ($25,030): Delete one part-time Social Worker position and associated supplies and services. 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 Measure Description % of adults who have quit using tobacco by the end of the last cessation session Rate of tobacco use among adults Rate of tobacco use among school-aged children Percent attendee satisfaction with oral health tobacco use training session % of work sites that engage in activities that maintain smoke free environments FY 2007 Actual not reported FY 2008 Forecast 35.4% not reported not reported not reported 17.6% 9.3% 98.0% 18.4% 10.0% 98.0% 0.8% 0.7% 0.0% 4.5% 7.1% 0.0% not reported 52.2% 49.6% (2.6%) -4.9% Activities that comprise this program include: • Tobacco Use Cessation • Tobacco Use Prevention Outreach • Tobacco Use Prevention • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 40.0% 4.6% 12.9% 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. Mandates: This is a non-mandated Activity. 670 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 35.4% % of adults who have quit using tobacco by the end of the last cessation session # of people educated Not Reported Anticipated # of people to be educated Not Reported Cost per person educated Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 40.0% 4.6% 12.9% 2,174 2,174 2,000 2,000 -174 -174 -8.0% -8.0% $426.80 $524.24 -$97.43 -22.8% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 1,076,589 $ 1,076,589 $ 1,048,476 $ 1,048,476 $ (28,113) (28,113) -2.6% -2.6% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 927,870 $ 927,870 $ 1,048,475 $ 1,048,475 $ (120,605) (120,605) -13.0% -13.0% Expenditure 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Rate of tobacco use among adults # of people reached "Number of adults (18 years of age and older) in Maricopa County per 100,000 residents" Anticipated # of people to be reached Cost per person reached FY 2007 Actual Not Reported Not Reported Not Reported FY 2008 Forecast 17.6% 25,231 500,000 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 18.4% 0.8% 4.5% 25,000 -231 -0.9% 500,000 0 0.0% Not Reported 25,231 25,000 -231 -0.9% Not Reported $15.74 $16.69 -$0.95 -6.1% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 686,580 $ 686,580 $ 417,212 $ 417,212 $ (269,368) (269,368) -39.2% -39.2% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 397,020 $ 397,020 $ 417,213 $ 417,213 $ (20,193) (20,193) -5.1% -5.1% Expenditure 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. Mandates: This is a non-mandated Activity. 671 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Rate of tobacco use among schoolaged children Number of students educated Number school-aged children Anticipated # of students to be educated Cost per student educated FY 2007 Actual Not Reported FY 2008 Forecast 9.3% Not Reported Not Reported 340,000 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 10.0% 0.7% 7.1% 40,770 150,000 40,770 40,000 150,000 40,000 -770 0 -770 -1.9% 0.0% -1.9% $43.18 $47.22 -$4.04 -9.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ 3,930,120 $ 3,930,120 $ 1,777,866 $ 1,777,866 $ 1,888,820 $ 1,888,820 $ 110,954 110,954 6.2% 6.2% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 3,487,837 $ 3,487,837 $ 1,760,648 $ 1,760,648 $ 1,888,822 $ 1,888,822 $ (128,174) (128,174) -7.3% -7.3% Expenditure 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. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result FY 2007 Actual Percent attendee satisfaction with oral Not Reported health tobacco use training session Output Number of dental healthcare professionals trained Number of attendees responding to satisfaction survey Number of dental healthcare professionals requesting training Cost per healthcare professional trained Output Demand Efficiency Measure Description FY 2008 Forecast 98.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 0.0% 0.0% Not Reported 712 600 -112 -15.7% Not Reported 50 50 0 0.0% Not Reported 712 600 -112 -15.7% Not Reported $70.15 $91.84 -$21.69 -30.9% 96.9% 96.9% Revenue 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ (4,030) $ (4,030) $ 27,994 $ 27,994 $ 55,109 $ 55,109 $ 27,115 27,115 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ 36,726 $ 36,726 $ 49,950 $ 49,950 $ 55,106 $ 55,106 $ (5,156) (5,156) Expenditure -10.3% -10.3% 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. Mandates: This is a non-mandated Activity. 672 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual Not Reported FY 2008 Forecast 52.2% % of work sites that engage in activities that maintain smoke free environments Not Reported # of work sites participating # of work sites expected to participate Not Reported Cost per work site participating Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 49.6% (2.6%) -4.9% 738 738 780 780 42 42 5.7% 5.7% $729.75 $723.36 $6.39 0.9% 532 - PUBLIC HEALTH GRANTS $ TOTAL SOURCES $ - $ - $ 337,283 $ 337,283 $ 564,223 $ 564,223 $ 226,940 226,940 67.3% 67.3% 532 - PUBLIC HEALTH GRANTS $ TOTAL USES $ - $ - $ 538,553 $ 538,553 $ 564,219 $ 564,219 $ (25,666) (25,666) -4.8% -4.8% Expenditure 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 Measure Description Percentage of birth and death certificate copies provided within two working days Percentage of births and deaths registered within one working day FY 2007 Actual 88.0% FY 2008 Forecast 83.8% 89.0% 80.7% Activities that comprise this program include: • Birth and Death Certificates • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.8% 1.0% 1.2% 85.5% 4.7% 5.9% 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. 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. 673 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percentage of birth and death certificate copies provided within two working days Number of certified copies of birth and death certificates provided Number of certified copies of birth and death certificates requested Cost per birth and/or death certificate provided FY 2007 Actual 88.3% FY 2008 Forecast 83.8% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.8% 1.0% 1.2% 324,777 354,316 359,691 5,375 1.5% 324,777 354,316 359,691 5,375 1.5% $2.75 $3.03 $4.10 -$1.07 -35.5% Revenue 265 - PUBLIC HEALTH FEES $ TOTAL SOURCES $ 2,679,255 $ 2,679,255 $ 2,963,391 $ 2,963,391 $ 3,337,222 $ 3,337,222 $ 373,831 373,831 12.6% 12.6% 265 - PUBLIC HEALTH FEES $ TOTAL USES $ 910,870 $ 910,870 $ 1,072,307 $ 1,072,307 $ 1,474,784 $ 1,474,784 $ (402,477) (402,477) -37.5% -37.5% Expenditure 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. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual 89.3% FY 2008 Forecast 80.7% 30,179 30,420 32,182 1,762 5.8% 30,179 30,420 32,182 1,762 5.8% $56.99 $53.13 $56.62 -$3.49 -6.6% 265 - PUBLIC HEALTH FEES $ TOTAL SOURCES $ 203,399 $ 203,399 $ 115,675 $ 115,675 $ 196,905 $ 196,905 $ 265 - PUBLIC HEALTH FEES $ TOTAL USES $ 1,710,184 $ 1,710,184 $ 1,616,166 $ 1,616,166 $ 1,822,087 $ 1,822,087 $ Percentage of births and deaths registered within one working day Number of births and deaths registered Number of reported births (registered by Maricopa County) and deaths within Maricopa County Cost per birth and/or death registered FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.5% 4.7% 5.9% Revenue 81,230 81,230 70.2% 70.2% (205,921) (205,921) -12.7% -12.7% Expenditure 674 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions Lease Payment for 4041 N. Central Ave. $ Subtotal $ 12,878,580 $ - (53,527) $ 96,094 42,567 $ - 12,921,147 $ - $ (53,497) 200,201 146,704 $ - FY 2008-09 BUDGET TARGET $ 13,067,851 $ - FY 2008-09 REQUESTED BUDGET $ 13,067,851 $ - (61,493) $ (110,000) (50,814) (36,308) (25,030) (239,677) (69,502) (22,150) (47,124) (3,609) 60,564 (605,143) $ - BUDGET BALANCING ADJUSTMENTS Delete Director's Office Staff $ Reduce Disease Control Administrator Position Delete Human Resources Specialist Position Transfer Health Educator to Grant Funding; Reduce Supplies and Travel Delete Half-Time Social Worker Position Family Planning to Fee Fund Transfer Nurse Position to Grant Funding Reduce Vacant Administrative Assistant Position Transfer HIV Specialist Position and Supplies into Grant Funding Reduce Family Health Supplies Transferred Pharmacy Program Coordinator Position from General Government Subtotal $ FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 675 12,462,708 $ -4.6% 12,462,708 $ 0.0% - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Appropriated Budget Reconciliations Public Health Fee Fund (265) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: HPD Agreement for STD Testing Vital Registration Demand Increase Public Health Information Technology Improvements FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Reduction for One-Time STD Testing Lease Payment for 4041 N. Central Ave. Structural Balance Public Health Information Technology Improvements $ 3,665,586 $ 3,665,586 $ $ 13,400 213,392 Subtotal $ 13,400 213,392 832,952 1,059,744 $ 226,792 $ 4,725,330 $ 3,892,378 $ Subtotal $ FY 2008-09 BUDGET TARGET - $ (13,400) 35,028 (35,028) (832,952) (846,352) $ (13,400) (13,400) $ 3,878,978 $ 3,878,978 $ $ Subtotal $ 108,648 485,181 62,333 656,162 $ 108,648 485,181 62,333 656,162 FY 2008-09 REQUESTED BUDGET $ 4,535,140 $ 4,535,140 BUDGET BALANCING ADJUSTMENTS: Family Planning Transfer from General Fund Budget Balancing Adjustment $ 239,677 $ (8) 239,677 $ 239,677 4,774,817 $ 23.1% 4,774,817 23.1% REQUESTED ADJUSTMENTS: Program Revenue Volume Increase Vital Registration Increase Adult Immunization Foreign Travel Fee Increase Subtotal $ FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 239,677 NON-OPERATING NON-OPERATING 0001 Public Health IT Project Carryforward FY 2008-09 RECOMMENDED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 676 $ Subtotal $ 326,258 326,258 $ $ - $ 326,258 $ - $ 5,101,075 $ 4,774,817 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Health Appropriated Budget Reconciliations Public Health Grant Fund (532) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Well Woman Healthcheck Program Safe Routes to School Program New WIC Clinic Facility Improvements to WIC Clinic Site Public Health Emergency Management Funding Amendment of WIC Contract Extend Newborn Intensive Care Program Amendment to Tuberculosis Control Services Amend/Extend Breastfeeding Peer Counseling Program Healthcare for the Homeless Clinic Increase WIC Nutritional Services Consolidate Unspent Immunization Funds Folic Acid Distribution and Education Terminate HIV Counseling and Testing Services Contract Family Support and Preservation Tobacco Use Prevention Program Childhood Immunizations Healthcare for the Homeless Funding Teen Pregnancy Prevention Program $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Lease Payment for 4041 N. Central Ave. Structural Balance $ Subtotal $ FY 2008-09 BUDGET TARGET 34,184,711 $ 580,015 $ 11,458 548,094 289,936 468,932 99,240 1 146,815 11,057 5,000 653,105 500,000 75,000 (29,000) 851 77,500 132,219 98,623 114,919 3,783,765 $ 37,968,476 34,184,711 580,000 11,458 548,094 289,936 468,932 99,240 1 146,815 11,057 5,000 653,105 500,000 75,000 (29,000) 851 77,500 132,219 98,623 114,919 3,783,750 $ 37,968,461 - $ 396,636 (396,636) - $ - $ 37,968,476 $ 37,968,461 $ Subtotal $ 38,178 38,178 $ $ 38,178 38,178 FY 2008-09 REQUESTED BUDGET $ 38,006,654 $ 38,006,639 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 38,006,654 $ 0.1% 38,006,639 0.1% REQUESTED ADJUSTMENTS: Grant j Reconciliation FY 2008-09 TOTAL ADOPTED BUDGET $ 677 38,006,654 $ 38,006,639 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Analysis by Mary Driessen, Management & Budget Analyst Summary Mission The mission of the Public Works Department is to provide flood control, solid waste management, and transportation infrastructure and related services to the people within Maricopa County so they can live, work, and travel in a safe and clean environment. Vision Maricopa County Public Works performs in a collaborative, innovative, efficient, and effective manner to deliver safe, cost-effective infrastructure that is responsive to our customers. Strategic Goals • By June 30, 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Status: The FY 2008-09 budget supports the attainment of this goal. • By June 30, 2013, Maricopa County Public Works will protect the residents and visitors to Maricopa County from injury, loss of life and property damage through our services by reducing the rate of accidents and fatalities on specific, high-accident rate, unincorporated Maricopa County locations by 20%, and by providing structural and non-structural solutions to flooding such that 80% of residents will have a reduced risk of loss of life or property due to storm water flooding. Status: Public Works is on track for meeting this goal. The Transportation Division is in the process of identifying possible intersection improvements to contribute to this goal and the State’s Strategic goal of reducing intersection fatalities. • By June 30, 2013, Maricopa County Public Works and its subordinate departments will enhance the quality of the work environment as evidenced by the achievement of a 6.30 or higher Employee Satisfaction Survey rating. Status: By way of focus groups and action teams, Public Works has identified Employee Satisfaction Survey areas of concern and is currently implementing recommendations from staff. • By June 30, 2013, Maricopa County Public Works will complete 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors within an average of 14 days and 100% of those tasks within an average of 90 days to sustain maintenance of our transportation, solid waste and flood control infrastructure to federal, state, and local safety and operational standards. 678 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Status: Public Works is meeting and exceeding performance expectations of this goal. The FY 2008-09 budget supports the attainment of this goal. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 64BT - BUILD ROADS AND STRUCTURES PRJT - TRANSPORTATION PROJECT MANAGEMENT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 39,258,367 2,316 39,256,051 - $ 22,416,868 22,404,868 12,000 $ 23,147,263 23,135,263 12,000 $ 28,063,059 28,051,059 12,000 $ 20,103,960 20,103,960 - $ (3,043,303) (3,031,303) (12,000) -13.1% 0.0% -13.1% -100.0% 64ER - ENGINEER ROADS & STRUCTURES REGU - RIGHT-OF-WAY REGULATION DSGN - ROADS AND STRUCTURES STANDARDS AND DESIGN UREL - UTILITIES ENGINEERING $ 3,037,320 2,929,749 107,571 - $ 2,691,313 2,400,000 291,313 - $ 2,691,313 2,400,000 291,313 - $ 2,125,919 2,025,919 100,000 - $ 2,291,315 2,000,003 291,312 $ (399,998) (399,997) (291,313) 291,312 -14.9% -16.7% -100.0% 0.0% 69HI - FLOOD HAZARD IDENTIFICATION PLNG - FLOOD HAZARD PLANNING FLDP - FLOODPLAIN DELINEATION $ - $ - $ - $ - $ 7,710,447 4,883,065 2,827,382 $ 7,710,447 4,883,065 2,827,382 0.0% 0.0% 0.0% 69HE - FLOOD HAZARD OUTREACH MASM - FLOOD SAFETY EDUCATION EDAY - PUBLIC INFORMATION FCSR - CUSTOMER SERVICE FWRN - FLOOD WARNING $ - $ - $ - $ - $ 2,603,685 685,643 738,716 411,367 767,959 $ 2,603,685 685,643 738,716 411,367 767,959 0.0% 0.0% 0.0% 0.0% 0.0% 69FH - FLOOD HAZARD REGULATION FREV - FLOODPLAIN PERMITTING FCMP - FLOODPLAIN REGULATION COMPLIANCE $ - $ - $ - $ - $ 2,309,086 1,414,157 894,929 $ 2,309,086 1,414,157 894,929 0.0% 0.0% 0.0% 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CONTROL STRUCTURE MAINTENANCE FMLT - FLOOD INFRASTRUCTURE MULTI-PURPOSE ENHANCEMENT DAMS - DAM SAFETY $ - $ - $ - $ - $ 13,609,901 2,678,542 6,456,664 1,373,229 3,101,466 $ 13,609,901 2,678,542 6,456,664 1,373,229 3,101,466 0.0% 0.0% 0.0% 0.0% 0.0% 64MT - TRAFFIC MANAGEMENT TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MANAGEMENT SUPPORT TRFE - TRAFFIC DESIGN AND STUDIES TRFC - TRAFFIC SIGNALS AND INTELLIGENT TRANSPORTATION SYSTEM FIELD SERVICES $ 956,478 732,003 152,458 $ 1,310,610 420,760 750,000 100,000 $ 1,310,610 420,760 750,000 100,000 $ 1,016,223 246,398 555,934 129,914 $ 872,308 20,000 645,308 150,000 $ (438,302) (400,760) (104,692) 50,000 64RB - ROADWAY MAINTENANCE SIGN - TRAFFIC SIGNS MAINTENANCE ROAD - ROAD AND RIGHT-OF-WAY MAINTENANCE $ 1,730,260 17,728 1,712,532 $ 1,201,500 1,500 1,200,000 $ 1,201,500 1,500 1,200,000 $ 846,991 84,837 762,154 $ 445,000 35,004 409,996 $ (756,500) 33,504 (790,004) 67SW - SOLID WASTE MANAGEMENT MONT - LANDFILL POST-CLOSURE MAINTENANCE TIRE - WASTE TIRE TRAN - WASTE TRANSFER STATION $ 7,877,094 1,191,157 6,623,064 62,873 $ 6,050,000 420,000 5,455,000 175,000 $ 6,050,000 420,000 5,455,000 175,000 $ 4,909,095 569,469 4,179,187 160,439 $ 6,530,000 525,000 5,730,000 275,000 $ 480,000 105,000 275,000 100,000 7.9% 25.0% 5.0% 57.1% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES FACI - FACILITIES MANAGEMENT RECO - RECORDS MANAGEMENT $ 737,093 102,923 9,113 625,057 - $ 111,811 95,311 1,000 15,500 - $ 111,811 95,311 1,000 15,500 - $ 164,423 100,711 328 63,384 - $ 3,942,998 109,111 1,358,645 281,321 198,956 365,204 924,680 689,461 15,620 $ 3,831,187 109,111 1,263,334 281,321 198,956 364,204 909,180 689,461 15,620 3426.5% 0.0% 1325.5% 0.0% 0.0% 36420.4% 5865.7% 0.0% 0.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 119,987,250 119,987,250 - $ 114,449,088 114,449,088 - $ 114,449,088 114,449,088 - $ 115,730,988 115,730,988 - $ 125,895,202 1,232,332 122,800,563 1,862,307 $ 11,446,114 1,232,332 8,351,475 1,862,307 10.0% 0.0% 7.3% 0.0% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPORT TOTAL PROGRAMS $ 2,790 2,790 173,586,652 $ 148,231,190 $ 148,961,585 $ 152,856,698 $ 2,981,497 508,418 200,904 584,801 1,655,416 31,958 189,295,399 $ 2,981,497 508,418 200,904 584,801 1,655,416 31,958 40,333,814 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 27.1% 72,017 39,850 $ 679 39,850 $ 83,977 $ 57,000 $ 17,150 $ -33.4% -95.2% 0.0% -14.0% 50.0% 43.0% -63.0% 2233.6% -65.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Program and Activity – All Funds (Con’t) FY 2006-07 ACTUAL EXPENDITURES 64BT - BUILD ROADS AND STRUCTURES CMGT - TRANSPORTATION CONSTRUCTION MANAGEMENT TIPM - TRANSPORTATION IMPROVEMENT PROGRAM MANAGEMENT PRJT - TRANSPORTATION PROJECT MANAGEMENT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES FIVE - ARTICLE 5 PROCUREMENT MTEC - MATERIALS TECHNOLOGY FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 102,652,347 264,701 247,175 191,160 100,675,432 642,577 631,302 $ 100,922,088 452,835 304,867 209,934 98,605,934 679,732 668,786 $ 100,929,261 452,826 304,863 209,929 98,605,934 679,732 675,977 $ 87,956,628 334,613 371,413 292,569 85,705,900 553,634 698,499 $ 107,299,546 508,279 587,931 256,506 104,677,000 378,984 226,926 663,920 $ (6,370,285) (55,453) (283,068) (46,577) (6,071,066) 300,748 (226,926) 12,057 -6.3% -12.2% -92.9% -22.2% -6.2% 44.2% 0.0% 1.8% 64ER - ENGINEER ROADS & STRUCTURES REGU - RIGHT-OF-WAY REGULATION DSGN - ROADS AND STRUCTURES STANDARDS AND DESIGN UREL - UTILITIES ENGINEERING $ 3,017,212 1,568,438 1,062,698 386,075 $ 3,655,389 1,818,365 1,471,458 365,566 $ 3,655,383 1,818,369 1,471,457 365,562 $ 3,371,885 1,589,001 1,391,918 390,964 $ 3,404,373 1,574,333 1,452,165 377,876 $ 251,010 244,036 19,292 (12,314) 6.9% 13.4% 1.3% -3.4% 69HI - FLOOD HAZARD IDENTIFICATION PLNG - FLOOD HAZARD PLANNING FLDP - FLOODPLAIN DELINEATION $ - $ - $ - $ - $ 7,768,661 4,941,279 2,827,382 $ (7,768,661) (4,941,279) (2,827,382) 0.0% 0.0% 0.0% 69HE - FLOOD HAZARD OUTREACH MASM - FLOOD SAFETY EDUCATION EDAY - PUBLIC INFORMATION FCSR - CUSTOMER SERVICE FWRN - FLOOD WARNING $ - $ - $ - $ - $ 2,487,483 606,671 701,475 411,378 767,959 $ (2,487,483) (606,671) (701,475) (411,378) (767,959) 0.0% 0.0% 0.0% 0.0% 0.0% 69FH - FLOOD HAZARD REGULATION FREV - FLOODPLAIN PERMITTING FCMP - FLOODPLAIN REGULATION COMPLIANCE $ - $ - $ - $ - $ 2,309,098 1,414,167 894,931 $ (2,309,098) (1,414,167) (894,931) 0.0% 0.0% 0.0% 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CONTROL STRUCTURE MAINTENANCE FMLT - FLOOD INFRASTRUCTURE MULTI-PURPOSE ENHANCEMENT DAMS - DAM SAFETY $ - $ - $ - $ - $ 13,667,891 2,660,710 6,481,662 1,373,235 3,152,284 $ (13,667,891) (2,660,710) (6,481,662) (1,373,235) (3,152,284) 0.0% 0.0% 0.0% 0.0% 0.0% 64MT - TRAFFIC MANAGEMENT TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MANAGEMENT SUPPORT TRFE - TRAFFIC DESIGN AND STUDIES TRFC - TRAFFIC SIGNALS AND INTELLIGENT TRANSPORTATION SYSTEM FIELD SERVICES $ 4,974,171 1,935,485 1,750,270 $ 5,811,010 903,993 632,067 845,000 1,814,030 $ 5,818,309 903,995 632,070 845,000 1,814,031 $ 4,794,919 709,415 698,270 439,997 1,638,031 $ 5,311,891 492,725 646,121 816,308 1,794,156 $ 506,418 411,270 (14,051) 28,692 19,875 8.7% 45.5% -2.2% 3.4% 1.1% 60,632 3.7% 64RB - ROADWAY MAINTENANCE STRP - ROADWAY STRIPING MAINTENANCE SIGN - TRAFFIC SIGNS MAINTENANCE ZONE - WORK ZONE TRAFFIC CONTROL ROAD - ROAD AND RIGHT-OF-WAY MAINTENANCE $ 33,447,921 1,919,901 1,496,979 1,156,016 28,875,025 $ 36,574,815 1,833,884 1,746,627 1,550,544 31,443,760 $ 36,409,601 1,842,458 1,771,444 1,550,545 31,245,154 $ 35,248,706 1,850,208 1,557,000 1,390,425 30,451,073 $ 36,271,177 2,133,984 1,513,451 1,463,430 31,160,312 $ 138,424 (291,526) 257,993 87,115 84,842 0.4% -15.8% 14.6% 5.6% 0.3% 67SW - SOLID WASTE MANAGEMENT MONT - LANDFILL POST-CLOSURE MAINTENANCE TIRE - WASTE TIRE TRAN - WASTE TRANSFER STATION $ 6,466,932 (262,450) 6,454,118 275,264 $ 8,052,707 880,209 6,757,150 415,348 $ 8,047,391 880,220 6,757,150 410,021 $ 7,195,021 683,766 6,242,188 269,067 $ 14,144,517 6,085,842 6,638,761 1,419,914 $ (6,097,126) (5,205,622) 118,389 (1,009,893) -75.8% -591.4% 1.8% -246.3% 64SD - TRANSPORTATION PLANNING ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - OUTREACH & COMMUNICATIONS PROG - TRANSPORTATION PROJECT PROGRAMMING TPLN - TRANSPORTATION SYSTEM PLANNING $ 2,196,323 231,426 292,567 394,628 571,292 706,410 $ 2,415,754 277,782 402,008 470,566 654,445 610,953 $ 2,457,796 277,786 402,985 511,634 654,442 610,949 $ 2,241,448 229,532 482,023 474,834 640,352 414,707 $ 2,573,656 266,373 332,100 454,392 696,805 823,986 $ (115,860) 11,413 70,885 57,242 (42,363) (213,037) -4.7% 4.1% 17.6% 11.2% -6.5% -34.9% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES FACI - FACILITIES MANAGEMENT RECO - RECORDS MANAGEMENT $ 6,865,068 58,165 5,037,420 413,987 265,282 435,942 654,272 - $ 7,264,604 118,266 4,840,347 672,885 286,685 496,898 849,523 - $ 7,326,458 118,264 4,842,359 696,177 292,036 528,099 849,523 - $ 7,311,955 65,808 5,061,793 512,281 266,122 687,647 718,304 - $ 10,180,836 178,156 4,321,822 937,005 526,516 804,987 1,482,206 1,834,400 95,744 $ (2,854,378) (59,892) 520,537 (240,828) (234,480) (276,888) (632,683) (1,834,400) (95,744) -39.0% -50.6% 10.7% -34.6% -80.3% -52.4% -74.5% 0.0% 0.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 3,124,117 1,821,193 1,302,924 $ 4,148,107 1,889,006 2,259,101 $ 4,148,107 1,889,006 2,259,101 $ 4,165,066 1,905,533 2,259,533 $ 7,876,872 3,292,122 4,584,750 $ (3,728,765) (1,403,116) (2,325,649) -89.9% -74.3% -102.9% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 2,296,257 542,759 352,939 585,997 712,312 64,985 37,265 165,040,348 $ 3,060,731 833,380 579,939 457,627 1,043,265 98,993 47,527 171,905,205 $ 3,065,729 833,380 579,939 457,627 1,043,265 98,993 52,525 171,858,035 $ 2,735,339 841,874 382,808 540,166 861,260 72,391 36,840 155,020,967 $ 5,914,679 1,498,510 454,651 1,329,347 2,539,097 93,074 219,210,674 $ (2,848,950) (665,130) 125,288 (871,720) (1,495,832) 5,919 52,525 (47,352,645) -92.9% -79.8% 21.6% -190.5% -143.4% 6.0% 100.0% -27.6% 1,288,416 $ 1,615,920 $ 680 1,623,213 $ 1,309,206 $ 1,562,581 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 3,037,320 3,037,320 $ $ 2,691,313 2,691,313 $ $ 2,691,313 2,691,313 $ $ 2,125,919 2,125,919 $ $ 2,291,315 2,291,315 $ $ (399,998) (399,998) -14.9% -14.9% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 1,183,128 46,464,949 107,593,116 9,719,099 164,960,292 $ 1,170,760 27,719,868 104,000,000 9,249,088 142,139,716 $ 1,170,760 27,719,868 104,000,000 9,249,088 142,139,716 $ 563,223 26,077,656 103,688,527 9,762,756 140,092,162 $ 665,308 5,450,000 111,458,984 9,341,579 126,915,871 $ (505,452) (22,269,868) 7,458,984 92,491 (15,223,845) -43.2% -80.3% 7.2% 1.0% -10.7% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 177,772 177,772 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 3,229,651 1,837,347 5,066,998 ALL REVENUES $ $ $ $ $ 98,850 255,000 353,850 $ 1,820,000 326,311 2,146,311 173,242,382 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ 344,270 344,270 TOTAL SOURCES $ 173,586,652 $ $ $ $ 534,245 255,000 789,245 $ 1,820,000 621,311 2,441,311 147,331,190 $ $ $ 900,000 900,000 $ 148,231,190 $ $ $ $ 3,311,499 876,213 4,187,712 148,061,585 $ $ $ 900,000 900,000 $ 148,961,585 681 $ 5,724,245 226,661 5,950,906 $ $ $ $ 56,121,747 355,000 56,476,747 $ $ $ $ 2,725,000 486,466 3,211,466 $ $ 152,356,699 $ 188,895,399 $ $ $ 499,999 499,999 $ $ 400,000 400,000 $ $ $ 152,856,698 $ 189,295,399 $ 55,587,502 10404.9% 100,000 39.2% 55,687,502 7055.8% 905,000 (134,845) 770,155 40,833,814 (500,000) (500,000) 40,333,814 49.7% -21.7% 31.5% 27.6% -55.6% -55.6% 27.1% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 22,276,680 $ 74,133 761,243 7,355,939 414,375 (6,009,651) 5,132,402 30,005,121 $ 25,905,995 $ 218,634 672,227 8,812,375 633,751 (11,605,133) 8,291,848 32,929,697 $ 25,945,162 $ 218,634 672,227 8,815,865 745,219 (11,638,783) 8,300,000 33,058,324 $ 25,432,654 $ 119,609 679,179 8,769,833 614,505 (11,788,556) 8,812,480 32,639,704 $ 36,759,443 $ 612,403 678,352 11,999,566 539,180 (14,292,691) 10,667,950 46,964,203 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,137,383 $ 1,507,907 270,868 (746) 6,938 2,922,350 $ 1,505,470 $ 1,527,676 151,200 (451,165) 125,617 2,858,798 $ 1,505,470 $ 1,527,676 151,200 (451,165) 125,617 2,858,798 $ 1,281,311 $ 1,658,284 242,337 (456,972) 262,932 2,987,892 $ 3,299,035 $ 1,810,348 248,634 (393,257) 367,351 5,332,111 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 19,444,556 350,989 16,304,960 5,268,323 119,885 128,890 59,719 791,353 (210,614) 93,348 42,351,409 $ - $ 23,690,614 458,646 14,676,899 6,093,702 77,256 255,018 55,400 942,964 (813,845) 559,403 45,996,057 $ - $ 24,273,749 458,646 14,632,204 6,093,702 77,256 255,018 55,400 942,964 (813,845) 559,403 46,534,497 $ 2 $ 19,033,487 320,437 13,557,566 6,140,276 100,242 192,878 56,398 779,095 (1,139,085) 816,809 39,858,105 $ 519,450 $ 38,770,713 966,071 21,993,154 1,530,966 6,729,362 157,986 415,814 79,796 1,381,464 (358,769) 406,295 72,592,302 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ 1,786,092 1,786,092 $ $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 3,541,800 150,179 322,274 1,444,319 82,178,417 338,387 87,975,376 $ $ TOTAL USES $ 165,040,348 $ 1,889,006 1,889,006 $ $ 5,356,500 $ 60,000 224,000 5,690,200 76,397,500 700,532 (198,000) 915 88,231,647 $ 171,905,205 $ 682 1,889,006 1,889,006 (10,814,281) (393,769) (6,125) (3,183,701) 206,039 2,653,908 (2,367,950) (13,905,879) -41.7% 0.0% 0.0% -36.1% 0.0% -22.8% -28.5% -42.1% (1,793,565) -119.1% (282,672) -18.5% (97,434) -64.4% (57,908) 12.8% (241,734) -192.4% (2,473,313) -86.5% (519,450) (14,496,964) (507,425) (7,360,950) (1,530,966) (635,660) (80,730) (160,796) (24,396) (438,500) (455,076) 153,108 (26,057,805) 0.0% -59.7% 0.0% -50.3% 0.0% -10.4% 0.0% -63.1% -44% -46.5% 55.9% 27.4% -56.0% $ $ 1,889,006 1,889,006 $ $ 5,242,122 5,242,122 $ $ (3,353,116) -177.5% (3,353,116) -177.5% 4,500,300 $ 60,000 224,000 5,533,598 76,696,065 700,532 (198,000) 915 87,517,410 $ 7,496,087 156,091 5,320,001 64,389,818 283,959 304 77,646,260 $ $ $ 11,902,500 111,978 1,462,385 4,096,100 70,865,750 641,223 89,079,936 $ (7,402,200) (51,978) (1,238,385) 1,437,498 5,830,315 59,309 (198,000) 915 (1,562,526) -164.5% 0.0% -552.9% 26.0% 7.6% 0% 100.0% 100.0% 0.0% 155,020,967 $ 219,210,674 $ (47,352,639) -27.6% 171,858,035 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Fund FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE SOURCES 234 - TRANSPORTATION CAPITAL PROJECT CAPITAL PROJECTS $ $ 105,519,083 105,519,083 $ $ 82,114,126 82,114,126 $ $ 82,729,767 82,729,767 $ $ 87,645,563 87,645,563 $ $ 94,852,944 94,852,944 $ $ 223 - TRANSPORTATION GRANTS SPECIAL REVENUE - GRANT $ $ 1,183,128 1,183,128 $ $ 1,170,760 1,170,760 $ $ 1,170,760 1,170,760 $ $ 563,223 563,223 $ $ 665,308 665,308 $ $ 232 - TRANSPORTATION OPERATIONS 290 - WASTE TIRE 580 - SOLID WASTE MANAGEMENT 988 - PUBLIC WORKS FLOOD CONTROL SPECIAL REVENUE - OTHER $ $ $ 126,033,844 5,730,000 800,000 35,962,287 168,526,131 $ $ 119,333,321 4,179,187 729,908 124,242,416 $ $ 118,605,562 5,455,000 595,000 124,655,562 $ $ 118,605,562 5,455,000 595,000 124,655,562 $ $ 125,270,379 6,623,064 1,254,030 133,147,473 TOTAL SPECIAL REVENUE $ 134,330,601 $ 125,826,322 $ 125,826,322 $ 124,805,639 $ 169,191,439 980 - ELIMINATIONS $ TOTAL FUNDS $ (66,263,032) $ 173,586,652 $ (59,709,258) $ 148,231,190 $ (59,594,504) $ 148,961,585 $ (59,594,504) $ 152,856,698 $ 12,123,177 12,123,177 (505,452) (505,452) 14.7% 14.7% -43.2% -43.2% $ 7,428,282 275,000 205,000 35,962,287 43,870,569 6.3% 5.0% 34.5% 0.0% 35.2% $ 43,365,117 34.5% (15,154,480) 40,333,814 25.4% 27.1% (6,071,066) (6,071,066) -6.2% -6.2% (74,748,984) $ 189,295,399 $ USES 234 - TRANSPORTATION CAPITAL PROJECT CAPITAL PROJECTS $ $ 100,675,432 100,675,432 $ $ 98,605,934 98,605,934 $ $ 98,605,934 98,605,934 $ $ 85,705,900 85,705,900 $ $ 104,677,000 104,677,000 $ $ 223 - TRANSPORTATION GRANTS SPECIAL REVENUE - GRANT $ $ 943,677 943,677 $ $ 1,170,760 1,170,760 $ $ 1,170,760 1,170,760 $ $ 563,225 563,225 $ $ 665,308 665,308 $ $ 232 - TRANSPORTATION OPERATIONS 290 - WASTE TIRE 580 - SOLID WASTE MANAGEMENT 988 - PUBLIC WORKS FLOOD CONTROL SPECIAL REVENUE - OTHER $ $ $ 138,327,693 6,704,998 7,622,374 35,962,286 188,617,350 $ $ 120,649,808 6,345,793 1,350,745 128,346,346 $ $ 123,279,042 6,844,916 1,551,887 131,675,845 $ $ 123,435,644 6,844,916 1,557,209 131,837,769 $ $ 122,935,668 6,499,628 248,975 129,684,271 $ (15,048,651) -12.2% 139,918 2.0% (6,070,487) -391.2% (35,962,286) 0.0% (56,941,505) -43.2% TOTAL SPECIAL REVENUE $ 130,627,948 $ 133,008,529 $ 132,846,605 $ 128,909,571 $ 189,282,658 $ (56,436,053) -42.5% (74,748,984) $ 219,210,674 $ 15,154,480 (47,352,639) -25.4% -27.6% 980 - ELIMINATIONS $ TOTAL FUNDS $ (66,263,032) $ 165,040,348 $ (59,709,258) $ 171,905,205 $ (59,594,504) $ 171,858,035 $ (59,594,504) $ 155,020,967 $ 505,452 505,452 43.2% 43.2% Public Works is a new Department in FY 2008-09 consisting of three divisions: Transportation, Flood Control and Solid Waste. All measures are baseline for FY 2008-09. Where applicable, prior year data that was available is reported. Programs and Activities Build Roads and Structures Program The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. 683 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours Percent of preventative maintenance work orders completed within predetermined monthly schedule Percent of utility location work orders completed within two business days Percent of plan review projects completed within agreed upon time period Percent of temporary and permanent traffic control devices projects completed within agreed upon time period Percent of roadway traffic incidents responded to within 30 minutes of notification Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages posted 15 minutes within normal business hours after verification Percent of Closed Circuit Television Cameras are fully operational Percent of travel time saved on major MCDOT corridors as measured through the most current before and after study Percent of traffic signals at jurisdictional boundaries that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of regional traveler information messages posted on 511 System within 20 minutes after verification of the potential traffic impact of an event on the road FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 99.4% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Not Reported Not Reported 97.1% 0.0% 0.0% Not Reported Not Reported 66.9% 0.0% 0.0% Not Reported Not Reported 95.0% 0.0% 0.0% Not Reported Not Reported 85.0% 0.0% 0.0% Not Reported Not Reported 9.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Percent of regionally shared freeway and arterial roadway Not Reported Closed Circuit Television (CCTV) cameras Not Reported 50.0% 0.0% 0.0% Activities that comprise this program include: • Transportation Construction Management • Article 5 Procurement • Materials Technology • Transportation Project Management FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% • • • Roadway Construction Land Surveying Services Transportation Improvement Program Management Transportation Construction Management Activity The purpose of the Transportation Construction Management Activity is to provide roadway and bridge construction oversight services to the traveling public so they can experience transportation improvements delivered on time and travel within the county on safely constructed roads and bridges. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 684 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of new or improved roadway lane miles completed Percent of constructed projects delivered on schedule Percent of projects closed out in 90 days Number of road lane miles constructed Number of bridge upgrades provided Number of road lane miles scheduled Number of bridge lane miles scheduled Total expenditure per road lane mile constructed Total expenditure per bridge lane mile constructed Department Strategic Plans and Budgets Public Works FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 0.0% 0.0% Not Reported Not Reported 83.3% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ 83.3% 60 1 60 1 8,471.32 $ 0.0% - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported Not Reported $ - 0.0% $ $ $ $ - $ Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 264,702 264,702 334,613 334,613 508,279 508,279 $ $ 173,666 173,666 51.9% 51.9% Article 5 Procurement Activity The purpose of the Article 5 Procurement Activity is to provide construction and related architectural and engineering contracting services to Department of Transportation employees so they can have the consulting (architectural / engineering) or construction services they need in a timely manner at the appropriate price. 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: Measure Type Result Result Result Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of contracts awarded within 45 calendar days of receipt of completed bid documents Percent of contracts awarded that are within Not Reported 10% of the Engineer’s estimate Percent of contract insurance policies that do Not Reported not lapse beyond expiration date Percent of contract file close-outs completed Not Reported within 30 calendar days of expiration Number of contracts awarded Number of requests for contracts received Total Activity expenditure per contract awarded Not Reported Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 86.7% 0.0% 0.0% Not Reported 86.7% 0.0% 0.0% Not Reported 85.0% 0.0% 0.0% Not Reported 85.0% 0.0% 0.0% Not Reported Not Reported Not Reported $ 30 35 7,564.20 $ - 0.0% 0.0% 0.0% $ $ 226,926 226,926 Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ - $ $ - $ $ 226,926 226,926 0.0% 0.0% Materials Technology Activity The purpose of the Materials Technology Activity is to provide construction materials evaluation and geotechnical and pavement design services to Department of Transportation design, construction and maintenance teams so they can deliver projects on time that meet predetermined project objectives. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 685 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Result Result Measure Description FY 2007 Actual Percent of roads and structures constructed Not Reported according to project materials standards and specifications Percent of project plans and pavement Not Reported design reviews completed on time Percent Maricopa County arterial roads in Not Reported “Good” or better condition Percent newly constructed arterial roads (1 Not Reported mile or longer) with a Pavement Condition Rating of 95 or higher Percent maintenance overlay roads with a Not Reported Pavement Condition Rating of 95 or higher FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.0% 0.0% 0.0% Not Reported 85.0% 0.0% 0.0% Not Reported 80.0% 0.0% 0.0% Not Reported 90.0% 0.0% 0.0% Not Reported 90.0% 0.0% 0.0% Output Number of project plans reviews completed Not Reported Not Reported 20 - 0.0% Output Number of miles of County roadway pavement condition evaluations completed Not Reported Not Reported 1,100 - 0.0% Output Number of geotechnical and pavement design reviews completed Number of construction and maintenance project Quality Assurance testing sets Number of project plan reviews needed Number of miles County roadway pavement condition evaluations needed Number of geotechnical and pavement design reviews requested Number of construction and maintenance projects expecting to require Quality Assurance in house testing Total expenditure per project plan review Total expenditure per mile evaluated for pavement condition Total expenditure per geotechnical and pavement design review Total expenditure per Construction & Management projects completed by Department of Transportation Lab Not Reported Not Reported 20 - 0.0% Not Reported Not Reported 2,500 - 0.0% Not Reported Not Reported Not Reported Not Reported 20 1,100 - 0.0% 0.0% Not Reported Not Reported 20 - 0.0% Not Reported Not Reported 37 - 0.0% Not Reported Not Reported Not Reported Not Reported $ $ 33,196.00 $ 603.56 $ - 0.0% 0.0% Not Reported Not Reported $ 33,196.00 $ - 0.0% Not Reported Not Reported $ 17,943.78 $ - 0.0% $ $ $ $ Output Demand Demand Demand Demand Efficiency Efficiency Efficiency Efficiency Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 631,306 631,306 698,499 698,499 663,920 663,920 $ $ (34,579) (34,579) -5.0% -5.0% Transportation Project Management Activity The purpose of the Transportation Project Management Activity is to provide project oversight and delivery services to construction delivery teams so they can complete transportation projects on time, within budget and scope that satisfy or meet predetermined project objectives. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 686 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Result Output Output Demand Demand Efficiency Measure Description Percent of project bid documents delivered within the approved schedule Percent of project bid documents delivered within the approved budget Percent of scoping documents delivered within the approved schedule Percent of scoping documents delivered within the approved budget Number of scoping documents provided Number of bid documents provided Number of bid documents needed Number of scoping documents needed Transportation Project Management Activity Dollar expenditure per project managed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ 4 4 4 4 64,126.50 $ - 0.0% 0.0% 0.0% 0.0% 0.0% $ $ - Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 2,316 2,316 $ $ 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 191,155 191,155 $ $ - $ $ - $ $ (36,063) (36,063) 0.0% 0.0% Expenditure 292,569 292,569 $ $ 256,506 256,506 -12.3% -12.3% Roadway Construction Activity The purpose of the Roadway Construction Activity is to provide new or improved roads and structures to the Maricopa County traveling public so they can travel within the county on safely constructed roads and bridges. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Measure Description Vehicle accident rate on specific, high-accident rate, unincorporated Maricopa County locations Vehicle fatality rate per 100,000 vehicle miles driven on specific, high-accident rate, unincorporated Maricopa County locations Percent of Maricopa County arterial roads in “Good” or better condition Number of new or improved road or structure projects constructed Number of new or improved road or structure projects scheduled Total expenditure per new or improved road or structure project constructed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 0.0% Not Reported Not Reported 75.2% Not Reported Not Reported 14 37 Not Reported 17 Not Reported Not Reported FY 2009 Adopted Variance Forecast - Adopted % Variance Forecast - Adopted 0.4% $ 7,476,928.57 Revenue 234 - TRANSPORTATION CAPITAL PROJECT $ 900 - ELIMINATIONS TOTAL SOURCES $ 39,256,051 39,256,051 $ 232 - TRANSPORTATION OPERATIONS $ 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ 66,263,032 100,675,578 166,938,610 $ $ 87,645,563 $ (59,594,504) 28,051,059 $ 94,852,944 $ (74,748,984) 20,103,960 $ 7,207,381 (15,154,480) (7,947,099) 8.2% 25.4% -28.3% 59,594,504 $ 85,705,900 (59,594,504) 85,705,900 $ 74,748,984 $ 104,677,000 (74,748,984) 104,677,000 $ 15,154,480 18,971,100 (15,154,480) 18,971,100 25.4% 22.1% 25.4% 22.1% Expenditure $ Land Surveying Activity The purpose of the Land Surveying Services Activity is to provide land boundary identification and information services to internal project delivery teams and the professional engineering and land 687 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works surveying community so they can receive timely information and tools needed to properly design infrastructure projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.4% 0.0% 0.0% Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Percent delay claims from construction due Not Reported Not Reported to survey not meeting the schedule Number of Land Survey Requests Not Reported 173.00 completed Number of Land Survey Requests 212.00 192.00 submitted Total expenditure per Land Survey Request Not Reported $ - $ completed 2.9% 0.0% 0.0% 230 57 32.9% 280 88 45.8% 1,647.76 $ (1,647.76) 0.0% $ $ (12,000) (12,000) -100.0% -100.0% $ $ (174,650) (174,650) -31.5% -31.5% Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ - $ $ 12,000 12,000 $ $ $ $ 553,634 553,634 $ $ - Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 642,574 642,574 378,984 378,984 Transportation Improvement Program Management Activity The purpose of the Transportation Improvement Program Management Activity is to provide programming, monitoring, and cash flow management services to project delivery teams so they can deliver projects on time and within budget. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Result Result Output Demand Demand Efficiency Expenditure Measure Description Percent of planned transportation projects completed on time and within budget Percent of Public Works infrastructure projects completed by the end of the Fiscal Year and within budget as measured against the schedule at the start of the Fiscal Year and the approved budget at the start of the Fiscal Year as modified by board approved adjustment Percent of Transportation Improvement Program projects delivered on time and within budget Percent of projects in 5-year Transportation Improvement Program delivered Number of projects completed by end of Fiscal Year Number of projects scheduled for Fiscal Year Number of projects in program to be managed Total expenditure per project in capital program FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 19.5% 0.0% 0.0% Not Reported Not Reported 82.4% 0.0% 0.0% Not Reported Not Reported 18.3% 0.0% 0.0% Not Reported Not Reported 17 - 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ 17 87 6,757.83 0.0% 0.0% 0.0% 0.0% $ $ $ $ 587,931 587,931 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 247,171 247,171 688 371,413 371,413 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 84.7% 0.0% 0.0% $ $ 216,518 216,518 58.3% 58.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Engineer Roads and Structures Program) The Purpose of the Engineer Roads and Structures Program is to provide engineering, road and structure design, utility coordination, right-of way regulation, and Improvement District Administration services to transportation professionals so they can complete projects in compliance with applicable standards providing safe and efficient right-of-way infrastructure. Program Results Measure Description Percent of final construction cost generated by preventable change orders Percent of Maricopa County roads and bridges that meet or exceed published safety standards Percent of projects completed that meet or exceed original design standards Percent of transportation facilities that meet annual maintenance cost standards based on age Percent unincorporated Maricopa County communities that elect to make a collective contribution to the maintenance and development of infrastructure within their district Percent of total cost of improvements financed through funding options offered by Maricopa County Percent Plan reviews completed within specified time frame Percent Permitted projects completed in compliance with applicable regulations. Percent New or reconstructed lane miles accepted into road inventory constructed by permittee Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 97.9% 0.0% 0.0% Not Reported Not Reported 96.6% 0.0% 0.0% Not Reported Not Reported 63.2% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 25.0% 0.0% 0.0% Not Reported Not Reported 94.9% 0.0% 0.0% Not Reported Not Reported 95.5% 0.0% 0.0% Not Reported Not Reported 89.5% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Activities that comprise this program include: • Roads and Structures Standards and Design FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 5.0% 0.0% 0.0% • • Right-of-Way Regulation Utilities Engineering Roads and Structures Standards and Design Activity The purpose of the Roads and Structures Standards and Design Activity is to provide design and construction standard, construction document and review services to transportation professionals and Department of Transportation Construction Management and Operations Divisions so they can design and build safe and easily maintained transportation facilities. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 689 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Result Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of final construction cost generated by preventable change orders Percent of Maricopa County roads and bridges that Not Reported meet or exceed published safety standards Percent of projects completed that meet or exceed Not Reported original design standards Percent of transportation facilities that meet annual Not Reported maintenance cost standards based on age Number of project plans reviews provided (small, medium, large) Number of project plans provided (small, medium, large) Number of shop drawing reviews provided (small, medium, large) Number of project reviews required (small, medium, large) Number of project plans required (small, medium, large) Number of shop drawing reviews required Total expenditure/project plan review provided (small, medium, large) Total expenditure per project plan provided (small, medium, large) Total expenditure/shop drawing review provided (small, medium, large) FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 5.0% 0.0% 0.0% Not Reported 97.9% 0.0% 0.0% Not Reported 96.6% 0.0% 0.0% Not Reported 63.2% 0.0% 0.0% 83 11 15.3% Not Reported 72 Not Reported Not Reported 10 - 0.0% Not Reported Not Reported 15 - 0.0% 82 10 13.9% 10 - 0.0% 72 72 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ 15 17,495.96 $ Not Reported $ 145,216.50 $ - 0.0% Not Reported $ 96,811.00 $ - 0.0% $ $ 100,000 100,000 $ $ - 1,062,698 $ (178) 1,062,520 $ 1,391,918 1,391,918 $ - (17,495.96) 0.0% 0.0% Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 107,571 107,571 $ $ (100,000) (100,000) -100.0% -100.0% $ (60,247) 60,247 -4.3% 0.0% 4.3% Expenditure 232 - TRANSPORTATION OPERATIONS $ 234 - TRANSPORTATION CAPITAL PROJECT TOTAL USES $ $ 1,452,165 1,452,165 $ Right-of-Way Regulation Activity The purpose of the Right-of-Way Regulation Activity is to provide Transportation Review, Permit and Inspection Services to external entities utilizing Maricopa County Right-of-Ways so they can complete projects in compliance with applicable regulations. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 690 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Revenue Measure Description Percent of plan reviews completed within specified time frame Percent of permitted projects completed in compliance with applicable regulations. Percent of new or reconstructed lane miles accepted into road inventory constructed by permittee Number of plan sheets reviewed Number of Planning & Development cases reviewed. Number of Construction permits issued. Number of Oversize/Overweight permits issued Number of Cease Work Order situations resolved Number of Planning & Development cases submitted for review. Number of Plan sheets submitted for review. Number of Construction permits applied for. Number of Oversize/Overweight permits applied for. Number of Cease Work Orders issued Total activity expenditure per permit issued FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 94.9% 0.0% 0.0% Not Reported Not Reported 95.5% 0.0% 0.0% Not Reported Not Reported 89.5% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 2,604 1,046 - 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 1,508 463 - 0.0% 0.0% Not Reported Not Reported 203 - 0.0% Not Reported Not Reported 1,046 - 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 2,604 1,508 463 - 0.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported $ 203 1,043.99 $ - 0.0% 0.0% 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 2,929,749 2,929,749 $ $ 2,025,919 2,025,919 $ $ 2,000,003 2,000,003 $ $ (25,916) (25,916) -1.3% -1.3% 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 1,568,436 1,568,436 $ $ 1,589,001 1,589,001 $ $ 1,574,333 1,574,333 $ $ (14,668) (14,668) -0.9% -0.9% Expenditure Utilities Engineering Activity The purpose of the Utilities Engineering Activity is to provide oversight and management of utilities installation and relocation services to construction contractors working within County rights-of-way so they can complete their construction project safely within a utilities conflict free right-of-way. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way Number of miles of utility relocation and construction completed Number of miles of utility relocation & construction required Total expenditure per utility relocation and construction completed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 1,600 - 0.0% Not Reported Not Reported 1,600 - 0.0% Not Reported Not Reported 236.17 $ - 0.0% $ Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ - $ $ - $ $ 291,312 291,312 $ $ 291,312 291,312 0.0% 0.0% $ $ 377,876 377,876 $ $ (13,088) (13,088) -3.3% -3.3% Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 386,073 386,073 $ $ 691 390,964 390,964 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Traffic Management Program The purpose of the Traffic Management Program is to provide traffic engineering, intelligent transportation system, real time mobility and traveler information, incident management and signal maintenance services to the traveling public so they can experience enhanced regional mobility, coordination and safety of the roadway system. Program Results Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours Percent of preventative maintenance work orders completed within predetermined monthly schedule Percent of utility location work orders completed within two business days Percent of plan review projects completed within agreed upon time period Percent of temporary and permanent traffic control devices projects completed within agreed upon time period Percent of roadway traffic incidents responded to within 30 minutes of notification Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages posted 15 minutes within normal business hours after verification Percent of Closed Circuit Television Cameras are fully operational Percent of travel time saved on major MCDOT corridors as measured through the most current before and after study Percent of traffic signals at jurisdictional boundaries that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of regional traveler information messages posted on 511 System within 20 minutes after verification of the potential traffic impact of an event on the road FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 99.4% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Not Reported Not Reported 97.1% 0.0% 0.0% Not Reported Not Reported 66.9% 0.0% 0.0% Not Reported Not Reported 95.0% 0.0% 0.0% Not Reported Not Reported 85.0% 0.0% 0.0% Not Reported Not Reported 9.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.0% 0.0% 0.0% Percent of regionally shared freeway and arterial roadway Not Reported Closed Circuit Television (CCTV) cameras Not Reported 50.0% 0.0% 0.0% Activities that comprise this program include: • Traffic Signals and Intelligent Transportation System Field Services • Traffic Design and Studies • Emergency Traffic Management FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% • • Real Time Traffic Management Regional Traffic Management Support Traffic Signals and Intelligent Transportation System Field Services Activity The purpose of the Traffic Signals and Intelligent Transportation System Field Services Activity is to provide signal and Intelligent Transportation System installation, repair and maintenance services to the traveling public so they can experience properly functioning signals in all Maricopa County controlled signalized intersections. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax 692 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours Percent of preventative maintenance work orders completed within predetermined monthly schedule Percent of utility location work orders completed within two business days Number of work orders completed Number of work order requests submitted FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported Not Reported 99.4% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% 1,000 1,000 - 0.0% 0.0% $ 8,929.03 $ - 0.0% Not Reported Not Reported 1,806 976 Total Traffic Signals and Intelligent Not Reported Transportation System Activity expenditure per signalized and Intelligent Transportation intersection maintained Not Reported Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 72,018 $ 72,018 $ 83,977 $ 83,977 $ 57,000 $ 57,000 $ 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 1,288,414 $ 1,288,414 $ 1,309,206 $ 1,309,206 $ 1,562,581 $ 1,562,581 $ (26,977) (26,977) -32.1% -32.1% Expenditure 253,375 253,375 19.4% 19.4% Traffic Design and Studies Activity The purpose of the Traffic Design and Studies Activity is to provide Traffic Engineering Services to roadway infrastructure delivery teams so they can implement projects in accordance with federal, state and county standards and specifications. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description FY 2007 Actual Percent of temporary and permanent traffic Not Reported control devices projects completed within agreed upon time period Percent of plan review projects completed Not Reported within agreed upon time period Number of temporary and permanent traffic control devices projects completed Number of plan reviews completed Number of plan reviews needed Number of temporary and permanent traffic control devices projects needed Total expenditure per plan review Total expenditure per temporary and permanent traffic control devices projects FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 90.0% 0.0% 0.0% Not Reported Not Reported 10 - 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 60 75 11 - 0.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported - 0.0% 0.0% $ $ 29,902.60 $ 179,415.60 $ Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 152,457 $ 152,457 $ 129,914 $ 129,914 $ 150,000 $ 150,000 $ 20,086 20,086 15.5% 15.5% $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 64,119 $ 1,686,148 1,750,267 $ - $ 1,638,031 1,638,031 $ - $ 1,794,156 1,794,156 $ 156,125 156,125 9.5% 9.5% Expenditure 693 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Emergency Traffic Management Activity The purpose of the Emergency Traffic Management Activity is to provide Incident Safety and Mobility Services to traveling public so they can experience less delay and no secondary accidents while traveling through or approaching an incident. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of roadway traffic incidents responded to within 30 minutes of notification Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Number of traffic incident call out responses provided Number of traffic incident call outs requested Total Activity expenditure per call out response provided FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported Not Reported 97.1% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported $ 0.0% 0.0% 250 - 0.0% 300 - 0.0% - 0.0% 1,970.90 $ Revenue 223 - TRANSPORTATION GRANTS $ TOTAL SOURCES $ - $ $ 246,398 246,398 $ $ 20,000 20,000 $ $ (226,398) (226,398) -91.9% -91.9% 223 - TRANSPORTATION GRANTS $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ - $ 218,709 490,706 709,415 $ 20,000 472,725 492,725 $ (198,709) (17,981) (216,690) -90.9% -3.7% -30.5% Expenditure $ $ $ Real Time Traffic Management Activity The purpose of the Real Time Traffic Management Activity is to provide Real Time Mobility and Traveler Information Services to the traveling public on Maricopa County roads so they can experience less delay and safely navigate the roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 694 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of traveler information messages posted 15 minutes within normal business hours after verification Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of travel time saved on major MCDOT corridors as measured through the most current before and after study Percent of Closed Circuit Television Cameras are fully operational Number of Maricopa County traffic signals optimized Number of verified traveler information messages posted Number of Closed Circuit Television Cameras provided Number of Maricopa County traffic signals requiring optimization Number of traveler information messages received Number of Closed Circuit Television Cameras required Total activity expenditure per Maricopa county traffic signal optimized FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 0.0% 0.0% Not Reported Not Reported 66.9% 0.0% 0.0% Not Reported Not Reported 9.0% 0.0% 0.0% Not Reported Not Reported 85.0% 0.0% 0.0% Not Reported Not Reported 40 - 0.0% Not Reported Not Reported 400 - 0.0% Not Reported Not Reported 78,000 - 0.0% Not Reported Not Reported 61 - 0.0% Not Reported Not Reported 480 - 0.0% Not Reported Not Reported 180,960 - 0.0% Not Reported Not Reported $ 16,153.03 $ - 0.0% $ $ - Revenue 223 - TRANSPORTATION GRANTS $ TOTALSOURCES $ 732,002 732,002 $ $ 223 - TRANSPORTATION GRANTS $ 232 - TRANSPORTATION OPERATIONS TOTALUSES $ 878,799 1,056,688 1,935,487 $ - $ $ - 0.0% 0.0% $ (52,149) (52,149) -7.5% -7.5% Expenditure $ 698,270 698,270 $ $ 646,121 646,121 $ Regional Traffic Management Support Activity The purpose of the Regional Traffic Management Support Activity is to provide Integrated Intelligent Transportation System (ITS) Services to Arizona Technologies (AZTech) public and private partners so they can have the tools necessary to collaborate to enhance regional mobility and safety in the metropolitan area. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 695 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of regional traveler information messages posted on 511 System within 20 minutes after verification of the potential traffic impact of an event on the road Percent of traffic signals at jurisdictional boundaries that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of regionally shared freeway and arterial roadway Closed Circuit Television (CCTV) cameras Number of traffic signals optimized at the jurisdictional boundaries Number of verified traveler information messages posted Number of regionally shared freeway and arterial roadway cameras provided Number of traffic signals at jurisdictional boundaries requiring optimization Number of regional traveler information messages received by the Regional Archived Data Server (RADS) Number of freeway and arterial roadway Closed Circuit Television Cameras required in the metro region Total Activity expenditure per traveler information message posted FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 50.0% 0.0% 0.0% Not Reported Not Reported 19 - 0.0% Not Reported Not Reported 6,000 - 0.0% Not Reported Not Reported 168 - 0.0% Not Reported Not Reported 19 - 0.0% Not Reported Not Reported 36,000 - 0.0% Not Reported Not Reported 550 - 0.0% Not Reported Not Reported $ 136.05 $ - 0.0% Revenue 223 - TRANSPORTATION GRANTS $ TOTAL SOURCES $ - $ $ 555,934 555,934 $ $ 645,308 645,308 $ $ 89,374 89,374 16.1% 16.1% 223 - TRANSPORTATION GRANTS $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ - $ 344,516 95,481 439,997 $ 645,308 171,000 816,308 $ 300,792 75,519 376,311 87.3% 79.1% 85.5% Expenditure $ $ $ Roadway Maintenance Program The purpose of the Roadway Maintenance Program is to provide all aspects of Roadway Maintenance Services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. 696 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of traffic signs annual sign replacement schedule realized Percent of emergency signs replaced within 3 hours of notification Percent of annual raised pavement marker installation schedule completed Percent of annual lane miles striping schedule completed (KRM) Percent of County lane miles with Raised Pavement Markers Percent County lane miles striped Percent of scheduled work zone jobsites completed Percent of work zone jobsites completed within prescribed completion time limit Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within fifteen minutes of notification to MCDOT Operations Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of citizens reporting satisfaction with Maricopa County road and bridge conditions Percent of roadway system centerline mileage with debris removed Percent of customer trouble reports completed within specified timeframe Percent of critical signs responded to and resolved within three hours of notification to MCDOT Operations Percent of potholes responded to and safety hazard mitigated within twenty four hours of notification to MCDOT Operations Percent of storms responded to within fifteen minutes to mitigate immediate safety hazards Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days Percent of critical maintenance tasks to sustain maintenance of our transportation infrastructure to federal state, and local safety and operational standards completed within an average of 90 days FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 50.0% 0.0% 0.0% Not Reported Not Reported 89.8% 0.0% 0.0% Not Reported Not Reported 28.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 100.0% 98.9% 85.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 81.0% 0.0% 0.0% Not Reported Not Reported 80.9% 0.0% 0.0% Not Reported Not Reported 20.4% 0.0% 0.0% Not Reported Not Reported 95.4% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 90.4% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 95.3% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Activities that comprise this program include: • Road and Right-of-Way Maintenance • Traffic Signs Maintenance • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.3% 0.0% 0.0% Roadway Striping Maintenance Work Zone Traffic Control Road and Right-of-Way Maintenance Activity The purpose of the Road and Right-of-Way Maintenance Activity is to provide transportation infrastructure installation, inspection, repair and emergency response services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 697 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Result Result Result Result Result Result Output Demand Efficiency Measure Description FY 2007 Actual Percent of paved roadway system mileage with Not Reported pavement condition rating of “very good or better” Percent Citizens reporting satisfaction with Not Reported Maricopa County road and bridge conditions Percent of customer trouble reports completed Not Reported within specified timeframe Percent of critical signs responded to and Not Reported resolved within three hours of notification to MCDOT Operations Percent of potholes responded to and safety Not Reported hazard mitigated within twenty four hours of notification to MCDOT Operations Percent of storms responded to within fifteen Not Reported minutes to mitigate immediate safety hazards Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days Percent of critical maintenance tasks to sustain maintenance of our transportation infrastructure to federal state, and local safety and operational standards completed within an average of 90 days Percent of roadway system centerline mileage with debris removed Number of paved lane miles maintained with surface treatments Number of street inventory (paved lane miles) scheduled to be maintained with surface treatments Total Activity expenditure per roadway system centerline mile maintained FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 81.0% 0.0% 0.0% Not Reported 80.9% 0.0% 0.0% Not Reported 95.4% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Not Reported 90.4% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 95.3% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 20.4% 0.0% 0.0% Not Reported Not Reported 497 - 0.0% Not Reported Not Reported 552 - 0.0% Not Reported Not Reported 0.0% 0.0% (352,158) (352,158) -46.2% -46.2% $ 12,708.12 Revenue $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 1,712,528 $ 1,712,528 $ 762,154 $ 762,154 $ 409,996 $ 409,996 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 28,875,023 $ 28,875,023 $ 30,451,073 $ 30,451,073 $ 31,160,312 $ 31,160,312 $ Expenditure 709,239 709,239 2.3% 2.3% Traffic Signs Maintenance Activity The purpose of the Traffic Signs Maintenance Activity is to provide traffic sign development, installation, and maintenance services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people on the Maricopa County roadway system. (This activity is mandated by Arizona traffic laws and the Manual on Uniform Traffic Control Devices (MUTCD). 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. 698 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of traffic signs annual sign replacement schedule realized Percent of emergency signs replaced within 3 hours of notification Number of traffic sign installations completed Number of traffic sign maintenance repairs completed Number of traffic sign installations scheduled Number of traffic signs requiring repair Total Activity expenditure per traffic sign maintained FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.3% 0.0% 0.0% Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported 0.0% 0.0% 2,818 - 0.0% Not Reported 6,899 - 0.0% Not Reported Not Reported 3,346 - 0.0% Not Reported Not Reported Not Reported Not Reported $ 7,257 219.37 $ - 0.0% 0.0% Revenue 232 - TRANSPORTATION OPERATIONS $ TOTAL SOURCES $ 17,728 $ 17,728 $ 84,837 $ 84,837 $ 35,004 $ 35,004 $ (49,833) (49,833) -58.7% -58.7% 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 1,496,977 $ 1,496,977 $ 1,557,000 $ 1,557,000 $ 1,513,451 $ 1,513,451 $ (43,549) (43,549) -2.8% -2.8% Expenditure Roadway Striping Maintenance Activity The purpose of the Roadway Striping Maintenance Activity is to provide roadway striping services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people on the Maricopa County roadway system. (This activity is mandated by the Arizona traffic laws and the Manual on Uniform Traffic Control Devices (MUTCD). 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: 699 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of annual lane miles striping schedule completed (KRM) Percent of annual raised pavement marker installation schedule completed Percent of County lane miles with Raised Pavement Markers Percent County lane miles striped Number of County lane miles striped Number of County lane miles with Raised Pavement Markers installed Number of County lane miles requiring striping Number of County lane miles requiring Raised Pavement Markers Total expenditure per lane mile striped Total expenditure per lane mile with raised pavement markers installed Department Strategic Plans and Budgets Public Works FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 50.0% 0.0% 0.0% Not Reported Not Reported 28.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 4,800 Not Reported 100.0% 5,456 1,530 0.0% 656 - 0.0% 13.7% 0.0% 6,000 250 4.3% 1,500 - 0.0% $ $ 391.13 $ 1,394.76 $ - 0.0% 0.0% 1,850,208 $ 1,850,208 $ 2,133,984 $ 2,133,984 $ 6,000 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.8% 0.0% 0.0% 5,750 Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 1,919,899 $ 1,919,899 $ 283,776 283,776 15.3% 15.3% Work Zone Traffic Control Activity The purpose of the Work Zone Traffic Control Activity is to provide traffic control configuration and flagging operation services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people through work zones and around roadway hazards. 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: Measure Type Result Result Result Result Output Output Demand Demand Efficiency Measure Description Percent of work zone jobsites completed within prescribed completion time limit Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within fifteen minutes of notification to MCDOT Operations Percent of scheduled work zone jobsites completed Number of work zone jobsites completed Number of Regional Emergency Event responses provided Number of work zone jobsites requested Number of Regional Emergency Events reported Total expenditure per Work Zone jobsite completed FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 0.0% 0.0% Not Reported Not Reported 98.9% 0.0% 0.0% Not Reported Not Reported 1,550 Not Reported 4,695 15 3,145 - 202.9% 0.0% 11,800 1,550 Not Reported Not Reported 4,800 15 3,250 - 209.7% 0.0% Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 85.2% 0.0% 0.0% $ 311.70 $ 1,390,425 $ 1,390,425 $ 1,463,430 $ 1,463,430 $ - 0.0% Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 1,156,013 $ 1,156,013 $ 700 73,005 73,005 5.3% 5.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Planning Program The purpose of the Transportation Planning Program is to provide planning, programming, community & government relations and environmental services to department management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. Program Results Measure FY 2007 Description Actual Percent of environmental clearances delivered prior to Not Reported 70% project design completion Percent of Transportation Improvement Program budget Not Reported derived from partnership agreements Percent of legislative bills that were passed with favorable Not Reported or neutral impact to Department of Transportation FY 2008 Forecast Not Reported Percent of Department of Transportation policies updated. Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of impacted Public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Percent of Transportation Project Programming project recommendations that were funded and proceeded FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported 3.0% 0.0% 0.0% Not Reported 87.5% 0.0% 0.0% Not Reported Not Reported 20.0% 0.0% 0.0% Not Reported Not Reported 83.1% 0.0% 0.0% Not Reported Not Reported 74.9% 0.0% 0.0% Not Reported Not Reported 16.7% 0.0% 0.0% Percent of projects with benefit/cost ratio of greater than Not Reported 2 or is a public safety improvement or substantially meets other adopted scoring criteria Percent of projects delivered that are in line with County Not Reported goals as established in the Transportation System Plan Not Reported 50.0% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Activities that comprise this program include: • Environmental Clearance • Project Partnerships • Outreach and Communications • • Transportation Project Programming Transportation System Planning Environmental Clearance Activity The purpose of the Environmental Clearance Activity is to provide environmental recommendations, requirements, and permits to project managers so they can deliver Department of Transportation projects on schedule. 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. 701 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of environmental clearances delivered prior to 70% project design completion Number of environmental clearances Not Reported Not Reported provided Number of projects requiring environmental 21 20 clearance Total Activity expenditure per environmental Not Reported Not Reported $ clearance provided FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 20 - 0.0% 20 - 0.0% - 0.0% 13,318.65 $ Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 231,423 $ 231,423 $ 229,532 $ 229,532 $ 266,373 $ 266,373 $ 36,841 36,841 16.1% 16.1% Project Partnerships Activity The purpose of the Project Partnerships Activity is to provide legislative, policy, and intergovernmental services to management, the Board of Supervisors, and other jurisdictions so they can leverage resources to fulfill their transportation mission. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 87.5% 0.0% 0.0% Not Reported Not Reported 20.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 40 6 - 0.0% 0.0% 25 40 10 0.0% 33.3% 6 - 0.0% - 0.0% 0.0% Output Demand Percent of Transportation Improvement Program budget derived from partnership agreements Percent of legislative bills that were passed with favorable or neutral impact to Department of Transportation Percent of Department of Transportation policies updated. Number of project agreements requested Number of legislative bill status reports completed Number of policy revisions completed Number of partnership agreements needed Demand Number of legislative status reports needed Not Reported Not Reported Demand Efficiency Number of policies needing an update Not Reported Not Reported Total expenditure per partnership activity document (agreements, legislative reports, policies) Not Reported Not Reported Result Result Output Output Not Reported FY 2009 Adopted Not Reported 40 30 Variance % Variance Forecast - Adopted Forecast - Adopted 3.0% 0.0% 0.0% $ 80 4,677.46 $ 482,023 $ 482,023 $ 332,100 $ 332,100 $ Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 292,565 $ 292,565 $ (149,923) (149,923) -31.1% -31.1% Outreach and Communications Activity The purpose of the Outreach & Communications Activity is to provide external public/media communications, internal employee communications, and related support services to internal clients and impacted public so they can be more educated and informed about Department of Transportation, its projects and its services. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 702 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported 83.1% 0.0% 0.0% Not Reported Not Reported 74.9% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 75 3 - 0.0% 0.0% Not Reported Not Reported 60 - 0.0% Number of press releases needed Not Reported Number of public outreach events Not Reported scheduled Number of special event/projects requested Not Reported Not Reported Not Reported 75 1 - 0.0% 0.0% Not Reported 60 - 0.0% Total activity expenditure per percentage of Not Reported the impacted public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Not Reported - 0.0% Number of press releases published per 100 press releases submitted Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of Impacted Public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Number of press releases sent out Number of public outreach events completed Number of special event/projects completed FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% $ 933.04 $ 474,834 $ 474,834 $ 454,392 $ 454,392 $ Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 394,626 $ 394,626 $ (20,442) (20,442) -4.3% -4.3% Transportation Project Programming Activity The purpose of the Transportation Project Programming Activity is to provide prioritized transportation project recommendations to the Department of Transportation Director, the Transportation Advisory Board, and the Board of Supervisors so they can have the information they need to decide if project recommendations should proceed and be funded. 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: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported Percent of Transportation Project Programming project recommendations that were funded and proceeded Percent of projects with benefit/cost ratio of Not Reported greater than 2 or is a public safety improvement or substantially meets other adopted scoring criteria Number of analytical reports completed Not Reported Number of analytical reports required Total expenditure per analytical report Not Reported completed FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 16.7% 0.0% 0.0% Not Reported 50.0% Not Reported $ 6 6 116,134.17 $ 640,352 $ 640,352 $ 696,805 $ 696,805 $ 6 6 Not Reported 0.0% 0.0% - 0.0% 0.0% 0.0% Expenditure 232 - TRANSPORTATION OPERATIONS $ TOTAL USES $ 571,290 $ 571,290 $ 56,453 56,453 8.8% 8.8% Transportation System Planning Activity The purpose of the Transportation System Planning Activity is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can deliver and design projects that are in line with County goals as established in the Transportation System Plan. 703 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works 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: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of projects delivered that are in line with County goals as established in the Transportation System Plan Number of corridor study miles completed Not Reported Number of corridor miles requiring a corridor Not Reported study Total expenditure per corridor study mile Not Reported completed FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 78 300 Not Reported $ 10,563.92 $ 414,707 $ 414,707 $ 823,986 $ 823,986 $ - 0.0% 0.0% - 0.0% Expenditure $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 706,409 $ 706,409 $ 409,279 409,279 98.7% 98.7% Solid Waste Management Program The purpose of the Solid Waste Management Program is to provide waste disposal and landfill post closure services to the residents of Maricopa County so they can benefit from a clean and healthy environment. Program Results Measure FY 2007 Description Actual Percent of closed landfills that are environmentally sound Not Reported as indicated by Federal and State regulations Percent of all waste tires collected that are properly Not Reported disposed in accordance with Arizona state statutes. Percent of customers surveyed who report being satisfied Not Reported or very satisfied with the convenience of the waste disposal services provided by the Solid Waste Management department FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Not Reported 97.1% 0.0% 0.0% Activities that comprise this program include: • Household Hazardous Waste Collection • Illegal Dumping Education and Outreach • Illegal Dumping Remediation • • • Landfill Post-Closure Maintenance Waste Tire Collection and Disposal Waste Transfer Station Landfill Post-Closure Maintenance Activity The purpose of the Landfill Post-Closure Maintenance Activity is to provide post-closure maintenance and monitoring services to the residents of Maricopa County so they can have environmentally sound closed landfills. Mandates: 40CFR258 (Code of Federal Regulations) establishes groundwater monitoring rules via the Environmental Protection Agency; A.R.S. §49-761B establishes rules for solid waste land disposal facilities. 704 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of closed landfills that are environmentally sound as indicated by Federal and State regulations Number of closed landfills maintained and monitored Number of closed landfills requiring maintenance Total Activity Expenditure per closed landfill maintained FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported Not Reported 10 - 0.0% Not Reported Not Reported 10 - 0.0% Not Reported Not Reported - 0.0% $ 608,584.20 $ Revenue $ 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ 1,191,157 $ 1,191,157 $ 569,469 $ 569,469 $ 525,000 $ 525,000 $ $ 580 - SOLID WASTE MANAGEMENT TOTAL USES (262,447) $ $ 683,766 $ 683,766 $ 6,085,842 $ 6,085,842 $ (44,469) (44,469) -7.8% -7.8% Expenditure 5,402,076 5,402,076 790.0% 790.0% The budget for this activity includes a one-time $4,000,000 amount for the closure of the Quesen Creek Landfill. Waste Tire Collection and Disposal Activity The purpose of the Waste Tire Collection and Disposal Activity is to provide tire collection and disposal services to retail tire dealers and Maricopa County residents so they can properly dispose of waste tires. Mandates: A.R.S. §44-1305 establishes a waste tire fund consisting of monies that are distributed to counties which are required to establish waste tire programs. Measure Type Result FY 2007 Actual Percent of all waste tires collected that Not Reported are properly disposed in accordance with Arizona state statutes. FY 2008 Forecast Not Reported Output Number of tons of waste tires properly Not Reported disposed Number of tons of waste tires Not Reported collected at all collection sites Total expenditure per ton of waste Not Reported tires properly disposed. Not Reported 49,268 - 0.0% Not Reported 49,268 - 0.0% - 0.0% Demand Efficiency Measure Description Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% $ 134.75 $ Revenue $ 290 - WASTE TIRE TOTAL SOURCES $ 6,623,066 $ 6,623,066 $ 4,179,187 $ 4,179,187 $ 5,730,000 $ 5,730,000 $ 1,550,813 1,550,813 37.1% 37.1% $ TOTAL USES $ 6,454,117 $ 6,454,117 $ 6,242,188 $ 6,242,188 $ 6,638,761 $ 6,638,761 $ 396,573 396,573 6.4% 6.4% Expenditure 290 - WASTE TIRE Waste Transfer Station Activity The purpose of the Waste Transfer Station Activity is to provide collection, disposal and recycling services to unincorporated Maricopa County residents so they can safely and conveniently dispose of waste materials. Mandates: A.R.S. §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. 705 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of customers surveyed who report being satisfied or very satisfied with the convenience of the waste disposal services provided by the Solid Waste Management department Number of customers served Number of unincorporated Maricopa County residents Total expenditure per customer served FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.1% 0.0% 0.0% 13,398.00 220,000.00 $ 105.98 $ - 0.0% 0.0% - 0.0% Revenue $ 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ 62,873 $ 62,873 $ 160,439 $ 160,439 $ 275,000 $ 275,000 $ 114,561 114,561 71.4% 71.4% $ 580 - SOLID WASTE MANAGEMENT TOTAL USES $ 275,262 $ 275,262 $ 269,067 $ 269,067 $ 1,419,914 $ 1,419,914 $ 1,150,847 1,150,847 427.7% 427.7% Expenditure The budget for this activity was increased by $975,000 in the Solid Waste Management Fund 580 for the completion of the New River and Rainbow Valley Transfer Stations. Flood Hazard Regulation Program Program Results Measure Description Percent of floodplain plan permits and clearances completed within 3 months of initial submittal Percent of map change reviews completed within 3 months of initial submittal Percent of floodplain complaint cases investigated within 30 days of receipt of violation Percent of enforcement actions as a result of violation inspections processed within the fiscal year Percent of floodplain use permit inspections completed within one day of request FY 2007 Actual Not Reported FY 2008 Forecast 90.0% Not Reported 70.0% 70.0% 0.0% 0.0% Not Reported 90.0% 90.0% 0.0% 0.0% Not Reported 35.0% 35.0% 0.0% 0.0% Not Reported 99.0% 99.0% 0.0% 0.0% Activities that comprise this program include: • Floodplain Regulation Compliance • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Floodplain Permitting Floodplain Regulation Compliance Activity The purpose of the Floodplain Regulation Compliance Activity is to provide floodplain regulation enforcement services to property owners so they can develop their property without adversely impacting surrounding property. Mandates: A.R.S. §48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3613, 3614, and 3615 requires authorization for development in watercourses and outlines violations and penalties; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. 706 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of floodplain complaint cases investigated within 30 days of receipt of violation Percent of enforcement actions as a result of Not Reported violation inspections processed within the fiscal year Percent of floodplain use permit inspections Not Reported completed within one day of request Number of floodplain complaint violations investigation findings provided Number of enforcement actions processed Number of floodplain use permit inspections completed Number of floodplain complaint violations requiring investigation Number of enforcement actions required Number of floodplain use permits requiring inspection Total Activity expenditure per enforcement action issued FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported 35.0% 0.0% 0.0% Not Reported 99.0% 0.0% 0.0% Not Reported Not Reported 160 - 0.0% Not Reported Not Reported Not Reported Not Reported 70 1,000 - 0.0% 0.0% Not Reported Not Reported 300 - 0.0% Not Reported Not Reported Not Reported Not Reported 70 1,000 - 0.0% 0.0% Not Reported Not Reported $ 12,784.73 $ - 0.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 894,929 $ 894,929 $ 894,929 894,929 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 894,931 $ 894,931 $ 894,931 894,931 0.0% 0.0% Expenditure Floodplain Permitting Activity The purpose of the Floodplain Permitting Activity is to provide clearance and permitting services to the Maricopa County Planning & Development Distribution Center so they can notify permit applicants of required changes needed to their plans or to pick up their approved permits. Mandates: A.R.S. §48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3613, 3614, and 3615 requires authorization for development in watercourses and outlines violations and penalties; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. 707 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Revenue Measure Description Percent of floodplain plan permits and clearances completed within 3 months of initial submittal Percent of map change reviews completed within 3 months of initial submittal Number of floodplain clearances and permits reviewed Number of map change reviews completed Number of floodplain clearance and permit reviews submitted Number of map change reviews requested Total expenditure per clearance and permit review Total expenditure per map change review FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported Not Reported 70.0% 0.0% 0.0% Not Reported Not Reported 1,000 - 0.0% Not Reported Not Reported Not Reported Not Reported 50 1,000 - 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported $ 50 1,414.17 $ - 0.0% 0.0% Not Reported Not Reported $ 28,283.34 $ - 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 1,414,157 $ 1,414,157 $ 1,414,157 1,414,157 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 1,414,167 $ 1,414,167 $ 1,414,167 1,414,167 0.0% 0.0% Expenditure Flood Hazard Outreach Program) The purpose of the Flood Hazard Outreach Program is to provide information services to the public and other agencies so they can take appropriate steps to protect themselves from injury and loss of property from flooding. Program Results Measure Description Percent of affected residents surveyed who report that the printed and electronic materials were useful to understand the project or study Percent of residents and visitors surveyed that understand the media messages and civic presentations about the risks of floods and flood hazards Percent of days that reliable weather, water level and stream flow information was available Percent of needed flood response plans that were completed or updated and distributed to agencies Percent of customers surveyed who were satisfied with the service/information that they received FY 2007 Actual Not Reported FY 2008 Forecast 75.0% Not Reported 80.0% 80.0% 0.0% 0.0% Not Reported 98.0% 98.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 90.0% 90.0% 0.0% 0.0% Activities that comprise this program include: • Public Information • Customer Service • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 75.0% 0.0% 0.0% Flood Warning Flood Safety Education Public Information Activity The purpose of the Public Information Activity is to provide project and study information services to affected Maricopa County residents and property owners so they can understand how their flooding risk is being mitigated in order to preclude injury, loss of life, and property damage. Mandates: A.R.S. §48-3609E requires counties to have floodplain regulations adopted at a public meeting; 48-3616 requires the chief engineer and his staff to prepare a comprehensive program of flood hazard mitigation reported at a public hearing; 44CFR 59-78 (Code of Federal Regulations) establishes guidelines for emergency management assistance by the Federal Emergency Management Agency (FEMA) related to flood hazards and flood insurance. 708 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of affected residents surveyed who report that the printed and electronic materials were useful to understand the project or study Number of public meetings held Number of printed materials produced Number of website hits received Number of public meetings scheduled Number of printed materials (including brochures, advertisements and newsletters) needed Number of website hits Total Activity expenditure per affected resident contacted through public meetings, printed materials and website hits. FY 2007 Actual Not Reported FY 2008 Forecast 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 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 75.0% 0.0% 0.0% $ 26 52 2,040,000 26 52 - 0.0% 0.0% 0.0% 0.0% 0.0% 2,040,000 1.55 0.0% 0.0% 0.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 738,716 $ 738,716 $ 738,716 738,716 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 701,475 $ 701,475 $ 701,475 701,475 0.0% 0.0% Expenditure Customer Service Activity The purpose of the Customer Service Activity is to provide responsive flood hazard and mitigation advisory information services to the general public, government agencies and other entities so they can make informed development decisions and be protected from loss of life and property damage due to flooding. Mandates: Activity not mandated. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of customers surveyed who were satisfied with the service/information that they received Number of customer information requests Not Reported completed Number of customer information requests Not Reported received Total Activity expenditure per citizen Not Reported information request response provided FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported 10,000 - 0.0% Not Reported 10,000 - 0.0% $ 41.14 $ - 0.0% Not Reported Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 411,367 $ 411,367 $ 411,367 411,367 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 411,378 $ 411,378 $ 411,378 411,378 0.0% 0.0% Expenditure Flood Warning Activity The purpose of the Flood Warning Activity is to provide reliable weather, water level and stream flow information and flood response planning services to public safety managers so they can make public safety decisions in a timely and effective manner. Mandates: A.R.S. §45-1423 requires the District to operate in accordance with Federal guidance that is normally issued in the form of structure Operating and Maintenance Manuals. The manuals Federally direct the District to operate and maintain the structure and other equipment installed during construction in accordance with the standard in that manual. National Flood Insurance Act of 1968 and related laws require entities such as the District to protect those in a floodplain. In order to fulfill 709 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works this requirement, monitoring is required to provide sufficient lead-time to allow evacuation of those in danger. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of days that reliable weather, water level and stream flow information was available Percent of needed flood response plans that Not Reported were completed or updated and distributed to agencies Number of days the sensors were operational Not Reported Number of flood response plans completed Number of days the sensors are needed Number of flood response plans requested Total Activity expenditure per flood response plan provided Not Reported Not Reported Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Not Reported 214,262 - 0.0% - 0.0% 0.0% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported $ 1 218,635 1 767,959.00 $ Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 767,959 $ 767,959 $ 767,959 767,959 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 767,959 $ 767,959 $ 767,959 767,959 0.0% 0.0% Expenditure Flood Safety Education Activity The purpose of the Flood Safety Education Activity is to provide flood and storm water safety education services to residents of and visitors to Maricopa County so they can be aware of flood hazards and understand how to avoid injury and loss of life due to flooding. Mandates: Activity not mandated. Performance Analysis: Measure Type Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of residents and visitors surveyed that understand the media messages and civic presentations about the risks of floods and flood hazards Number of media messages generated Number of school/civic presentations Number of media messages planned Number of school/civic presentations requested Total expenditure per positive media message generated Total expenditure per school/civic presentation FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 80.0% 0.0% 0.0% 87,000,000 79 87,000,000 79 $ 0.01 $ 7,679.38 Not Reported - 0.0% 0.0% 0.0% 0.0% $ - 0.0% $ - 0.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 685,643 $ 685,643 $ 685,643 685,643 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 606,671 $ 606,671 $ 606,671 606,671 0.0% 0.0% Expenditure Flood Hazard Identification Program The purpose of the Flood Hazard Identification Program is to provide flood hazard information and solution services to government entities so they can utilize knowledge of flood hazards to protect the public and infrastructure. 710 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure FY 2007 Description Actual Percent of linear miles of watercourse delineated that will Not Reported provide floodplain administrators necessary information about the flood hazards and associated risk Percent of municipalities and public agencies who receive Not Reported information about flood hazards and associated solutions Not Reported Percent of completed Area Drainage Master Studies, Area Drainage Master Plans or Watercourse Master Plans for which elements of the plan or study are implemented FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 0.0% 0.0% Not Reported 38.5% 0.0% 0.0% Not Reported 100.0% 0.0% 0.0% Activities that comprise this program include: • Floodplain Delineation • Flood Hazard Planning 711 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Floodplain Delineation Activity The purpose of the Floodplain Delineation Activity is to provide National Floodplain Insurance Programbased flood hazard identification services to floodplain administrators so they can have the necessary information available to regulate floodplains. Mandates: A.R.S. §11-821 requires the County to establish a comprehensive long-term county plan for the development ; 48-3605, 48-3606, 48-3609 establishes assistance and rules for floodplain delineations and flood regulations; 48-3616 establishes the requirement for a survey and report of flood control problems and facilities. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of linear miles of watercourse delineated that will provide floodplain administrators necessary information about the flood hazards and associated risk Number of linear miles of watercourse delineated Number of linear miles of watercourse requiring delineation Total Activity expenditure per linear mile of watercourse delineated FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 0.0% 0.0% Not Reported Not Reported 180 - 0.0% Not Reported Not Reported 5,985 - 0.0% Not Reported Not Reported - 0.0% $ 15,707.68 $ Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 2,827,382 $ 2,827,382 $ 2,827,382 2,827,382 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 2,827,382 $ 2,827,382 $ 2,827,382 2,827,382 0.0% 0.0% Expenditure Flood Hazard Planning Activity The purpose of the Flood Hazard Planning Activity is to provide flood and erosion hazard identification and flood mitigation services to municipalities and public agencies so they can have the information necessary to mitigate identified flood and erosion hazards. Mandates: A.R.S. §11-821 requires the County to establish a comprehensive long-term county plan for the development; 48-3609 establishes rules for floodplain delineations and flood regulations including planning; 48-3616 establishes the requirement for a survey and report of flood control problems and facilities. 712 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description Percent of completed Area Drainage Master Studies, Area Drainage Master Plans or Watercourse Master Plans for which elements of the plan or study are implemented Percent of municipalities and public agencies who receive information about flood hazards and associated solutions Number of square miles of watershed where Area Drainage Master Studies were completed this fiscal year Number of square miles of watershed where Area Drainage Master Plans were completed this fiscal year Number of linear miles of watercourse where Watercourse Master Plans were completed this fiscal year Total number of square miles of watershed identified for Area Drainage Master Studies Total number of square miles of watershed identified for Area Drainage Master Plans Total number of linear miles of watercourse identified for Watercourse Master Plans Total expenditures per square mile of watershed where Area Drainage Master Studies were completed this fiscal year Total expenditures per square mile of watershed where Area Drainage Master Plans were completed this fiscal year Total expenditure per linear mile of watercourse where Watercourse Master Plans were completed this fiscal year FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 38.5% Not Reported Not Reported Not Reported 0.0% 0.0% 511 - 0.0% Not Reported 690 - 100.0% Not Reported Not Reported 18 - 200.0% Not Reported Not Reported 3,738 - 500.0% Not Reported Not Reported 3,738 - 600.0% Not Reported Not Reported 18 - 700.0% Not Reported Not Reported $ 9,669.82 $ - 800.0% Not Reported Not Reported $ 7,161.27 $ - 900.0% Not Reported Not Reported $ 282,358.80 $ - 1000.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 4,883,065 $ 4,883,065 $ 4,883,065 4,883,065 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 4,941,279 $ 4,941,279 $ 4,941,279 4,941,279 0.0% 0.0% Expenditure Flood Hazard Remediation Program The purpose of the Flood Hazard Remediation Program is to provide structural and non-structural flood hazard protection services to the public so they can live with minimal risk of loss of life or property damage due to flooding. 713 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of square miles of area that receive physical protection benefits from projects completed in this fiscal year as identified in the five-year Capital Improvement Program Percent of Capital Improvement Program budget expended this fiscal year Percent of Priority 1 Work Orders for critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 calendar days. Percent of non-immediate safety Priority 1 completed within an average of 90 calendar days. Percent of District dams identified by the Arizona Department of Water Resources with no dam safety deficiencies. Percent of the dam safety budget expended this fiscal year to keep dams operating safely and functioning properly Percent of projects in five-year Capital Improvement Program implemented with multi-purpose opportunities and enhancements FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 66.7% 66.7% 0.0% 0.0% Not Reported 77.3% 77.3% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 9.8% 9.8% 0.0% 0.4% Activities that comprise this program include: • Dam Safety • Flood Infrastructure Multi-Purpose Enhancement • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Flood Control Capital Projects Flood Control Structure Maintenance Dam Safety Activity The purpose of the Dam Safety Activity is to provide risk management and risk reduction services to the population of Maricopa County downstream of the District’s 22 flood control dams so they can experience the long-term benefits of flood protection provided by the dams. Mandates: A.R.S. §45-1212 provides that the State’s director of water resources issue rules and orders necessary to secure maintenance and operation of dams which will safeguard life and property; 48-1423 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations. 714 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Output Output Output Demand Demand Demand Efficiency Efficiency Measure Description Percent of District dams identified by the Arizona Department of Water Resources with no dam safety deficiencies. Percent of the dam safety budget expended this fiscal year to keep dams operating safely and functioning properly Number of Dam Rehabilitation Projects completed this fiscal year Number of Dam Repair Projects completed this fiscal year Number of Dam Assessments completed. Number of Dam Rehabilitation identified for completion this fiscal year Number of Dam Repair Projects identified for completion this fiscal year Number of Dam Assessments scheduled. Total expenditure per mile of District dams for assessments. Total expenditure per mile of District dams for repairs and rehabilitation. FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 77.3% 0.0% 0.0% Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported 0.0% 0.0% 4 - 0.0% Not Reported 3 - 0.0% Not Reported Not Reported Not Reported Not Reported 22 3 - 0.0% 0.0% Not Reported Not Reported 4 - 0.0% Not Reported Not Reported Not Reported Not Reported $ 22 49,254.44 $ - 0.0% 0.0% Not Reported Not Reported $ 175,126.89 $ - 0.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 3,101,466 $ 3,101,466 $ 3,101,466 3,101,466 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 3,152,284 $ 3,152,284 $ 3,152,284 3,152,284 0.0% 0.0% Expenditure Flood Infrastructure Multi-Purpose Enhancement Activity The purpose of the Flood Infrastructure Multi-Purpose Enhancement Activity is to provide opportunities for multi-use services to District project partners so they can receive added value and benefits from flood control projects. Mandates: Activity not mandated. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of projects in five-year Capital Improvement Program implemented with multi-purpose opportunities and enhancements Not Reported Number of projects with multi-purpose opportunities and enhancements completed this fiscal year. Not Reported Number of projects with multi-purpose opportunities and enhancements identified in the five year Capital Improvement Program. Total District expenditures per acre for multipurpose project features Not Reported FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 9.8% 0.0% 0.0% Not Reported 6.00 - 0.0% Not Reported 34.00 - 0.0% $ 9,094.27 $ - 0.0% Not Reported Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 1,373,229 $ 1,373,229 $ 1,373,229 1,373,229 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 1,373,235 $ 1,373,235 $ 1,373,235 1,373,235 0.0% 0.0% Expenditure Flood Control Capital Projects Activity The purpose of the Flood Control Capital Projects Activity is to provide structural and non-structural flood protection services to residents of and visitors to Maricopa County so they can have increased physical protection from injury, loss of life, and property damage due to flooding. 715 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Mandates: A.R.S. §45-1423 and 45-1424 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3616 establishes that the chief engineer develop a survey and report of flood control problems and facilities. Performance Analysis: Measure Type Result Result Output Output Measure Description FY 2007 Actual Not Reported FY 2008 Forecast Not Reported Percent of Capital Improvement Program Not Reported budget expended this fiscal year Number of square miles of area benefited by Not Reported projects completed Number of flood control projects completed Not Reported Not Reported 100.0% - 0.0% Not Reported 107 - 0.0% Not Reported 13 - 0.0% Percent of square miles of area that receive physical protection benefits from projects completed in this fiscal year as identified in the five-year Capital Improvement Program FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Demand Number of projects scheduled in five-year Not Reported Capital Improvement Program this fiscal year Not Reported 52 - 0.0% Demand Number of square miles of area benefited by projects scheduled in five-year Capital Improvement Program this fiscal year Total expenditure per square mile of area benefited by projects completed Not Reported Not Reported 609 - 0.0% Not Reported Not Reported - 0.0% Efficiency $ 24,959.76 $ Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 2,678,542 $ 2,678,542 $ 2,678,542 2,678,542 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 2,660,710 $ 2,660,710 $ 2,660,710 2,660,710 0.0% 0.0% Expenditure Flood Control Structure Maintenance Activity The purpose of the Flood Control Structure Maintenance Activity is to provide flood control infrastructure maintenance services that meet federal, state and local safety and operational standards to residents and visitors of Maricopa County so they can experience protection from flooding as a consequence of safe and well maintained flood control structures. Mandates: A.R.S. §45-1212 provides that the State’s director of water resources issue rules and orders necessary to secure maintenance and operation of dams which will safeguard life and property; 48-1423 gives power to Maricopa County to cooperate with the federal government in flood control projects; 48-3608 establishes that the director is designated as the state coordinator of the national flood insurance program to assist local jurisdictions in complying with the requirements of such program and state law; 48-3609 establishes assistance and rules for floodplain delineations and flood regulations. 716 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description Percent of Priority 1 Work Orders for critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 calendar days. Percent of non-immediate safety Priority 1 completed within an average of 90 calendar days. Total number of Work Orders completed. Total number of Work Order requests submitted Total activity expenditure per Work Order completed (labor/materials). FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 66.7% Not Reported Not Reported Not Reported Not Reported 500 611 Not Reported Not Reported $ 12,963.32 $ 0.0% 0.0% - 0.0% 0.0% - 0.0% Revenue $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ $ - $ $ 6,456,664 $ 6,456,664 $ 6,456,664 6,456,664 0.0% 0.0% $ 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ - $ $ - $ $ 6,481,662 $ 6,481,662 $ 6,481,662 6,481,662 0.0% 0.0% Expenditure 717 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Appropriated Budget Reconciliations Transportation Grants (223) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,170,760 $ 1,170,760 FY 2007-08 REVISED RESTATED BUDGET $ 1,170,760 $ 1,170,760 FY 2008-09 BUDGET TARGET $ 1,170,760 $ 1,170,760 REQUESTED ADJUSTMENTS: Reduction in AZTECH Connectivity and REACT Grants $ Subtotal $ (505,452) $ (505,452) $ (505,452) (505,452) FY 2008-09 REQUESTED BUDGET $ 665,308 $ 665,308 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 665,308 $ -43.2% 665,308 -43.2% FY 2008-09 TOTAL ADOPTED BUDGET $ 718 665,308 $ 665,308 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations (232) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: FY 2007-08 Budget Balancing Plan $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: State-Shared Vehicle License Tax $ HURF Increase in Transfer to Transportation Capital Project Fund (234) Technicians, Public Communications, and Program and Operations Market Studies FY 2007-08 Budget Balancing Plan Restatement to Non-Operating - Transfer to Transportation Capital Projects Fund (234) Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: State-Shared Vehicle License Tax HURF Reduction in Construction Plan Review and Development Proposal Fees Request Under Target $ Subtotal $ 123,435,644 $ 118,605,562 (156,602) $ (156,602) $ - 123,279,042 $ 118,605,562 2,983,847 $ 92,491 7,458,984 - 50,749 (156,601) - (62,578,351) (59,700,356) $ 63,578,686 $ - $ (1) (1) $ 7,551,475 126,157,037 (92,491) (7,458,984) (123,193) (7,674,668) FY 2008-09 REQUESTED BUDGET $ 63,578,685 $ 118,482,369 RECOMMENDED ADJUSTMENTS: Forecasted State-Shared Vehicle License Tax Revenue Forecasted HURF Revenue $ - $ $ 92,491 7,458,984 7,551,475 $ 63,578,685 $ 0.0% 126,033,844 0.0% $ $ Subtotal $ 62,578,351 12,170,657 74,749,008 $ - $ 74,749,008 $ - $ 138,327,693 $ 126,033,844 Subtotal $ FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT NON-OPERATING NON-OPERATING 0001 Restatement from Operating - Transfer to Transportation Capital Projects Fund (234) Increase in Fund Transfer to Transportation Capital Projects Fund (234) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 719 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Capital Projects (234) EXPENDITURES REVENUE NON-OPERATING NON-OPERATING 0001 Fund Transfer from Transportation Operations Fund (232) TRANSPORTATION PROJECTS Administration (TADM) County Arterials (ARTS) Bridge Preservation (BRIG) Planning (TPLN) Dust Mitigation (DMIT) Partnerships (PSUP) Intelligent Transportation Systems (INTL) MAG ALCP Projects (ALCP) Pavement Preservation (PAVE) Right-of-way (RWAY) Safety Projects (SAFE) Traffic Improvements (TIMP) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 720 $ Subtotal $ - $ $ 74,748,984 74,748,984 $ $ Subtotal $ 12,524,998 27,490,000 3,290,000 1,630,000 10,885,500 10,011,000 1,510,000 16,780,000 6,280,000 2,150,000 580,000 11,545,502 104,677,000 $ 7,673,440 1,007,500 940,334 9,308,934 1,173,752 20,103,960 $ 104,677,000 $ 94,852,944 $ 104,677,000 $ 94,852,944 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Waste Tire (290) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 6,844,916 $ 5,455,000 FY 2007-08 REVISED RESTATED BUDGET $ 6,844,916 $ 5,455,000 (1,950,000) $ (1,950,000) $ - TARGET ADJUSTMENTS: One Time - Infrastructure for Waste Tire Collection Sites $ Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Increase in State Revenue for Waste Tire Recycling Fees $ Increase in Contract with CRM for Tire Disposal Increase in Administrative Personnel Allocation from Waste Management Fund (580) West Side Waste Tire Site Surcharge Subtotal $ 4,894,916 $ 5,455,000 225,250 $ 275,000 - 71,630 538,202 835,082 $ 275,000 FY 2008-09 REQUESTED BUDGET $ 5,729,998 $ 5,730,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 5,729,998 $ 17.1% 5,730,000 0.0% NON-OPERATING NON-OPERATING 0001 Transfer to Intergovernmental Capital Projects Fund (422) for Transfer Station Construction $ Subtotal $ 975,000 975,000 $ $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 975,000 $ - $ 6,704,998 $ 5,730,000 FY 2008-09 TOTAL ADOPTED BUDGET 721 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management (580) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: FY 2007-08 Budget Balancing Plan $ Subtotal $ 1,557,209 $ 595,000 (5,322) $ (5,322) $ - FY 2007-08 REVISED RESTATED BUDGET $ 1,551,887 $ 595,000 FY 2008-09 BUDGET TARGET $ 1,551,887 $ 595,000 $ $ Subtotal $ 60,487 60,487 $ 100,000 105,000 205,000 FY 2008-09 REQUESTED BUDGET $ 1,612,374 $ 800,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,612,374 $ 3.9% 800,000 0.0% REQUESTED ADJUSTMENTS: Increase in Fee Revenue - New Transfer Stations Increase in Interest Revenue Increase in Fees for the Hassayampa Superfund Site NON-OPERATING NON-OPERATING 0001 Transfer to Intergovernmental Capital Projects Fund (422) for Transfer Station Construction $ Closure of Queen Creek Landfill Landfill Repair at Aguila and Cave Creek Repairs to Drainage at Gilbert Landfill Drill New Well at Cave Creek Landfill Cave Creek Flare Station Repair Subtotal $ 975,000 4,000,000 120,000 740,000 100,000 75,000 6,010,000 $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 6,010,000 $ - $ 7,622,374 $ 800,000 FY 2008-09 TOTAL ADOPTED BUDGET 722 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works – Flood Control (988) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ 35,962,286 $ 35,962,287 FY 2008-09 REQUESTED BUDGET $ 35,962,286 $ 35,962,287 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 35,962,286 $ 0.0% 35,962,287 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 723 35,962,286 $ 35,962,287 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the Recorders Office is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. Vision Our vision is to be the most productive recording office with the best customer service and the best solutions for recording documents and accessing public records. Strategic Goals • 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: Between July 1, 2007, and June 30, 2008, the Recorders Office recorded a total of 1,178,625 documents, of which 666,190 were from digital and electronic sources. This equates to 56.5% of all documents being recorded digitally and electronically by June 30, 2008. The department is approaching its goal. • By December 31, 2007, implement selective block information from public view. Status: The department completed the redaction project which provides selective block information from public view in August of 2007. • 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: The percentage of eligible customers who submit recorded documents electronically has significantly changed primarily due to the revision in Arizona Revised Statutes, and redefining a “trusted submitter”. This is reflected in the increase of documents which are being submitted from digital and electronic sources as seen in our first goal. The Recorder’s Office currently has 649 active customers of which 266 process documentation digitally, 264 are in a test environment to become digital, and 119 are non-digital. This reflects to 40.9% of our active customers submitting recorded documents electronically. 724 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MOUT - MAILOUT MCRO - MICROGRAPHICS PASS - PUBLIC ASSISTANCE FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 14,004,892 12,677,892 634,974 115,094 576,932 $ 13,245,997 12,000,001 600,000 94,999 550,997 $ 13,245,997 12,000,001 600,000 94,999 550,997 $ 9,454,782 8,499,200 409,864 101,364 444,354 $ - $ 3 3 $ 3 3 $ - 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP TOTAL PROGRAMS $ EXPENDITURES 36RP - RECORDER'S PROGRAM $ DCOP - DOCUMENT OPERATIONS MOUT - MAILOUT MCRO - MICROGRAPHICS PASS - PUBLIC ASSISTANCE 6,620,203 6,620,203 20,625,094 $ 6,300,000 6,300,000 19,546,000 $ 6,300,000 6,300,000 19,546,000 $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ $ $ ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 8,454,750 7,620,750 360,000 90,000 384,000 $ $ 3 3 $ - 4,700,336 4,700,336 14,155,118 $ 4,429,134 4,429,134 $ 12,883,887 $ (1,870,866) -29.7% (1,870,866) -29.7% (6,662,113) -34.1% $ 1,933,942 809,983 500,719 348,737 274,503 $ 1,990,093 888,180 400,234 464,113 237,567 $ 3,283,000 1,892,275 546,939 485,401 358,385 $ 3,270,739 1,892,273 534,685 485,409 358,372 $ 2,090,577 1,216,969 405,693 212,070 255,845 (4,791,247) (4,379,251) (240,000) (4,999) (166,997) $ 1,336,797 1,082,290 33,966 136,672 83,869 -36.2% -36.5% -40.0% -5.3% -30.3% 0.0% 0.0% 40.9% 57.2% 6.4% 28.2% 23.4% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 716,716 516,510 85,005 66,655 48,545 $ 657,375 459,922 81,914 61,748 53,791 $ 657,376 459,922 81,915 61,748 53,791 $ 796,960 528,280 104,685 98,444 65,551 $ 717,720 428,082 116,500 107,273 65,865 $ (60,344) -9.2% 31,840 6.9% (34,585) -42.2% (45,525) -73.7% (12,074) -22.4% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 4,762 4,762 $ 6,816 6,816 $ 6,816 6,816 $ 4,652 4,652 $ 10,320 10,320 $ (3,504) -51.4% (3,504) -51.4% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT TOTAL PROGRAMS $ 10,624,982 9,816,961 785,178 22,843 13,336,553 $ 5,066,400 4,467,698 598,702 9,013,591 $ 5,078,945 4,480,253 598,692 9,013,876 $ 5,305,107 4,710,145 387,571 207,391 8,197,296 $ 4,120,026 2,906,715 400,000 239,000 574,311 $ 6,782,008 $ $ $ $ 958,919 1,573,538 198,692 (239,000) (574,311) 2,231,868 $ 18.9% 35.1% 33.2% 0.0% 0.0% 24.8% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 18,821,840 18,821,840 $ $ 18,000,002 18,000,002 $ $ 18,000,002 18,000,002 $ $ 12,970,060 12,970,060 $ $ 11,940,002 11,940,002 $ $ (6,060,000) -33.7% (6,060,000) -33.7% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 476,255 1,327,000 1,803,255 $ $ $ 109,134 834,751 943,885 $ $ 229,476 955,582 1,185,058 $ $ 300,000 1,245,998 1,545,998 $ $ 300,000 1,245,998 1,545,998 $ (190,866) -63.6% (411,247) -33.0% (602,113) -38.9% TOTAL SOURCES $ 20,625,094 $ 19,546,000 $ 19,546,000 $ 14,155,118 $ 12,883,887 $ (6,662,113) -34.1% 725 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 3,094,348 22,676 15,164 993,156 12,600 4,137,944 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 519,836 1,384,228 1,904,064 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 5,500,255 17,902 326,757 68,964 3,081 37,905 198,649 2,971 6,156,484 $ $ SUBTOTAL $ TOTAL USES $ CAPITAL 0920 - CAPITAL EQUIPMENT FY 2007-08 REVISED 3,472,149 18,471 42,551 1,346,739 7,000 4,886,910 $ 1,058,850 150,000 1,208,850 $ $ $ 1,237,516 30,732 69,450 91,000 2,481 62,552 262,000 2,100 1,757,831 1,138,075 1,138,075 $ $ 13,336,553 $ $ $ FY 2007-08 FORECAST 3,482,436 18,471 42,551 1,348,997 7,000 4,899,455 $ 1,058,850 150,000 1,208,850 $ $ $ 1,237,516 30,732 69,450 91,000 2,481 62,552 249,740 2,100 1,745,571 1,160,000 1,160,000 $ $ 9,013,591 $ $ $ $ FY 2008-09 ADOPTED 3,165,580 $ 37,654 1,087,783 20,721 (336) 4,311,402 $ ADOPTED VS REVISED VARIANCE % 3,358,141 10,500 1,218,329 7,740 4,594,710 $ 418,952 260,000 678,952 $ $ $ 848,892 68.6% (28,900) -94.0% (24,800) -35.7% 75,000 82.4% (958) -38.6% 7,002 11.2% (10) 0.0% 0.0% 876,226 50.2% $ 124,295 3.6% 18,471 100.0% 32,051 75.3% 130,668 9.7% (740) -10.6% 304,745 6.2% 865,929 72,503 938,432 $ $ $ 3,956 1,989,342 21,682 192,971 91,282 5,695 67,702 162,281 700 2,535,611 $ 388,624 59,632 94,250 16,000 3,439 55,550 249,750 2,100 869,345 1,160,000 1,160,000 $ $ 411,851 411,851 $ $ 639,000 639,000 $ $ 521,000 521,000 $ 0 44.9% 9,013,876 $ 8,197,296 $ 6,782,008 $ 2,231,868 24.8% $ $ $ 639,898 60.4% (110,000) -73.3% 529,898 43.8% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 14,004,892 $ 13,246,000 $ 13,246,000 $ 9,454,782 $ 8,454,753 $ (4,791,247) -36.2% 236 - RECORDERS SURCHARGE SPECIAL REVENUE - OTHER $ $ 6,620,203 6,620,203 $ $ 6,300,000 6,300,000 $ $ 6,300,000 6,300,000 $ $ 4,700,336 4,700,336 $ $ 4,429,134 4,429,134 $ $ (1,870,866) (1,870,866) -29.7% -29.7% TOTAL SPECIAL REVENUE $ 6,620,203 $ 6,300,000 $ 6,300,000 $ 4,700,336 $ 4,429,134 $ (1,870,866) -29.7% TOTAL FUNDS $ 20,625,094 $ 19,546,000 $ 19,546,000 $ 14,155,118 $ 12,883,887 $ (6,662,113) -34.1% $ 2,246,574 $ 2,638,611 $ 2,626,351 $ 2,445,374 $ 2,279,710 $ 346,641 13.2% 236 - RECORDERS SURCHARGE SPECIAL REVENUE - OTHER $ $ 11,089,979 11,089,979 $ $ 6,374,980 6,374,980 $ $ 6,387,525 6,387,525 $ $ 5,751,922 5,751,922 $ $ 4,502,298 4,502,298 $ $ 1,885,227 1,885,227 29.5% 29.5% TOTAL SPECIAL REVENUE $ 11,089,979 $ 6,374,980 $ 6,387,525 $ 5,751,922 $ 4,502,298 $ 1,885,227 29.5% TOTAL FUNDS $ 13,336,553 $ 9,013,591 $ 9,013,876 $ 8,197,296 $ 6,782,008 $ 2,231,868 24.8% USES 100 - GENERAL General Adjustments Salary Savings: Six positions remain vacant in lieu of eliminating them totaling for a savings of $266,838. One additional position was reallocated to the Recorder’s Surcharge Fund totaling $73,166. Programs and Activities Recorder’s Program The purpose of the Recorders program is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the 726 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. Program Results Measure Description Percent of documents incorrectly recorded The percentage of daily CD Master Reports completed within three work days following presentation Percent of all copy requests of fewer than 10 pages completed within one hour and of all larger requests completed within 24 hours FY 2007 Actual Not Reported Not Reported FY 2008 Forecast 0.5% 99.5% Not Reported 99.9% Activities that comprise this program include: • Document Operations • Micrographics • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.5% 0.0% 0.0% 99.5% 0.0% 0.0% 99.9% 0.0% 0.0% Mail out Public Assistance 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. 727 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Performance Analysis: Measure Type Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of documents incorrectly recorded Number of documents recorded Number of recorded documents indexed Number of recorded documents presented for indexing Number of documents presented for recording Cents per document recorded FY 2007 Actual Not Reported FY 2008 Forecast 0.5% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.5% 0.0% 0.0% 1,596,900 Not Reported 1,561,500 1,596,900 1,561,500 1,596,900 - 0.0% 0.0% 1,596,900 1,596,900 1,596,900 - 0.0% 1,561,500 1,561,500 1,561,500 - 0.0% $ 0.56 $ 0.78 $ 0.52 $ 0.26 33.4% $ TOTAL SOURCES $ 12,677,892 $ 12,677,892 $ 8,499,200 $ 8,499,200 $ 7,620,750 $ 7,620,750 $ (878,450) (878,450) -10.3% -10.3% 100 - GENERAL $ 236 - RECORDERS SURCHARGE TOTAL USES $ 888,180 $ 888,180 $ 937,506 $ 279,463 1,216,969 $ 809,983 $ 809,983 $ 127,523 (279,463) (406,986) 13.6% -100.0% -33.4% 100 - GENERAL Expenditure 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of documents incorrectly processed Number of documents delivered Number of documents recorded for delivery Cents per document delivered FY 2007 Actual Not Reported FY 2008 Forecast 0.6% 755,980 768,512 755,980 768,512 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.6% 0.0% 0.0% 755,980 768,512 - 0.0% 0.0% $ 0.53 $ 0.54 $ 0.66 $ (0.13) -23.4% 100 - GENERAL $ TOTAL SOURCES $ 634,974 $ 634,974 $ 409,864 $ 409,864 $ 360,000 $ 360,000 $ 49,864 49,864 12.2% 12.2% 100 - GENERAL $ TOTAL USES $ 400,234 $ 400,234 $ 405,693 $ 405,693 $ 500,719 $ 500,719 $ (95,026) (95,026) -23.4% -23.4% Expenditure 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. 728 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description The percentage of daily CD Master Reports completed within three work days following presentation The Number of daily CD Master Reports completed Number of documents scanned Number of documents presented for scanning Cents cost per document scanned FY 2007 Actual Not Reported FY 2008 Forecast 99.5% Not Reported 35,811,016 10,501,015 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.5% 0.0% 0.0% 8,000,000 8,000,000 - 0.0% 10,501,015 10,501,015 10,501,015 10,501,015 - 0.0% 0.0% $ 0.01 $ 0.02 $ 0.03 $ (0.01) -64.4% 100 - GENERAL $ TOTAL SOURCES $ 115,094 $ 115,094 $ 101,364 $ 101,364 $ 90,000 $ 90,000 $ 11,364 11,364 11.2% 11.2% 100 - GENERAL $ TOTAL USES $ 83,242 $ 83,242 $ 112,037 $ 112,037 $ 108,733 $ 108,733 $ 3,304 3,304 2.9% 2.9% Expenditure 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: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of all copy requests of fewer than 10 pages completed within one hour and of all larger requests completed within 24 hours Number of copies made Total number of copy requests Number of copies requested Cents per copy FY 2007 Actual Not Reported FY 2008 Forecast 99.9% 210,441 Not Reported 59,315 $ 1.13 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.9% 0.0% 0.0% 210,441 59,315 59,315 1.22 $ 210,441 59,315 59,315 1.30 $ (0.09) 0.0% 0.0% 0.0% -7.3% 100 - GENERAL $ TOTAL SOURCES $ 576,932 $ 576,932 $ 444,354 $ 444,354 $ 384,000 $ 384,000 $ 60,354 60,354 13.6% 13.6% 100 - GENERAL $ TOTAL USES $ 237,567 $ 237,567 $ 255,845 $ 255,845 $ 274,503 $ 274,503 $ (18,658) (18,658) -7.3% -7.3% Expenditure 729 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Salary Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET BASE ADJUSTMENTS: Reduced Forecast of Recording Filings BUDGET BALANCING ADJUSTMENTS: Increase Salary Savings to Retain Six (6) Vacant Positions Transfer One (1) Position to Recorder Surcharge Fund (236) (12,260) $ (12,260) $ - 2,626,351 $ 13,246,000 - $ 5,626 (12,261) (6,635) $ - $ 13,246,000 $ Subtotal $ - $ $ (4,791,247) (4,791,247) $ $ 730 13,246,000 2,619,716 $ FY 2008-09 TOTAL ADOPTED BUDGET $ $ Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT 2,638,611 (266,838) $ (73,168) (340,006) $ - 2,279,710 $ -13.0% 8,454,753 -36.2% 2,279,710 $ 8,454,753 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge (236) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 6,374,980 $ 6,300,000 MID-YEAR ADJUSTMENTS: Employee Market Compensation Adjustments (Admin Phase II Market Study) $ Subtotal $ 12,545 12,545 $ $ - 6,387,525 $ 6,300,000 - $ (383,000) (455,391) (1,759,000) (2,597,391) $ - FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Non-Recurring Exp Detail (Phase I Document Conversion Archival Program) Non-Recurring Exp Detail (Phase II Document Conversion Archival Program) Non-Recurring Exp Detail (Business Application Development) Subtotal $ FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Reduced Forecast of Recording Filings BUDGET BALANCING ADJUSTMENTS: Transfer One (1) Position from the General Fund FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 3,790,134 $ 6,300,000 $ Subtotal $ - $ $ (1,870,866) (1,870,866) $ Subtotal $ 73,166 73,166 $ $ - 3,863,300 $ 1.9% 4,429,134 -29.7% $ NON-OPERATING NON-OPERATING 0001 Computer Replacements Printer Replacements Additional Storage (SAN) Server Replacements $ FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 731 $ Subtotal $ 165,000 73,998 200,000 200,000 638,998 $ - $ 638,998 $ - $ 4,502,298 $ 4,429,134 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Research and Reporting Analysis by Maria K. Tutelman, Management & Budget Analyst Summary Mission The mission of the Research & Reporting Department is to provide survey data services to county managers so they can more effectively manage for results using statistically reliable data. Strategic Goals • By June 30, 2009, develop and implement a succession plan to assure continuity of services provided by Research and Reporting. Status: Succession planning is not being pursued at this time due to budget related concerns. A new goal will be developed as part of the strategic business plan update process. • By January 1, 2008, acquire a communications system allowing supervisor monitoring of all telephone interviewing conducted in the department. Status: The Department determined that the only economical way for this goal to be met was to collaborate with the STAR Call Center. The Call Center has been looking at different phone systems but that process is currently on hold while the entire county telecommunications system and policies are evaluated and reviewed. • By June 30, 2009, complete an evaluation of the desirability and feasibility of conducting the Employee Satisfaction Survey 'on-line'. Status: Initial consultations were made with Superior Court which has purchased software for on-line surveys; Research and Reporting determined that the software would not meet requirements. In addition, Research and Reporting feels that the basic premise of the process is employee involvement and moving to computer based interviewing detracts significantly from the personal involvement required to complete the survey in person. Although software is available from a number of sources that could be programmed to meet requirements, the biggest question is in the desirability of modifying the process to exclude the one on one interaction that has become a major part in the process. Research and Reporting indicated that costs for implementing an on-line process need to be considered due to current budget constraints. 732 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 46RR - RESEARCH AND REPORTING $ SURV - COUNTY SPONSORED SURVEYS OACS - OUTSIDE AG ENCY CONTRACT SURVEY TOTAL PROGRAMS $ EXPENDITURES 46RR - RESEARCH AND REPORTING $ CDCS - COUNTY DEPT CO NTRACTED SURVEYS SURV - COUNTY SPONSORED SURVEYS OACS - OUTSIDE AG ENCY CONTRACT SURVEY 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES FY 2007-08 ADOPTED FY 2007-08 REVISED 6,529 $ (58,758) 65,287 6,529 $ - $ 194,818 $ (90,632) 285,450 - 303,462 303,462 - $ $ FY 2007-08 FO RECAST 69,729 69,729 69,729 $ $ 370,078 $ (92) 300,441 69,729 ADOPTED VS REVISED % FY 2008-09 ADOPTED 119,729 119,729 119,729 $ $ - $ 349,947 $ (13,054) 302,893 60,108 247,209 247,209 - $ 122,869 (92) 53,232 69,729 33.2% 100.0% 17.7% 100.0% (7,090) (5,826) (632) (632) -9.7% -10.4% -7.6% -7.6% $ $ 86,493 72,879 6,807 6,807 $ 73,736 56,904 8,416 8,416 $ 72,806 56,136 8,335 8,335 $ 79,462 62,878 8,292 8,292 $ 79,896 61,962 8,967 8,967 $ 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 281,311 $ 1,557 1,557 378,755 $ 1,557 1,557 444,441 $ 517 517 429,926 $ 638 638 327,743 $ $ $ $ $ $ (69,729) (69,729) (69,729) -100.0% -100.0% 919 919 116,698 -100.0% 59.0% 59.0% 26.3% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % VARIANCE FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ - $ $ - $ $ - $ $ 119,729 119,729 $ $ - $ $ CHARGES FOR SERVICE $ 0634 - INTERGOV CHARGES FOR SERVICES SUBTOTAL $ - $ $ - $ $ 69,729 69,729 $ $ - $ $ - $ $ SUBTOTAL $ 6,529 6,529 $ - $ - $ - $ - $ ALL REVENUES $ 6,529 $ - $ 69,729 $ 119,729 $ - $ (69,729) -100.0% TOTAL SOURCES $ 6,529 $ - $ 69,729 $ 119,729 $ - $ (69,729) -100.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE - (69,729) -100.0% (69,729) -100.0% - Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2007-08 ADOPTED 244,080 $ 34,944 11 79,938 3,971 (95,000) 267,944 $ FY 2007-08 REVISED 260,330 $ 25,103 85,582 4,000 (16,000) 359,015 $ FY 2007-08 FORECAST 256,287 $ 85,103 89,932 4,240 (16,000) 419,562 $ FY 2008-09 ADOPTED 235,914 $ 103,848 92,570 6,344 (28,000) 410,676 $ ADOPTED VS REVISED VARIANCE % 221,689 $ 48,036 78,816 5,000 (46,000) 307,541 $ 34,598 13.5% 37,067 0.0% 0.0% 11,116 12.4% (760) 0.0% 30,000 -187.5% 112,021 26.7% $ SUBTOTAL $ 5,357 5,357 $ $ 6,000 6,000 $ $ 8,000 8,000 $ $ 5,379 5,379 $ $ 6,000 6,000 $ $ 2,000 2,000 25.0% 25.0% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 1,547 3,373 560 784 6,263 $ $ $ 2,000 6,000 1,000 800 1,962 500 200 12,462 $ $ 568 3,428 284 4,448 3,072 865 626 13,291 $ $ 2,000 6,000 1,000 2,800 2,139 1,000 200 15,139 $ $ 2,000 6,000 1,000 800 1,000 1,000 200 12,000 $ 2,000 177 500 2,677 0.0% 0.0% 0.0% 71.4% 0.0% 50.0% 17.7% $ SUBTOTAL $ 1,738 1,738 $ $ 1,740 1,740 $ $ 1,740 1,740 $ $ 580 580 $ $ 1,740 1,740 $ $ - 0% 0.0% TOTAL USES $ 281,302 $ 378,755 $ 444,441 $ 429,926 $ 327,743 $ CAPITAL 0950 - DEBT SERVICE 733 116,698 26.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL USES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ TOTAL FUNDS $ 6,529 6,529 $ $ - $ $ 69,729 69,729 $ $ 119,729 119,729 $ $ - $ $ (69,729) -100.0% (69,729) -100.0% $ TOTAL FUNDS $ 281,302 281,302 $ $ 378,755 378,755 $ $ 444,441 444,441 $ $ 429,926 429,926 $ $ 327,743 327,743 $ $ 116,698 116,698 26.3% 26.3% Programs and Activities Research and Reporting Program The purpose of the Research and Reporting Program is to provide survey data services to County managers and external agencies so they can have statistically valid data upon which to base informed decisions. Program Results Measure Description % of eligible respondents who are interviewed (Rate of Response or Participation Rate) % of of eligible respondents who are interviewed (Rate of Reponse or Participation Rate) % of eligible respondents who are interviewed (Rate of Response or Participation Rate) FY 2007 Actual 96.0% FY 2008 Forecast 94.1% FY 2009 Adopted 94.7% Variance Forecast - Adopted 0.7% % Variance Forecast - Adopted 0.7% 72.0% 89.8% 90.9% 1.1% 1.2% Not Reported 98.1% Not Reported Activities that comprise this program include: • County Department Contracted Surveys • County Sponsored Surveys • Outside Agency Contracted Surveys County Department Contracted Surveys Activity The purpose of the County Department Contracted Surveys Activity is to provide survey data to County agencies and departments so they have statistically valid data upon which to base informed decisions. Mandates: Not mandated. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of eligible respondents who are interviewed (Rate of Response or Participation Rate) # of interviews conducted Total number of respondents Cost per interview 100 - GENERAL Total Uses FY 2007 Actual 96.0% FY 2008 Forecast 94.1% $ 152 159 (596.28) $ 887 943 (14.72) $ $ (90,635) $ (90,635) $ (13,054) $ (13,054) $ FY 2009 Adopted 94.7% $ Variance Forecast - Adopted 0.7% 900 950 - $ - $ $ % Variance Forecast - Adopted 0.7% 13 7 (14.72) 1.5% 0.7% 100.0% (13,054) (13,054) 100.0% 100.0% 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. 734 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Mandates: Not mandated. Performance Analysis: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual % of of eligible respondents who are interviewed (Rate of Reponse or Participation Rate) # of interviews conducted Number of reports prepared # of eligible respondents Cost per interview 100 - GENERAL Total Uses FY 2008 Forecast 72.0% Not Reported Not Reported 2,069 Not Reported $ $ $ 285,448 285,448 $ $ FY 2009 Adopted Variance Forecast - Adopted % Variance Forecast - Adopted 89.8% 90.9% 1.1% 1.2% 10,974 618 12,215 27.60 $ 10,000 618 11,000 24.72 $ (974) (1,215) 2.88 -8.9% 0.0% -9.9% 10.4% $ $ 55,684 55,684 18.4% 18.4% 302,893 302,893 $ $ 247,209 247,209 Base Adjustments: • Reduce regular pay by $31,117 as part of the budget balancing plan. • Reduce temporary pay by $11,808 as part of the budget balancing plan. 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: Not mandated. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description % of eligible respondents who are interviewed (Rate of Response or Participation Rate # of interviews conducted # of reports prepared # of eligible respondents Cost per interview FY 2007 Actual Not Reported FY 2008 Forecast 98.1% Not Reported Not Reported Not Reported Not Reported 6,208 27 6,329 $9.68 FY 2009 Adopted 0.0% Variance % Variance Forecast - Adopted Forecast - Adopted -98.1% -100.00% $0.00 (6,208) (27) (6,329) $9.68 -100.00% -100.00% -100.00% 100.00% 100 - GENERAL Total Sources $ $ 6,529 6,529 $ $ 119,729 119,729 $ $ - $ $ (119,729) (119,729) -100.0% -100.0% 100 - GENERAL Total Uses $ $ - $ $ 60,108 60,108 $ $ - $ $ 60,108 60,108 100.0% 100.0% Expenditure The Department is not anticipating conducting any surveys for outside agencies; therefore, a budget was not requested for FY 2008-09. 735 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Employee Market compensation Adjustments (Admin Phase II Market Study) $ Jan. 2008 Administrative Reductions IGA with Arizona DES Child Care Administration Subtotal $ FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Annualization of Jan. 2008 Administrative Reductions IGA with Arizona DES Child Care Administration 378,755 $ - - $ (4,043) 69,729 65,686 $ 69,729 69,729 $ 444,441 $ - $ (4,043) (69,729) (73,772) $ Subtotal $ $ 69,729 (69,729) (69,729) FY 2008-09 BUDGET TARGET $ 370,669 $ - FY 2008-09 REQUESTED BUDGET $ 370,669 $ - BUDGET BALANCING ADJUSTMENTS: Reduce 1 FTE Program Coordinator Contract Position by .50 Eliminate .50 FTE Office Assistant Temporary Position $ (31,117) $ (11,809) (42,926) $ - 327,743 $ -11.6% 0.0% Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 736 327,743 $ - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Maria K. Tutelman, Management & Budget Analyst Summary 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 • 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: In FY 2007-08, no (0%) claims were denied due to lack of information. As of the end of first quarter FY 2008-09, the status is the same (0%). • 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 goal has expired, but will be extended. • Each year through 2012, the cost of risk (Risk Management expenses divided by the total County's expenses) will be 1% or less. Status: For FY 2007-08, the cost of risk was 1%. • Each year though 2012, Risk Management’s voluntary, non-retirement employee turnover rate shall not exceed 10%. Status: At the end of FY 2007-08, the rate was 0%. 737 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 75CR - CLAIMS AND INSURANCE PROGRAM ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - W ORKERS' COMPENSATION FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 27,875,096 27,875,096 - $ 37,303,357 1,013,123 844,293 17,923,582 7,072,906 1,597,379 906,382 7,945,692 $ 37,303,357 1,013,123 844,293 17,923,582 7,072,906 1,597,379 906,382 7,945,692 $ 39,045,362 1,772,121 817,055 18,736,868 7,074,013 1,572,537 921,860 8,150,908 $ 35,172,043 1,270,217 882,120 14,004,650 9,679,515 1,241,324 779,915 7,314,302 $ (2,131,314) 257,094 37,827 (3,918,932) 2,606,609 (356,055) (126,467) (631,390) -5.7% 25.4% 4.5% -21.9% 36.9% -22.3% -14.0% -7.9% 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS $ 1,424 1,424 $ 558,000 558,000 $ 558,000 558,000 $ - $ - $ (558,000) (558,000) -100.0% -100.0% 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES $ - $ 755,891 755,891 $ 755,891 755,891 $ - $ - $ (755,891) (755,891) -100.0% -100.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ - $ 460,263 89,295 249,276 68,771 33,197 19,724 $ 460,263 89,295 249,276 68,771 33,197 19,724 $ 258,750 258,750 - $ 1,000,000 1,000,000 - $ 539,737 (89,295) 750,724 (68,771) (33,197) (19,724) 117.3% -100.0% 301.2% -100.0% -100.0% -100.0% 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC TOTAL PROGRAMS $ EXPENDITURES 75CR - CLAIMS AND INSURANCE PROGRAM $ ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - W ORKERS' COMPENSATION 27,876,520 $ 194,503 194,503 39,272,014 $ 194,503 194,503 39,272,014 $ 39,304,112 $ 36,172,043 $ (194,503) (194,503) (3,099,971) -100.0% -100.0% -7.9% 31,621,663 31,607,663 14,000 $ 34,094,271 925,967 771,661 16,381,675 6,464,447 1,459,962 828,409 7,262,150 $ 34,089,713 925,963 770,866 16,380,853 6,461,515 1,459,960 828,411 7,262,145 $ 33,521,147 1,492,189 744,344 16,315,766 5,962,857 1,236,839 834,984 6,934,168 $ 36,776,590 1,423,180 988,382 13,806,541 10,592,347 1,352,589 850,259 7,763,292 $ (2,686,877) (497,217) (217,516) 2,574,312 (4,130,832) 107,371 (21,848) (501,147) -7.9% -53.7% -28.2% 15.7% -63.9% 7.4% -2.6% -6.9% $ $ $ $ $ 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS $ 507,606 507,606 $ 510,001 510,001 $ 510,006 510,006 $ 532,513 532,513 $ 507,841 507,841 $ 2,165 2,165 0.4% 0.4% 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES $ 632,349 632,349 $ 690,864 690,864 $ 690,872 690,872 $ 679,385 679,385 $ 705,201 705,201 $ (14,329) (14,329) -2.1% -2.1% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 165,064 28,974 43,691 54,740 32,026 5,633 $ 420,665 81,613 227,829 62,855 30,341 18,027 $ 417,964 81,620 225,118 62,851 30,345 18,030 $ 499,084 91,475 257,454 90,137 55,491 4,527 $ 453,403 88,556 243,067 74,144 30,512 17,124 $ (35,439) (6,936) (17,949) (11,293) (167) 906 -8.5% -8.5% -8.0% -18.0% -0.6% 5.0% 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC TOTAL PROGRAMS $ 117,932 117,932 33,044,614 $ 177,771 177,771 35,893,572 $ 177,771 177,771 35,886,326 $ 177,771 177,771 35,409,900 $ 181,216 181,216 38,624,251 $ (3,445) (3,445) (2,737,925) -1.9% -1.9% -7.6% $ $ $ $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 5,306,854 5,306,854 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 20,693,148 20,693,148 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,489,147 387,373 1,876,520 $ ALL REVENUES $ TOTAL SOURCES $ $ - 8,339,342 29,932,672 38,272,014 $ $ $ $ $ $ 1,000,000 1,000,000 27,876,522 $ 27,876,522 $ - 8,339,342 29,932,672 38,272,014 $ $ $ $ $ $ 1,000,000 1,000,000 39,272,014 $ 39,272,014 $ 738 - 488,029 7,851,320 29,932,668 38,272,017 $ $ $ $ $ $ 1,000,001 32,094 1,032,095 39,272,014 $ 39,272,014 $ - 242,392 8,930,427 25,999,224 35,172,043 $ $ $ $ - (8,096,950) -97.1% 8,930,427 (3,933,448) -13.1% (3,099,971) -8.1% $ $ 1,000,000 1,000,000 39,304,112 $ 36,172,043 $ (3,099,971) -7.9% 39,304,112 $ 36,172,043 $ (3,099,971) -7.9% $ - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 1,175,051 29,492 826 323,958 3,501 1,532,828 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 45,476 3,598 12,827 61,901 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,683,398 22,335,128 15,430 636 526,588 1,748,668 4,215 9,642 1,048 7,357 31,332,110 $ 117,932 117,932 OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ SUBTOTAL $ $ - SUBTOTAL $ TOTAL USES $ 33,044,771 FY 2007-08 REVISED 1,310,428 8,529 435,548 1,700 1,756,205 $ 54,000 5,000 6,000 65,000 $ $ $ 6,360,233 24,732,042 25,500 1,000 650,000 2,097,492 7,100 7,300 1,400 33,882,067 $ $ $ FY 2007-08 FORECAST 1,304,234 8,529 434,496 1,700 1,748,959 $ 54,000 5,000 6,000 65,000 $ $ $ 6,360,233 24,732,042 25,500 1,000 650,000 2,097,492 7,100 7,300 1,400 33,882,067 177,771 177,771 $ $ $ $ 14,000 14,000 $ 35,895,043 $ $ FY 2008-09 ADOPTED 1,316,078 12,331 6,211 374,126 1,699 1,710,445 $ 54,000 5,002 8,600 67,602 $ $ $ 7,467,615 24,291,122 25,503 1,000 650,001 990,110 7,099 7,300 1,403 33,441,153 177,771 177,771 $ $ $ $ 14,000 14,000 $ 35,887,797 $ $ ADOPTED VS REVISED VARIANCE % 1,335,452 28,563 390,091 1,700 1,755,806 $ 52,350 4,800 7,000 64,150 $ $ $ 6,797,239 27,287,180 26,800 1,750 650,000 1,814,110 7,000 11,700 1,300 7,400 36,604,479 177,771 177,771 $ $ $ $ 3,392 10,608 14,000 $ 35,410,971 $ $ (31,218) (28,563) 8,529 44,405 (6,847) -2.4% 0.0% 0.0% 10.2% 0.0% -0.4% 1,650 200 (1,000) 850 3.1% 4.0% -16.7% 1.3% -6.9% -10.3% 0.0% -75.0% 0.0% 13.5% 0.0% -60.3% 0 $ (437,006) (2,555,138) (1,300) (750) 283,382 100 (4,400) 100 (7,400) (2,722,412) 181,216 181,216 $ $ (3,445) (3,445) -1.9% -1.9% $ $ 18,600 18,600 $ (4,600) (4,600) 0.0% 0.0% $ 38,624,251 $ (2,736,454) -7.6% $ $ $ $ -8.0% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 675 - RISK MANAGEMENT INT ERNAL SERVICE TOTAL FUNDS USES 675 - RISK MANAGEMENT INT ERNAL SERVICE TOTAL FUNDS FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS R EVISED VARIANCE % $ $ $ 27,876,520 27,876,520 27,876,520 $ $ $ 39,272,014 39,272,014 39,272,014 $ $ $ 39,272,014 39,272,014 39,272,014 $ $ $ 39,304,112 39,304,112 39,304,112 $ $ $ 36,172,043 36,172,043 36,172,043 $ $ $ (3,099,971) (3,099,971) (3,099,971) -7.9% -7.9% -7.9% $ $ $ 33,044,614 33,044,614 33,044,614 $ $ $ 35,893,572 35,893,572 35,893,572 $ $ $ 35,886,326 35,886,326 35,886,326 $ $ $ 35,409,900 35,409,900 35,409,900 $ $ $ 38,624,251 38,624,251 38,624,251 $ $ $ (2,737,925) (2,737,925) (2,737,925) -7.6% -7.6% -7.6% General Adjustments Administrative Services: Reduce personal services $1,765 and $18,474, adjusting hours for one full-time Administrative Operations Specialist position and one full-time Claims Adjuster position accordingly as part of the budget balancing plan. Also, reduce supplies and services $22,393 as part of the budget balancing plan. 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. 739 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Program Results Measure Description Percent of County expenditures spent on Risk Management (Cost of Risk) FY 2007 Actual Not Reported FY 2008 Forecast 1.2% FY 2009 Adopted 1.5% Variance Forecast - Adopted 0.4% % Variance Forecast - Adopted 32.0% Activities that comprise this program include: General Liability • Auto Liability • Property Damage • Medical Malpractice • Unemployment • Auto Property Damage • Worker’s • Compensation 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 as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of County expenditures spent on Risk Management (Cost of Risk) Number of GL claims closed Number of GL claims opened and pending Cost per GL claim closed FY 2007 Actual Not Reported FY 2008 Forecast 1.2% FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 1.5% 0.4% 32.0% Not Reported Not Reported 1,066 1,104 1,066 1,104 - 0.0% 0.0% Not Reported $15,305.60 $12,951.73 $2,353.87 15.4% (4,732,218) (4,732,218) -25% -25% 2,509,225 2,509,225 15% 15% 675 - RISK MANAGEMENT Total Sources $ $ 27,875,096 27,875,096 $ $ 18,736,868 18,736,868 $ $ 14,004,650 14,004,650 675 - RISK MANAGEMENT Total Uses $ $ 31,607,663 31,607,663 $ $ 16,315,766 16,315,766 $ $ 13,806,541 13,806,541 $ $ Expenditure $ $ The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. 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 as required by county governance. 740 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD # of AL claims closed Number of AL claims opened and pending Cost per AL claim closed FY 2008 Forecast Not Reported Not Reported FY 2009 Adopted 110 164 Not Reported $ Variance Forecast - Adopted 110 164 13,565.35 $ 12,938.00 $ 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 1,772,121 1,772,121 $ $ 1,270,217 1,270,217 675 - RISK MANAGEMENT Total Uses $ $ - $ $ 1,492,189 1,492,189 $ $ 1,423,180 1,423,180 $ $ % Variance Forecast - Adopted - 0.0% 0.0% 627.35 4.6% (501,904) (501,904) -28% -28% 69,009 69,009 5% 5% Expenditure $ $ The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Revenue and expenditure budgets were not requested until FY 200708 for the new activities identified in the revised strategic plan. Result measure is currently under review as part of the strategic plan update process. 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 as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD Number of MM claims closed Number of MM claims opened and pending Cost per MM claim closed FY 2008 Forecast FY 2009 Adopted Variance Forecast - Adopted % Variance Forecast - Adopted Not Reported Not Reported 86 135 86 135 - 0.0% 0.0% Not Reported $69,335.55 $123,166.83 -$53,831.28 -77.6% 2,605,502 2,605,502 37% 37% (4,629,490) (4,629,490) -78% -78% 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 7,074,013 7,074,013 $ $ 9,679,515 9,679,515 675 - RISK MANAGEMENT Total Uses $ $ - $ $ 5,962,857 5,962,857 $ $ 10,592,347 10,592,347 $ $ Expenditure $ $ The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Revenue and expenditure budgets were not requested until FY 200708 for the new activities identified in the revised strategic plan. Result measure is currently under review as part of the strategic plan update process. 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 as required by county governance. 741 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD Number of APD claims closed Number of APD claims opened and closed Cost per APD claim closed FY 2008 Forecast FY 2009 Adopted Variance Forecast - Adopted % Variance Forecast - Adopted Not Reported Not Reported 434 552 434 552 - 0.0% 0.0% Not Reported $1,715.08 $2,277.38 -$562.30 -32.8% 65,065 65,065 8% 8% (243,949) (243,949) -33% -33% 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 817,055 817,055 $ $ 882,120 882,120 675 - RISK MANAGEMENT Total Uses $ $ - $ $ 744,433 744,433 $ $ 988,382 988,382 $ $ Expenditure $ $ The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Revenue and expenditure budgets were not requested until FY 200708 for the new activities identified in the revised strategic plan. Result measure is currently under review as part of the strategic plan update process. 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 as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD Number of PD claims closed Number of PD claims opened and pending Cost per PD claim closed FY 2008 Forecast FY 2009 Adopted Variance Forecast - Adopted % Variance Forecast - Adopted Not Reported Not Reported 134 153 134 153 - 0.0% 0.0% Not Reported $9,230.14 $10,093.95 -$863.81 -9.4% 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 1,572,537 1,572,537 $ $ 1,241,324 1,241,324 $ $ (331,213) (331,213) -21% -21% 675 - RISK MANAGEMENT Total Uses $ $ - $ $ 1,236,839 1,236,839 $ $ 1,352,589 1,352,589 $ $ (115,750) (115,750) -9% -9% Expenditure The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Revenue and expenditure budgets were not requested until FY 200708 for the new activities identified in the revised strategic plan. Result measure is currently under review as part of the strategic plan update process. 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 as required by county governance. 742 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD Number of non-protestable claims Number of unemployment claims Cost per non-protestable claim FY 2008 Forecast Not Reported Not Reported Not Reported FY 2009 Adopted 590 954 $1,415.23 Variance Forecast - Adopted 640 1,004 $1,328.53 % Variance Forecast - Adopted 50 50 $86.70 8.5% 5.2% 6.1% -15% -15% 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 921,860 921,860 $ $ 779,915 779,915 $ $ (141,945) (141,945) 675 - RISK MANAGEMENT Total Uses $ $ - $ $ 834,984 834,984 $ $ 850,259 850,259 $ $ (15,275) (15,275) Expenditure -2% -2% The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Revenue and expenditure budgets were not requested until FY 200708 for the new activities identified in the revised strategic plan. Result measure is currently under review as part of the strategic plan update process. 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 as required by county governance. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual TBD # of claims closed # of claims opened and pending Average cost per claim closed FY 2008 Forecast 1,006 2,528 $13.92 FY 2009 Adopted 1,612 1,968 $4,301.59 Variance Forecast - Adopted 1,612 1,968 $4,815.94 % Variance Forecast - Adopted -$514.34 0.0% 0.0% -12.0% 675 - RISK MANAGEMENT Total Sources $ $ - $ $ 8,150,908 8,150,908 $ $ 7,314,302 7,314,302 $ $ (836,606) (836,606) -10% -10% 675 - RISK MANAGEMENT Total Uses $ $ 14,000 14,000 $ $ 6,934,168 6,934,168 $ $ 7,763,292 7,763,292 $ I (829,124) #VALUE! -12% Expenditure Result measure is currently under review as part of the strategic plan update process. 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 Measure Description % reduction/increase of County injury incident rate compared to a 3 year average rate % of County employees not injured FY 2007 Actual Not Reported FY 2008 Forecast 0.8% FY 2009 Adopted 4.7% Variance Forecast - Adopted 3.9% % Variance Forecast - Adopted 495.3% Not Reported 95.0% 92.6% (2.4%) -2.5% Activities that comprise this program include: • Safety Management Services 743 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Occupational Safety and Health Administration (OSHA) Compliance Requirement: Section 5(a)(1) of the Occupational Safety and Health Act of 1970, often referred to as the General Duty Clause, requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”; OSHA Training requirement: Regulations Standard Section 1926.21(b)(2) requires that the employer shall instruct each employee in the recognition and avoidance of unsafe conditions and the regulations applicable to his work environment to control or eliminate any hazards or other exposure to illness or injury; #49 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2007 Actual % reduction/increase of County injury incident rate compared to a 3 year average rate % of County employees not injured # of County enployees not injured # of County employees $ cost per County employee not injured 7.2% FY 2008 Forecast 0.8% 99.4% 18,201 18,311 $8.85 95.0% 17,570 18,500 $38.67 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 4.7% 3.9% 495.3% 92.6% 17,590 19,000 $40.09 (2.4%) 20 500 -$1.42 -2.5% 0.1% 2.7% -3.7% (25,816) (25,816) -3.8% -3.8% Expenditure 675 - RISK MANAGEMENT Total Uses $ $ 632,349 632,349 $ $ 679,385 679,385 $ $ 705,201 705,201 $ $ The Department’s strategic plan was revised in FY 2007-08, therefore, performance data is not available for FY 2006-07 Actual. Base Adjustments: • Reduce personal services $11,923 adjusting hourly pay for one full-time position as part of the budget balancing plan. • Reduce personal services $1,594 eliminating bilingual pay as part of the budget balancing plan. • Reduce supplies and services $45,100 as part of the budget balancing plan. Environmental Management Program The purpose of the Environmental Management program is to provide environmental technical services to Maricopa County departments, districts and trust members so they can minimize or eliminate liabilities. Program Results Measure Description % reduction/increase in probable environmental liability exposures FY 2007 Actual Not Reported FY 2008 Forecast 1.0% Activities that comprise this program include: • Environmental Management Services 744 FY 2009 Adopted 1.0% Variance Forecast - Adopted 0.0% % Variance Forecast - Adopted 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Environmental Management Services Activity The purpose of the Environmental Management 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: ARS Title 49 (formerly Title 18) Protection of the Environment – Establishes guidelines for department employees, legal counsel, in addition to powers and duties of the department and director, state wide application of rules, hazardous materials emergency response operations, county regulations, standards, fees, audits, appeals of agency decisions, unpaid amounts, and penalties. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % reduction/increase in probable environmental liability exposures Number of environmental projects closed. Number of environmental projects open and pending. Cost per output. FY 2007 Actual Not Reported FY 2008 Forecast 1.0% Not Reported 40 40 - 0.0% Not Reported 20 20 - 0.0% Not Reported $13,312.83 $12,696.03 $616.80 4.6% 24,672 24,672 4.6% 4.6% 675 - RISK MANAGEMENT Total Sources $ $ 1,424 1,424 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 507,606 507,606 $ $ - FY 2009 Adopted $ $ Variance % Variance Forecast - Adopted Forecast - Adopted 1.0% 0.0% 0.0% - Expenditure 532,513 532,513 $ $ 507,841 507,841 $ $ Base Adjustments: • Reduce supplies and services $26,465 as part of budget balancing plan. 745 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Appropriated Budget Reconciliation Risk Management Fund (675) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Employee Market compensation Adjustments (Admin Phase II Market Study) $ 35,893,572 $ 39,272,014 $ - $ - Jan. 2008 Administrative Reductions Executive Pay Compensation (Effective 11/7/07) Subtotal $ $ FY 2007-08 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions (10,517) - 3,271 - (7,246) $ 35,886,326 $ - 39,272,014 $ - - FY 2008-09 Pay for Performance - - Annualization of Jan. 2008 Administrative Reductions Annualization of Executive Pay Compensation Eff. FY 08 Subtotal $ $ FY 2008-09 BUDGET TARGET REQUESTED ADJUSTMENTS: Requested Revenue Below Target Based on Adjustment from Trust Funding Plan $ Requested Expenditure Above Target Based on New Claims and Related Expenses - Estimated Expenses at 80% Confidence Level FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Net Adjustment to County Counsel Retainer and Outside Counsel Fees FY 2008-09 REQUESTED ADMINISTRATIVE OPERATING BUDGET BUDGET BALANCING ADJUSTMENTS: Reduction in hours 1 FTE Admin/Operations Specialist - Admin Svcs Reduction in hours 1 FTE Claims Adjuster - Admin Svcs Reduction in Supplies & Services - Admin Svcs Reduction in hourly rate 1 FTE Safety Rep - Safety Mgmt Reduction in Bilingual Pay 1 FTE - Safety Mgmt Reduction in Supplies & Services - Safety Mgnmt Reduction in Supplies & Services - Environmental Management FY 2008-09 ADOPTED ADMINISTRATIVE OPERATING BUDGET PERCENT CHANGE FROM REQUESTED AMOUNT FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT - 1,732 - (8,785) $ 35,877,541 $ - Subtotal $ $ 3,131,350 39,008,891 (3,099,971) - $ $ (3,099,971) 36,172,043 $ Subtotal $ $ (384,640) $ (384,640) $ 2,536,021 $ $ (1,765) $ (18,474) (22,393) (11,923) (1,594) (45,100) (26,465) (127,714) $ 2,408,307 $ 5.0% 0.0% 38,624,251 $ 7.7% 36,172,043 -7.9% $ $ $ 38,624,251 746 $ 39,272,014 3,131,350 $ FY 2008-09 TOTAL ADOPTED BUDGET - (10,517) - $ 36,172,043 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Bradley Kendrex, Sr. Management & Budget Analyst Summary Mission The mission of the Maricopa County Sheriff’s Office is to provide law enforcement, detention and crime prevention services to the public so they can be safe and secure in 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: No requests for additional funding were permitted with the FY 2009 budget submission, however, funding for implementation of mobile data computing is anticipated for FY 2009. This goal has expired, but will be extended. • By July 2008, the Sheriff’s Office will participate in at least six multi-agency partnerships that result in safer communities. Status: The Sheriff’s Office participated in multiple multi-agency partnerships resulting in safer communities, primarily through federal and state-funded grant initiatives such as Homeland Security – including Immigration, High Intensity Drug Traffic Enforcement, and the Governor’s Office for Highway Safety. This goal has expired, but will be extended. • 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: This goal has expired, but will be extended. • By January 2008, the Sheriff's Office will respond to 50% of Priority 1 calls within five minutes. Status: The annual FY 2008 result, 42.35%, was an improvement of nearly eight percentage points over FY 2007, 34.5%. This goal has expired, but will be extended. • 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. 747 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Status: This goal was met and continues. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 50CO - CENTRALIZED MCSO OPERATIONS MCSI - INFORMATION TECHNOLOGY TRAG - MANDATED ENF AND DET TRAINING FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED % FY 2008-09 ADOPTED $ 1,805 1,805 - $ 10,698 10,698 - $ 44,649 44,649 - $ 555,732 139,742 415,990 $ 120,896 120,896 - $ 50CM - CUSTODY MANAGEMENT PRDM - ADULT DETENTION MANAGEMENT IARP - INMATE ADDICTIVE RECOVERY INSS - INMATE CANTEEN AND SPEC SVCS IEPA - INMATE EDUCATION MANS - INMATE RELATED MANDATES INRL - INMATE RELEASE ISTP - INMATE SKILLS TRAINING NTAK - INTAKE $ 42,045,067 27,345,218 163,004 14,106,301 250,471 140,800 16,411 22,861 $ 41,447,833 28,794,962 115,978 12,042,042 324,197 50 140,800 10,060 19,744 $ 41,297,410 28,794,962 51,464 12,042,042 275,770 50 117,479 10,060 5,583 $ 43,899,414 $ 30,524,758 57,112 12,693,552 458,392 16 134,317 34,373 (3,106) 44,663,789 29,594,715 63,115 14,520,364 324,595 136,000 25,000 - $ 3,366,379 799,753 11,651 2,478,322 48,825 (50) 18,521 14,940 (5,583) 8.2% 2.8% 22.6% 20.6% 17.7% -100.0% 15.8% 148.5% -100.0% 50EN - ENFORCEMENT CVPR - CIVIL PROCESS OUTR - COMMUNITY OUTREACH DSTR - DISASTER & DISRUPTION RESP DISP - DISPATCH ENFO - ENF SUPPORT AND SPEC RESPONSE INTL - INTELLIGENCE INVT - INVESTIGATIONS PATR - PATROL PPEV - PROPERTY AND EVIDENCE SRCH - SEARCH AND RESCUE WRNT - WARRANTS INFO PROCESSING $ 14,545,130 536,840 44,475 1,491,746 14,911 84,323 52,780 3,006,742 9,280,426 14,780 18,109 $ 15,712,307 475,000 5,050 1,767,334 69,538 5,390 65,000 2,959,834 10,343,111 22,000 50 - $ 19,073,913 475,442 3,333 1,624,173 239,974 5,390 928,888 3,299,306 12,475,336 22,021 50 - $ 18,506,302 481,069 3,816 1,192,509 125,072 221,631 1,004,840 3,580,780 11,836,725 17,723 16 42,121 $ 19,315,078 474,000 5,000 719,943 257,375 260,000 1,534,689 3,627,781 12,357,290 14,000 65,000 $ 241,165 (1,442) 1,667 (904,230) 17,401 254,610 605,801 328,475 (118,046) (8,021) (50) 65,000 1.3% -0.3% 50.0% -55.7% 7.3% 4723.7% 65.2% 10.0% -0.9% -36.4% -100.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 479,271 479,271 $ 500,800 500,800 $ 1,384,741 883,941 500,800 $ 426,841 426,841 $ 960,800 960,800 $ (423,941) (883,941) 460,000 -30.6% -100.0% 91.9% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT $ 880,644 880,644 $ 2,780 2,780 - $ - $ (1,223,300) $ (1,223,300) - $ - TOTAL PROGRAMS $ EXPENDITURES 70OM - BLDG OPERATIONS & MAINTENANCE $ BLDR - BUILDINGS AND GROUNDS 57,951,918 $ 57,674,418 $ 61,800,713 $ 62,164,989 $ 65,060,563 $ 3,259,850 5.3% 2,308,570 2,308,570 $ 2,491,338 2,491,338 $ 2,469,908 2,469,908 $ 2,589,590 2,589,590 $ 2,426,152 2,426,152 $ 43,756 43,756 1.8% 1.8% 50CO - CENTRALIZED MCSO OPERATIONS PROF - EMPLOYEE PROFESSIONAL STANDARD FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY TRAG - MANDATED ENF AND DET TRAINING 16,316,982 2,052,983 725,187 7,711,218 5,827,593 $ 12,444,925 3,072,548 762,302 1,978,231 6,631,844 $ 13,654,276 3,086,223 764,473 2,803,570 7,000,010 $ 11,895,014 2,904,806 751,086 1,892,117 6,347,005 $ 11,929,029 2,893,439 796,334 2,556,883 5,682,373 $ $ 748 76,247 76,247 - 1,725,247 192,784 (31,861) 246,687 1,317,637 170.8% 170.8% 12.6% 6.2% -4.2% 8.8% 18.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Program and Activity – All Funds (continued) FY 2006-07 ACTUAL 147,391,390 79,931,422 653,346 4,709,315 1,269,564 1,418,274 5,872 17,012,520 6,863,423 3,958,719 392,591 70,128 16,891,277 14,214,939 $ FY 2007-08 ADOPTED 164,257,402 87,808,135 1,606,357 4,660,882 1,838,032 2,246,364 965,720 16,562,842 9,726,962 4,211,765 34,788 724,761 17,840,798 16,029,996 75,091,790 4,477,604 3,787 2,341,271 2,195,785 15,086,809 1,749,342 2,867,707 16,234,739 27,024,658 759,297 5,680 220,426 2,124,686 $ 78,813,652 4,278,212 174,104 1,792,307 2,672,248 13,040,243 1,442,613 3,236,075 16,208,475 31,869,960 1,014,924 173,418 675,254 2,235,819 $ 82,171,704 4,273,111 173,846 2,365,950 2,917,820 13,040,574 1,440,591 3,067,920 16,736,688 34,019,440 1,012,311 168,463 716,202 2,238,788 $ 80,394,267 4,488,149 3,852 1,737,961 2,472,854 15,033,300 1,630,806 4,293,527 16,155,932 30,790,731 1,040,926 51,560 516,049 2,178,620 $ 76,499,617 3,980,475 13,635 758,353 3,514,777 10,070,603 1,499,673 5,391,624 16,613,685 31,173,540 1,020,720 175,872 119,019 2,167,641 $ 5,672,087 292,636 160,211 1,607,597 (596,957) 2,969,971 (59,082) (2,323,704) 123,003 2,845,900 (8,409) (7,409) 597,183 71,147 6.9% 6.8% 92.2% 67.9% -20.5% 22.8% -4.1% -75.7% 0.7% 8.4% -0.8% -4.4% 83.4% 3.2% 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK $ - $ 65,434 65,434 $ 65,434 65,434 $ 86,122 86,122 $ 68,774 68,774 $ (3,340) (3,340) -5.1% -5.1% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 10,526,195 96,389 4,774,255 1,331,000 3,463,191 584,453 276,907 $ 10,705,147 97,707 4,743,812 1,616,334 3,249,557 736,602 261,135 $ 10,854,523 96,388 4,161,791 2,402,660 3,204,181 728,244 261,259 $ 10,318,062 105,436 4,577,951 1,427,671 3,222,858 721,677 262,469 $ 10,265,187 102,379 4,554,390 1,409,582 3,178,167 778,472 242,197 $ 589,336 (5,991) (392,599) 993,078 26,014 (50,228) 19,062 5.4% -6.2% -9.4% 41.3% 0.8% -6.9% 7.3% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ 7,619,053 7,619,053 - $ 12,583,760 1,000,000 11,583,760 - $ 13,383,760 200,000 1,200,000 11,783,760 200,000 $ 11,925,685 333,332 11,592,353 - $ 12,219,601 1,000,000 11,219,601 - $ 1,164,159 200,000 200,000 564,159 200,000 8.7% 100.0% 16.7% 4.8% 100.0% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - G.I.S. APPLICATION DEVELOPMENT AND SUPPOR HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SERVICES TOTAL PROGRAMS $ 259,253,980 $ 6,731,054 2,746,227 2,455,148 756,275 215,964 252,188 305,252 288,092,712 $ 7,717,047 3,317,752 2,455,386 762,199 218,332 254,054 709,324 295,795,364 $ 6,530,913 2,577,347 2,187,981 636,488 462,229 266,239 400,629 288,627,454 $ 7,586,733 2,774,354 2,953,536 876,674 431,240 256,818 294,111 288,746,703 $ 130,314 543,398 (498,150) (114,475) (212,908) (2,764) 415,213 7,048,661 1.7% 16.4% -20.3% -15.0% -97.5% -1.1% 58.5% 2.4% 749 $ $ ADOPTED VS REVISED % (2,272,898) -1.4% (1,213,093) -1.4% (11,871) -0.7% 176,717 3.7% (226,556) -12.5% 115,433 5.0% 399,351 38.9% (1,573,304) -9.4% (993,346) -10.1% (655,911) -15.3% (124,727) -129.5% 35,506 4.5% 1,298,923 7.3% 499,980 3.1% $ $ $ FY 2008-09 ADOPTED 167,751,610 89,337,540 1,691,614 4,545,612 2,036,254 2,189,023 627,910 18,223,578 10,811,223 4,948,725 221,050 750,792 16,585,574 15,782,715 50EN - ENFORCEMENT CVPR - CIVIL PROCESS OUTR - COMMUNITY OUTREACH DSTR - DISASTER & DISRUPTION RESP DISP - DISPATCH ENFO - ENF SUPPORT AND SPEC RESPONSE EXTR - EXTRADITIONS INTL - INTELLIGENCE INVT - INVESTIGATIONS PATR - PATROL PPEV - PROPERTY AND EVIDENCE SRCH - SEARCH AND RESCUE SMIA - SMI APPREHENSION INTERVENTION WRNT - WARRANTS INFO PROCESSING $ $ FY 2007-08 FORECAST 164,887,801 89,793,671 1,169,057 5,016,463 1,666,769 1,749,867 387,685 18,507,381 8,344,012 4,639,108 407,287 353,452 18,509,214 14,343,835 $ $ $ FY 2007-08 REVISED 165,478,712 88,124,447 1,679,743 4,722,329 1,809,698 2,304,456 1,027,261 16,650,274 9,817,877 4,292,814 96,323 786,298 17,884,497 16,282,695 50CM - CUSTODY MANAGEMENT PRDM - ADULT DETENTION MANAGEMENT IARP - INMATE ADDICTIVE RECOVERY INSS - INMATE CANTEEN AND SPEC SVCS IEPA - INMATE EDUCATION IFID - INMATE FINGERPRINT IDENT INLA - INMATE LABOR MEAL - INMATE MEALS MANS - INMATE RELATED MANDATES INRL - INMATE RELEASE ISTP - INMATE SKILLS TRAINING SMIT - INMATE SMI ADDICTIVE RECOV INTR - INMATE TRANSPORT NTAK - INTAKE $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS SUBTOTAL INTERGOVERNMENTAL 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ $ 50,500 50,500 $ $ 66,000 66,000 $ $ 66,063 66,063 $ $ 46,500 46,500 $ $ 66,000 66,000 $ $ $ 5,191,762 36,693,203 41,884,965 $ 4,811,294 2,822,808 7,634,102 $ 5,364,772 4,464,110 9,828,882 $ 3,777,161 3,915,357 7,692,518 $ 4,408,095 5,515,772 9,923,867 $ $ $ 486,340 99,515 585,856 $ 36,158,461 409,000 139,715 36,707,176 SUBTOTAL $ $ 1,120,085 1,120,085 $ $ SUBTOTAL 1,091,220 13,219,293 14,310,512 $ $ $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ $ $ $ $ 38,089,451 409,379 139,715 38,638,545 1,101,000 1,101,000 $ $ 360,800 11,805,340 12,166,140 $ $ 57,951,918 $ 57,951,918 $ $ $ 39,760,527 434,569 108,584 40,303,680 1,101,000 1,101,000 $ $ 360,800 11,805,423 12,166,223 $ $ 57,674,418 $ 57,674,418 $ 750 $ $ $ $ $ $ 38,470,317 408,000 139,715 39,018,032 1,085,351 1,085,351 $ $ 1,053,946 11,982,994 13,036,940 $ $ 61,800,713 $ 61,800,713 $ (63) (63) -0.1% -0.1% (956,677) -17.8% 1,051,662 23.6% 94,985 1.0% $ 380,866 (1,379) 379,487 1.0% -0.3% 0.0% 1.0% 1,157,500 1,157,500 $ $ 56,500 56,500 5.1% 5.1% 360,800 14,534,364 14,895,164 $ $ $ 2,728,941 2,728,941 0.0% 23.1% 22.4% 62,164,989 $ 65,060,563 $ 3,259,850 5.3% 62,164,989 $ 65,060,563 $ 3,259,850 5.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Uses FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 145,670,606 $ 380,751 13,024,846 51,847,210 6,651,998 (15,246,600) 13,678,577 216,007,388 $ 167,227,433 $ 496,940 5,297,474 61,886,342 7,065,784 (17,939,576) 16,714,689 240,749,086 $ 167,356,067 $ 496,940 5,346,595 61,932,564 7,982,078 (17,737,152) 16,787,909 242,165,001 $ 164,917,182 $ 416,157 9,480,838 61,203,795 7,286,362 (17,990,971) 16,632,186 241,945,549 $ 164,643,144 $ 1,212,439 5,385,290 60,229,231 5,586,030 (18,308,183) 16,957,828 235,705,779 $ 2,712,923 (715,499) (38,695) 1,703,333 2,396,048 571,031 (169,919) 6,459,222 1.6% 0.0% 0.0% 2.8% 0.0% -3.2% -1.0% 2.7% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 16,721,693 $ 36,959 3,192,084 1,227,931 (2,067,867) 1,463,016 20,573,816 $ 16,005,770 $ 149,197 2,500,209 562,750 (2,691,933) 1,950,593 18,476,586 $ 16,403,347 $ 153,956 2,483,725 898,361 (2,678,763) 1,950,593 19,211,219 $ 16,836,162 $ 82,021 3,282,120 501,245 (2,609,482) 1,950,570 20,042,636 $ 16,902,987 $ 251,580 2,542,290 410,114 (1,873,817) 1,082,683 19,315,837 $ (499,640) (97,624) (58,565) 488,247 (804,946) 867,910 (104,618) -3.0% 0.0% -2.4% 54.3% 30.0% 44.5% -0.5% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 232,079 $ 623,529 1,945,959 3,166,531 3,457,675 580,070 6,351,954 1,609,622 331,891 414,000 502,125 (2,257,512) 2,257,863 19,215,787 $ 248,514 $ 480,528 3,364,750 3,567,728 3,631,449 576,682 9,555,156 1,209,759 447,181 305,783 422,014 (2,699,179) 2,699,179 23,809,544 $ 101,785 $ 454,802 3,394,325 3,631,723 3,748,566 958,372 9,559,990 1,229,271 389,940 306,084 453,945 (2,693,366) 6,869,319 28,404,756 $ 151,553 $ 796,677 2,031,122 3,470,197 3,430,871 533,742 9,537,758 1,179,378 220,921 300,897 590,926 (2,699,253) 2,699,178 22,243,967 $ 219,258 $ 533,457 5,803,882 4,401,024 5,480,234 595,507 9,560,903 1,429,547 356,345 315,494 415,257 (992,003) 992,003 29,110,908 $ (117,473) -115.4% (78,655) -17.3% (2,409,557) -71.0% (769,301) 0.0% (1,731,668) -46.2% 362,865 37.9% (913) 0.0% (200,276) 0.0% 33,595 8.6% (9,410) (0) 38,688 8.5% (1,701,363) 63.2% 5,877,316 85.6% (706,152) -2.5% 51,563 51,563 49,838 49,838 49,838 49,838 49,838 49,838 49,838 49,838 - OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ $ $ 535 $ 789,064 1,628,294 1,349,876 (278,760) 278,760 3,767,768 $ 259,616,322 $ $ $ - $ 2,077,019 507,819 2,422,820 (530,803) 530,803 5,007,658 $ 288,092,712 $ 751 $ $ 822,480 $ 1,515,585 808,602 2,817,883 (530,803) 530,803 5,964,550 $ 295,795,364 $ $ $ 444,490 $ 925,917 503,429 2,471,635 (536,211) 536,204 4,345,464 $ 288,627,454 $ $ $ 0.0% 0.0% 66,500 $ 828,028 534,233 3,135,580 (276,864) 276,864 4,564,341 $ 755,980 687,557 274,369 (317,697) (253,939) 253,939 1,400,209 0.0% 45.4% 33.9% 47.8% 47.8% 0.0% $ 7,048,661 2.4% 288,746,703 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Fund 100 - GENERAL FY 2006-07 ACTUAL 9,879,240 $ FY 2007-08 ADOPTED 10,636,912 $ FY 2007-08 REVISED 12,568,427 $ FY 2007-08 FORECAST 12,355,031 $ FY 2008-09 ADOPTED 13,005,817 $ ADOPTED VS REVISED % VARIANCE 437,390 3.5% $ 251 - SHERIFF GRANTS SPECIAL REVENUE - GRANT $ $ 5,485,027 5,485,027 $ $ 5,084,102 5,084,102 $ $ 7,278,882 7,278,882 $ $ 5,470,165 5,470,165 $ $ 6,758,867 6,758,867 $ $ 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS SPECIAL REVENUE - OTHER $ $ $ 25,800 1,155,000 2,205,000 14,520,364 149,715 27,240,000 45,295,879 $ $ 38,058 1,083,425 1,786,198 12,693,552 123,726 28,614,834 44,339,793 $ $ 16,400 1,100,000 2,050,000 12,042,042 149,715 26,595,247 41,953,404 $ $ 16,400 1,100,000 2,050,000 12,042,042 149,715 26,595,247 41,953,404 $ $ 19,181 1,116,951 1,717,472 14,106,301 115,300 25,512,446 42,587,651 TOTAL SPECIAL REVENUE $ 48,072,678 $ 47,037,506 $ 49,232,286 $ 49,809,958 $ TOTAL FUNDS $ 57,951,918 $ 57,674,418 $ 61,800,713 $ 62,164,989 USES 100 - GENERAL (520,015) (520,015) -7.1% -7.1% $ 9,400 55,000 155,000 2,478,322 644,753 3,342,475 57.3% 5.0% 7.6% 20.6% 0.0% 2.4% 8.0% 52,054,746 $ 2,822,460 5.7% $ 65,060,563 $ 3,259,850 5.3% $ 68,952,341 $ 71,117,264 $ 72,179,544 $ 71,588,050 $ 72,529,713 $ (350,169) -0.5% 251 - SHERIFF GRANTS SPECIAL REVENUE - GRANT $ $ 5,588,534 5,588,534 $ $ 5,084,102 5,084,102 $ $ 7,278,882 7,278,882 $ $ 5,855,806 5,855,806 $ $ 7,548,150 7,548,150 $ $ (269,268) (269,268) -3.7% -3.7% 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS SPECIAL REVENUE - OTHER $ $ $ 25,800 1,155,000 2,205,000 19,112,421 299,715 185,870,904 208,668,840 $ $ 10,914 1,066,161 1,244,389 12,892,963 49,904 195,919,267 211,183,598 $ $ 16,400 1,100,000 2,050,000 16,042,042 149,715 196,978,781 216,336,938 $ $ 16,400 1,100,000 2,050,000 12,042,042 149,715 196,533,189 211,891,346 $ $ 4,114 1,099,785 1,457,142 10,067,885 172,084,179 184,713,105 $ TOTAL SPECIAL REVENUE $ 190,301,640 $ 216,975,448 $ 223,615,820 $ 217,039,404 $ 216,216,990 $ 7,398,830 3.3% TOTAL FUNDS $ 259,616,322 $ 288,092,712 $ 295,795,364 $ 288,627,454 $ 288,746,703 $ 7,048,661 2.4% (9,400) -57.3% (55,000) -5.0% (155,000) -7.6% (3,070,379) -19.1% (150,000) -100.2% 11,107,877 5.6% 7,668,098 3.5% General Adjustments Eliminate various vacant positions: Various vacant positions are being eliminated, thus reducing the General Fund by $839,818 and the Detention Fund by $917,452. Eliminate various vacant temporary positions: Various vacant temporary positions are being eliminated, reducing the General Fund by $36,568 and the Detention Fundy by $44,435. Reduce outside : of $25,000 to the General Fund and $40,000 to the Detention Fund are being made. Structural Balance: The Sheriff’s Donation Fund expenditure budget is being increased by $9,400 to ensure structural balance in the fund. JMS Migration: The Sheriff’s Inmate Services Fund non-recurring expenditure budget in being increased by $2,300,000 to fund Phase II of the Sheriff’s Office’s Jail Management System (JMS) Migration project. Workers’ Compensation and Unemployment: The Sheriff’s Office Detention Fund budget is being reduced by $399,243 due to lower workers’ compensation and unemployment charges. 752 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Programs and Activities Custody Management Program The purpose of the Custody Management Program is to provide a safe and secure environment to inmates and Maricopa County Sheriff's Office staff so that 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. Program Results Measure Description Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years Percent of adult inmate participants who receive GEDs FY 2007 Actual Not Reported Not Reported Not Reported Not Reported % of Eligible inmate population participating in education classes Percent of fingerprint sets processed Percent of available inmate labor hours worked % of Accurate inmate releases (inmates released according to procedure) Percent of requested items sold % of MEAL activity food costs avoided using donated food % of prisoners handled within 24 hours (booked/classified/or released) % of Inmates not assaulted by other inmates while in custody Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 92.0% 100.0% Not Reported 92.0% 100.0% Not Reported 0.0% 0.0% 0.0% 0.0% Not Reported Not Reported 77.0% Not Reported 77.0% Not Reported 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% 98.9% 99.5% 99.5% 0.0% 0.0% % of seriously mentally ill addictive treatment participants who don't return to jail within two years Not Reported FY 2008 Forecast 89.0% Not Reported Activities that comprise this program include: • Inmate Addictive Recovery • Inmate Education • Inmate Fingerprint Identification • Inmate Labor • Inmate Release • Inmate Canteen and Special Services • Inmate Transport • • • • • • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.0% 0.0% 0.0% Not Reported Inmate Skills Training Inmate Related Mandates Meals Intake Adult Detention Management Seriously Mentally Ill Inmate Addictive Recovery Activity The purpose of the Inmate Addictive Recovery Activity is to provide addictive recovery treatment and rehabilitation services to adult and juvenile inmates so that they will not return to jail. Mandates: This is a non-mandated activity. 753 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years # of Alpha program participants Number of Inmates graduating from Alpha classes # of Alpha program applicants Cost per Alpha program participant FY 2007 Actual Not Reported FY 2008 Forecast 89.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 89.0% 0.0% 0.0% 876 Not Reported 763 657 763 657 0 0 0.0% 0.0% 1,107 $746 980 $1,532 980 $2,217 0 -$685 0.0% -44.7% 251 - SHERIFF GRANTS $ TOTAL SOURCES $ 163,004 $ 163,004 $ 57,112 $ 57,112 $ 63,115 $ 63,115 $ 251 - SHERIFF GRANTS $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 123,448 $ 529,210 687 653,346 $ 36,247 $ 1,113,837 18,973 1,169,057 $ 63,112 $ 1,628,480 22 1,691,614 $ 6,003 6,003 10.5% 10.5% Expenditure (26,865) (514,643) 18,951 (522,557) -74.1% -46.2% 99.9% -44.7% 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. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description % of Eligible inmate population participating in education classes Percent of adult inmate participants who receive GEDs # of inmate population eligible for education classes # of Inmates participating in education classes Number of Inmate population eligible for education classes Cost per inmate education participant FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 2,081 2,711 2,711 0 0.0% 14,931 2,160 2,160 0 0.0% $610.07 $614.82 $751.11 -$136.29 -22.2% Revenue 251 - SHERIFF GRANTS $ TOTAL SOURCES $ 250,471 $ 250,471 $ 458,392 $ 458,392 $ 324,595 $ 324,595 $ (133,797) (133,797) -29.2% -29.2% 251 - SHERIFF GRANTS $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 291,091 $ 853,925 124,548 1,269,564 $ 264,986 $ 1,286,335 115,448 1,666,769 $ 324,626 $ 1,592,181 119,447 2,036,254 $ (59,640) (305,846) (3,999) (369,485) -22.5% -23.8% -3.5% -22.2% Expenditure 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. 754 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of fingerprint sets processed # of Fingerprint sets processed (verified) Number of Fingerprint sets taken Cost per fingerprint set processed (verified) FY 2007 Actual Not Reported FY 2008 Forecast 92.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 92.0% 0.0% 0.0% 149,717 163,873 163,873 0 0.0% 376,047 $9.47 176,446 $10.68 176,446 $13.36 0 -$2.68 0.0% -25.1% 1,418,274 $ 1,418,274 $ 1,749,867 $ 1,749,867 $ 2,189,023 $ 2,189,023 $ (439,156) (439,156) -25.1% -25.1% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of available inmate labor hours worked # of Inmate Labor Hours Worked Number of Inmate labor hours worked INLA Cost Per Inmate Labor Hour Worked FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 3,509,352 3,509,352 3,509,352 3,509,352 3,509,352 3,509,352 0 0 0.0% 0.0% $0.00 $0.11 $0.18 -$0.07 -62.0% 387,685 $ 387,685 $ 627,910 $ 627,910 $ (240,225) (240,225) -62.0% -62.0% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 5,872 $ 5,872 $ 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. 755 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of Accurate inmate releases (inmates released according to procedure) Number of Inmates released # of Inmates ordered for release Cost per inmate released FY 2007 Actual Not Reported FY 2008 Forecast Not Reported 127,422 127,422 $31.07 131,063 131,063 $35.40 FY 2009 Adopted Not Reported Variance Forecast - Adopted 131,063 131,063 $37.76 % Variance Forecast - Adopted 0 0 -$2.36 0.0% 0.0% -6.7% 1.3% 1.3% 251 - SHERIFF GRANTS $ TOTAL SOURCES $ 140,800 $ 140,800 $ 134,317 $ 134,317 $ 136,000 $ 136,000 $ 1,683 1,683 214 - SHERIFF JAIL ENHANCEMENT $ - $ 40,324 $ 122,182 $ (81,858) -203.0% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 144,194 3,814,525 3,958,719 $ 114,209 4,484,575 4,639,108 $ 135,996 4,690,547 4,948,725 $ (21,787) (205,972) (309,617) -19.1% -4.6% -6.7% Expenditure 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of requested items sold # of items sold # of items requested Cost per item sold FY 2007 Actual Not Reported 321,270 407,289 $14.66 FY 2008 Forecast 77.0% 323,612 Not Reported $15.50 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 77.0% 0.0% 0.0% 323,612 0 0.0% 420,717 $14.05 $1.45 9.4% 252 - INMATE SERVICES $ TOTAL SOURCES $ 14,106,301 $ 14,106,301 $ 12,693,552 $ 12,693,552 $ 14,520,364 $ 14,520,364 $ 203 - SHERIFF DONATIONS $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ - $ 4,709,298 17 4,709,315 $ 3,608 $ 5,012,799 56 5,016,463 $ 20,260 $ 4,525,330 22 4,545,612 $ 1,826,812 1,826,812 14.4% 14.4% Expenditure (16,652) 487,469 34 470,851 -461.5% 9.7% 60.7% 9.4% 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. 756 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD # of Inmates transported to court # of Court ordered transports Cost per inmate transported to court FY 2007 Actual Not Reported 149,701 149,701 $112.83 FY 2008 Forecast Not Reported 167,025 167,025 $110.82 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 167,025 0 0.0% 167,025 0 0.0% $99.30 $11.52 10.4% 214 - SHERIFF JAIL ENHANCEMENT $ 6,381 $ 23,039 $ 70,333 $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 16,884,896 16,891,277 $ 674 18,485,501 18,509,214 $ 16,515,241 16,585,574 $ (47,294) 674 1,970,260 1,923,640 -205.3% 100.0% 10.7% 10.4% Budget Balancing Adjustment: The Sheriff’s Office is transferring the costs associated with Ward 41 to the Inmate Services Fund, thus a reduction to the Detention Fund of $859,224 and an increase to the Inmate Services Fund of that amount are being made. 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. Performance Analysis: Measure Type Result Output Measure Description TBD # of Inmate Skills Training Participants FY 2007 Actual Not Reported 9,243 FY 2008 Forecast Not Reported 10,869 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 10,869 0 0.0% Demand # of Inmates Eligible for Skills Training 9,243 10,869 10,869 0 0.0% Efficiency Cost of skills training program per participant $42.47 $37.47 $20.34 $17.13 45.7% Revenue 203 - SHERIFF DONATIONS $ TOTAL SOURCES $ 16,411 $ 16,411 $ 34,373 $ 34,373 $ 25,000 $ 25,000 $ (9,373) (9,373) -27.3% -27.3% 252 - INMATE SERVICES $ 255 - DETENTION OPERATIONS TOTAL USES $ 392,591 $ 407,287 $ 407,287 $ 186,259 (22) 186,237 45.7% 392,591 $ 221,028 $ 22 221,050 $ Expenditure 45.7% 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. 757 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD # of Inmates receiving mandated services # of Inmates requiring inmate related mandated services Mandated inmate service cost per inmate FY 2007 Actual Not Reported 35,766 FY 2008 Forecast Not Reported 9,268 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 9,265 -3 0.0% 35,766 9,265 9,265 0 0.0% $191.90 $900.30 $1,166.89 -$266.59 -29.6% Revenue 203 - SHERIFF DONATIONS $ TOTAL SOURCES $ - $ - $ 16 $ 16 $ - $ - $ (16) (16) -100.0% -100.0% $ 3,328 $ 23,626 50 $ 32,160 3,278 (8,534) 98.5% -36.1% 412,203 6,417,818 6,863,423 $ 537,125 7,779,933 8,344,012 $ 2,598,285 8,180,728 10,811,223 $ (2,061,160) (400,795) (2,467,211) -383.7% -5.2% -29.6% Expenditure 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 33,402 Inmate Meals Activity The purpose of the 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. Performance Analysis: Measure Type Result Output Output Demand Efficiency Expenditure Measure Description % of MEAL activity food costs avoided using donated food # of Inmate Meals Served $ of MEAL activity food costs # of Inmate Meals Needed Cost per Meal Served (fully loaded) 252 - INMATE SERVICES $ 255 - DETENTION OPERATIONS TOTAL USES $ FY 2007 Actual Not Reported 14,110,808 Not Reported 46,348,907 $1.21 2,983,457 $ 14,029,063 17,012,520 $ FY 2008 Forecast Not Reported 14,717,302 18,241,676 14,717,302 $1.26 3,454,661 $ 15,052,720 18,507,381 $ FY 2009 Adopted Not Reported Variance Forecast - Adopted 14,717,302 18,241,676 14,717,302 $1.24 2,181,397 $ 16,042,181 18,223,578 $ % Variance Forecast - Adopted 0 0 0 $0.02 0.0% 0.0% 0.0% 1.5% 1,273,264 (989,461) 283,803 36.9% -6.6% 1.5% The Sheriff’s Office is transferring various positions Budget Balancing Adjustment: associated with Inmate programs to the Inmate Services Fund, thus a reduction to the Detention Fund of $384,000 and an increase to the Inmate Services Fund of that amount are being made. 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. 758 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of prisoners handled within 24 hours (booked/classified/or released) # of inmates booked and classified or released # of Prisoners requiring booking (presented for booking) Cost per prisoner booked FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 127,838 130,979 130,979 0 0.0% 127,850 131,045 131,045 0 0.0% $111.19 $109.51 $120.50 -$10.99 -10.0% 251 - SHERIFF GRANTS $ TOTAL SOURCES $ 22,861 $ 22,861 $ (3,106) $ (3,106) $ - $ - $ 3,106 3,106 -100.0% -100.0% 214 - SHERIFF JAIL ENHANCEMENT $ 32,328 $ 31,094 $ 74,698 $ (43,604) -140.2% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 33,026 65,309 14,084,276 14,214,939 $ 3,690 118,159 14,190,892 14,343,835 $ 2,264,192 13,443,825 15,782,715 $ 3,690 (2,146,033) 747,067 (1,438,880) 100.0% -1816.2% 5.3% -10.0% Expenditure Budget Balancing Adjustment: The Sheriff’s Office is transferring a portion of the Inmate Classification function to the Inmate Services Fund, thus a reduction to the Detention Fund of $2,190,155 and an increase to the Inmate Services Fund of that amount are being made. Adult Detention Management Activity The purpose of the Adult Detention Management Activity is to 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. Mandates: This activity supports the overall mandate of the Custody Management Program. Performance Analysis: Measure Type Result Measure Description % of Inmates not assaulted by other inmates while in custody Output Demand # Inmates Detained Number of inmates requiring detention Efficiency Quarterly cost per inmate detained (Cognos) FY 2007 Actual 98.9% FY 2008 Forecast 99.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.5% 0.0% 0.0% 35,766 35,766 9,265 9,265 9,265 9,265 0 0 0.0% 0.0% $2,234.84 $9,691.71 $9,642.48 $49.23 0.5% Revenue 214 - SHERIFF JAIL ENHANCEMENT $ 1,717,472 $ 1,786,198 $ 2,205,000 $ 418,802 23.4% 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 115,300 25,512,446 27,345,218 $ 123,726 28,614,834 30,524,758 $ 149,715 27,240,000 29,594,715 $ 25,989 (1,374,834) (930,043) 21.0% -4.8% -3.0% 214 - SHERIFF JAIL ENHANCEMENT $ 1,027,142 $ 861,018 $ 1,529,505 $ (668,487) -77.6% 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 78,904,280 79,931,422 $ 215,944 49,904 88,666,805 89,793,671 $ 2,300,000 299,715 85,208,320 89,337,540 $ (2,084,056) (249,811) 3,458,485 456,131 -965.1% -500.6% 3.9% 0.5% Expenditure Inmate 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. 759 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This is a non-mandated activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of seriously mentally ill addictive treatment participants who don't return to jail within two years # of seriously mentally ill addictive treatment program participants # of Inmates referred or diverted to seriously mentally ill treatment program Cost per seriously mentally ill addictive treatment program participant FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Expenditure 252 - INMATE SERVICES $ 255 - DETENTION OPERATIONS TOTAL USES $ 70,128 $ 353,452 $ 70,128 $ 353,452 $ 750,770 $ 22 750,792 $ (397,318) (22) (397,340) -112.4% -112.4% Centralized MCSO Operations Program The purpose of the Centralized MCSO Operations 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 Measure Description % of vehicles receiving APMs in 2 hrs. or less % of Information System Availability (24x7) % of Applicants that meet Sheriff's Office new hire standards % FTE meeting mandated proficiency FY 2007 Actual Not Reported Not Reported 6.6% FY 2008 Forecast 76.0% 100.0% 4.0% 100.0% 100.0% Activities that comprise this program include: • Fleet Management • Information Technology • Training • • 760 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 76.0% 0.0% 0.0% 100.0% 0.0% 0.0% 4.0% 0.0% 0.0% 100.0% 0.0% 0.0% Employee Professional Standards Mandated Enforcement and Detention Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Fleet Management Activity The purpose of the Fleet Management Activity is to provide vehicle management services to the MCSO employees so that they can accomplish their assignments. Mandates: This is a non-mandated activity. Performance Analysis: Measure Type Result Output Measure Description % of vehicles receiving APMs in 2 hrs. or less # of Vehicles on preventive maintenance inventory (assigned vehicles managed) FY 2007 Actual Not Reported Demand # of vehicles in MCSO fleet Efficiency Cost per vehicle managed Expenditure 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ FY 2008 Forecast 76.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 76.0% 0.0% 0.0% 2,651 736 736 0 0.0% 2,733 $273.55 742 $1,020.50 742 $1,081.98 0 -$61.48 0.0% -6.0% (95,753) 50,505 (45,248) -21.4% 16.6% -6.0% 651,855 $ 73,332 725,187 $ 446,938 $ 304,148 751,086 $ 542,691 $ 253,643 796,334 $ Base Adjustment: The Sheriff’s Office is eliminating their motorcycle patrols, thus a reduction to the General Fund of $402,524 is being made. Information Technology 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: This is a non-mandated activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of Information System Availability (24x7) Days information/telecommunications systems operational (24x7) Number of Days information/telecommunications systems required MCSI cost per operational day FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 274 364 364 0 0.0% 274 365 365 0 0.0% $28,184.28 $5,194.27 $7,019.20 -$1,824.93 -35.1% $ TOTAL SOURCES $ 1,805 $ 1,805 $ 139,742 $ 139,742 $ 120,896 $ 120,896 $ (18,846) (18,846) -13.5% -13.5% 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ 3,592,156 $ 4,119,062 7,711,218 $ 1,094,842 $ 797,275 1,892,117 $ 2,134,366 $ 422,517 2,556,883 $ (1,039,524) 374,758 (664,766) -94.9% 47.0% -35.1% 100 - GENERAL Expenditure Employee Professional Standards Activity The purpose of the Check Enforcement Diversion activity is to provide recovery of monies from bad check writers and to deter the writing of bad checks through prosecution, education and the assessment of fines, so that Maricopa County residents and businesses will see successful recovery of lost monies and that offenders are held accountable. 761 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This activity supports the mandates of the Enforcement and Custody Management Programs. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of Applicants that meet Sheriff's Office new hire standards # of new hire standards reviews conducted # of new hire standards reviews required Cost per Sheriff's Office applicant standards review FY 2007 Actual 6.6% FY 2008 Forecast 4.0% Not Reported 6,105 Not Reported FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 4.0% 0.0% 0.0% 2,436 2,436 0 0.0% 3,485 3,485 0 0.0% $1,192.45 $1,187.78 $4.67 0.4% 0.4% 14.8% Expenditure 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 307,574 $ - 2,904,806 $ 1,450,406 - 2,893,439 $ 1,235,397 3,000 11,367 215,009 (3,000) 255 - DETENTION OPERATIONS TOTAL USES $ 1,745,410 2,052,983 $ 5,809,612 $ 5,200 5,786,878 $ (5,200) 22,734 0.4% 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: This activity supports the mandates of the Enforcement and Custody Management Programs. Performance Analysis: Measure Type Result Measure Description % FTE meeting mandated proficiency Output # of Mandated Proficiency Standards Training Program Participants Output Demand # FTE # of MCSO FTE who are required to meet mandated proficiency standards Efficiency Cost per mandated training program participant FY 2007 Actual Not Reported FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 10,727 2,831 2,831 0 0.0% Not Reported 10,727 3,834 2,831 3,834 2,831 0 0 0.0% 0.0% $543.26 $2,241.97 $2,007.20 $234.77 10.5% Revenue 251 - SHERIFF GRANTS $ TOTAL SOURCES $ - $ - $ 415,990 $ 415,990 $ - $ - $ (415,990) (415,990) -100.0% -100.0% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 2,678,921 $ 2,473,044 $ 1,814,202 $ 3,000 20,900 658,842 (3,000) (20,900) 26.6% 255 - DETENTION OPERATIONS TOTAL USES $ 3,148,672 5,827,593 $ 3,873,961 6,347,005 $ 3,844,271 5,682,373 $ 29,690 664,632 0.8% 10.5% Expenditure 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. 762 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. Program Results Measure Description % of level 1 priority calls dispatched under threshold (within standards--10 seconds) % of Zero-injury Enforcement Support Specialized Responses Percent of Court employees surveyed who respond they feel reasonably secure at work (%) Subjects returned within court requested time frame % of Jail and Criminal Intelligence items forwarded to law enforcement % of General investigation cases cleared by arrest % of cases cleared % of Participants (respondents) who benefit from MCSO crime prevention program % of Priority 1 calls responded to within 5 minutes or less Percent of item records managed with automation % Calls for SMI evaluations resulting in transport to a nonjail facility % of missions resulting in rescue FY 2007 Actual Not Reported FY 2008 Forecast 87.0% 94.9% Not Reported 100.0% Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 87.0% 0.0% 0.0% 100.0% 0.0% 0.0% Not Reported Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 81.0% 81.0% 0.0% 0.0% Not Reported Not Reported Not Reported 14.0% Not Reported Not Reported 14.0% Not Reported Not Reported 0.0% 0.0% 42.0% 42.0% 0.0% 0.1% 0.0% 0.0% 34.5% Not Reported Not Reported Not Reported Not Reported Not Reported 100.0% Activities that comprise this program include: • Civil Process • Dispatch • Disaster and Community Threat Disruption Response • Enforcement Support and Specialized Response • Extraditions • Jail and Criminal Intelligence • Investigations • • • • • • • Not Reported Not Reported 100.0% Community Outreach Patrol Property and Evidence Seriously Mentally Ill Apprehension Intervention Search and Rescue Warrants Information Processing 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. 763 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of items served or processed Number of items received for action Cost per item served or procesed (as defined) FY 2007 Actual Not Reported 28,661 FY 2008 Forecast Not Reported 43,194 70,212 $156.23 49,846 $103.91 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 43,194 0 0.0% 49,846 $92.15 0 $11.75 0.0% 11.3% Revenue 100 - GENERAL $ TOTAL SOURCES $ 536,840 $ 536,840 $ 481,069 $ 481,069 $ 474,000 $ 474,000 $ (7,069) (7,069) -1.5% -1.5% 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ 4,477,148 $ 456 4,477,604 $ 4,488,149 $ 4,488,149 $ 3,979,838 $ 637 3,980,475 $ 508,311 (637) 507,674 11.3% Expenditure 11.3% 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 thresholds. Mandates: This activity supports the overall mandate of the Enforcement Program. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of level 1 priority calls dispatched under threshold (within standards--10 seconds) # of Police Service Communications Dispatched # of Incoming police service communications Cost per Police Service call dispatched. FY 2007 Actual Not Reported FY 2008 Forecast 87.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 87.0% 0.0% 0.0% 232,517 232,496 232,496 0 0.0% 232,697 232,496 232,496 0 0.0% $9.44 $10.64 $15.12 -$4.48 -42.1% $ TOTAL SOURCES $ 14,911 $ 14,911 $ 125,072 $ 125,072 $ 257,375 $ 257,375 $ 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ 1,951,957 $ 243,828 2,195,785 $ 2,218,542 $ 254,312 2,472,854 $ 2,484,559 $ 1,030,218 3,514,777 $ Revenue 100 - GENERAL 132,303 132,303 105.8% 105.8% Expenditure (266,017) (775,906) (1,041,923) -12.0% -305.1% -42.1% Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide support to the National Response Plan (NRP) through the State’s Homeland Security Strategy so that acts of terrorism can be prevented and vulnerabilities to critical hazards can be reduced, damage can be minimized, and recovery can take place. 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.” 764 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description TBD # of Days MCSO is prepared to respond to threats and disasters. # of Days MCSO is required to be prepared to respond to threats and disasters Preparedness cost per day FY 2007 Actual Not Reported 274 FY 2008 Forecast Not Reported 365 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 365 0 0.0% 274 365 365 0 0.0% $8,544.78 $4,761.54 $2,077.68 $2,683.86 56.4% 251 - SHERIFF GRANTS $ TOTAL SOURCES $ 1,491,746 $ 1,491,746 $ 1,192,509 $ 1,192,509 $ 719,943 $ 719,943 $ (472,566) (472,566) -39.6% -39.6% 100 - GENERAL $ 212 - SHERIFF RICO 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 28,083 $ 36,191 2,276,997 2,341,271 $ 72,743 $ 5,504 1,659,714 1,737,961 $ (245) $ 29,960 719,939 8,699 758,353 $ 72,988 (24,456) 939,775 (8,699) 979,608 100.3% -444.3% 56.6% Expenditure 765 56.4% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. Performance Analysis: Measure Type Result Result Output Output Output Demand Measure Description % of Zero-injury Enforcement Support Specialized Responses Percent of Court employees surveyed who respond they feel reasonably secure at work Number of Calls for Service Responses by Patrol Resources Bureau units # of Enforcement Support Specialized Responses Number of Court employees surveyed Number of Calls for Service requiring Patrol Resource Bureau assistance Cost per Enforcement Support Specialized Response Efficiency FY 2007 Actual 94.9% Not Reported FY 2008 Forecast 100.0% Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Not Reported Not Reported 4,144 4,144 0 0.0% Not Reported 4,144 4,144 0 0.0% Not Reported Not Reported Not Reported Not Reported 4,144 4,144 0 0.0% Not Reported $3,627.73 $2,430.16 $1,197.56 33.0% Revenue 100 - GENERAL $ 203 - SHERIFF DONATIONS TOTAL SOURCES $ 83,497 $ 826 84,323 $ 219,835 $ 1,796 221,631 $ 260,000 $ 260,000 $ 40,165 (1,796) 38,369 18.3% -100.0% 17.3% 100 - GENERAL $ 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 12,578,286 $ 171,315 65,295 12,737,500 $ 3,946 86,760 60,435 9,170,059 $ 5,390 67,960 121,822 3,567,441 (1,444) 18,800 (61,387) 28.0% -36.6% 21.7% -101.6% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,271,913 15,086,809 $ 211 2,144,448 15,033,300 $ 705,372 10,070,603 $ 211 1,439,076 4,962,697 100.0% 67.1% 33.0% Expenditure Budget Balancing Adjustment: The Sheriff’s Office is transferring their Court Security costs to the Inmate Service Fund, thus there is a reduction of $1,337,000 to the General Fund and an increase of that amount to the Inmate Services Fund. 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 can appear in court when requested. 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: 766 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description (%) Subjects returned within court requested time frame # Subjects returned # Requests for return of subjects Cost per subject returned 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ FY 2007 Actual Not Reported Department Strategic Plans and Budgets Sheriff FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 666 666 $2,627 588 588 $2,773 588 588 $2,550 154 $ 1,749,188 1,749,342 $ 1,357 $ 1,629,449 1,630,806 $ 45,566 $ 1,454,107 1,499,673 $ 0 0 $223 0.0% 0.0% 8.0% (44,209) 175,342 131,133 -3257.8% 10.8% 8.0% 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of Jail and Criminal Intelligence items forwarded to law enforcement # Jail and criminal intelligence items processed (reviewed/analyzed) Number of intelligence items/requests (jail and criminal) received FY 2007 Actual Not Reported FY 2008 Forecast 81.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 81.0% 0.0% 0.0% 21,710 22,587 22,587 0 0.0% 16,019 28,018 28,018 0 0.0% Cost per intelligence item analyzed $132.09 $190.09 $238.70 -$48.62 -25.6% 100 - GENERAL $ 251 - SHERIFF GRANTS TOTAL SOURCES $ 52,780 $ 52,780 $ 21,664 983,176 1,004,840 $ $ 1,534,689 1,534,689 $ (21,664) 551,513 529,849 -100.0% 56.1% 52.7% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 63,544 $ 7,907 18,614 79,139 $ 87,140 29,403 172,202 $ 33,300 64,800 (93,063) 53,840 (35,397) -117.6% 61.8% -120.4% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,777,642 2,867,707 $ 1,240,339 2,857,506 4,293,527 $ 2,320,699 2,800,623 5,391,624 $ (1,080,360) 56,883 (1,098,097) -87.1% 2.0% -25.6% Expenditure 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. 767 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description % of cases cleared % of General investigation cases cleared by arrest Number of cases investigated (open cases) # of Cases Cleared # of Cases assigned/undertaken (cases to be handled) Cost per case investigated FY 2007 Actual Not Reported Not Reported FY 2008 Forecast Not Reported 14.0% Not Reported 9,591 9,591 0 0.0% 7,224 7,346 7,224 7,346 0 0 0.0% 0.0% $1,684.49 $1,732.22 -$47.73 -2.8% 7,265 12,715 Not Reported FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 14.0% 0.0% 0.0% 212 - SHERIFF RICO $ 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,116,951 $ 1,889,791 3,006,742 $ 1,083,425 $ 2,497,355 3,580,780 $ 1,155,000 $ 2,472,781 3,627,781 $ 71,575 (24,574) 47,001 6.6% -1.0% 1.3% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 9,628,558 $ 708,134 94,333 9,655,130 $ 679,711 34,191 9,502,083 $ 914,920 80,400 153,047 (235,209) (46,209) 1.6% -34.6% -135.1% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 1,967,978 3,835,736 16,234,739 $ 1,924,566 3,862,334 16,155,932 $ 2,474,354 3,641,928 16,613,685 $ (549,788) 220,406 (457,753) -28.6% 5.7% -2.8% Expenditure 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 a non-mandated activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of Participants (respondents) who benefit from MCSO crime prevention program # Participants who benefit as a result of attending an MCSO crime prevention program # Community outreach program participants Cost per community outreach participant FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported 15,382 Not Reported Not Reported 18,244 Not Reported Not Reported Not Reported Not Reported Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted Revenue 203 - SHERIFF DONATIONS $ 251 - SHERIFF GRANTS TOTAL SOURCES $ - $ 44,475 44,475 $ 16 $ 3,800 3,816 $ - $ 5,000 5,000 $ (16) 1,200 1,184 -100.0% 31.6% 31.0% 100 - GENERAL $ 203 - SHERIFF DONATIONS 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 3,196 $ 591 3,787 $ 651 $ 16 3,185 3,852 $ 8,567 $ 50 4,996 22 13,635 $ (7,916) (34) (1,811) (22) (9,783) -1216.0% -212.5% -56.9% Expenditure -254.0% Patrol Activity The purpose of the Patrol Activity is to provide preventive enforcement and law enforcement response to the general public in County Districts, at the Lakes, and on Park Trails so that criminal activity can be deterred and offenders can be apprehended. Mandates: This activity supports the overall mandate of the Enforcement Program. 768 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2007 Actual 34.5% FY 2008 Forecast 42.0% 197,683 220,611 220,611 0 0.0% Not Reported 199,180 2,444 221,935 2,444 221,935 0 0 0.0% 0.0% $136.71 $139.57 $141.31 -$1.74 -1.2% 100 - GENERAL $ 251 - SHERIFF GRANTS TOTAL SOURCES $ 8,679,192 $ 601,234 9,280,426 $ 10,882,805 $ 953,920 11,836,725 $ 10,854,546 $ 1,502,744 12,357,290 $ (28,259) 548,824 520,565 -0.3% 57.5% 4.4% 100 - GENERAL $ 212 - SHERIFF RICO 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 24,526,230 $ 80,230 752,508 1,666,835 27,025,802 $ 26,814,414 $ 55,441 608,659 3,312,217 30,790,731 $ 29,494,345 $ 41,960 1,504,428 132,807 31,173,540 $ (2,679,931) 13,481 (895,769) 3,179,410 (382,809) -10.0% 24.3% -147.2% 96.0% -1.2% % of Priority 1 calls responded to within 5 minutes or less # of Radio calls for service responses (# of responses) # of Priority 1 calls responded to # Radio calls for service dispatched to patrol (# of incidents) Cost per call for service response FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 42.0% 0.0% 0.1% Expenditure Budget Balancing Adjustment: The Sheriff’s Office is eliminating their mounted patrol, thus a reduction to the General Fund budget of $407,675 is being made. 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. Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of item records managed with automation # of items of property and evidence stored Number of item records managed Number of items of property and evidence required to be stored. Cost per item stored 100 - GENERAL FY 2007 Actual Not Reported FY 2008 Forecast Not Reported 64,389 Not Reported Not Reported FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 58,047 58,047 0 0.0% Not Reported 58,047 Not Reported 58,047 0 0.0% $17.93 $17.58 $0.35 1.9% $11.79 $ TOTAL SOURCES $ 14,780 $ 14,780 $ 17,723 $ 17,723 $ 14,000 $ 14,000 $ (3,723) (3,723) -21.0% -21.0% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 559,071 $ 638,737 $ 1,704 11,518 474,554 $ 33,600 164,183 1,704 (22,082) 25.7% 100.0% -191.7% 255 - DETENTION OPERATIONS TOTAL USES $ 199,966 759,297 $ 388,967 1,040,926 $ 512,566 1,020,720 $ (123,599) 20,206 -31.8% 1.9% Expenditure 260 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 a non-mandated activity. 769 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % Calls for SMI evaluations resulting in transport to a non-jail facility # SMI evaluations performed # Local law enforcement requests for SMI evaluations Cost per SMI evaluation performed 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ FY 2007 Actual Not Reported FY 2008 Forecast Not Reported FY 2009 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 220,426 $ 220,426 $ 516,049 $ 516,049 $ Variance Forecast - Adopted 118,997 $ 22 119,019 $ 397,052 (22) 397,030 % Variance Forecast - Adopted 76.9% 76.9% Budget Balancing Adjustment: The SMI Intervention Activity is being eliminated due to difficulty in recruiting the necessary staff to fully operate the program over the last year. This results in a General Fund budget reduction of $949,054. Search and Rescue Activity The purpose of the Search and Rescue Activity is to provide aid in missions involving the life or health of any person so that individuals can be rescued or recovered. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of missions resulting in rescue # Search and rescue missions undertaken # Search and rescue incidents Cost per search and rescue mission undertaken FY 2007 Actual Not Reported 34 FY 2008 Forecast 100.0% 39 34 $167.05 39 $1,322.05 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 39 0 0.0% 39 $4,509.54 0 -$3,187.49 0.0% -241.1% Revenue 203 - SHERIFF DONATIONS $ TOTAL SOURCES $ - $ - $ 16 $ 16 $ - $ - $ (16) (16) -100.0% -100.0% 100 - GENERAL $ 203 - SHERIFF DONATIONS 255 - DETENTION OPERATIONS TOTAL USES $ 5,680 $ 5,680 $ 51,544 $ 16 175,800 $ 50 22 175,872 $ (124,256) (34) (22) (124,312) -241.1% -212.5% Expenditure 51,560 $ -241.1% 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. 770 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description TBD # of Items Processed Number of Items received Cost per item processed 100 - GENERAL FY 2007 Actual Not Reported 66,973 Not Reported $31.72 FY 2008 Forecast Not Reported 64,628 82,850 $33.71 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted Not Reported 64,628 0 0.0% 82,850 0 0.0% $33.54 $0.17 0.5% $ TOTAL SOURCES $ 18,109 $ 18,109 $ 42,121 $ 42,121 $ 65,000 $ 65,000 $ 22,879 22,879 54.3% 54.3% 100 - GENERAL $ 255 - DETENTION OPERATIONS TOTAL USES $ 2,124,686 $ 2,124,686 $ 2,178,236 $ 384 2,178,620 $ 2,167,620 $ 21 2,167,641 $ 10,616 363 10,979 0.5% 94.5% 0.5% Expenditure Budget Balancing Adjustment: The Sheriff’s Office is eliminating the DOD program, thus allowing a General Fund budget reduction of $54,252. 771 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 71,117,264 $ 10,636,912 MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study, $211,374; Program & Operations Market Study, $4,149; Nurses Market Study, $29,825) Fountain Hills IGA Town of Carefree IGA Guadalupe, Cave Creek, Queen Creek IGA Revisions Cancellation of El Mirage IGA Expansion of Queen Creek IGA Revision to Goodyear IGA Revision to Gila Bend IGA Radio Refresh Lease (Phase 3) Subtotal $ 215,023 115,451 (1,043,717) 613,165 724,341 11,793 241,058 1,062,280 $ 499,065 108,780 906,588 (1,043,717) 613,165 835,841 11,793 1,931,515 FY 2007-08 REVISED RESTATED BUDGET 72,179,544 $ 12,568,427 (60,182) $ 4,765,348 7,415 24,022 - $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Reallocation of General/Detention Fund splits Elected Official Salary Increase Annualization of Employee Market Comp. Adjustments (Program/Operations, $3,510; Nurses, $20,512) Wells Fargo lease increase Cancellation of El Mirage IGA Expansion of Queen Creek IGA Revision to Goodyear IGA Annualization of Radio Refresh Lease (Phase 3) Subtotal $ (60,182) $ 245,348 163,052 (612,527) 121,767 (141,734) 134,927 4,402,088 $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Requested Revenue Above Target $ FY 2008-09 REQUESTED BUDGET $ 76,581,632 $ BUDGET BALANCING ADJUSTMENTS: Eliminate SMI Intervention Program -- 10.0 FTE Eliminate various vacant positions -- 12.0 FTE Eliminate various vacant temporary positions Reduce outside technology services budget Eliminate Mounted Patrol Eliminate DOD Program Eliminate motorcycles Transfer court security to Inmate Services Fund Subtotal $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET 76,581,632 (612,527) 121,767 (141,734) (632,494) $ 11,935,933 $ 1,069,884 $ 13,005,817 (949,082) $ (839,818) (36,568) (25,000) (407,675) (54,252) (402,524) (1,337,000) (4,051,919) $ - 72,529,713 $ -5.3% 13,005,817 9.0% - $ 72,529,713 772 - $ 13,005,817 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff’s Donations Fund (203) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 16,400 $ 16,400 FY 2007-08 REVISED RESTATED BUDGET $ 16,400 $ 16,400 FY 2008-09 BUDGET TARGET $ 16,400 $ 16,400 REQUESTED ADJUSTMENTS: Requested Revenue Above Target $ - $ 9,400 FY 2008-09 REQUESTED BUDGET $ 16,400 $ 25,800 BASE ADJUSTMENTS: Structural balance $ 9,400 $ - 25,800 $ 57.3% 25,800 57.3% FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 773 25,800 $ 25,800 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff’s RICO Fund (212) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,100,000 $ 1,100,000 FY 2007-08 REVISED RESTATED BUDGET $ 1,100,000 $ 1,100,000 FY 2008-09 BUDGET TARGET $ 1,100,000 $ 1,100,000 REQUESTED ADJUSTMENTS: Requested Revenue Above Target Requested Expenditures Above Target $ $ Subtotal $ 55,000 55,000 $ 55,000 55,000 FY 2008-09 REQUESTED BUDGET $ 1,155,000 $ 1,155,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,155,000 $ 5.0% 1,155,000 5.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 774 1,155,000 $ 1,155,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Jail Enhancement Fund (214) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,050,000 $ 2,050,000 FY 2007-08 REVISED RESTATED BUDGET $ 2,050,000 $ 2,050,000 FY 2008-09 BUDGET TARGET $ 2,050,000 $ 2,050,000 REQUESTED ADJUSTMENTS: Requested Revenue Above Target Requested Expenditures Above Target $ $ Subtotal $ 155,000 155,000 $ 155,000 155,000 FY 2008-09 REQUESTED BUDGET $ 2,205,000 $ 2,205,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 2,205,000 $ 7.6% 2,205,000 7.6% FY 2008-09 TOTAL ADOPTED BUDGET $ 775 2,205,000 $ 2,205,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff’s Grants Fund (251) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 5,084,102 $ 5,084,102 MID-YEAR ADJUSTMENTS: Shoot house funding Grant Reconciliation $ $ Subtotal $ 377,990 1,816,790 2,194,780 $ 377,990 1,816,790 2,194,780 FY 2007-08 REVISED RESTATED BUDGET $ 7,278,882 $ 7,278,882 FY 2008-09 BUDGET TARGET $ 7,278,882 $ 7,278,882 REQUESTED ADJUSTMENTS: Requested Revenue Below Target Requested Expenditures Above Target $ $ Subtotal $ 269,268 269,268 FY 2008-09 REQUESTED BUDGET $ 7,548,150 $ 6,758,867 FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 7,548,150 $ 3.7% 6,758,867 -7.1% $ (520,015) (520,015) NON-OPERATING FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 776 $ - $ - $ 7,548,150 $ 6,758,867 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 12,042,042 $ 12,042,042 MID-YEAR ADJUSTMENTS: Non-recurring Expenditures from Fund Balance $ 4,000,000 $ - FY 2007-08 REVISED RESTATED BUDGET $ 16,042,042 $ 12,042,042 TARGET ADJUSTMENTS: Non-recurring Expenditures from Fund Balance $ (4,000,000) $ - FY 2008-09 BUDGET TARGET $ 12,042,042 $ 12,042,042 REQUESTED ADJUSTMENTS: Requested Revenue Above Target $ - $ 2,478,322 FY 2008-09 REQUESTED BUDGET $ 12,042,042 $ 14,520,364 BUDGET BALANCING ADJUSTMENTS: Transfer Ward 41 expenses from Detention Fund (use fund balance for operating) $ Transfer portion of Inmate Class. from Detention Fund (use fund balance for operating) Transfer Inmate Programs personnel from Detention Fund (use fund balance for operating) Transfer Court Security from General Fund (use fund balance for operating) Subtotal $ 859,224 2,190,155 384,000 1,337,000 4,770,379 $ $ - FY 2008-09 RECOMMENDED OPERATING BUDGET $ 16,812,421 $ 14,520,364 FY 2008-09 ADOPTED BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 16,812,421 $ 39.6% 14,520,364 20.6% NON-OPERATING NON-OPERATING 0001 JMS - Phase II (project detail still to be reviewed and approved by OMB) FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET $ Subtotal $ 2,300,000 2,300,000 $ $ - $ 2,300,000 $ - $ 19,112,421 777 $ 14,520,364 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 149,715 $ 149,715 FY 2007-08 REVISED RESTATED BUDGET $ 149,715 $ 149,715 FY 2008-09 BUDGET TARGET $ 149,715 $ 149,715 FY 2008-09 REQUESTED BUDGET $ 149,715 $ 149,715 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 149,715 $ 0.0% 149,715 0.0% NON-OPERATING 0001 One-time Correctional Health expenditures from fund balance (Outside lab costs, $50,000; Phasing of new pharmacy practices, $100,000) $ 150,000 $ - FY 2008-09 ADOPTED NON-OPERATING BUDGET $ 150,000 $ - $ 299,715 $ 149,715 NON-OPERATING FY 2008-09 TOTAL ADOPTED BUDGET 778 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II, $57,677; Program & Operations, $62,127; Nurses, $3,092; Social Worker, $203,886) JMS mainframe Radio Refresh Lease (Phase 3) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Jan. 2008 Administrative Reductions $ Annualization of Employee Market Compensation Adjustments (Program & Operations, $52,842; Nurses, $2,127; Social Worker, $172,519) Reallocation of General/Detention Fund Splits Annualization of Radio Refresh Lease (Phase 3) FY 2008-09 Reduction in Risk Management Charges Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Requested Revenue Above Target Requested Expenditures Above Target $ Subtotal $ $ FY 2008-09 REQUESTED BUDGET BUDGET BALANCING ADJUSTMENTS: Eliminate various vacant positions -- 15.0 FTE Eliminate various vacant temporary positions Reduce external contract services Transfer Ward 41 costs to the Inmate Services Fund Transfer portion of Inmate Classification to Inmate Services Fund Transfer personnel supporting inmate programs to Inmate Services Fund Reduce Worker's Compensation and Unemployment $ Subtotal $ $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 779 196,533,189 $ 26,595,247 (204,291) $ 326,782 - 169,095 154,006 445,592 196,978,781 $ $ 26,595,247 (204,291) $ 227,488 - (4,765,348) 107,826 (2,088,378) (6,722,703) $ 190,256,078 $ 26,595,247 449,316 449,316 190,705,394 644,753 644,753 27,240,000 $ $ $ (917,452) $ (44,435) (40,000) (859,224) (2,190,155) (384,000) (399,224) (4,834,490) $ 185,870,904 $ -2.3% 185,870,904 27,240,000 $ 27,240,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Superintendent of Schools Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the 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: By utilizing the County’s Human Resource recruitment office, the Department’s Human Resource Specialist has created a network to attract qualified applicants using new advertising markets. • 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. Status: Management strives to evaluate employee performance plans on a quarterly basis and will continue to do so during fiscal year 2008-09. Employee performance plans will be revised on an “as-needed-basis” to adjust for any additional duties and responsibilities in order to ensure alignment with departmental strategic plan. • 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 Visions software program has been implemented. Training has been provided and Districts are using this new web-based application. • 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: Visions software is now being used for all invoicing and requisitioning (Garnishment billings, Communications billings, and Educational Service Agency requisitions). • 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, 780 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools implementation and management of all of the Education Service Agency grants so that the SOS has more effective administrative oversight. Status: The comprehensive grant manual is currently being developed with about 50 percent of the manual completed. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 4,284,615 $ 4,284,615 4,761,912 $ 4,761,912 4,791,455 $ 4,791,455 4,142,618 $ 4,142,618 2,840,627 $ 2,840,627 (1,950,828) (1,950,828) -40.7% -40.7% $ 1,020,522 $ 1,020,522 5,437,559 $ 50 $ 50 4,761,962 $ 50 $ 50 4,791,505 $ 16 $ 16 3,925,237 $ 50 $ 50 2,840,677 $ (1,950,828) 0.0% 0.0% -40.7% $ 3,961,495 $ 119,203 3,842,292 5,368,724 $ 156,897 5,211,827 5,398,264 $ 156,897 5,241,367 4,460,944 $ 166,459 4,294,485 6,318,109 $ 153,648 6,164,462 (919,845) 3,249 (923,095) -17.0% 2.1% -17.6% $ 231,935 $ 7,342 147,980 4,485 56,217 15,911 475,911 $ 27,292 414,680 27,291 4,201 2,447 464,015 $ 27,292 402,784 27,291 4,201 2,447 631,389 $ 23,708 509,308 22,398 61,096 14,879 648,721 $ 24,589 542,234 22,588 57,725 1,585 99GV - GENERAL GOVERNMENT $ ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ (175,518) $ 29,796 4,017,912 $ 52,063 $ 52,063 5,896,698 $ 52,063 $ 52,063 5,914,342 $ 42,044 $ 42,044 5,134,377 $ 32,741 $ 32,741 6,999,564 $ 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES TOTAL PROGRAMS $ EXPENDITURES 37SC - EDUCATION PBIN - PUBLIC INFORMATION SERVICES EDSU - SCHOOL DISTRICT SUPPORT 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT (184,706) -39.8% 2,703 9.9% (139,450) -34.6% 4,703 17.2% (53,524) -1274.1% 862 35.2% 19,322 19,322 (1,085,230) 37.1% 37.1% -18.3% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ (1,260) $ (1,260) $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,076,469 $ (12,648) 3,063,821 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 818,977 818,977 $ $ - $ $ 3,058,354 82,680 3,141,034 127,500 700,541 828,041 $ $ $ $ - 3,087,897 82,680 3,170,577 127,500 700,541 828,041 $ $ $ $ $ $ - 2,200,854 241,927 2,442,781 42,497 683,341 725,838 $ $ $ $ $ $ - 1,137,019 190,056 1,327,075 100,245 50 100,295 $ $ $ $ $ $ - (1,950,878) 107,376 (1,843,502) 0.0% 0.0% -63.2% 129.9% -58.1% (27,255) -21.4% (700,491) -100.0% (727,746) -87.9% FINES & FOREFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 53,738 1,502,283 1,556,021 $ TOTAL SOURCES $ 5,437,559 $ 792,887 792,887 $ 4,761,962 $ $ 792,887 792,887 $ 4,791,505 781 $ $ 77,389 679,229 756,618 $ 3,925,237 $ $ 1,413,307 1,413,307 $ $ $ 2,840,677 $ 620,420 620,420 (1,950,828) 0.0% 78.2% 78.2% -40.7% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,470,471 $ 23,102 44,963 499,089 20,908 (938) 938 2,058,533 $ $ $ $ 334,751 4,322 339,073 2,680 $ (23,918) 284,008 6,251 656 13,767 781,434 385,265 140,877 106,613 (14,188) 14,119 1,697,564 $ 1,271,406 328,607 3,610 12,397 795,373 140,415 9,951 100,557 2,662,316 $ 204,273 2,341 9,241 215,855 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ FY 2007-08 REVISED 1,804,294 88,107 626,048 359,588 2,878,037 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2007-08 ADOPTED $ FY 2007-08 FORECAST 1,804,294 77,054 625,207 359,583 2,866,138 $ 334,751 4,322 339,073 $ $ $ 1,300,949 328,607 3,610 12,397 795,373 140,415 9,951 100,557 2,691,859 $ $ $ $ FY 2008-09 ADOPTED 1,611,217 28,340 575,515 137,770 2,352,842 $ ADOPTED VS REVISED VARIANCE % $ $ 1,662,126 113,381 16,648 565,528 12,075 110,000 2,479,758 220,625 $ 7,670 2,226 (22,690) 177,358 385,189 $ 189,623 4,322 2,500 196,445 $ $ $ $ 16,848 1,059,085 323,909 4,328 13,497 559,478 269,380 37,562 102,875 2,386,962 $ 987,253 328,607 3,610 31,702 799,072 140,751 9,488 82,680 500 2,383,663 $ $ - $ $ - $ $ - $ $ - $ $ 1,881,148 1,881,148 $ $ $ $ $ 35,000 23,550 58,550 $ $ 9,384 9,384 $ $ 17,272 17,272 $ $ 17,272 17,272 $ SUBTOTAL $ 31,130 14,830 45,960 TOTAL USES $ 4,017,912 $ 5,896,698 $ 5,914,342 $ 5,134,377 $ 6,999,564 $ CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 7.9% 0.0% 0.0% 9.5% 0.0% 0.0% 0.0% 13.5% 145,128 (2,500) 142,628 43.4% 0.0% 0.0% 0.0% 0.0% 42.1% 0.0% 0.0% 313,696 24.1% 0.0% 0.0% (19,305) -155.7% (3,699) 0.0% (336) -0.2% 463 4.7% 17,877 17.8% 0.0% (500) 0.0% 308,196 11.4% $ $ SUBTOTAL $ 142,168 (36,327) (16,648) 59,679 347,508 (110,000) 386,380 (1,881,148) (1,881,148) 0.0% 0.0% (35,000) 0.0% (6,278) -36.3% (41,278) -239.0% $ (1,085,222) -18.3% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 220,975 $ 218,550 $ 218,550 $ 150,245 $ 828,091 $ 715 - SCHOOL GRANT SPECIAL REVENUE - GRANT $ $ 3,335,864 3,335,864 $ $ 3,058,354 3,058,354 $ $ 3,087,897 3,087,897 $ $ 2,394,261 2,394,261 $ $ 1,027,019 1,027,019 $ $ 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST SPECIAL REVENUE - OTHER $ $ $ 110,000 792,887 82,680 985,567 $ $ 661,327 82,573 636,831 1,380,731 $ $ 792,887 82,680 609,491 1,485,058 $ $ 792,887 82,680 609,491 1,485,058 $ $ 1,020,522 99,908 760,290 1,880,720 $ TOTAL SPECIAL REVENUE $ 5,216,584 $ 4,543,412 $ 4,572,955 $ 3,774,992 $ 2,012,586 $ (2,560,369) -56.0% TOTAL FUNDS $ 5,437,559 $ 4,761,962 $ 4,791,505 $ 3,925,237 $ 2,840,677 $ (1,950,828) -40.7% $ 2,007,234 $ 2,461,627 $ 2,449,728 $ 2,298,942 $ 2,320,833 $ 128,895 5.3% 715 - SCHOOL GRANT SPECIAL REVENUE - GRANT $ $ 1,074,427 1,074,427 $ $ 2,559,504 2,559,504 $ $ 2,589,047 2,589,047 $ $ 2,212,470 2,212,470 $ $ 1,812,016 1,812,016 $ $ 777,031 777,031 30.0% 30.0% 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST SPECIAL REVENUE - OTHER $ $ $ 110,000 792,887 82,680 1,881,148 2,866,715 $ $ 557,253 65,712 622,965 $ $ 792,887 82,680 875,567 $ $ 792,887 82,680 875,567 $ $ 882,402 53,849 936,251 $ (110,000) 0.0% 0.0% 0.0% (1,881,148) 0.0% (1,991,148) -227.4% TOTAL SPECIAL REVENUE $ 2,010,678 $ 3,435,071 $ 3,464,614 $ 2,835,435 $ 4,678,731 $ (1,214,117) -35.0% TOTAL FUNDS $ 4,017,912 $ 5,896,698 $ 5,914,342 $ 5,134,377 $ 6,999,564 $ (1,085,222) -18.3% USES 100 - GENERAL 782 609,541 (2,060,878) (2,060,878) 278.9% -66.7% -66.7% 110,000 0.0% 0.0% 0.0% (609,491) -100.0% (499,491) -33.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools 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 Measure Description Percent of customers who report good/excellent service on annual district support survey Percent of customers who report overall good/excellent service on annual small schools district support survey. Percent of customers who report overall good/excellent service on the elections satisfaction survey Percent of Home School families who report who reported on the annual survey satisfied / very satisfied with the services provided by the Home School Division. Percent of Home School families who report on the annual survey satisfied / very satisfied with the private/Home School information packet FY 2007 Actual Not Reported FY 2008 Forecast 90.0% Not Reported 90.0% 90.0% 0.0% 0.0% Not Reported 90.0% 90.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Not Reported 95.0% 95.0% 0.0% 0.0% Activities that comprise this program include: • Public Information Services Activity • School District Support Activity 783 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic 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: Measure Type Result Result Output Output Output Demand Efficiency Expenditure Measure Description FY 2007 Actual Percent of Home School families who report Not Reported who reported on the annual survey satisfied / very satisfied with the services provided by the Home School Division. Percent of Home School families who report Not Reported on the annual survey satisfied/very satisfied with the private/Home School information packet Number of Home School families Not Reported responding to annual survey Number of Private/Home School Information 268 packets provided Number of school and education related Not Reported information processed Number of inquiries for school and 838,904 education related information required Cost per inquiry $ - $ 100 - GENERAL $ TOTAL USES $ FY 2008 Forecast 95.0% 119,203 $ 119,203 $ 95.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 0.0% 0.0% 95.0% 0.0% 0.0% 10 10 - 0.0% 400 400 - 0.0% 838,984 838,984 - 0.0% 838,984 838,984 - 0.0% 0.20 $ 0.18 $ 0.02 7.7% 166,459 $ 166,459 $ 153,645 $ 153,645 $ 12,814 12,814 7.7% 7.7% 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. 784 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Performance Analysis: Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Efficiency Revenue Measure Description Percent of customers who report good/excellent service on annual district support survey Percent of customers who report overall good/excellent service on annual small schools district support survey. Percent of customers who report overall good/excellent service on the elections satisfaction survey Number of customers of district support responding to annual survey Number of customers of small schools district support responding to annual survey Number of customers of elections responding to survey Number of school district special elections coordinated Number of individuals attending trainings offered by SOS Number of trainings offered by SOS Number of school district special elections coordinated Number of candidates running for office Dollar cost per election coordinated FY 2007 Actual Not Reported FY 2008 Forecast 90.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% 0.0% 0.0% Not Reported 90.0% 90.0% 0.0% 0.0% Not Reported 90.0% 90.0% 0.0% 0.0% Not Reported 10 10 - 0.0% Not Reported 5 5 - 0.0% Not Reported 20 20 - 0.0% 54 54 54 - 0.0% 1,294 1,294 1,294 - 0.0% 92 54 92 54 92 54 - 0.0% 0.0% $ 201 71,138.91 $ 201 79,527.50 $ 201 114,156.63 $ (34,629.13) 0.0% -43.5% 100 - GENERAL $ 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST TOTAL SOURCES $ 220,974 $ 3,203,442 99,909 760,291 4,284,617 $ 150,229 $ 2,611,658 661,327 82,573 636,831 4,142,618 $ 828,041 $ 110,000 1,027,019 792,887 82,680 2,840,627 $ (677,812) (110,000) 1,584,639 (131,560) (107) 636,831 1,301,991 -451.2% 0.0% 60.7% -19.9% -0.1% 100.0% 31.4% 100 - GENERAL $ 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST TOTAL USES $ 1,625,506 $ 1,279,744 882,403 53,849 3,841,501 $ 1,463,926 $ 2,207,594 557,253 65,712 4,294,485 $ 1,488,163 $ 110,000 1,809,580 792,887 82,680 1,881,148 6,164,458 $ (24,237) 110,000 (398,014) 235,634 16,968 1,881,148 1,821,499 -1.7% 0.0% -18.0% 42.3% 25.8% 0.0% 42.4% Expenditure The increase in the School District Support Activity is due to a one-time fund balance transfer in the amount of $1,881,148. 785 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Salary Increase Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Revenue Expenditure Reduction $ Subtotal $ FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Revenue Indirect Cost Recovery Revenue Indirect Cost Recovery Revenue Reduction - 2,449,728 $ 218,550 - $ 5,626 (11,898) (6,272) $ - 2,443,456 $ 218,550 - $ (473) (473) $ 116,162 116,162 334,712 $ - $ (116,162) 682,882 (73,341) 493,379 $ $ 786 (11,899) $ (11,899) $ $ Subtotal $ FY 2008-09 TOTAL ADOPTED BUDGET 218,550 2,442,983 $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ $ Subtotal $ BUDGET BALANCING ADJUSTMENTS: Eliminate Two (2) Administrative Positions Eliminate Communication Officer/Lobbyist Position 2,461,627 $ (60,580) $ (61,570) (122,150) $ - 2,320,833 $ -5.0% 828,091 278.9% 2,320,833 $ 828,091 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Small Schools Fund (669) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ - FY 2007-08 REVISED RESTATED BUDGET $ - $ - FY 2008-09 BUDGET TARGET $ - $ - $ Subtotal $ - $ $ 110,000 110,000 $ - $ 110,000 $ Subtotal $ 110,000 110,000 $ $ - FY 2008-09 RECOMMENDED OPERATING BUDGET $ 110,000 $ 110,000 FY 2008-09 ADOPTED BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 110,000 #DIV/0! $ 110,000 #DIV/0! $ 110,000 $ 110,000 REQUESTED ADJUSTMENTS: Small Schools Revenue FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Allocation to Grant Fund FY 2008-09 TOTAL ADOPTED BUDGET 787 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Grant Fund (715) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,559,504 $ 3,058,354 MID-YEAR ADJUSTMENTS: Grants - Middle School Science Professional Ed Gran/Arizona Dept of Educ $ Grants - IDEA Basic Entitlement Grant 2008 Grants - Gifted Education Grant/Arizona Dept of Education Grants - Gifted Education Grant Increase/Arizona Dept of Education Subtotal $ 8,170 15,580 640 5,153 29,543 $ $ 8,170 15,580 640 5,153 29,543 2,589,047 $ 3,087,897 FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Grants - Middle School Science Professional Ed Gran/Arizona Dept of Educ Grants - IDEA Basic Entitlement Grant 2008 Grants - Gifted Education Grant/Arizona Dept of Education Grants - Gifted Education Grant Increase/Arizona Dept of Education Structural Balance Subtotal $ FY 2008-09 BUDGET TARGET $ REQUESTED ADJUSTMENTS: Grant Reductions $ Subtotal $ FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Correctly State Small Schools Revenue to Fund 669 Structural Balance Transfer Small Schools Revenue to Fund 715 2,559,504 $ (1,532,485) $ (1,532,485) $ $ 1,027,019 $ $ - $ Subtotal $ FY 2008-09 RECOMMENDED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT - $ (8,170) (15,580) (640) (5,153) (29,543) $ $ (8,170) (15,580) (640) (5,153) (498,850) (528,393) 2,559,504 (1,530,049) (1,530,049) 1,029,455 $ (110,000) (2,436) 110,000 (2,436) 1,027,019 $ -59.9% 1,027,019 -59.9% NON-OPERATING NON-OPERATING 0001 Fund Balance Transfer Projected Equipment Replacement (Laptops/Projectors) $ FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 788 $ Subtotal $ 750,000 34,997 784,997 $ - $ 784,997 $ - $ 1,812,016 $ 1,027,019 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Transportation Fund (780) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 792,887 $ 792,887 FY 2007-08 REVISED RESTATED BUDGET $ 792,887 $ 792,887 FY 2008-09 BUDGET TARGET $ 792,887 $ 792,887 FY 2008-09 REQUESTED BUDGET $ 792,887 $ 792,887 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 792,887 $ 0.0% 792,887 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 789 792,887 $ 792,887 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Communication Fund (782) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 82,680 $ 82,680 FY 2007-08 REVISED RESTATED BUDGET $ 82,680 $ 82,680 FY 2008-09 BUDGET TARGET $ 82,680 $ 82,680 FY 2008-09 REQUESTED BUDGET $ 82,680 $ 82,680 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 82,680 $ 0.0% 82,680 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 790 82,680 $ 82,680 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Indirect Cost Fund (795) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ - $ 609,491 FY 2007-08 REVISED RESTATED BUDGET $ - $ 609,491 FY 2008-09 BUDGET TARGET $ - $ 609,491 $ Subtotal $ - $ $ 73,391 73,391 $ - $ 682,882 $ Subtotal $ - $ $ (682,882) (682,882) FY 2008-09 RECOMMENDED OPERATING BUDGET $ - $ - FY 2008-09 ADOPTED BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ - $ -100.0% $ Subtotal $ 1,881,148 1,881,148 $ $ - $ 1,881,148 $ - $ 1,881,148 $ - REQUESTED ADJUSTMENTS: Indirect Cost Recovery Revenue FY 2008-09 REQUESTED BUDGET BASE ADJUSTMENTS: Indirect Cost Recovery Revenue #DIV/0! NON-OPERATING NON-OPERATING 0001 Fund Balance Transfer FY 2008-09 ADOPTED NON-OPERATING BUDGET FY 2008-09 TOTAL ADOPTED BUDGET 791 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission The commitment and mission of the Superior Court of Arizona in Maricopa County 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 is 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 2008, the Superior Court will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court standards. Status: The Court has exceeded this goal in the Civil Department and Family Court for FY 2008, and remains committed to improving case processing of Criminal felony cases through process improvements and re-engineering. The Civil Department disposed of 95.6% of cases within 18 months of filing, and Family Court disposed of 95% of pre-decree cases within 12 months. The Court disposed of 81.4% of Criminal felony cases within 180 days of arraignment. This goal has expired but will be extended by the department. • 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 2008, the case clearance rate in Mental Health Court will average 95%. Status: In FY 2008, the Court processed 1,568 Rule 11 mental competency felony defendants through the Mental Health Court. This goal has expired but will be extended by the department. • 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 2008, 90% of website visitors will report satisfaction with the services and information provided. Status: As a result of the recent redesign of the Judicial Branch’s website to be easier to navigate, providing access to the most used resources, and case information, the courts have had an increase in visitors and customer satisfaction: over 6 million users visited the Court’s website, and over 100 million website sessions were completed. The overall satisfaction rate 792 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court for website visitors was 94.3% for the year. This goal has expired but will be extended by the department. • The courts will expand their ability to make informed decisions using timely, accurate, and coordinated information provided through the enhanced, integrated Court Information System (iCIS). Status: At the close of FY 2008, all of the above stated goals for iCIS were accomplished, with the exception of the full integration of APETS (a statewide controlled application for APD) to iCIS. In addition, much work has been done to increase public access to the courts: E-Filing, ECourts, and increases integration with many partner agencies. Further as an integrated system we have benefited from greater collaboration and efficiencies. The next generation of iCIS is in the planning stage to provide another 5-8 years of service and opportunity. Lastly efforts are underway to replace the current aging Jury system, which services the Superior Court, Justice Courts, and the municipalities. This goal has expired but will be extended by the department. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 80CV - CIVIL JUSTICE PROGRAM CVAD - GENERAL CIVIL ADJUDICATION FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 3,007,033 3,007,033 $ 3,177,290 3,177,290 $ 3,177,290 3,177,290 $ 2,824,871 2,824,871 $ 2,972,400 2,972,400 $ (204,890) (204,890) -6.4% -6.4% 80OS - COURT OPERATIONS SUPPORT PROG CSEC - COURT SECURITY CINT - COURT INTERPRETATION JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFORM & COMMUNITY OUTRCH $ 3,138,111 938,092 750 906,999 69,187 1,223,083 $ 2,643,352 920,862 500 470,294 78,196 1,173,500 $ 2,643,352 920,862 500 470,294 78,196 1,173,500 $ 2,804,612 841,574 564 784,531 70,085 1,107,858 $ 2,707,024 925,662 500 487,322 65,040 1,228,500 $ 63,672 4,800 17,028 (13,156) 55,000 2.4% 0.5% 0.0% 3.6% -16.8% 4.7% 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION FELA - GENERAL FELONY ADJUDICATION $ 2,498,992 35,833 2,463,158 $ 2,764,224 96,100 2,668,124 $ 2,764,224 96,100 2,668,124 $ 3,837,271 122,643 3,714,628 $ 2,876,780 187,139 2,689,641 $ 112,556 91,039 21,517 4.1% 94.7% 0.8% 80FA - FAMILY ADJUDICATION PROGRAM FPST - FAMILY POST DECREE FPRE - FAMILY PRE DECREE $ 3,720,336 664,632 3,055,705 $ 3,471,351 725,635 2,745,716 $ 3,471,351 725,635 2,745,716 $ 3,330,373 622,039 2,708,334 $ 5,084,948 2,251,758 2,833,190 $ 1,613,597 1,526,123 87,474 46.5% 210.3% 3.2% 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ 878,927 6,926 872,001 $ 1,073,487 32,000 1,041,487 $ 1,073,487 32,000 1,041,487 $ 1,012,074 19,496 992,578 $ 1,196,607 170,148 1,026,459 $ 123,120 138,148 (15,028) 80MH - MENTAL HEALTH COURT PROGRAM MENT - MENTAL HEALTH $ - $ - $ - $ - $ 48,000 48,000 $ 48,000 48,000 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN $ 412,959 412,959 $ 389,628 389,628 $ 389,628 389,628 $ 363,026 363,026 $ 450,944 450,944 $ 61,316 61,316 15.7% 15.7% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 179,445 21,178 158,267 - $ 451,295 292,360 500 157,935 500 $ 451,295 292,360 500 157,935 500 $ 187,060 83,344 103,716 - $ 201,295 42,360 500 157,935 500 $ (250,000) (250,000) - -55.4% -85.5% 0.0% 0.0% 0.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (69,334) $ (69,334) - $ - $ 44,807 44,807 $ - $ 1,355,471 1,355,471 15,326,098 $ 1,355,471 1,355,471 15,326,098 $ 1,156,774 1,156,774 15,560,868 $ 1,296,000 1,296,000 16,833,998 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DESK - DESKTOP SUPPORT TOTAL PROGRAMS $ 1,341,820 119,153 1,222,667 15,108,289 $ $ 793 $ $ $ $ 11.5% 431.7% -1.4% (59,471) (59,471) 1,507,900 -4.4% -4.4% 9.8% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Program and Activity – All Funds (Continued) FY 2006-07 ACTUAL EXPENDITURES 80CV - CIVIL JUSTICE PROGRAM CVSC - CIVIL SMALL CLAIMS CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER CVAD - GENERAL CIVIL ADJUDICATION INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL (JUSTICE COURTS) FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % $ 5,726,455 5,726,455 - $ 6,502,744 6,502,744 - $ 6,509,787 29 29 29 6,509,617 28 28 27 $ 6,445,525 6,445,525 - $ 6,486,208 6,486,208 - $ 23,579 29 29 29 23,409 28 28 27 0.4% 100.0% 100.0% 100.0% 0.4% 100.0% 100.0% 100.0% 80OS - COURT OPERATIONS SUPPORT PROG CSEC - COURT SECURITY CINT - COURT INTERPRETATION CTRN - COURT TRANSLATION INDG - INDIGENT DEFENSE REIMBURSE JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFORM & COMMUNITY OUTRCH $ 22,514,649 6,645,342 3,194,946 267,162 236,216 4,800,094 3,758,874 3,612,015 $ 22,183,659 7,375,819 2,778,231 267,382 270,486 3,778,354 3,795,927 3,917,460 $ 22,327,103 7,384,775 2,840,064 267,440 270,601 3,778,357 3,811,408 3,974,458 $ 23,575,551 6,774,198 3,458,172 250,536 426 4,929,706 4,228,517 3,933,996 $ 22,095,095 6,566,293 2,850,817 292,602 2,942 4,519,389 4,013,672 3,849,380 $ 232,008 818,482 (10,753) (25,162) 267,659 (741,032) (202,264) 125,078 1.0% 11.1% -0.4% -9.4% 98.9% -19.6% -5.3% 3.1% 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 $ 15,005,935 284,990 689,620 14,031,325 - $ 16,936,357 1,206,882 746,755 14,982,720 - $ 16,943,765 1,207,571 57 746,503 14,989,520 57 57 $ 16,263,358 343,094 705,834 15,214,430 - $ 17,061,697 565,228 691,445 15,805,024 - $ (117,932) 642,343 57 55,058 (815,504) 57 57 -0.7% 53.2% 100.0% 7.4% -5.4% 100.0% 100.0% 80FA - FAMILY ADJUDICATION PROGRAM FPST - FAMILY POST DECREE FPRE - FAMILY PRE DECREE $ 13,024,213 3,303,256 9,720,958 $ 14,388,333 3,634,295 10,754,038 $ 14,460,412 3,632,721 10,827,691 $ 13,588,783 3,216,888 10,371,895 $ 13,787,821 3,667,469 10,120,352 $ 672,591 (34,748) 707,339 4.7% -1.0% 6.5% 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ 7,360,233 3,798,704 3,561,529 $ 8,296,766 3,966,590 4,330,176 $ 8,301,862 3,959,332 4,342,530 $ 8,253,629 4,329,785 3,923,844 $ 8,402,577 4,226,314 4,176,263 $ (100,715) (266,982) 166,267 -1.2% -6.7% 3.8% 80MH - MENTAL HEALTH COURT PROGRAM MENT - MENTAL HEALTH $ 1,025,879 1,025,879 $ 1,096,011 1,096,011 $ 1,096,006 1,096,006 $ 949,626 949,626 $ 1,024,088 1,024,088 $ 71,918 71,918 6.6% 6.6% 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN $ 1,958,621 1,958,621 $ 2,101,209 2,101,209 $ 2,101,319 2,101,319 $ 2,133,963 2,133,963 $ 2,006,517 2,006,517 $ 94,802 94,802 4.5% 4.5% 80TA - TAX ADJUDICATION PROGRAM LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD $ 504,943 316,823 188,120 $ 544,478 339,244 205,234 $ 544,478 339,243 205,235 $ 524,912 323,118 201,794 $ 541,073 336,099 204,974 $ 3,405 3,144 261 0.6% 0.9% 0.1% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 8,054,030 166,163 5,130,172 259,836 2,062,551 435,309 $ 8,330,416 184,367 5,275,127 275,291 2,105,507 490,124 $ 8,373,964 189,285 5,363,300 286,988 2,024,784 509,607 $ 8,165,227 187,969 4,895,978 354,872 2,239,127 487,281 $ 6,899,839 185,879 3,437,349 350,623 2,451,717 474,271 $ 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 85,899 85,899 $ 203,607 73,440 130,167 $ 196,512 2 66,254 130,256 $ 120,480 120,480 $ 110,499 110,499 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT TOTAL PROGRAMS $ 4,709,695 1,326,077 2,349,592 797,649 236,378 79,970,553 $ 6,190,580 2,817,695 1,862,457 992,956 517,472 86,774,160 $ 6,368,633 2,989,462 1,868,505 994,375 516,291 87,223,841 $ 4,997,458 1,863,331 1,642,045 929,394 562,688 85,018,512 $ 5,962,275 2,389,572 1,934,698 1,028,038 609,967 84,377,689 $ $ 794 $ $ $ $ 1,474,125 3,406 1,925,951 (63,635) (426,933) 35,336 86,013 2 66,254 19,757 406,358 599,890 (66,193) (33,663) (93,676) 2,846,152 17.6% 1.8% 35.9% -22.2% -21.1% 6.9% 43.8% 100.0% 100.0% 15.2% 6.4% 20.1% -3.5% -3.4% -18.1% 3.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,204,070 2,327,412 5,531,481 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 9,172,904 9,172,904 $ $ SUBTOTAL $ 2,012,717 1,634,659 3,647,376 $ $ $ 920,682 10,532,013 11,452,695 5,333 5,333 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 291,081 107,490 398,571 $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS 2,012,717 1,505,185 3,517,902 $ $ $ 1,050,156 10,532,013 11,582,169 8,200 8,200 $ $ 87,527 130,300 217,827 $ $ 15,108,289 $ 15,108,289 $ $ 1,694,808 755,054 2,449,862 $ $ $ 2,629,692 10,159,830 12,789,522 8,200 8,200 $ $ 87,527 130,300 217,827 $ $ 15,326,098 $ 15,326,098 $ $ 2,012,717 2,012,717 $ $ $ 2,664,643 11,915,911 14,580,554 $ 2,803 2,803 $ $ 2,900 2,900 $ $ (5,300) -64.6% (5,300) -64.6% 241,019 77,662 318,681 $ $ 85,527 152,300 237,827 $ $ (2,000) 22,000 20,000 15,326,098 $ 15,560,868 $ 16,833,998 $ 1,507,900 9.8% 15,326,098 $ 15,560,868 $ 16,833,998 $ 1,507,900 9.8% $ $ $ $ 0.0% (1,505,185) -100.0% (1,505,185) -42.8% 1,614,487 1,383,898 2,998,385 153.7% 13.1% 25.9% -2.3% 16.9% 9.2% Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2007-08 ADOPTED 52,503,026 $ 230,219 160,305 16,027,246 443,038 (3,591,100) 1,042,648 66,815,383 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 2,171,487 3,566 783,360 2,958,413 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 5,276,340 866,699 1,064,360 83,564 767,232 637,019 157,723 165,959 513,168 37,470 9,569,535 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 498,697 28,166 773,494 1,300,357 $ TOTAL USES $ 80,643,687 $ $ FY 2007-08 REVISED 57,583,070 $ 532,872 165,642 19,556,145 1,141,324 (3,558,628) 930,336 76,350,761 $ 1,872,998 3,250 1,876,248 $ $ 3,703,413 789,006 603,500 87,014 870,333 455,847 139,683 32,953 378,471 35,000 7,095,220 $ $ $ 1,451,931 1,451,931 $ 86,774,160 $ FY 2007-08 FORECAST 57,677,095 $ 516,956 165,642 19,581,235 1,343,067 (3,558,628) 930,336 76,655,703 $ 1,855,387 3,250 1,858,637 $ $ 3,695,464 789,006 762,659 87,014 870,333 455,847 139,683 44,093 378,471 35,000 7,257,570 $ $ $ 335,649 1,116,282 1,451,931 $ 87,223,841 $ 795 FY 2008-09 ADOPTED 56,697,838 $ 375,105 199,069 18,083,353 430,918 (3,727,576) 1,001,263 73,059,970 $ 2,066,438 4,037 13,589 2,084,064 $ $ 5,373,893 670,865 712,088 77,309 868,678 514,804 123,790 123,724 529,880 35,998 9,031,029 $ $ $ 843,449 843,449 $ 85,018,512 $ ADOPTED VS REVISED VARIANCE % 55,897,193 $ 442,261 139,447 18,598,361 1,285,494 (11,388,614) 8,038,249 73,012,391 $ 1,905,947 3,250 1,909,197 $ $ 4,380,152 674,000 676,448 300,562 870,057 441,929 197,583 68,219 378,371 36,000 8,023,321 $ $ $ 335,649 1,097,131 1,432,780 $ 84,377,689 $ $ 1,779,902 3.1% 74,695 14.4% 26,195 15.8% 982,874 5.0% 57,573 4.3% 7,829,986 -220.0% (7,107,913) -764.0% 3,643,312 4.8% (50,560) (50,560) -2.7% 0.0% -2.7% (684,688) -18.5% 115,006 14.6% 86,211 11.3% (213,548) -245.4% 276 0.0% 13,918 3.1% (57,900) -41.5% (24,126) -54.7% 100 0.0% (1,000) -2.9% (765,751) -10.6% $ 19,151 19,151 0.0% 1.7% 1.3% $ 2,846,152 3.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 1,743,770 $ 1,350,684 $ 1,350,684 $ 1,563,068 $ 2,803,584 $ 1,452,900 107.6% 238 - TRIAL COURTS GRANTS SPECIAL REVENUE - GRANT $ $ 1,382,182 1,382,182 $ $ 2,013,717 2,013,717 $ $ 2,013,717 2,013,717 $ $ 1,697,147 1,697,147 $ $ 2,013,717 2,013,717 $ $ - 0.0% 0.0% 208 - JUDICIAL ENHANCEMENT 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 SPECIAL REVENUE - OTHER $ 435,077 412,959 1,805,714 5,612,963 959,450 1,824,122 448,923 130,193 133,696 219,238 11,982,336 $ 433,277 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 11,961,697 $ 433,277 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 11,961,697 $ 422,340 362,994 1,498,571 5,262,965 870,173 3,072,344 408,471 107,093 111,762 183,940 12,300,653 $ 433,277 389,531 1,695,930 5,680,313 940,000 2,010,456 445,580 115,921 115,007 190,682 12,016,697 $ 55,000 55,000 0.0% 0.0% 0.0% 0.0% 6.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.5% TOTAL SPECIAL REVENUE $ $ $ $ $ $ $ 13,364,518 $ 13,975,414 $ 13,975,414 $ 13,997,800 $ 14,030,414 $ 55,000 0.4% TOTAL FUNDS $ 15,108,289 $ 15,326,098 $ 15,326,098 $ 15,560,868 $ 16,833,998 $ 1,507,900 9.8% $ 67,766,787 $ 72,758,594 $ 72,826,275 $ 72,062,872 $ 70,347,261 $ 2,479,014 3.4% 238 - TRIAL COURTS GRANTS SPECIAL REVENUE - GRANT $ $ 1,382,182 1,382,182 $ $ 2,013,717 2,013,717 $ $ 2,013,717 2,013,717 $ $ 1,628,385 1,628,385 $ $ 2,013,724 2,013,724 $ $ (7) (7) 0.0% 0.0% 204 - JUSTICE CT JUDICIAL ENHANCEMNT 208 - JUDICIAL ENHANCEMENT 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 SPECIAL REVENUE - OTHER $ $ $ 433,286 389,531 1,695,930 5,680,313 940,000 2,010,454 445,580 115,921 115,007 190,682 12,016,704 $ $ 40,841 448,610 357,546 1,597,895 5,501,369 839,590 1,797,339 376,044 90,499 92,633 184,889 11,327,255 $ $ 40,152 640,277 389,531 1,695,930 5,855,313 885,000 2,010,456 445,580 115,921 115,007 190,682 12,383,849 $ $ 40,152 433,277 389,531 1,695,930 5,680,313 885,000 2,010,456 445,580 115,921 115,007 190,682 12,001,849 $ $ 346,387 369,996 1,626,986 5,733,438 892,665 1,705,344 421,598 109,836 108,788 179,681 11,494,718 $ 40,152 206,991 175,000 (55,000) 2 367,145 100.0% 32.3% 0.0% 0.0% 3.0% -6.2% 0.0% 0.0% 0.0% 0.0% 0.0% 3.0% TOTAL SPECIAL REVENUE $ 12,876,900 $ 14,015,566 $ 14,397,566 $ 12,955,640 $ 14,030,428 $ 367,138 2.6% TOTAL FUNDS $ 80,643,687 $ 86,774,160 $ 87,223,841 $ 85,018,512 $ 84,377,689 $ 2,846,152 3.3% USES 100 - GENERAL General Adjustments Revenue Enhancement: An increase in revenue of $2,652,901 in the General Fund (100), as a result of additional revenue from enhancements in fines and fees for court related services. Revenue Enhancement: An increase in revenue of $55,000 to the Law Library Fees Fund (261) resulting from increases in library fees. Budget Reductions: An elimination of 16 vacant FTE’s in the General Fund (100) reducing the department’s budget by $871,993. This reduction impacts several activities including the Administrative and IT Services activities. 796 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Budget Reductions: A decrease in training, travel and resource materials in the General Fund (100) to reduce the department’s budget by $212,599. This reduction will impact several activities including the Administrative and IT Services activities. Budget Reductions: A reduction of $682,436 of expenditure is shifted to the Special Revenue Fund (245) and is included in the restatement to the Justice Courts. Restatements: Restate Justice Court funding to the new Justice Courts Department (240). The revenue of 16,763,590 and expenditure of $14,115,672 is the restated amounts to Justice Courts. Structural Balance: An increase in the Law Library Fees Fund (261) expenditures of $55,000 to allow the department to spend additional resources. 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. Program Results 80CJ - CRIMINAL JUSTICE PROGRAM Description Percent of Capital cases resolved within 545 days. Percent of Felony DUI cases resolved within 180 days. FY 2007 Actual 22.0% 83.0% FY 2008 Forecast 120.0% 91.0% 88.5% 92.0% Percent of General Felony cases resolved within 180 days. Activities that comprise this program include: • Capital Adjudication • Felony DUI Adjudication • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 114.0% (6.0%) -5.0% 90.0% (1.0%) -1.1% 90.0% (2.0%) -2.2% General Felony Adjudication Capital Adjudication Activity The purpose of the Capital Adjudication Activity is to resolve capital cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 797 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Capital cases resolved within 545 days. Number of Capital cases resolved. Number of Capital cases filed. Cost per Capital case resolved. FY 2007 Actual 22.0% FY 2008 Forecast 120.0% 35 34 $8,142.58 36 30 $9,530.39 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 114.0% (6.0%) -5.0% 40 35 $14,130.70 4 5 -$4,600.31 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 35,833 $ 35,833 $ 122,643 $ 122,643 $ 187,139 $ 187,139 $ 64,496 64,496 100 - GENERAL $ 238 - TRIAL COURTS GRANTS TOTAL USES $ 249,157 $ 35,833 284,990 $ 171,548 $ 171,546 343,094 $ 378,093 $ 187,135 565,228 $ (206,545) (15,589) (222,134) 11.1% 16.7% -48.3% 52.6% 52.6% Expenditure -120.4% -9.1% -64.7% 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. Performance Analysis: Measure Type Result Output Measure Description Percent of Felony DUI cases resolved within 180 days. Number of Felony DUI cases resolved. Demand Number of Felony DUI cases filed. Cost per Felony DUI case resolved. Efficiency Expenditure 100 - GENERAL $ TOTAL USES $ FY 2007 Actual 83.0% FY 2008 Forecast 91.0% 965 1,164 1,210 46 4.0% 1,073 $714.63 1,280 $606.39 1,344 $571.44 64 $34.94 5.0% 5.8% 595,038 $ 689,620 $ 705,834 $ 705,834 $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (1.0%) -1.1% 691,445 $ 691,445 $ 14,389 14,389 2.0% 2.0% 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. 798 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of General Felony cases resolved within 180 days. Number of General Felony cases resolved. Number of General Felony cases filed. FY 2007 Actual 88.5% FY 2008 Forecast 92.0% 35,495 38,350 39,280 930 2.4% 38,599 41,700 43,785 2,085 5.0% $395.30 $396.73 $402.37 -$5.64 -1.4% 7,906 10,937 31,653 (13,595) 200.1% 2.6% 22.2% -18.5% Cost per General Felony case resolved. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 90.0% (2.0%) -2.2% Revenue 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES $ - $ 435,077.29 128,562.94 75,396 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,952 $ 422,340 142,397 73,595 11,858 $ 433,277 174,050 60,000 1,824,122 3,072,344 2,010,456 (1,061,888) -34.6% 2,463,158 $ 3,714,628 $ 2,689,641 $ (1,024,987) -27.6% 11,035,009 $ 65,039 128,563 1,309,136 11,959,408 $ 65,217 148,547 1,445,347 13,709,034 $ 75,735 174,053 60,000 (1,749,626) (10,518) (25,506) 1,385,347 -14.6% -16.1% -17.2% 95.8% (190,291) -11.9% (590,594) -3.9% Expenditure 1,493,577 14,031,325 $ 1,595,911 15,214,430 $ 1,786,202 15,805,024 $ 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 80CJ - CIVIL JUSTICE PROGRAM Description Percent of Civil cases resolved within 18 months. FY 2007 Actual 94.5% FY 2008 Forecast 95.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 4.0% 4.2% Activities that comprise this program include: • General Civil Adjudication 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. 799 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2007 Actual 94.5% FY 2008 Forecast 95.0% 38,238 39,688 $149.76 47,500 50,000 $135.70 49,875 52,500 $130.05 259 - TRIAL COURTS SPECIAL $ REVENUE TOTAL SOURCES $ 3,007,033 $ 2,824,871 $ 2,972,400 $ 147,529 5.2% 3,007,033 $ 2,824,871 $ 2,972,400 $ 147,529 5.2% 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 5,320,778 $ 34,929 370,749 5,941,959 $ 114,523 389,043 3,433,791 $ 80,017 2,972,400 2,508,168 34,506 (2,583,357) 42.2% 30.1% -664.0% 5,726,455 $ 6,445,525 $ 6,486,208 $ (40,683) -0.6% Percent of Civil cases resolved within 18 months. Number of Civil cases resolved. Number of Civil (CVAD) cases filed. Cost per Civil case resolved. FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 4.0% 4.2% 2,375 2,500 $5.65 5.0% 5.0% 4.2% Expenditure Budget Balancing Adjustment: ($82,519): The department is eliminating 2 FTE’s to reduce General Fund (100) expenditures without compromising results. Family Adjudication Program The purpose of the Family Adjudication Program is to resolve pre-decree and post-decree Family Court matters for litigants so that they receive timely and just legal resolutions. Program Results 80FA - FAMILY ADJUDICATION PROGRAM Description Percent of Pre-Decree Family Court cases resolved within 12 months. Percent of Post-Decree Family Court cases resolved within 7 months. FY 2007 Actual 95.0% FY 2008 Forecast 104.0% 100.0% 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% (4.0%) -3.8% 100.0% 0.0% 0.0% Activities that comprise this program include: • Family Pre Decree • Family Post Decree 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. 800 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis Measure Type Result Output Demand Efficiency Measure Description Percent of Pre-Decree Family Court cases resolved within 12 months. Number of Pre-Decree Family Court cases resolved. Number of Pre-Decree Family Court cases filed. Cost per Pre-Decree Family Court case resolved. FY 2007 Actual 95.0% FY 2008 Forecast 104.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% (4.0%) -3.8% 32,215 31,235 31,551 316 1.0% 31,532 30,049 31,551 1,502 5.0% $301.75 $332.06 $320.76 $11.30 3.4% 1,555,638 61,316 26,537 (90,488) 4861368.8% 0.0% 7.3% -11.2% Revenue 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 256 - PROBATE FEES 259 - TRIAL COURTS SPECIAL REVENUE 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES $ - $ 412,959 854,920 32 $ 362,994 805,146 1,555,670 $ 61,316 389,531 714,658 130,193 107,093 115,921 8,828 8.2% 133,696 111,762 115,007 3,245 2.9% 4.6% 3,055,705 $ 2,708,334 $ 2,833,190 $ 124,856 5,803,567 $ 62,082 129,587 1,626,986 1,278,833 6,568,558 $ 64,629 150,460 1,597,895 1,246,288 7,243,518 $ 65,044 170,274 1,695,930 714,658 (674,960) (415) (19,814) (98,035) 531,630 10.3% 0.6% 13.2% 6.1% -42.7% Expenditure 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 257 - CONCILIATION COURT FEES 259 - TRIAL COURTS SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 421,598 109,836 376,044 90,499 115,921 376,044 (25,422) -100.0% 28.1% 108,788 92,633 115,007 (22,374) 24.2% 179,681 184,889 - 3,798,704 $ 4,329,785 $ 4,226,314 $ 184,889 -100.0% 103,471 2.4% Budget Balancing Adjustment: ($189,710): The department is eliminating 3 FTE’s to reduce General Fund (100) expenditures without compromising results. 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. 801 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of Post-Decree Family Court cases resolved within 7 months. Number of Post-Decree Family Court cases resolved. Number of Post-Decree Family Court cases filed. Cost per Post-Decree Family Court case resolved. FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 19,973 21,979 23,078 1,099 5.0% 19,973 21,979 23,078 1,099 5.0% $165.39 $146.36 $158.92 -$12.55 -8.6% (3,530) $ - - $ 29,628 - 1,453,385 (10,732) 143,215 0.0% -36.2% 0.0% Revenue 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES $ 1,453,385 $ 18,896 143,215 448,923 219,238 408,471 183,940 445,580 190,682 37,109 6,742 9.1% 3.7% 664,632 $ 622,039 $ 2,251,758 $ 1,629,719 262.0% 2,866,924 $ 160,847 275,486 2,686,383 $ 202,777 29,620 298,108 2,657,606 $ 211,490 18,896 143,215 28,777 (8,713) 10,724 154,893 1.1% -4.3% 36.2% 52.0% 3,303,256 $ 3,216,888 $ 3,667,469 $ (450,581) -14.0% Expenditure 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 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 80JJ - JUVENILE JUSTICE PROGRAM Description TBD TBD FY 2007 Actual 0.0% 0.0% FY 2008 Forecast 0.0% 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Juvenile Delinquency Adjudication • Juvenile Dependency Adjudication 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. 802 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description TBD Number of Delinquency cases resolved. Number of Delinquency cases filed. Cost per Delinquency case resolved. FY 2007 Actual 0.0% 14,115 FY 2008 Forecast 0.0% 14,839 14,421 $269.13 15,142 $291.78 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 15,104 265 1.8% 15,899 $279.81 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 6,926 $ 6,926 $ 19,496 $ 19,496 $ 170,148 $ 170,148 $ 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS TOTAL USES $ 3,786,584 $ 5,194 6,926 3,798,704 $ 4,213,168 $ 360 116,257 4,329,785 $ 4,056,163 $ 170,151 4,226,314 $ 757 $11.97 5.0% 4.1% 150,652 150,652 772.7% 772.7% 157,005 360 (53,894) 103,471 3.7% 100.0% -46.4% 2.4% Expenditure The department will be developing new measures as part of the strategic business plan update process. Budget Balancing Adjustment: ($78,039): The department is eliminating 2 FTE’s to reduce General Fund (100) expenditures without compromising results. 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. Performance Analysis Measure Type Result Output Demand Efficiency Measure Description TBD Number of Dependency cases resolved. Number of Dependency cases filed. Cost per Dependency case resolved. FY 2007 Actual 0.0% 3,114 FY 2008 Forecast 0.0% 2,960 2,967 $1,143.72 3,115 $1,325.62 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 3,107 147 5.0% 3,271 $1,344.15 156 -$18.52 5.0% -1.4% 3.4% 3.4% Revenue 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 872,001 $ 872,001 $ 992,578 $ 992,578 $ 1,026,459 $ 1,026,459 $ 33,881 33,881 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS TOTAL USES $ 2,724,410 $ 837,119 3,561,529 $ 3,101,679 $ 360 821,805 3,923,844 $ 3,149,800 $ 1,026,463 4,176,263 $ (48,121) 360 (204,658) (252,419) Expenditure -1.6% 100.0% -24.9% -6.4% The department will be developing new measures as part of the strategic business plan update process. 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. 803 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Program Results 80MH - MENTAL HEALTH COURT PROGRAM Description TBD FY 2007 Actual 0.0% FY 2008 Forecast 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% The department will be developing new measures as part of the strategic business plan update process. 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. Performance Analysis Measure Type Result Output Measure Description Demand TBD Number of Mental Health cases resolved. Number of Mental Health cases filed. Efficiency Cost per Mental Health case resolved. FY 2007 Actual 0.0% 1,390 FY 2008 Forecast 0.0% 1,654 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 1,737 83 5.0% 1,390 1,654 1,737 83 5.0% $738.04 $574.14 $589.57 -$15.43 -2.7% 0.0% 0.0% Revenue 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ - $ - $ - $ - $ 48,000 $ 48,000 $ 48,000 48,000 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 802,001 $ 223,878 727,353 $ 222,273 976,088 $ 48,000 - (248,735) (48,000) 222,273 -34.2% 0.0% 100.0% 1,025,879 $ 949,626 $ 1,024,088 $ (74,462) -7.8% Expenditure The department will be developing new measures as part of the strategic business plan update process. 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 resolutions. Program Results 800S - COURT OPERATIONS SUPPORT PROGRAM Description Percent of defendants determined by IDRU to have the ability to contribute to the cost of their defense. Percent of user satisfaction. FY 2007 Actual 1.0% FY 2008 Forecast 0.0% 100.0% 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 100.0% 0.0% 0.0% The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Court Interpretation • 804 Court Security Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • Department Strategic Plans and Budgets Superior Court • Court Translation Jury Management 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Interpretation requests completed Number of Interpretation requests received Cost per Interpretation request completed FY 2007 Actual 0.0% 25,000 FY 2008 Forecast 0.0% 26,698 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 27,500 802 3.0% 35,215 26,698 27,500 802 3.0% $128 $129.53 $103.67 $25.86 20.0% (64) (64) (629,435) (744) - -11.3% -11.3% Revenue 100 - GENERAL $ TOTAL SOURCES $ 750 $ 750 $ 564 $ 564 $ 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 259 - TRIAL COURTS SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,059,464 $ 18,296 - 3,256,000 $ 744 - 500 $ 500 Expenditure 117,185 3,194,946 $ 201,428 3,458,172 $ 2,626,565 224,252 2,850,817 $ -19.3% -100.0% 0.0% 22,824 11.3% (607,355) -17.6% The department will be developing new measures as part of the strategic business plan update process. 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. 805 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people screened without incident Number of people screened. Number of people entering court facilities. Cost per person screened. 100 - GENERAL FY 2007 FY 2008 Actual Forecast 98.0% Not Reported 2,906,780 Not Reported 2,906,780 Not Reported - Not Reported FY 2009 Adopted Not Reported Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% Not Reported Not Reported - 0.0% 0.0% Not Reported - 0.0% $ TOTAL SOURCES $ 938,092 $ 938,092 $ 841,574 $ 841,574 $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT TOTAL USES $ 6,660,042 $ (14,701) 6,733,357 $ 40,841 6,645,342 $ 6,774,198 $ 925,662 $ 925,662 6,566,293 - 84,088 84,088 (167,064) (40,841) -2.5% -100.0% 6,566,293 $ (207,905) -3.1% Expenditure 10.0% 10.0% Budget Balancing Adjustment: ($439,850): The department is eliminating 11 FTE’s to reduce General Fund (100) expenditures without compromising results. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Translations completed. Number of Translation requests received. Cost per Translation request completed. FY 2007 Actual 0.0% 238 225 FY 2008 Forecast 0.0% 99 107 $1,122.53 $2,530.67 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 118 19 19.2% 118 11 10.3% $2,479.68 $50.99 2.0% (42,066) (42,066) -16.8% -16.8% Expenditure 100 - GENERAL $ TOTAL USES $ 267,162 $ 267,162 $ 250,536 $ 250,536 $ 292,602 $ 292,602 $ The department will be developing new measures as part of the strategic business plan update process. 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. 806 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Measure Description Percent of defendants determined by IDRU to have the ability to contribute to the cost of their defense. Number of defendants screened. Number of defendants who request legal representation at public expense. Efficiency Cost per defendant screened. Expenditure 100 - GENERAL $ TOTAL USES $ FY 2007 FY 2008 Actual Forecast 64.0% Not Reported FY 2009 Adopted Not Reported Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 6,046 Not Reported 37,914 Not Reported Not Reported Not Reported - 0.0% 0.0% $39.07 Not Reported Not Reported - 0.0% 236,216 $ 236,216 $ 426 $ 426 $ 2,942 $ 2,942 $ (2,516) (2,516) -590.6% -590.6% Jury Management 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: Measure Type Result Output Measure Description FY 2007 Actual TBD Number of jurors sent to a courtroom. 0.0% 60,610 FY 2008 Forecast 0.0% 57,114 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 63,205 6,091 10.7% Demand Number of jurors reporting for service. 75,396 75,244 79,006 3,762 5.0% Efficiency Revenue Cost per juror sent to a courtroom. $79.20 $86.31 $71.50 $14.81 17.2% 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL SOURCES $ 786,507 $ 120,491.69 689,592 $ 94,939 346,322 $ 141,000 (343,270) 46,061 -49.8% 48.5% 906,999 $ 784,531 $ 487,322 $ (297,209) -37.9% 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 4,660,502 $ 139,592 4,813,986 $ 115,720 4,378,389 $ 141,000 435,597 (25,280) 9.0% -21.8% 4,800,094 $ 4,929,706 $ 4,519,389 $ 410,317 Expenditure 8.3% The department will be developing new measures as part of the strategic business plan update process. 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. 807 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of hours of Court proceedings that were recorded. Number of hours of Court proceedings that need to be recorded. Cost per hour of Court proceedings recorded. FY 2007 Actual 0.0% 202,212 FY 2008 Forecast 0.0% 209,214 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 209,214 0.0% 202,212 209,214 209,214 - 0.0% $18.59 $20.21 $19.18 $1.03 5.1% Revenue 259 - TRIAL COURTS SPECIAL $ REVENUE TOTAL SOURCES $ 69,187 $ 70,085 $ 65,040 $ (5,045) -7.2% 69,187 $ 70,085 $ 65,040 $ (5,045) -7.2% 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 3,690,651 $ 68,223 4,148,776 $ 79,741 3,948,632 $ 65,040 200,144 14,701 4.8% 18.4% 3,758,874 $ 4,228,517 $ 4,013,672 $ 214,845 5.1% Expenditure The department will be developing new measures as part of the strategic business plan update process. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of user satisfaction. Number of website sessions completed. Number of website sessions requested. Cost per website session. 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE 261 - LAW LIBRARY FEES TOTAL SOURCES $ FY 2007 Actual 96.3% 10,445,671 FY 2008 Forecast 100.0% 10,500,500 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 10,967,955 467,455 4.5% 10,445,671 10,500,000 10,967,955 467,955 4.5% $0.35 $0.37 $0.35 $0.02 6.3% 365 $ 263,267.82 130 $ 237,555 500 $ 288,000 370 50,445 284.6% 21.2% 959,449.98 1,223,083 $ 870,173 1,107,858 $ 940,000 1,228,500 $ 69,827 120,642 8.0% 10.9% 2,418,944 $ 300,407 2,767,590 $ 326,816 2,621,380 $ 288,000 146,210 38,816 5.3% 11.9% 892,665 3,612,015 $ 839,590 3,933,996 $ 940,000 3,849,380 $ (100,410) 84,616 -12.0% 2.2% Expenditure 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE 261 - LAW LIBRARY FEES TOTAL USES $ 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. 808 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Program Results 80PC - PROBATE COURT PROGRAM Description Percent of Cases reviewed within 30 days of the required due date. FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Activities that comprise this program include: • Estate Probates & Trust Administration 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. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Cases reviewed within 30 days of the required due date. Number of active Cases reviewed. Number of active Cases requiring review. Cost per Case reviewed. FY 2007 Actual 100.0% FY 2008 Forecast 100.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 30,914 30,914 35,280 35,280 37,044 37,044 1,764 1,764 5.0% 5.0% $63.36 $60.49 $54.17 $6.32 10.4% 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 256 - PROBATE FEES TOTAL SOURCES $ - $ 412,959 1,958,621 $ 32 $ 362,994 2,133,963 $ 1,555,670 $ 61,316 389,531 2,006,517 $ 1,555,638 61,316 26,537 (127,446) 4861368.8% 0.0% 7.3% -6.0% 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 256 - PROBATE FEES 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 1,517,110 $ 369,996 71,516 1,773,085 $ 357,546 3,332 1,555,670 $ 61,316 389,531 - 217,415 (61,316) (31,985) 3,332 12.3% 0.0% -8.9% 100.0% 1,958,621 $ 2,133,963 $ 2,006,517 $ 127,446 Expenditure 6.0% Budget Balancing Adjustment: ($164,247): The department is eliminating 3 FTE’s to reduce General Fund (100) expenditures without compromising results. 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. Program Results 80TA - TAX ADJUDICATION PROGRAM Description TBD TBD FY 2007 Actual 0.0% 0.0% FY 2008 Forecast 0.0% 0.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% The department will be developing new measures as part of the strategic business plan update process. Activities that comprise this program include: • Large Record Tax Adjudication • Small Record Tax Adjudication 809 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Large Record Tax cases resolved. Number of Large Record Tax cases filed. Cost per Large Record Tax case resolved. FY 2007 Actual 0.0% 726 FY 2008 Forecast 0.0% 764 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 810 46 6.0% 747 850 900 50 5.9% $436.39 $422.93 $414.94 $7.99 1.9% (12,981) (12,981) 4.0% 4.0% Expenditure 100 - GENERAL $ TOTAL USES $ 316,823 $ 316,823 $ 323,118 $ 323,118 $ 336,099 $ 336,099 $ The department will be developing new measures as part of the strategic business plan update process. 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: Measure Type Result Output Demand Efficiency Measure Description TBD Number of Small Record Tax cases resolved. Number of Small Record Tax cases filed. Cost per Small Record Tax case resolved. FY 2007 Actual 0.0% 163 FY 2008 Forecast 0.0% 266 FY 2009 Adopted Variance % Variance Forecast - Adopted Forecast - Adopted 0.0% 0.0% 0.0% 295 29 10.9% 169 282 310 28 9.9% $1,154.11 $758.62 $694.83 $63.80 8.4% (3,180) 3,180 -1.6% 1.6% Expenditure 100 - GENERAL $ TOTAL USES $ 188,120 $ 188,120 $ 201,794 $ 201,794 $ 204,974 $ 204,974 $ The department will be developing new measures as part of the strategic business plan update process. 810 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Employee Market Compensation Adjustments (Admin Phase II Market Study) $ Employee Market Compensation Adjustments (Program & Ops Market Study) Employee Market Compensation Adjustments (HR Market Study) Employee Market Compensation Adjustments (PIO Market Study) Jan. 2008 Administrative Reductions Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Annualization of Employee Market Compensation Adjustments Judicial Salary Increase (Superior Court Judges & Commissioners) Annualization of Jan. 2008 Administrative Reductions Glendale RCC Lease Judicial Salary Increase (Justice of the Peace) Two New Justice Court Precincts $ Subtotal $ 86,217,528 $ 16,914,273 206,066 $ 14,664 17,997 36,471 (207,523) 67,675 $ - 86,285,203 $ 16,914,273 41,516 $ 496,726 (207,524) 338,297 101,656 128,452 899,123 $ - FY 2008-09 BUDGET TARGET $ 87,184,326 $ 16,914,273 FY 2008-09 REQUESTED BUDGET $ 87,184,326 $ 16,914,273 $ - $ (189,710) (164,247) (78,039) (82,519) (439,850) (195,730) (151,402) (363,094) (161,767) (212,599) (682,436) (2,721,393) $ 1,452,901 1,200,000 2,652,901 BUDGET BALANCING ADJUSTMENTS: Revenue Enhancements Revenue Enhancements Elimination of 3 FTEs in Family Court Staffing Elimination of 3 FTEs in Probate/Mental Health Court Staffing Elimination of 2 FTEs in Juvenile Court Staffing Elimination of 2 FTEs in Civil Court Staffing Elimination of 11 FTEs in Court Security Staffing Elimination of 3 FTEs in Administrative Services Staffing Elimination of 4 FTEs in Law Library Staffing Elimination of 7 FTEs in Court Administrative Staffing Elimination of 2 FTEs in Court IT Staffing Reduction in Training, Travel and Resource Material Transfer lease expenses to Special Revenue Fund Subtotal $ FY 2008-09 TENTATIVE BUDGET: $ 84,462,933 RESTATEMENT: Restate Justice Court Funding to the New Justice Courts Department (240) FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 ADOPTED BUDGET $ (14,115,672) $ (16,763,590) $ 70,347,261 $ -19.3% 2,803,584 -83.4% $ 811 $ 19,567,174 70,347,261 $ 2,803,584 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Judicial Enhancement Fund (208) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: One-time expenditures for interpreter conference travel, pro tem judges and $ consulting services Subtotal $ FY 2007-08 REVISED BUDGET $ TARGET ADJUSTMENTS: One-time expenditures for interpreter conference travel, pro tem judges and $ consulting services Subtotal $ 433,277 $ 433,277 207,000 $ - 207,000 $ - 640,277 $ 433,277 (207,000) $ - (207,000) $ - FY 2008-09 BUDGET TARGET $ 433,277 $ 433,277 FY 2008-09 REQUESTED BUDGET $ 433,277 $ 433,277 $ Subtotal $ 9 9 $ $ BASE ADJUSTMENTS: Budget Balancing Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 812 433,286 $ 0.0% 433,286 $ 433,277 0.0% 433,277 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,013,717 $ 2,013,717 FY 2007-08 REVISED BUDGET $ 2,013,717 $ 2,013,717 FY 2008-09 BUDGET TARGET $ 2,013,717 $ 2,013,717 FY 2008-09 REQUESTED BUDGET $ 2,013,717 $ 2,013,717 $ Subtotal $ 7 7 $ $ BASE ADJUSTMENTS: Budget Balancing Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ FY 2008-09 TOTAL ADOPTED BUDGET $ 813 2,013,724 $ 0.0% 2,013,724 $ 2,013,717 0.0% 2,013,717 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 389,531 $ 389,531 FY 2007-08 REVISED BUDGET $ 389,531 $ 389,531 FY 2008-09 BUDGET TARGET $ 389,531 $ 389,531 FY 2008-09 REQUESTED BUDGET $ 389,531 $ 389,531 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 389,531 $ 0.0% 389,531 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 814 389,531 $ 389,531 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 1,695,930 $ 1,695,930 FY 2007-08 REVISED BUDGET $ 1,695,930 $ 1,695,930 FY 2008-09 BUDGET TARGET $ 1,695,930 $ 1,695,930 FY 2008-09 REQUESTED BUDGET $ 1,695,930 $ 1,695,930 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 1,695,930 $ 0.0% 1,695,930 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 815 1,695,930 $ 1,695,930 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 5,680,313 $ 5,680,313 MID-YEAR ADJUSTMENTS: One-time fund balance expenditure to consultants on iCIS support and development $ 175,000 $ - Subtotal $ 175,000 $ - FY 2007-08 REVISED BUDGET $ 5,855,313 $ 5,680,313 TARGET ADJUSTMENTS: One-time fund balance expenditure to consultants on iCIS support and development $ (175,000) $ - Subtotal $ (175,000) $ - FY 2008-09 BUDGET TARGET $ 5,680,313 $ 5,680,313 FY 2008-09 REQUESTED BUDGET $ 5,680,313 $ 5,680,313 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 5,680,313 $ 0.0% 5,680,313 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 816 5,680,313 $ 5,680,313 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Law Library Fees Fund (261) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 885,000 $ 885,000 FY 2007-08 REVISED BUDGET $ 885,000 $ 885,000 FY 2008-09 BUDGET TARGET $ 885,000 $ 885,000 REQUESTED ADJUSTMENTS: Increase Library Fees Structural Balance $ $ Subtotal $ 55,000 55,000 $ 55,000 55,000 FY 2008-09 REQUESTED BUDGET $ 940,000 $ 940,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 940,000 $ 6.2% 940,000 6.2% FY 2008-09 TOTAL ADOPTED BUDGET $ 817 940,000 $ 940,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill The Gap Fund (264) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 2,010,456 $ 2,010,456 FY 2007-08 REVISED BUDGET $ 2,010,456 $ 2,010,456 FY 2008-09 BUDGET TARGET $ 2,010,456 $ 2,010,456 FY 2008-09 REQUESTED BUDGET $ 2,010,456 $ 2,010,456 BASE ADJUSTMENTS: Budget Balancing Adjustment FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ Subtotal $ (2) $ (2) $ $ 2,010,454 $ 0.0% $ 818 2,010,454 $ 2,010,456 0.0% 2,010,456 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 445,580 $ 445,580 FY 2007-08 REVISED BUDGET $ 445,580 $ 445,580 FY 2008-09 BUDGET TARGET $ 445,580 $ 445,580 FY 2008-09 REQUESTED BUDGET $ 445,580 $ 445,580 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 445,580 $ 0.0% 445,580 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 819 445,580 $ 445,580 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement Fund (276) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 115,921 $ 115,921 FY 2007-08 REVISED BUDGET $ 115,921 $ 115,921 FY 2008-09 BUDGET TARGET $ 115,921 $ 115,921 FY 2008-09 REQUESTED BUDGET $ 115,921 $ 115,921 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 115,921 $ 0.0% 115,921 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 820 115,921 $ 115,921 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Children Issues Education Fund (281) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 115,007 $ 115,007 FY 2007-08 REVISED BUDGET $ 115,007 $ 115,007 FY 2008-09 BUDGET TARGET $ 115,007 $ 115,007 FY 2008-09 REQUESTED BUDGET $ 115,007 $ 115,007 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 115,007 $ 0.0% 115,007 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 821 115,007 $ 115,007 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relations Mediation Education Fund (282) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 190,682 $ 190,682 FY 2007-08 REVISED BUDGET $ 190,682 $ 190,682 FY 2008-09 BUDGET TARGET $ 190,682 $ 190,682 FY 2008-09 REQUESTED BUDGET $ 190,682 $ 190,682 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 190,682 $ 0.0% 190,682 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 822 190,682 $ 190,682 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Treasurer Analysis by Julia Smith, Management & Budget Analyst Summary Mission The mission of the Maricopa County Treasurer is to provide both the administration of property taxation for the County's residents and the accounting and investment of public monies for County agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so that they can provide appropriate services to the County's residents. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED $ 1,054 1,054 $ 804,000 804,000 $ 804,000 804,000 $ 272,249 272,249 $ 804,000 804,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ EXPENDITURES 43AP - ACCOUNTING PROGRAM $ ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 1,054 $ 804,000 $ 804,000 $ 272,249 $ 804,000 $ - 0.0% 383,334 96,199 287,135 $ 326,571 50,434 276,137 $ 412,806 50,434 362,372 $ 458,838 96,809 362,029 $ 497,238 105,945 391,293 $ (84,432) -20.5% (55,511) -110.1% (28,921) -8.0% 43TP - PROPERTY TAX PROGRAM CLTS - CLIENT SERVICE TXSV - TAX SERVICES $ 1,574,447 700,961 873,486 $ 1,946,324 729,290 1,217,034 $ 1,920,324 729,289 1,191,035 $ 2,083,848 766,973 1,316,875 $ 1,914,422 913,330 1,001,092 $ 5,902 (184,041) 189,943 0.3% -25.2% 15.9% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,596,975 1,269,684 142,033 141,812 43,446 $ 1,839,765 1,594,820 149,889 52,434 42,622 $ 1,839,771 1,594,826 149,889 52,434 42,622 $ 1,336,554 1,033,421 158,352 75,275 69,506 $ 1,694,254 1,396,400 153,528 77,699 66,627 $ 145,518 198,427 (3,639) (25,265) (24,005) 7.9% 12.4% -2.4% -48.2% -56.3% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 8,066 8,066 $ 8,066 8,066 $ 3,642 3,642 $ - $ 8,066 8,066 100.0% 100.0% 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT TOTAL PROGRAMS $ 1,102,566 766,959 226,430 109,177 4,657,322 $ 1,791,231 1,362,554 321,179 107,498 5,911,957 $ 1,791,232 1,362,554 321,180 107,498 5,972,199 $ 1,221,591 1,135,778 39,170 46,643 5,104,473 $ 91,050 91,050 4,196,964 $ 1,700,182 1,362,554 230,130 107,498 1,775,236 94.9% 100.0% 71.7% 100.0% 29.7% $ $ $ $ $ Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,054 1,054 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 5,585 5,585 $ $ 4,000 4,000 $ $ - 0.0% 0.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ - $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 266,664 266,664 $ $ 800,000 800,000 $ $ - 0.0% 0.0% ALL REVENUES $ 1,054 $ 804,000 $ 804,000 $ 272,249 $ 804,000 $ - 0.0% TOTAL SOURCES $ 1,054 $ 804,000 $ 804,000 $ 272,249 $ 804,000 $ - 0.0% 823 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL FY 2007-08 ADOPTED 2,668,956 58,665 11,397 816,166 10,025 3,565,209 $ SUBTOTAL $ 114,214 285 114,499 SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ 123,034 287,106 41,432 129,146 11,902 4,627 7,901 319,591 447 925,186 $ SUBTOTAL $ TOTAL USES $ $ FY 2007-08 REVISED 3,087,665 66,833 8,215 998,078 4,160,791 $ $ 60,057 330 60,387 $ $ $ 101,014 1,061,899 45,500 100,000 9,289 5,933 7,465 295,000 1,047 1,627,147 52,428 52,428 $ $ 4,657,322 $ $ 3,167,237 66,833 8,215 1,004,742 4,247,027 $ $ 60,057 330 60,387 $ $ $ 75,020 1,061,899 45,500 100,000 9,289 5,933 7,465 295,000 1,047 1,601,153 63,632 63,632 $ $ 5,911,957 $ FY 2007-08 FORECAST $ 2,445,103 42,181 17,134 835,689 58,898 545,454 3,944,459 $ $ 66,279 345 66,624 $ $ $ 72,088 547,160 46,591 119,375 6,727 2,456 6,231 274,431 661 1,075,720 63,632 63,632 $ $ 5,972,199 $ FY 2008-09 ADOPTED $ 1,981,981 116,676 20,600 673,928 12,000 2,805,185 $ $ 81,457 330 81,787 $ $ ADOPTED VS REVISED VARIANCE % $ 1,185,256 37.4% (49,843) -74.6% (12,385) -150.8% 330,815 32.9% (12,000) 0.0% 0.0% 1,441,843 33.9% $ $ (21,400) (21,400) $ $ -35.6% 0.0% -35.4% $ 59,020 813,955 43,875 9,000 22,387 3,560 2,599 291,184 780 1,246,360 16,000 21.3% 247,944 23.3% 1,625 3.6% 91,000 91.0% (13,098) -141.0% 2,373 40.0% 4,866 65.2% 3,816 1.3% 267 25.5% 354,793 22.2% $ 17,670 17,670 $ $ 63,632 63,632 $ $ - 0.0% 0.0% 5,104,473 $ 4,196,964 $ 1,775,236 29.7% OTHER FINANCING USES CAPITAL 0950 - DEBT SERVICE Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 1,054 $ 4,000 $ 4,000 $ 5,585 $ 4,000 $ - 0.0% 741 - TAXPAYER INFORMATION SPECIAL REVENUE - OTHER $ $ - $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 266,664 266,664 $ $ 800,000 800,000 $ $ - 0.0% 0.0% TOTAL SPECIAL REVENUE $ - $ 800,000 $ 800,000 $ 266,664 $ 800,000 $ - 0.0% TOTAL FUNDS $ 1,054 $ 804,000 $ 804,000 $ 272,249 $ 804,000 $ - 0.0% $ 4,657,322 $ 5,111,957 $ 5,172,199 $ 4,837,809 $ 3,396,964 $ USES 100 - GENERAL 1,775,236 34.3% 741 - TAXPAYER INFORMATION SPECIAL REVENUE - OTHER $ $ - $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 266,664 266,664 $ $ 800,000 800,000 $ $ - 0.0% 0.0% TOTAL SPECIAL REVENUE $ - $ 800,000 $ 800,000 $ 266,664 $ 800,000 $ - 0.0% $ 5,911,957 $ 5,972,199 $ 5,104,473 $ 4,196,964 $ TOTAL FUNDS $ 4,657,322 1,775,236 29.7% Programs and Activities 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. 824 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Program Results Measure Description Month-end Closings - Percent of time that month-end balanced/closed by due date FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Activities that comprise this program include: • Agency Accounting • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% Treasurer Accounting Agency 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. 825 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description Month-end Closings - Percent of time month-end balance/close by due date FY 2007 Actual Not Reported FY 2008 Forecast 100.0% Number of month-end balances/closes Not Reported Number of days to balance or close 8 month-end Number of days anticipated to balance or 8 close month-end (historical) Dollar cost/days to balance or close $ 12,025.01 $ month-end FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 4 2 4 2 - 0.0% 0.0% 2 2 - 0.0% 48,404.50 $ 52,972.50 $ (4,568.00) -9.4% 96,809 $ 96,809 $ 105,945 $ 105,945 $ (9,136) (9,136) -9.4% -9.4% Expenditure 100 - GENERAL $ TOTAL USES $ 96,200 $ 96,200 $ 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. 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: Measure Type Output Output Demand Demand Efficiency Efficiency Measure Description FY 2007 Actual 1,774 10,226 1,774 FY 2008 Forecast 1,774 10,226 1,774 10,226 10,226 10,226 $ $ 161.86 $ 28.08 $ 204.07 $ 35.40 $ 220.57 $ 38.26 $ (16.50) (2.86) -8.1% -8.1% $ TOTAL USES $ 287,136 $ 287,136 $ 362,029 $ 362,029 $ 391,293 $ 391,293 $ (29,264) (29,264) -8.1% -8.1% Number of Treasurer's JE's created Number of Cash Receipts Processed Number of Treasurer's JE's expected (historical) Number of Cash Receipts Anticipated to be Processed (historical) Dollar cost/Treasurer's JE's Dollar cost/Number of Cash Receipts Processed FY 2009 Variance Adopted Forecast - Adopted 1,774 10,226 1,774 - % Variance Forecast - Adopted 0.0% 0.0% 0.0% 0.0% Expenditure 100 - GENERAL 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). 826 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Program Results Measure Description Payments Posted - Percent of Levy collected Percent of levy collected by LockBox facility Percent of Tax Bills correctly mailed FY 2007 Actual Not Reported Not Reported Not Reported FY 2008 Forecast 99.0% 39.1% 96.4% Activities that comprise this program include: • Client Service Activity • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 99.0% 0.0% 0.0% 39.1% 0.0% 0.0% 96.4% 0.0% 0.0% Tax Service Activity 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 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 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. 827 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Performance Analysis: Measure Type Result Result Output Output Output Output Demand Demand Efficiency Efficiency Measure Description Percentage of levy collected by LockBox facility Payments Posted - Percentage of Levy collected Number of Lock Box payments posted Amount of levy collected Amount of levy Number of tax payments posted Number of payments anticipated (parcels x 2) Number of Lock Box payments anticipated (historical) Dollar cost/Number of tax payments posted Dollar cost/Number of Lock Box payments posted FY 2007 Actual Not Reported FY 2008 Forecast 39.1% Not Reported 99.0% 99.0% 850,000 458,857,376 463,492,320 2,686,806 1,582,572 820,000 Not Reported Not Reported Not Reported 2,686,806 2,342,030 Not Reported $ FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 39.1% 0.0% 0.0% 0.0% 0.0% 850,000 458,857,376 463,492,320 2,686,806 1,582,572 - 0.0% 0.0% 0.0% 0.0% 0.0% 820,000 - 0.0% 0.26 $ 0.29 $ 0.34 $ (0.05) -19.1% $ 0.90 $ 1.07 $ (0.17) -19.1% 700,961 $ 700,961 $ 766,973 $ 766,973 $ 913,330 $ 913,330 $ (146,357) (146,357) -19.1% -19.1% Not Reported Expenditure 100 - GENERAL $ TOTAL USES $ 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: Measure Type Result Output Output Output Demand Demand Efficiency Efficiency Measure Description FY 2007 Actual Not Reported Percentage of Tax Bills Correctly Mailed Number of Tax Bills correctly mailed 1,354,124 Number of Back Tax Liens Sold at 15,972 Sale Number of Tax Bills mailed Not Reported Number of Total Taxable Parcels in 1,568,300 County Number of Parcels with Delinquent 97,360 Back Tax Dollar Cost/Number of Tax Bills $ 0.65 $ Correctly Mailed Dollar Cost/Number of Back Tax Liens $ 54.69 $ Sold at Sale FY 2008 Forecast 96.4% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 96.4% 0.0% 0.0% 1,354,124 15,972 1,354,124 15,972 - 0.0% 0.0% 1,404,923 1,590,000 1,404,923 1,590,000 - 0.0% 0.0% 25,798 25,798 - 0.0% 0.97 $ 0.74 $ 0.23 24.0% 82.45 $ 62.68 $ 19.77 24.0% 1,316,875 $ 1,316,875 $ 1,001,092 $ 1,001,092 $ 315,783 315,783 24.0% 24.0% Expenditure 100 - GENERAL $ TOTAL USES $ 873,485 $ 873,485 $ The Treasurer’s Office proposed the elimination of Tax Information Statements as a $280,000 reduction for FY 2008-09. 828 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market Compensation Adjustments (Admin Phase II Market Study) FY 2007-08 Initiatives (Investment Operations Staff) Other Reallocations (IT Program) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) Retirement Contributions FY 2008-09 Pay for Performance Elected Official Salary Increase Annualization of FY 2007-08 Initiatives (Investment Operations Staff) Annualization of Jan. 2008 Administrative Reductions $ Subtotal $ 5,111,957 $ 4,000 (25,995) $ 37,024 49,212 (1,545,685) (1,485,444) $ - 3,626,513 $ 4,000 - $ 5,626 70,820 (25,995) 50,451 $ - FY 2008-09 BUDGET TARGET $ 3,676,964 $ 4,000 FY 2008-09 REQUESTED BUDGET $ 3,676,964 $ 4,000 $ Subtotal $ (280,000) $ (280,000) $ - $ 3,396,964 $ -7.6% 4,000 0.0% BUDGET BALANCING ADJUSTMENTS: Elimination of Tax Information Statements FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 829 3,396,964 $ 4,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ 800,000 $ 800,000 FY 2007-08 REVISED RESTATED BUDGET $ 800,000 $ 800,000 FY 2008-09 BUDGET TARGET $ 800,000 $ 800,000 FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT $ 800,000 $ 0.0% 800,000 0.0% FY 2008-09 TOTAL ADOPTED BUDGET $ 830 800,000 $ 800,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Workforce Management and Development Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The mission of Workforce Management and Development is to establish and administer effective human resources programs that recruit, develop and retain a qualified and diverse workforce so the County can achieve its public service goals. Vision To recruit, develop and retain an A+ workforce and become an employer of choice. Strategic Goals • By 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: Goal has been achieved and published in Research & Reporting 2008 Internal Services Survey. • 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: Reduction in Force, Severance Agreement, and Preferential Placement policies have been updated, approved, and implemented. Review and revision of Human Resources 2401, HR2402, and HR2409 are underway, but were disrupted by department RIF activity related to budget reductions. Procedures, criteria, and training for new E-Verify process were developed and implemented. Tuition Reimbursement policy revision is in final stage and will be routed for review in November. New Relocation and Expense Reimbursement policies will be circulated in October. Remaining objectives will be continued into FY2009. • By September 2008, Workforce Management and Development will re-engineer Maricopa County’s Personnel Action Form (PAF) process so that it will incorporate appropriate automation and other process efficiencies to allow for seamless personnel action processing. Status: Goal is on hold pending review and possible implementation by ADP Project. • 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: This Strategic Goal is no longer being pursued. 831 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Sources and Uses by Program and Activity – All Funds FY 2006-07 ACTUAL REVENUE 31ED - EMPLOYEE DEVELOPMENT MERT - MERIT COMMISSION FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST $ 2,562 2,562 $ 6,100 6,100 $ 6,100 6,100 $ 31ES - EMPLOYMENT SERVICES RECR - RECRUITING AND STAFFING $ 277 277 $ 500 500 $ 500 500 $ 31PR - PAYROLL & RECORDS MANAGEMENT PAYR - PAYROLL RECD - RECORDS MANAGEMENT $ 40,289 39,640 649 $ 37,600 37,200 400 $ 37,600 37,200 400 $ 41,834 41,476 358 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ 1,020 1,020 44,148 $ 1,000 1,000 45,200 $ 1,000 1,000 45,200 $ TOTAL PROGRAMS $ EXPENDITURES 31CT - CORPORATE INITIATIVES $ CHAR - COMBINED CHARITABLE CAMPAIGN $ $ $ 1,473 1,473 $ 11,229 11,229 $ 11,229 11,229 $ ADO PTED VS REVISED % FY 2008-09 ADOPTED 9,452 9,452 $ 6,100 6,100 $ 164 $ 164 - $ $ 38,600 38,200 400 $ 885 $ 885 52,335 $ 44,700 $ 1,396 $ 1,396 - $ $ 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIO NS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT $ 832,826 161,944 83,232 587,650 $ 820,505 226,263 90,698 503,544 $ 788,505 226,266 90,694 471,545 $ 863,858 239,372 61,932 562,554 $ 547,992 332,681 66,680 148,631 $ 31ES - EMPLOYMENT SERVICES RECR - RECRUITING AND STAFFING $ 1,015,870 1,015,870 $ 1,052,237 1,052,237 $ 1,052,236 1,052,236 $ 1,061,864 1,061,864 $ 846,874 846,874 $ 31PR - PAYROLL & RECORDS MANAGEMENT PAYR - PAYROLL RECD - RECORDS MANAGEMENT $ 878,288 517,688 360,600 $ 941,893 503,126 438,767 $ 941,895 503,125 438,770 $ 944,023 500,652 443,371 $ 963,817 503,165 460,652 $ 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ 31,890 31,890 $ 41,173 41,173 $ 41,173 41,173 $ 52,416 $ 52,416 - $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 340,569 35,014 232,827 28,578 24,072 20,078 $ 366,551 30,449 240,192 37,591 23,527 34,792 $ 418,401 30,449 292,042 37,591 23,527 34,792 $ 334,416 38,612 225,245 25,965 17,919 26,675 $ 3,770,491 38,906 696,395 29,629 2,980,088 25,473 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 15,707 15,707 $ 15,707 15,707 $ 3,860 3,860 $ 16,357 16,357 $ 99IT - INFORMATION TECHNOLOGY $ BUAS - BUSINESS APPLICATION DEVELO P TOTAL PROGRAMS $ 3,100,916 $ 3,249,295 $ 2,965,312 2,965,312 6,234,458 $ - $ 3,261,833 $ 6,145,531 $ $ $ $ (500) (500) 1,000 1,000 (1,000) (1,000) (500) 0.0% 0.0% -100.0% -100.0% 2.7% 2.7% 0.0% -100.0% -100.0% - 1.1% 11,229 11,229 240,513 (106,415) 24,014 322,914 205,362 205,362 (21,922) (40) (21,882) 41,173 41,173 (3,352,090) (8,457) (404,353) 7,962 (2,956,561) 9,319 (650) (650) 2,965,312 2,965,312 88,927 $ 100.0% 100.0% 30.5% - 47.0% 26.5% 68.5% 19.5% 19.5% - 2.3% 0.0% - 5.0% 100.0% 100.0% -801.2% - 27.8% -138.5% 21.2% -12566.7% 26.8% - 4.1% - 4.1% 100.0% 100.0% 1.4% Sources FY 2006-07 ACTUAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST ADOPTED VS REVISED VARIANCE % FY 2008-09 ADOPTED ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 2,839 2,839 $ $ - $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 40,398 40,398 $ $ $ 6,500 38,100 44,600 MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 909 909 $ $ ALL REVENUES $ 44,145 TOTAL SOURCES $ 44,145 - $ - $ - $ $ - $ $ 6,000 38,100 44,100 $ 600 600 $ $ - $ $ 6,500 38,100 44,600 $ 9,594 $ 42,068 51,662 $ 600 600 $ $ 600 600 $ $ 673 $ 673 $ $ 45,200 $ 45,200 $ 52,335 $ 44,700 $ (500) -1.1% $ 45,200 $ 45,200 $ 52,335 $ 44,700 $ (500) -1.1% 832 $ (500) -7.7% - 0.0% (500) -1.1% - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Uses FY 2006-07 ACTUAL ALL FUNDS 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,164,880 20,267 1,019 691,777 1,902 6,000 2,885,844 SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ FY 2007-08 ADOPTED $ $ 44,684 $ (324) 44,360 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT SUBTOTAL $ 32,161 39,234 19,825 9,605 17,268 5,716 12,462 3,780 140,051 $ $ FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 2,371,843 $ 779,853 (72,895) 3,078,801 $ 2,390,811 $ 780,736 (72,895) 3,098,652 $ 2,321,167 $ 30,530 66 755,311 21,395 (113,842) 65,173 3,079,800 $ 2,330,148 $ 22,968 770,624 (194,680) 131,000 3,060,060 $ 60,663 2.5% (22,968) 0.0% 0.0% 10,112 1.3% 0.0% 121,785 -167.1% (131,000) 38,592 1.2% 37,499 450 37,949 37,499 450 37,949 $ 21,538 433 21,971 58,873 1,432 60,305 (21,374) -57.0% (982) -218.2% (22,356) -58.9% 23,000 $ 3,036,443 17,979 9,200 12,748 5,000 3,850 (41,700) 3,066,520 $ 28,365 71,471 13,147 11,593 14,081 804 3,677 3,646 146,784 $ $ $ $ 13,278 13,278 $ 3,261,833 $ $ 23,000 29,431 17,979 9,200 12,748 5,000 3,850 101,208 $ $ $ 31,337 31,337 $ 6,234,458 $ $ $ $ $ $ 30,000 2,886,250 17,935 10,600 7,809 18,000 4,254 2,974,848 $ $ $ 50,318 50,318 $ 6,145,531 $ (7,000) -30.4% 150,193 4.9% 44 0.0% (1,400) -15.2% 4,939 38.7% 0.0% (13,000) -260.0% (404) (0) (41,700) 100.0% 91,672 3.0% $ OTHER FINANCING USES CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ SUBTOTAL $ 7,019 23,625 30,645 $ 31,337 31,337 TOTAL USES $ 3,100,900 $ 3,249,295 $ (18,981) (18,981) 0.0% $ 88,927 1.4% Sources and Uses by Fund FY 2006-07 ACTUAL SOURCES 100 - GENERAL FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FORECAST FY 2008-09 ADOPTED ADOPTED VS REVISED % VARIANCE $ 44,145 $ 45,200 $ 45,200 $ 52,335 $ 44,700 $ (500) -1.1% TOTAL FUNDS $ 44,145 $ 45,200 $ 45,200 $ 52,335 $ 44,700 $ (500) -1.1% $ 3,100,900 $ 3,249,295 $ 6,234,458 $ 3,261,833 $ 6,145,531 $ 88,927 1.4% TOTAL FUNDS $ 3,100,900 $ 3,249,295 $ 6,234,458 $ 3,261,833 $ 6,145,531 $ 88,927 1.4% USES 100 - GENERAL General Adjustments Reduce Supplies and Services: A reduction of $26,899 in supplies and services was distributed across multiple activities. Transfer Position to Non-Departmental: Transfer a position to Non-Departmental Consultants for a savings of $133,339. 833 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Programs and Activities 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 Measure Description % of customers who reported satisfied or higher rating with Employee Relations. % of participants in a staff-development-sponsored activity that reported they were satisfied with the training FY 2007 Actual 78.0% FY 2008 Forecast 83.3% 98.0% 98.0% Activities that comprise this program include: • Employee Relations • Merit Commission FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.9% 14.6% 17.5% 98.0% • 0.1% 0.1% 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: USC Title VII of the Civil Rights Act of 1964;USC Title 29, Chapter 14, Age Discrimination in Employment; Federal Equal Employment Opportunity Commission (EEOC) Guidelines; Veterans Reemployment Act Chapter 38 U.S.C.A. 4301-4307; Vocational Rehabilitation Act of 1973 Section 504;U. S. Supreme Court Case Law Cleveland Board of Education v Loudermill; DOL 11-246 Executive Order; Arizona Constitution, Article XVIII, Labor; ARS § USC Title 23, Chapter 2, Employment Practices & Working Conditions; ARS TITLE 23, Chapter 8 Labor Relations; ARS TITLE 23, Chapter 9 Employment Protection Act; ARS § 26-167 prohibition of discrimination of national guard members; ARS TITLE 38, Chapter 3, Article 9 Disclosure of Information by Public Employees ("Whistleblowing");ARS TITLE 41; Chapter 9 Civil Rights, Article 6 Enforcement Procedures for Discrimination in Employment. Performance Analysis: Measure Type Result Output Measure Description Percent of customers who reported satisfied or higher rating Number of Employee Relations consultations/investigations conducted Demand Anticipated number of Employee Relations consultations/investigations conducted Efficiency Total cost of Employee Relations consultations/investigations FY 2007 Actual 78.0% FY 2008 Forecast 83.3% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 97.9% 14.6% 17.5% 292 589 625 36 6.1% 276 600 625 25 4.2% $554.59 $406.40 $532.29 -$125.89 -31.0% (93,309) (93,309) -39.0% -39.0% Expenditure 100 - GENERAL $ TOTAL USES $ 161,941 161,941 $ $ 239,372 239,372 834 $ $ 332,681 332,681 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development 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: Federal Civil Service Act (Pendleton Act); Gottsponer v Maricopa County Employee Merit System Commission; Office of Personnel Management “Standards for a Merit System of Personnel Administration”; ARS § 11-351 through 356 County Employee Merit System; ARS § 12- 242 Interpreters for deaf persons (commission meetings);ARS § 38-1001 through 1007 Law Enforcement Officers Merit System; ARS § 38-1001 through 38 -1007 Law Enforcement Officers Merit System; ARS Title 38,Chapter 5, Article 2 Arizona State Retirement System; ARS Title 38,Chapter 5, Article 3 Elected Officials’ Retirement Plan; ARS Title 38, Chapter 5, Article 4 Public Safety Personnel Retirement System; ARS Title 38, Chapter 5, Article 6, Corrections Officer Retirement Plan. Performance Analysis: Measure Type Result Output Measure Description TBD Number of appeal hearings conducted Demand Anticipated number of appeal hearings Efficiency Revenue Cost per output. FY 2007 FY 2008 Actual Forecast 100.0% Not Reported 20 FY 2009 Adopted Not Reported Variance Forecast - Adopted % Variance Forecast - Adopted 15 9 -6 -40.0% 23 15 9 -6 -40.0% $4,161.26 $4,128.80 $7,408.89 -$3,280.09 -79.4% 100 - GENERAL $ TOTAL SOURCES $ 2,562 2,562 $ $ 9,452 9,452 $ $ 6,100 6,100 $ $ (3,352) (3,352) -35.5% -35.5% 100 - GENERAL $ TOTAL USES $ 83,225 83,225 $ $ 61,932 61,932 $ $ 66,680 66,680 $ $ (4,748) (4,748) -7.7% -7.7% Expenditure The department will be developing new measures as part of the strategic business plan update process. 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: USC Title 26, Section 127, Educational assistance programs. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of participants in a staffdevelopment-sponsored activity that reported they were satisfied with the training Number of Participants in a Staff Development sponsored activity Anticipated number of applicants of Staff Development sponsored activities Cost per student in a Staff Development sponsored activity FY 2007 Actual 98.0% FY 2008 Forecast 98.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 0.1% 0.1% 9,809 24,051 15,000 -9,051 -37.6% 10,164 12,000 12,000 0 0.0% $60 $23 $10 $13 57.6% Expenditure 100 - GENERAL $ TOTAL USES $ 587,643 587,643 $ $ 562,554 562,554 835 $ $ 148,631 148,631 $ $ 413,923 413,923 73.6% 73.6% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Base Adjustment: Inactivation of two (2) FTE allowed for a reduction of expenditures in the amount of $176,857. This results in increased efficiency in FY2009 over FY2008. Employment Services Program The purpose of the Employment Services Program is to provide recruitment and personnel processing services for County departments so they can interview and hire a diverse workforce. Program Results Measure Description Percent of customers satisfied or higher with recruiting/staffing services FY 2007 Actual 84.0% FY 2008 Forecast 92.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 2.5% 2.7% Activities that comprise this program include: • Recruiting and Staffing Recruiting and Staffing Activity The purpose of the Recruiting and Staffing Activity is to provide County departments with a highly qualified workforce in a timely manner so that County departments can achieve their business objectives. Mandates: USC Title VII of the Civil Rights Act of 1964;USC Title 29, Chapter 14, Age Discrimination in Employment; Americans with Disabilities Act of 1990 (ADA);Rehabilitation Act of 1973 Section 504; Federal Civil Service Act (Pendleton Act);Federal Immigration Reform & Control Act of 1986; Federal Equal Employment Opportunity Commission (EEOC) Guidelines (Technical Assistance);Federal Guidelines on Employee Selection EEOC USC Title 7;Veterans Re-Employment Act; ARS § 11-251 (10) Filling vacancies; ARS § 23-230 through 23-242 Youth Employment; ARS § 38-201 General Qualifications; ARS TITLE 38, Chapter 3, Article 7 Civil Service Preference for Veterans; Maricopa County adopted merit system rules. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of customers satisfied or higher with recruiting/staffing services Number of job requisitions/applications/exams processed Number of job requisitions/applications/exams requested Expenditure per job requisition/application/exam processed FY 2007 Actual 84.0% FY 2008 Forecast 92.5% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 95.0% 2.5% 2.7% 154,019 105,046 107,500 2,454 2.3% 145,000 107,500 107,500 0 0.0% $6.66 $10.10 $7.88 $2.22 22.0% (164) (164) -100.0% -100.0% Revenue 100 - GENERAL $ TOTAL SOURCES $ 277 277 $ $ 164 164 $ $ 100 - GENERAL $ TOTAL USES $ 1,015,873 1,015,873 $ $ 1,061,864 1,061,864 $ $ - $ $ Expenditure 836 846,874 846,874 $ $ 214,990 214,990 20.2% 20.2% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Base Adjustment: Expenditures in this activity are reduced by $199,493 with the inactivation of three (3) FTE. Payroll and Records Management Program The purpose of the Payroll and Records Management Program is to provide centralized payroll and records management services to County departments and employees so that employee records are maintained accurately and employees are paid accurately and on-time. Program Results Measure Description Percent of active personnel records accurately maintained Percent of paychecks accurately processed FY 2007 Actual 93.0% FY 2008 Forecast 95.0% 99.9% 100.0% Activities that comprise this program include: • Payroll • FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 3.0% 3.2% 100.0% 0.0% 0.0% Records ManagementPayroll Activity The purpose of the Payroll Activity is to process payroll for employees so that they can be timely and accurately paid for their services. Mandates: "USC Title 26, Sections 1 through 5, Tax on individuals; USC Title 26, Section 79, Groupterm life insurance purchased for employees; USC Title 26, Section 106, Employer contributions to accident and health plans; USC Title 26, Section 125, Cafeteria Plans; USC Title 26, Section 457 Deferred Compensation plans; USC Title 26,Section 3101 -3128, Federal insurance contributions act (FICA); USC Title 26, Sections 3401 - 3406, Collection of Income tax at source on wages; USC Title 26, Sections 7601 - 7612, examination and inspection; Social Security Administration Section 218 Agreement; CFR Title 63 25135-5-6-98 DCIA (Debt Collection Improvement Act);CFR Title 26, Sections 301.6330-1T through 301.6334-4, levies & garnishments; Circular E-wage withholding and advance EIC;ARS § 11-644 Stale-dated payroll warrants; ARS § 23-284 and 23-286 Hours of Labor; ARS § 23-311 through 23-329 Minimum Wages for Minors; ARS § 23-350 through 23-362 Payment of Wages; ARS § 23, Chapter 5, Family Support Duties (child support enforcement);ARS § 38-621 Travel Expenses; ARS § 38-701 through 38-705 social Security for Public Officers and Employees; ARS Title 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS § 38-610 Leave of absence for military training; ARS § 38-615 Payment of accumulated sick leave; ARS § 43, Chapter 4 Withholding; ARS § 11-419 County Salaries; ARS § 11-422 Salary of clerk of the board; ARS § 11-424.01 Salaries of precinct officer other than justices of the peace; definition; ARS § 23-363 Minimum wages; ARS § 23-391 Overtime pay; work week; ARS § 23-392 Overtime compensation for certain law enforcement or probation officer activities; option; definitions; ARS § 38-643 Fire fighter and peace officer cancer insurance policy program account. 837 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of paychecks accurately processed Number of paychecks issued Number of paychecks required Expenditure per regular paychecks issued FY 2007 Actual 100.0% FY 2008 Forecast 100.0% 83,540 83,540 $1.62 84,078 84,078 $0.00 FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 100.0% 0.0% 0.0% 84,000 84,000 $5.99 -78 -78 -$5.99 -0.1% -0.1% Revenue 100 - GENERAL $ TOTAL SOURCES $ 39,639 39,639 $ $ 41,476 41,476 $ $ 38,200 38,200 $ $ (3,276) (3,276) -7.9% -7.9% 100 - GENERAL $ TOTAL USES $ 517,690 517,690 $ $ 500,652 500,652 $ $ 503,165 503,165 $ $ (2,513) (2,513) -0.5% -0.5% Expenditure Records Management Activity The purpose the Records Management Activity is to maintain employee and employment transaction records for County management and employees so that there is an accurate employment history on file. Mandates: Federal Immigration Reform & Control Act of 1986;Personal Responsibility Work Opportunity Reconciliation Act of 1996;ARS § 11-218 Subpoenas; ARS TITLE 23, Chapter 4 Employment Security (Unemployment), Article 5 Contributions (and employer reporting);ARS § 38-201 General Qualifications; ARS TITLE 38,Chapter 5, Article 2 Arizona State Retirement System; ARS TITLE 38,Chapter 5, Article 3 Elected Officials’ Retirement Plan; ARS TITLE 38, Chapter 5, Article 4 Public Safety Personnel Retirement System; ARS TITLE 38, Chapter 5, Article 5 Tax Deferred Annuity and Deferred Compensation Programs; ARS TITLE 38, Chapter 5, Article 6, Corrections Officer Retirement Plan; ARS TITLE 38, Chapter 2, Article 4 Oath of Office; ARS § 41-1346 State and local public records management; ARS § 41-1960.02 Des - Employer new hire report. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of active personnel records accurately maintained Number of active personnel records maintained Number of active employees Expenditure per record maintained FY 2007 Actual 93.0% FY 2008 Forecast 95.0% FY 2009 Variance % Variance Adopted Forecast - Adopted Forecast - Adopted 98.0% 3.0% 3.2% 14,008 13,745 13,500 -245 -1.8% 14,008 $26.18 13,745 $0.00 13,500 $34.12 -245 -$34.12 -1.8% 100 - GENERAL $ TOTAL SOURCES $ 648 648 $ $ 358 358 $ $ 400 400 $ $ 100 - GENERAL $ TOTAL USES $ 360,602 360,602 $ $ 443,371 443,371 $ $ 460,652 460,652 $ $ 42 42 11.7% 11.7% Expenditure (17,281) (17,281) -3.9% -3.9% Base Adjustment: Two positions are inactivated for a savings of $65,230. Efficiencies are not expected to be affected by the change. 838 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Workforce Management & Development Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2007-08 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Jan. 2008 Administrative Reductions $ Employee Market compensation Adjustments (Admin Phase II Market Study) Subtotal $ FY 2007-08 REVISED RESTATED BUDGET $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 months) $ Retirement Contributions FY 2008-09 Pay for Performance Restatements from General Government (450) Employment Services - $1,075,140 Employee Records and Payroll - $946,012 ADP Administration - $2,965,312 Restate Commute Options to Communications Department (710) Reallocations from General Government (450) Consultants - $536,904 Claims Unit - $46,100 IT Position reallocated to Office of Enterprise Technology (410) Base Adjustment for Compliance Officer Annualization of Jan. 2008 Administrative Reductions Subtotal $ 1,228,147 $ 7,100 (32,000) $ 51,847 19,847 $ - 1,247,994 $ 7,100 4,986,464 $ 38,100 (72,994) 583,004 (500) - (65,019) 79,900 (32,000) 5,479,355 $ 37,600 FY 2008-09 BUDGET TARGET $ 6,727,349 $ 44,700 FY 2008-09 REQUESTED BUDGET BUDGET BALANCING ADJUSTMENTS: Reduction to Employment Services Division Reduction to Payroll/Records Division Reduction to Staff Development Division Reduce Supplies and Services $ 6,727,349 $ 44,700 (199,493) $ (65,230) (176,857) (26,899) (468,479) $ - $ Subtotal $ FY 2008-09 TENTATIVE OPERATING BUDGET BASE ADJUSTMENTS Transfer position to Non-Departmental Consultants $ FY 2008-09 ADOPTED OPERATING BUDGET PERCENT CHANGE FROM TARGET AMOUNT FY 2008-09 TOTAL ADOPTED BUDGET $ 44,700 $ Subtotal $ (113,339) $ (113,339) $ - $ 6,145,531 $ -8.6% 44,700 0.0% $ 839 6,258,870 6,145,531 $ 44,700 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Major Maintenance Major Maintenance Project Summary Executive Summary The Major Maintenance Program (MM) is a plan that identifies significant maintenance projects to be completed over the next five years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. Major Maintenance Major Maintenance is the periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. The Major Maintenance Program is a compilation of projects and maintenance activities required to repair, replace in-kind, or upgrade obsolete elements to current standards to allow a fixed asset to continue to be used for its intended purpose. The Maricopa County Building System is a valuable asset in the County’s financial portfolio. The value of the entire Building System based on replacement cost approaches $2.5 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes continual improvements to the Building System, not only from a capital perspective but also from an operations and maintenance perspective. Planning capital actions based on the needs of buildings, and not based exclusively on departmental needs, is required to maintain or improve facility conditions. The Facility Condition Index (FCI) provides a measurement tool. The Facility Condition Index represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements and compares that with the projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) Replacement Value ($) The following is an illustration: A building that has a replacement cost of $1,000,000 has been assessed and found to have $100,000 in deficiencies. The FCI is therefore: $ 100,000 $1,000,000 = 0.10 or 10% FCI The standard that has been adopted by the Building Owners and Managers Association (BOMA) and other national organizations regarding interpretation of this indicator is: FCI Condition 0 – 5% 6 – 10% Good Fair 11% and above Poor 840 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Major Maintenance This standard is established as a guideline for building owners as to the relative condition of their facilities, and consideration must be given to what is applicable to each building system. Depending on the condition of the building, building group or building system and the ultimate goal, it may be financially impractical to improve a building system beyond a certain point. The primary objective of a facilities assessment is to inspect each system in each building and assign a percentage value to it based on where it is in its life cycle. Each system is then “weighted” or multiplied by the normal square foot cost for that system in a building. Most of the 157 Maricopa County buildings assessed in 2003 were assessed at this system level, or a Level I assessment. A Level II assessment inspects not only systems, but also rooms or spaces in each facility and notes physical or operational deficiencies. Each qualifying deficiency noted is listed giving a detailed description, location, and classification. Each deficiency includes a recommended correction with a description of the correction, estimated pricing, and a prioritization for its implementation. The facilities assessment provides baseline data for all buildings surveyed and includes a software program that will allow the management and use of that data. The data collected represents a point in time, and it is critical to the management of the Building System that the data be updated to reflect the County’s continuing investment in the Building System. Over the next five years, on a rolling schedule, Maricopa County will update the Level I facility assessments performed in 2003 with Level II assessments. The updating process will indicate the impact of that investment on the building and on the Building System. In the meantime, the Level I data provide a basis for future decision making based on the remaining useful life of a building and a determination of the practicality of future investment into that facility. This year, the Major Maintenance Program provides information on not only the Current Facility Condition Index for each building in the Program, but also the Expected Facility Condition Index after the Program work is completed. Because the Level I assessment provides information on a system basis, not specific detailed deficiencies and does not address functional deficiencies, the investment of funds in a building does not always result in an improved FCI. This does not mean, however, that the expenditure is not necessary or required. Buildings that are less than five years old will have an FCI of zero (0). The FCI cannot be further improved, so there will be no change indicated in those cases between the Current FCI and the Expected FCI. Additionally, on Major Maintenance projects that are not specific to a building, i.e., studies or off-site work, the Current and Expected FCI is noted by “N/A”. The Major Maintenance projects are subdivided into the following two categories: • • Facility Renovation - A project that modifies multiple elements of a fixed asset to accommodate new, expanded, or relocated occupancies as required to support the strategic goals of Maricopa County. Major Maintenance - A project that repairs, replace in-kind, or upgrades obsolete elements to current standards involving multiple aspects to allow a fixed asset to continue to be used for its intended purpose and meets designated threshold criteria. 841 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Major Maintenance Major Maintenance Projects PROJECT TITLE FY 2008-09 YEAR 1 FY 2009-10 YEAR 2 FY 2010-11 YEAR 3 $ $ FY 2011-12 YEAR 4 FY 2012-13 YEAR 5 FIVE-YEAR TOTAL General Fund (100) Facility Renovation COUNTY ADMINISTRATION BUILDING (ABII) GLENDALE ADULT PROBATION (APGL) AVONDALE SHERIFF SUBSTATION (AVSO) CENTRAL COURT BUILDING IMPROVEMENTS (CCBI) DURANGO JUVENILE COURTS (DDII) EQUIPMENT SERVICES (EQSV) EMERG ENCY SERVICES ADMISTRATION IMPROVEMENTS (ESAI) 333 WEST HATCHER (HTCH) DURANGO CENTRAL PLANT (LBJC) OLD COURTHOUSE (OOHI) PUBLIC HEALTH CLINIC (PHNC) SOUTHEAST REGIONAL INFRASTRUCTURE IMPROVEMENTS (SICU) SECURITY BUILDING (SIPN) $ 323,000 - - $ - $ - $ 323,000 67,000 - - - - 67,000 - - - - - - - - - - - - 350,000 - - - - 350,000 1,059,000 - - - - 1,059,000 158,000 - - - - 158,000 414,000 - - - - 414,000 92,000 - - - - 92,000 30,000 26,000 - - - - 30,000 26,000 374,000 - - - - 374,000 143,000 - - - - 143,000 SOUTHPORT ADULT 67,000 PROBATION (SPAP) WEST COURT 1,500,000 INFRASTRUCTURE IMPROVEMENTS (WCII) Facility Renovation Subtotal $ 4,603,000 - - - - 67,000 - - - - 1,500,000 - $ 4,603,000 $ 1,000,000 $ 1,000,000 $ 4,712,000 $ - $ - $ - $ General Fund (100) Major Maintenance ENERGY MANAGEMENT PROGRAM (ENRG) ENVIRONMENTAL PROGRAM (ENVR) ESTIMATING PROGRAM (PPFE) CODE COMPLIANCE RESERVE (RCCR) BUILDING SECURITY PROGRAM (SECR) LIFE/SAFETY PROGRAM (SFTY) PROJECT RESERVE (MMPR) $ 712,000 $ 1,000,000 $ 1,000,000 150,000 - - - - 150,000 200,000 500,000 500,000 500,000 500,000 2,200,000 400,000 500,000 500,000 500,000 500,000 2,400,000 400,000 500,000 500,000 500,000 500,000 2,400,000 500,000 500,000 500,000 500,000 500,000 2,500,000 - 7,000,000 7,000,000 7,000,000 7,000,000 28,000,000 Major Maintenance Subtotal $ 2,362,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 42,362,000 TOTAL FUND 100 $ 6,965,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 46,965,000 842 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Major Maintenance Major Maintenance Projects (Continued) PROJECT TITLE FY 2008-09 YEAR 1 FY 2009-10 YEAR 2 FY 2010-11 YEAR 3 $ $ FY 2011-12 YEAR 4 FY 2012-13 YEAR 5 FIVE-YEAR TOTAL Detention Fund (255) Facility Renovation DURANGO JAIL INFRASTRUCTURE IMPROVEMENTS (DDJS) ESTRELLA JAIL INFRASTRUCTURE IMPROVEMENTS (EJIS) FOURTH AVENUE JAIL (FAJI) $ 2,689,000 - - $ - $ - $ 2,689,000 1,619,000 - - - - 1,619,000 514,000 - - - - 514,000 LOWER BUCKEYE JAIL 413,000 COMPLEX (LBJC) TOWERS JAIL 2,074,000 INFRASTRUCTURE IMPROVEMENTS (TIJU) Facility Renovation Subtotal $ 7,309,000 - - - - 413,000 - - - - 2,074,000 $ - $ 7,309,000 500,000 $ 500,000 $ 2,250,000 $ - $ - $ $ 500,000 $ 500,000 $ - Detention Fund (255) Major Maint enance ENERGY MANAGEMENT PROGRAM (ENRG) ENVIRONMENTAL PROGRAM (ENVR) INMATE COURT HOLDING (INSC) CODE COMPLIANCE RESERVE (RCCR) BUILDING SECURITY PROGRAM (SECR) LIFE/SAFETY PROGRAM (SFTY) PROJECT RESERVE (MMPR) $ 250,000 215,000 - - - - 215,000 100,000 - - - - 100,000 200,000 250,000 250,000 250,000 250,000 1,200,000 200,000 250,000 250,000 250,000 250,000 1,200,000 500,000 500,000 500,000 500,000 500,000 2,500,000 - 6,000,000 6,000,000 6,000,000 6,000,000 24,000,000 Major Maintenance Subtotal $ 1,465,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 31,565,000 TOTAL FUND 255 $ 8,774,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 38,874,000 TOTAL ALL FUNDS $ 15,739,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 85,839,000 843 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a plan that identifies capital projects to be completed over the next five years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. The CIP integrates the Managing for Results (MfR) policy when outlining its funding sources, project costs, and future operating costs associated with each capital improvement. Capital Improvement Program A Capital Improvement Program (CIP) project is defined as a major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. The most common examples include the purchase of land and buildings as well as construction of buildings, roads, and bridges. Sources of funding for Capital Improvement Projects include voterapproved bonds, voter-authorized taxes, other forms of long-term financing such as Certificates of Participation (COPs), operating funds, contributions from other public and private entities, and grants. 844 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program The CIP spans a five-year period beginning with Fiscal Year 2008-09 and ending Fiscal Year 2012-13. The total anticipated cost for projects presented in the FY 2008-09 CIP is $867.7 million with the largest amount of planned spending, $267.0 million in Fiscal Year 2008-09 (see table that follows). CAPITAL IMPROVEMENT PROGRAM FY 2008-09 through FY 2012-13 ALL FUNDS $267,001,265 $221,261,393 $202,880,590 $110,244,426 $66,316,998 FY 2008-09 FY 2009-10 FY 2010-11 845 FY 2011-12 FY 2012-13 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program The largest portion of expenditures for the County’s five-year Capital Improvement Program is the Transportation Capital Projects Fund with 46.0% of the total. The Financing Series 2008 Fund (Lease Revenue Bonds) is next with 40.0%, followed by the Financing Series 2007 Fund (Lease Revenue Bonds) at 8.7%. The Detention Capital Projects comprises 2.4% of total CIP expenditures, the General Fund County Improvement Fund 2.5%, and the Intergovernmental Capital Projects Fund 0.4%. FY 2008-09 CAPITAL IMPROVEMENT PROGRAM Distinction by Fund INTERGOVERNMENTAL CAPITAL PROJECTS FUND 0.40% TRANSPORTATION CAPITAL PROJECTS FUND 46.04% GENERAL FUND COUNTY IMPROVEMENT FUND 2.49% DETENTION CAPITAL PROJECTS FUND 2.40% FINANCING SERIES 2007 8.71% FINANCING SERIES 2008 39.97% 846 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program It should be noted that over the five-year period, the cost of a project and its projected completion date could vary from the initial plan due to changes in Board priorities, greater than anticipated costs, unforeseen events, and/or changes in funding assumptions. The following table highlights significant changes from the FY 2007-08 Capital Improvement Program. FY 2008-09 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund General Fund 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT FUND 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND CTY IMPROV Subtotal General Fund Special Revenue 234 TRANSPORTATION CAPITAL PROJECT 455 DETENTION CAPITAL PROJECTS Subtotal Special Revenue TOTAL MARICOPA COUNTY REVISED FY 2007-08 THRU FY 2011-12 $ ADOPTED FY 2008-09 THRU FY 2012-13 7,960,764 82,881 121,328,217 355,532,483 29,770,466 514,674,811 $ $ $ 413,706,818 54,527,995 468,234,813 $ 982,909,624 $ $ 847 (Increase)/ Decrease 3,450,000 75,590,432 346,780,553 21,580,295 447,401,280 $ $ $ 399,453,490 20,849,900 420,303,390 $ 14,253,328 33,678,095 47,931,423 $ 867,704,670 $ 115,204,954 $ $ 4,510,764 82,881 45,737,785 8,751,930 8,190,171 67,273,531 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Capital Projects Budget The capital projects budget is the first year of the Capital Improvement Program. The recommended FY 2008-09 Maricopa County Capital Projects budget is $267.0 million and is comprised of projects for which funding has been clearly identified for the duration of the projects. Total budgeted expenditures by fund source compared with FY 2007-08 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2007-08 ADOPTED FY 2007-08 REVISED FY 2007-08 FY 2008-09 FORECASTED RECOMMENDED General Fund 422 INTERGOVERNMENTAL CAP PROJ $ 9,351,324 $ 12,144,726 $ 435 COUNTY IMPROVEMENT FUND 143,166 82,881 440 FINANCING SERIES 2007 88,609,418 62,224,711 441 FINANCING SERIES 2008 23,418,046 25,184,429 445 GENERAL FUND CTY IMPROV 33,628,876 33,114,691 Subtotal General Fund $ 155,150,830 $ 132,751,438 $ 9,414,107 $ 37,573,767 7,227,815 26,302,602 80,518,291 $ 3,450,000 67,626,776 67,122,027 18,174,462 156,373,265 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 98,605,934 455 DETENTION CAPITAL PROJECTS 46,428,953 Subtotal Special Revenue $ 145,034,887 $ 98,605,934 39,527,995 $ 138,133,929 $ 85,705,950 11,700,054 97,406,004 $ 104,677,000 5,951,000 110,628,000 TOTAL MARICOPA COUNTY $ 300,185,717 $ 270,885,367 $ 177,924,295 $ 267,001,265 $ $ Uses of Capital Funds - FY 2008-09 $267,001,265 Culture & Recreation 2.6% General Government 3.5% Health, Welfare & Sanitation 0.9% Highways & Streets 39.2% Public Safety 53.7% Note: The above schedule displays only Capital Project expenditures. A fund transfer of $6,252,339 from the General Fund County Improvement Fund (445) to the County Improvement Debt 2 Fund (321) is not shown. Refer to the Fund Transfers in the Summary Schedules Section. 848 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating & Capital Budgets – Their Relationship A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate facilities and improvements upon completion or acquisition. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security, and other costs associated with additional acreage, mileage, or square footage. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. This is a particularly important budgetary consideration with the new detention and Court facilities. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the Facilities Management Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced are factored into the County’s ten-year financial forecast. The estimated annual operating costs for the new general fund and detention facilities include utility costs, housekeeping staff, general maintenance commodities, e.g., janitorial supplies, and miscellaneous contract costs, e.g., janitorial contracts. Also included are user department operating net costs that may result from the construction of the project, such as additional staff and operating supplies and services. The following table illustrates the estimated ongoing operating costs associated with the new facilities constructed or acquired through the CIP. NEW FACILITY OPERATING AND MAINTENANCE COST IMPACT FY 2008-09 GENERAL FUND PROJECTS Buckeye Hills Shooting Range $ 55,681 Chambers Building 24,722 Criminal Court Tower Durango Animal Care & Control Facility 200,245 Durango 911 and Crime Lab Maricopa Regional Trail System Saguaro Lake Aid Station 12,105 Security Building 102,510 Southeast Justice Center n/a Visitors Centers and Amphitheaters 100,308 General Fund Subtotal $ 495,571 FY 2009-10 $ FY 2010-11 $ $ 57,351 25,464 206,818 116,291 41,073 12,468 105,585 n/a 100,308 665,358 FY 2011-12 $ $ 59,072 26,228 2,135,908 213,022 119,780 43,115 12,842 108,753 n/a 100,308 2,819,028 FY 2012-13 $ $ 60,844 27,015 4,399,970 219,413 123,373 85,959 13,227 112,015 n/a 100,308 5,142,125 $ 62,669 27,825 4,531,969 225,995 127,074 90,246 13,624 115,376 n/a 100,308 5,295,088 DETENTION FUND PROJECTS Pup Tents Restroom Building $ Detention Fund Subtotal $ 12,105 12,105 $ $ 12,467 12,467 $ $ 12,841 12,841 $ $ 13,226 13,226 $ $ 13,623 13,623 ALL FUNDS $ 507,676 $ 677,825 $ 2,831,869 $ 5,155,352 $ 5,308,711 849 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Intergovernmental and County Improvement Capital Projects General Fund and Special Revenue Funds Summary In general, capital projects are budgeted separately from the operating budget in a series of capital project funds. During FY 1999-2000, the Board adopted a policy (A1920) establishing a formal review and approval process for Capital Improvement Program project requests, excluding the Transportation Department, which has previously established processes for capital improvement plans. This policy requires each department to submit to the Facilities Review Committee (FRC) proposals for potential projects that may be undertaken during the next five-year period, regardless of the source of funds or building delivery method. The FRC is comprised of the Facilities Management Director, senior representatives from the Office of Management and Budget (OMB), representatives from the Judicial Branch and elected offices, and the Chief Financial Officer. The committee also includes an elected official and an at-large representative, both of whom are committee appointees. The process begins with the FRC approving instructions to be used for Capital Improvement Program project requests for the coming year. The instructions are typically provided no later than June 30th. By September 1st of each year, departmental requests need to be submitted to the FRC using the Justification Approval Request format. Departmental requests are not considered without an approved facilities master plan. There are five phases in the Capital Budget and Planning Process: 1. Justification 2. Concept 3. Design 4. Construction 5. Occupancy There are specific requirements for each phase as outlined in the aforementioned policy. Recommended projects are entered into the CIP in the latter portion of the concept phase and before the design phase. The new policy has resulted in more consistency and efficiency in capital project planning and implementation. It also ensures that projects are congruent with Countywide, long-term goals and initiatives. 850 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Project Detail Three (3) capital projects are identified and recommended to the Board for support from the Intergovernmental Capital Projects Fund (422). Three (3) capital projects in the Financing Series 2007 Fund (440) and two (2) capital projects in the Financing Series 2008 Fund (441) are identified and recommended to the Board. A total of thirteen (13) projects are identified and recommended to the Board for support from the General Fund (445) in the proposed CIP. The recommended projects are as follows: 422 INTERGOVERNMENTAL CAPITAL PROJECTS FUND PREVIOUS FY 2008-09 FY 2009-10 Buckeye Hills Shooting Range $ 6,614,366 $ 1,500,000 $ New River Transfer Station 975,000 Rainbow Valley Transfer Station 975,000 TOTAL FUND 422 $ 6,614,366 $ 3,450,000 $ - $ FY 2010-11 $ - 440 FINANCING SERIES 2007 FUND PREVIOUS FY 2008-09 FY 2009-10 FY 2010-11 Central Court Building Remodel $ 2,037,620 $ 7,556,380 $ - $ Durango Animal Care and Control Facility 16,330,000 300,000 Southeast Justice Center 20,642,848 59,770,396 7,963,656 TOTAL FUND 440 $ 39,010,468 $ 67,626,776 $ 7,963,656 $ - $ FY 2011-12 $ $ $ FY 2011-12 - $ - $ - FY 2012-13 $ $ FY 2012-13 - - FIVE-YEAR (FY 2009-13) 1,500,000 975,000 975,000 $ 3,450,000 $ TOTAL PROJECT 8,114,366 975,000 975,000 $ 10,064,366 $ TOTAL FIVE-YEAR (FY PROJECT 2009-13) $ 7,556,380 $ 9,594,000 300,000 16,630,000 67,734,052 88,376,900 $ 75,590,432 $ 114,600,900 Page 852 871 876 Page 854 864 883 441 FINANCING SERIES 2008 FUND PREVIOUS FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Criminal Court Tower $ 7,985,547 $ 55,213,727 $ 133,320,239 $ 120,941,692 $ 24,096,595 $ Durango 911 and Crime Lab 800,000 11,908,300 1,300,000 TOTAL FUND 441 $ 8,785,547 $ 67,122,027 $ 134,620,239 $ 120,941,692 $ 24,096,595 $ - FIVE-YEAR (FY 2009-13) $ 333,572,253 13,208,300 $ 346,780,553 TOTAL PROJECT $ 341,557,800 14,008,300 $ 355,566,100 Page 858 861 445 GENERAL FUND COUNTY IMPROVEMENT FUND PREVIOUS FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Chambers Building $ 1,199,870 $ 1,200,000 $ - $ - $ - $ Emergency Management HVAC Upgrade 550,000 Water 151,307 2,484,959 Maricopa Regional Trail System 902,081 1,692,086 1,000,000 1,000,000 405,833 Old Animal Care & Control Demolition 250,000 Parks System Master Plan 272,856 212,344 Public Health Building Generator 325,000 Saguaro Lake Aid Station 750,000 Security Building 20,364,970 3,109,314 Security Building Plumbing Upgrades 760,000 Sheriff Court Remodel 2,433,900 1,000,000 Visitor Centers and Amphitheaters 2,424,970 4,306,859 Vulture Mountain Study 100,000 TOTAL FUND 445 $ 25,316,054 $ 18,174,462 $ 2,000,000 $ 1,000,000 $ 405,833 $ - FIVE-YEAR (FY 2009-13) $ 1,200,000 550,000 2,484,959 4,097,919 250,000 212,344 325,000 750,000 3,109,314 760,000 3,433,900 4,306,859 100,000 $ 21,580,295 TO TAL PROJECT $ 2,399,870 550,000 2,636,266 5,000,000 250,000 485,200 325,000 750,000 23,474,284 760,000 3,433,900 6,731,829 100,000 $ 46,896,349 Page 856 867 868 869 872 873 875 877 879 881 882 885 887 851 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Buckeye Hills Shooting Range Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Buckeye Hills Recreation Area 5 Facilities Management Bureau of Land Management January 2009 Project Description This project includes the construction of a regional facility for the Sheriff’s Office and other regional law enforcement agencies for firearms training and certification. In addition, a Parks Department public range is included. The ranges have been completed. The remaining work includes abatement of the old range located in the Sun City area. Purpose Statement The purpose of the Sheriff’s Office Shooting Range project is to provide a firearms training facility for Sheriff’s Sworn, Detention, and Volunteer personnel so that training mandates are met and required employees proficiencies are maintained. Strategic Plan Programs Supported • Centralized MCSO Operations Strategic Plan Activities Supported • Mandated Enforcement and Detention Training Result Measures FY 2007-08 Year-To-Date Actual RESULT MEASURE Percent of FTE meeting mandated proficiency standards 852 100% FY 2007-08 Year-End Projected 100% Projected with Capital Improvement 100% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Funding/Cost Summary Previous Funding Source Actuals Intergovernmental Cap Proj (422) $ 3,800,230 General Fund Cty Improv (445) Project Total $ 3,800,230 Projected FY 07-08 $ 2,814,136 8,635,634 $ 11,449,770 Year 1 FY 08-09 $ 1,500,000 $ 1,500,000 Year 2 FY 09-10 $ $ - Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 1,500,000 $ 1,500,000 Total Project $ 8,114,366 8,635,634 $ 16,750,000 Year 4 FY 11-12 Year 5 FY 12-13 Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 $ Total $ - 853 $ $ $ $ Year 2 FY 09-10 - $ 10,202 45,479 55,681 $ $ 10,202 45,479 55,681 $ $ $ $ Year 3 FY 10-11 - $ 10,508 46,843 57,351 $ $ 10,508 46,843 57,351 $ $ $ $ - $ 10,823 48,249 59,072 $ $ 10,823 48,249 59,072 $ $ $ $ - $ 11,148 49,696 60,844 $ $ 11,148 49,696 60,844 $ $ $ $ 11,482 51,187 62,669 11,482 51,187 62,669 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Central Court Building Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Downtown Phoenix court Complex 5 Facilities Management None March 2009 Project Description: The project consists of the renovation of the Central Court Building for Superior Court Early Disposition Court (EDC) and Regional Court Center (RCC). The project includes possible abatement and renovation of the 2nd floor and remodel of the basement of the Central Court Building to add four (4) new courtrooms. Purpose Statement The purpose of the Central Court Building (CCB) project is to ensure timely, fair, and impartial justice in case processing by expanding the lower level of CCB and constructing two EDC and two RCC criminal courts. In addition, the second floor of CCB will need to be abated and renovated to accommodate court administration functions currently in CCB lower level. Strategic Goals Addressed By June 2012, the Superior Court will provide timely, fair, and impartial justice in case processing by resolving 95% of all Felony Cases in compliance with established trial court standards. Strategic Plan Programs Supported • Criminal Justice Strategic Plan Activities Supported • General Felony Adjudication 854 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measures Capital Improvement Program FY 2007-08 Year-To-Date Actual 91% RESULT MEASURE Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days Projected with FY 2007-08 Capital Year-End Improvement Projected 91% 95% 76% 76% 80% Funding/Cost Summary Previous Funding Source Actuals Financing Series 2007 (440) $ 71,272 Project Total $ 71,272 Projected FY 07-08 $ 1,966,348 $ 1,966,348 Year 1 FY 08-09 $ 7,556,380 $ 7,556,380 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no impact on Operating Cost 855 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 7,556,380 $ 7,556,380 Total Project $ 9,594,000 $ 9,594,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Chambers Building Remodel Capital Improvement Program 4th Ave. and Jackson Street 5 Facilities Management None September 2008 Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Project Description The project includes the interior remodeling of the Chambers Warehouse Building basement for office space. The User Groups which will be relocating to the newly remodeled areas include Office of Enterprise Technology (OET), Public Information Office (PIO), and Employee Health Initiatives (EHI). Purpose Statement The purpose of this project is to provide expanded office space for County Departments within the Administration Building by relocating OET, PIO, and EHI. In addition this project will help to consolidate OET. Strategic Plan Programs Supported • Health Benefits Strategic Plan Activities Supported • Pharmacy Result Measures FY 2007-08 Year-To-Date Actual RESULT MEASURE Percent of employees at least satisfied with the benefit FY 2007-08 Year-End Projected 85% Projected with Capital Improvement 85% 87% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ 1,199,870 $ 1,199,870 Year 1 FY 08-09 $ 1,200,000 $ 1,200,000 Year 2 FY 09-10 $ $ - 856 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 1,200,000 $ 1,200,000 Total Project $ 2,399,870 $ 2,399,870 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ - $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 $ Total $ 857 $ $ $ Year 2 FY 09-10 - $ 24,722 24,722 $ 24,722 24,722 $ $ $ $ Year 3 FY 10-11 - $ 25,464 25,464 $ 25,464 25,464 $ $ $ $ Year 4 FY 11-12 - $ 26,228 26,228 $ 26,228 26,228 $ $ $ $ Year 5 FY 12-13 - $ 27,015 27,015 $ 27,015 27,015 $ $ $ $ 27,825 27,825 27,825 27,825 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Criminal Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 1st Avenue and Madison Street - Phoenix 5 Facilities Management None February 2012 Project Description The Criminal Court Tower project involves the construction of a state-of–the-art 32 (22 fully constructed, 10 shelled out) courtroom facility, in excess of 700,000 square feet, to be constructed on the site of the current Madison Street Parking Garage. In addition to courtrooms, the facility will include a Jury Assembly area, a sally-port for prisoner transport, secured judicial parking, office and related space for Court support, and the County’s Restorative Justice Program. Purpose Statement The new Criminal Court Tower will serve as the anchor facility for the full service downtown court complex. As a key component of that design, it is instrumental in providing improved accessibility, more efficient and effective court services to the public while addressing Maricopa County’s rapidly growing population. Strategic Goals Addressed By June 2012, the Superior Court will provide timely, fair, and impartial justice in case processing by resolving 95% of all Felony Cases in compliance with established trial court standards. Strategic Plan Programs Supported • Criminal Justice 858 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Plan Activities Supported • General Felony Adjudication Result Measures RESULT MEASURE Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2007-08 Year-To-Date Actual 91% 76% Projected with FY 2007-08 Capital Year-End Improvement Projected 91% 95% 76% 80% Funding/Cost Summary Previous Funding Source Actuals Financing Series 2008 (441) $ 33,617 General Fund Cty Improv (445) 775,282 Project Total $ 808,899 Projected FY 07-08 $ 7,951,930 24,718 $ 7,976,648 Year 1 FY 08-09 $ 55,213,727 $ 55,213,727 Year 2 FY 09-10 $ 133,320,239 $ 133,320,239 859 Year 3 FY 10-11 $ 120,941,692 $ 120,941,692 Year 4 Year 5 5-Year FY 11-12 FY 12-13 Total $ 24,096,595 $ - $ 333,572,253 $ 24,096,595 $ - $ 333,572,253 Total Project $ 341,557,800 800,000 $ 342,357,800 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary Year 1 FY 08-09 FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay - $ 674,596 3,352,000 $ 4,026,596 $ 694,834 $ 3,452,560 $ 4,147,394 $ 715,679 $ 3,556,137 $ 4,271,816 $ 737,149 $ 3,662,821 $ 4,399,970 $ 759,264 $ 3,772,706 $ 4,531,969 - $ $ $ $ $ Total $ - 674,596 3,352,000 $ 4,026,596 860 $ 694,834 3,452,560 $ 4,147,394 $ $ - 715,679 3,556,137 $ 4,271,816 $ $ - Year 5 FY 12-13 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ $ - Year 4 FY 11-12 Total $ $ $ Year 3 FY 10-11 - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 2 FY 09-10 737,149 3,662,821 $ 4,399,970 $ $ - 759,264 3,772,706 $ 4,531,969 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Durango 911 and Crime Lab Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None March 2010 Project Description This project involves the construction of an approximate 40,000 square foot building to house the MCSO 911 Dispatch Center, Crime/Photo Lab, and Telecommunications functions presently housed in the 1st Ave. Jail. These functions are being relocated as part of the development plan for the new Court Tower project. Purpose Statement The purpose of this project is to furnish adequate Dispatch, Crime Lab, and Telecommunications facilities for the Sheriff’s office so that its mission to serve the public can be properly supported. Strategic Plan Programs Supported • • Enforcement Centralized MCSO Operations Strategic Plan Activities Supported • • • Dispatch Investigations Sheriff Information Systems/Telecommunications Result Measures 861 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget RESULT MEASURE Percent of Cases cleared by Arrest Percent of Priority 1 Calls Dispatched within Standards Percent of system availability (Up Time) 24 x 7 Capital Improvement Program FY 2007-08 Year-To-Date Actual 12% 88% 98% Projected with FY 2007-08 Capital Year-End Improvement Projected 12% 12% 88% 88% 98% 98% Funding/Cost Summary Previous Funding Source Actuals Financing Series 2008 (441) $ Project Total $ - Projected FY 07-08 $ 800,000 $ 800,000 Year 1 FY 08-09 $ 11,908,300 $ 11,908,300 Year 2 FY 09-10 $ 1,300,000 $ 1,300,000 862 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 13,208,300 $ 13,208,300 Total Project $ 14,008,300 $ 14,008,300 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay - $ 25,504 87,400 $ 112,904 $ $ 26,269 90,022 $ 116,291 $ $ 27,057 92,723 $ 119,780 $ $ 27,869 95,504 $ 123,373 28,705 98,369 $ 127,074 - $ $ $ $ $ Total $ 863 25,504 87,400 $ 112,904 26,269 90,022 $ 116,291 $ $ - 27,057 92,723 $ 119,780 $ $ - Year 5 FY 12-13 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ $ - Year 4 FY 11-12 Total $ $ $ Year 3 FY 10-11 $ $ - Year 2 FY 09-10 - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 27,869 95,504 $ 123,373 $ $ - $ $ 28,705 98,369 $ 127,074 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Durango Animal Care & Control Facility Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None 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. Purpose Statement The purpose of the Durango Animal Care and Control project is to provide facilities for animal licensing, sheltering, enforcement, and animal cruelty activities so that the spread of rabies can be controlled, citizens can recover lost pets, and animals can be held for final disposition. Strategic Goals Develop and obtain funding for a master plan to build new animal care centers by June 2006. Strategic Plan Programs Supported • • Animal Enforcement Animal Licensing and Sheltering Strategic Plan Activities Supported • • • • • • Animal Cruelty Enforcement Cat/Dog Adoption and Licensing Fostering Impoundment Quarantine Result Measures 864 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program FY 2007-08 Year-To-Date Actual RESULT MEASURE Percent of animals impounded at Animal Care and Control Facilities 3% FY 2007-08 Year-End Projected Projected with Capital Improvement 3% 3% Funding/Cost Summary ` Previous Funding Source Actuals Financing Series 2007 (440) $ 2,919,950 Project Total $ 2,919,950 Projected FY 07-08 $ 13,410,050 $ 13,410,050 Year 1 FY 08-09 $ 300,000 $ 300,000 865 Year 2 FY 09-10 $ $ - Year 3 Year 4 Year 5 5-Year FY 10-11 FY 11-12 FY 12-13 Total $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 Total Project $ 16,630,000 $ 16,630,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ 51,008 229,386 $ 280,394 $ 52,538 $ 236,268 $ 288,806 $ 54,114 $ 243,356 $ 297,470 $ 55,738 $ 250,656 $ 306,394 $ 57,410 $ 258,176 $ 315,586 - $ $ $ $ $ Total $ 866 $ 25,704 56,284 81,988 26,834 179,984 $ 206,818 $ $ $ 26,475 57,973 84,448 27,639 185,383 $ 213,022 $ $ $ 27,269 59,712 86,981 Year 5 FY 12-13 - 25,504 174,741 $ 200,245 $ Year 4 FY 11-12 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ $ 25,504 54,645 80,149 Year 3 FY 10-11 Total $ $ $ Year 2 FY 09-10 - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 28,468 190,945 $ 219,413 $ $ $ 28,087 61,503 89,591 29,322 196,673 $ 225,995 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Emergency Management HVAC Upgrade Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 2025 North 52nd Street, Phoenix 3 Facilities Management None June 2009 Project Description This project provides for an upgraded HVAC system for the existing Emergency Management building. The project will replace the current outdated and inefficient system. Purpose Statement The purpose of this project is to provide an upgraded HVAC system which sufficiently cools and heats the Emergency Management facility. Funding/Cost Summary ` Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 550,000 $ 550,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no impact on Operating Cost 867 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 550,000 $ 550,000 Total Project $ 550,000 $ 550,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Lower Buckeye Central Plant – Chilled Water Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Lower buckeye Jail, Durango 5 Facilities Management None June 2009 Project Description This project includes the design and construction of additional chilled water piping and new chillers for the Lower Buckeye Central Plant. The additional piping and chillers will supply chilled water to facilities on the north side of the Roosevelt Irrigation Canal at the Durango Facility. This is an ongoing Fiscal Year project with a final goal of providing chilled water from the Lower Buckeye Central Plant to all facilities at the Durango Campus. Purpose Statement The purpose of this project is to provide chilled water to all facilities within the Durango Campus. This will serve as an upgrade in cooling the facilities and a more energy efficient cooling system. Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ 151,307 $ 151,307 Year 1 FY 08-09 $ 2,484,959 $ 2,484,959 Year 2 FY 09-10 $ $ Operating Cost Summary Project will have no impact on Operating Cost 868 - Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 2,484,959 $ 2,484,959 Total Project $ 2,636,266 $ 2,636,266 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Maricopa Regional Trail System Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Various All Parks & Recreation Maricopa Trail & Park Foundation August 31, 2013 Project Description The Maricopa Trail program will design and build a regional trail operation to connect the Maricopa County Parks with a shared use, non-motorized linear park experience. It will link and assist communities to become more livable and create open space corridors to protect natural and cultural resources. It will provide an enhanced health, informed educational and increased recreational opportunity and park amenity. The regional trail system was conceived by the Board of Supervisors as an opportunity for valley-wide community members to access the trail from their neighborhoods. It is dedicated to the community-atlarge at no cost to the public. Some people may not be able to afford to go the regional parks all the time, so they will enjoy the trail nearby. Many people move to the Valley to enjoy the desert environment, so this trail system sets aside open space of regional significance. The Maricopa County Regional Trail System plan was adopted by the Board of Supervisors on August 16, 2004. With funding provided in fiscal years 2005 and 2006, a purchase was made for State trust land to build Segment 10 and engineering surveys were begun; in addition, approximately 8.8 miles of regional trail were added to link Spur Cross Ranch Conservation Area via Segment 17 and Cave Creek Regional Park via Segment 19 in fiscal year 2007. In fiscal year 2008, another 8 miles of trail were built for Segments 16 and 18 in the area east of the Anthem community along Rodger Creek to connect to Cave Creek Regional Park that will include the planned construction of a Trailhead at the New River Road crossing of the Trail; and linking the Cave Creek Regional Park north to the Spur Cross Ranch Conservation Area. In fiscal year 2009 the county will continue to build 9 miles of trail connecting Segment 14/Lake Pleasant Regional Park to Segment 15/Anthem at Interstate17. Purpose Statement The purpose of the Maricopa Trail project is to provide an accessible outdoor recreational experience for the people who live and work locally, so they may travel along the trail as a pathway to the Parks. In addition it will provide open space corridors to protect natural and cultural resources from development. 869 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Goals Addressed By July 31, 2009, continue to expand the buffer zones around the existing parks and acquire land and trail segments identified through the Bureau of Land Management Recreation & Public Purposes lease applications and the Maricopa Regional Trail Program at McDowell Regional Park, Cave Creek Regional Park, White Tank Mountain Regional Park and Lake Pleasant Regional Park. Strategic Plan Programs Supported • • Park Education and Recreation Program Support Program Strategic Plan Activities Supported • • Recreation Activity Maintenance & Development Activity Result Measures FY 2007-08 Year-To-Date Actual RESULT MEASURE RESULT: Percent of trail users satisfied with condition of trails FY 2007-08 Year-End Projected 91.4 Projected with Capital Improvement 91.4 93 Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 533,081 Intergovernmental Cap Proj (422) Project Total $ 533,081 Projected FY 07-08 $ 369,000 836,104 $ 1,205,104 Year 1 FY 08-09 $ 1,692,086 $ 1,692,086 Year 2 FY 09-10 $ 1,000,000 $ 1,000,000 Year 3 FY 10-11 $ 1,000,000 $ 1,000,000 Year 4 FY 11-12 $ 395,833 $ 395,833 Year 5 FY 12-13 $ $ - 5-Year Total $ 4,087,919 $ 4,087,919 Total Project $ 4,990,000 836,104 $ 5,826,104 Operating Cost Summary Year 1 FY 08-09 Year 2 FY 09-10 Year 3 FY 10-11 Year 4 FY 11-12 Year 5 FY 12-13 Total $ 201,531 13,900 215,431 $ 251,735 7,305 $ 259,040 $ 264,322 7,451 $ 271,773 $ 277,538 7,600 $ 285,138 $ 291,415 7,752 $ 299,167 $ 305,985 7,907 $ 313,893 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ 201,531 13,900 215,431 $ 251,735 7,305 $ 259,040 $ 305,022 7,824 $ 312,845 $ 320,273 7,980 $ 328,253 $ 376,986 8,140 $ 385,126 $ 395,836 8,303 $ 404,138 $ $ $ $ $ FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ $ Total $ - 870 $ - $ 40,700 373 41,073 $ 42,735 380 43,115 $ 85,572 388 85,959 $ 89,850 395 90,246 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program New River Transfer Station Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: New River Road and Landfill Road 4 Facilities Management Waste Management December 2008 Project Description This project will provide for a new Waste Management waste transfer station. Purpose Statement The purpose of this project is to provide Maricopa County citizens in the New River area a waste transfer station. Funding/Cost Summary Previous Funding Source Actuals Intergovernmental Cap Proj (422) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 975,000 $ 975,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Not Available 871 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 975,000 $ 975,000 Total Project $ 975,000 $ 975,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Old Animal Care & Control Demolition Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None November 2008 Project Description This project includes the demolition of the old Animal Care facility including buildings, paving, and utilities. Purpose Statement The purpose of this project is to clear the old Animal Care building site for construction of future County facilities. Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 250,000 $ 250,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no impact on Operating Cost 872 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 250,000 $ 250,000 Total Project $ 250,000 $ 250,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Park System Master Plan Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: All Maricopa County Parks All Parks & Recreation None November 30, 2008 Project Description In 1965, the Maricopa County Board of Supervisors approved the Maricopa County Regional Park System Plan. This plan laid the foundation for a dynamic county park system. Since then Maricopa County has grown tremendously in population, transportation, and economics to name a few factors. Park design, planning, and philosophy have also changed along with time and because of this the MCPRD System Plan is outdated and portions are no longer applicable to the overall park system. For example, Thunderbird Semi-Regional Park was part of the system in 1965 but has been transferred to another agency. In addition, over the past 43 years, many of MCPRD Parks have expanded their boundaries, such as Lake Pleasant Regional Park and White Tank Mountain Regional Park. MCPRD has acquired new parks and a conservation area in the past decade, for example, San Tan Mountain Regional Park, Adobe Dam Regional Park, and Spur Cross Ranch Conservation Area. A new and updated master plan is needed to guide future policies, procedures, standards and potential recreation opportunities for all these changes. The master plan would further identify a long-term and flexible approach to providing recreational opportunities in the parks development, while appropriately managing park resources. The master planning estimated cost is $485,200.00, including some inhouse project management costs. Purpose Statement The purpose of the Park System Master Plan project is to create a comprehensive, strategic, system plan that will set forth the appropriate park system structure and policies through thorough analysis of our existing and future resources as well as public demand and needs which will guide County leadership in meeting the needs of the regional park visitors so the percent of visitors satisfied with parks and facilities will increase. Strategic Goals Addressed By August 28, 2008, identify the capital improvement funding to meet the priority improvements identified in the Parks System Master Plan recommendations (County Goal SP5.3) Strategic Plan Programs Supported • Support Program Strategic Plan Activities Supported • Maintenance & Development Activity 873 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent Capital Improvement Program FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected 86.65 Projected with Capital Improvement 86.65 86.65 Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 200,923 Project Total $ 200,923 Projected FY 07-08 $ 71,933 $ 71,933 Year 1 FY 08-09 $ 212,344 $ 212,344 Year 2 FY 09-10 $ $ - Operating Cost Summary Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 212,344 $ 212,344 Total Project $ 485,200 $ 485,200 There is no operational cost increase associated with the process of master planning the park system. Impact to operations would be assessed based on the implementation of specifics in the plan. 874 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Public Health Building Generator Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 1645 East Roosevelt Street, Phoenix 5 Facilities Management None June 2009 Project Description This project includes the installation of a new emergency backup generator for the Public Health building. Purpose Statement The purpose of this project is to replace the current emergency backup generator with a larger generator which will provide electrical backup for the Public Health’s Command Center. Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 325,000 $ 325,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no effect on Operating Cost 875 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 325,000 $ 325,000 Total Project $ 325,000 $ 325,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Rainbow Valley Transfer Station Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Rainbow Valley Road and Germann Road 1 Facilities Management Waste Management July 2008 Project Description This project will provide for a new Waste Management waste transfer station. Purpose Statement The purpose of this project is to provide Maricopa County citizens in the southeast valley area a waste transfer station. Funding/Cost Summary Previous Funding Source Actuals Intergovernmental Cap Proj (422) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 975,000 $ 975,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Not Available 876 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 975,000 $ 975,000 Total Project $ 975,000 $ 975,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Saguaro Lake Aid Station Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Saguaro Lake 2 Facilities Management None June 2009 Project Description This project includes the design and construction of a new MCSO aid station for the Saguaro Lake. Purpose Statement The purpose of this project is to replace the current old aid station which is beyond its useful life span. The facility provides the Sheriff’s Office with office space, a holding room, and an aid station for the Saguaro Lake patrol unit. Strategic Plan Programs Supported • Enforcement Strategic Plan Activities Supported • Patrol Result Measures FY 2007-08 Year-To-Date Actual 41% RESULT MEASURE % of Priority 1 Calls Responded to in 5 mins or less. Projected with FY 2007-08 Capital Year-End Improvement Projected 41% 41% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 750,000 $ 750,000 Year 2 FY 09-10 $ $ - 877 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 750,000 $ 750,000 Total Project $ 750,000 $ 750,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Total $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ $ Total $ - 878 Year 1 FY 08-09 $ $ $ $ $ $ Year 2 FY 09-10 - $ 12,105 12,105 $ 12,105 12,105 $ $ $ $ Year 3 FY 10-11 - $ 12,468 12,468 $ 12,468 12,468 $ $ $ $ Year 4 FY 11-12 - $ 12,842 12,842 $ 12,842 12,842 $ $ $ $ Year 5 FY 12-13 - $ 13,227 13,227 $ 13,227 13,227 $ $ $ $ - 13,624 13,624 13,624 13,624 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Security Building Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 234 N. Central Ave - Phoenix 5 Facilities Management None June 2009 Project Description This project includes the replacement of the freight elevator, which is currently unusable, and funds the partial build out of first floor space. Purpose Statement The purpose of this project is to provide a safe and usable fright elevator, and providing usable floor space for future tenants. Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 16,440,155 Project Total $ 16,440,155 Projected FY 07-08 $ 3,924,815 $ 3,924,815 Year 1 FY 08-09 $ 3,109,314 $ 3,109,314 Year 2 FY 09-10 $ $ - Operating Cost Summary 879 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 3,109,314 $ 3,109,314 Total Project $ 23,474,284 $ 23,474,284 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Year 1 FY 08-09 - $ 35,460 67,050 $ 102,510 $ $ 36,524 69,062 $ 105,585 $ $ 37,620 71,133 $ 108,753 $ $ 38,748 73,267 $ 112,015 39,911 75,465 $ 115,376 - $ $ $ $ $ Total $ 880 35,460 67,050 $ 102,510 36,524 69,062 $ 105,585 $ $ - 37,620 71,133 $ 108,753 $ $ - Year 5 FY 12-13 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ $ - Year 4 FY 11-12 Total $ $ $ Year 3 FY 10-11 $ $ - Year 2 FY 09-10 - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Capital Improvement Program 38,748 73,267 $ 112,015 $ $ - $ $ 39,911 75,465 $ 115,376 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Security Building Plumbing Upgrades Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 234 N. Central 5 Facilities Management None June 2009 Project Description This project includes the start of an annual upgrade of the plumbing within the Security Building. Purpose Statement The purpose of the project is upgrading of plumbing to current standards, Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 760,000 $ 760,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no effect on Operating Cost 881 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 760,000 $ 760,000 Total Project $ 760,000 $ 760,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Sheriff Court Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 201 West Jefferson Street West Court Building 5 Facilities Management None March 2010 Project Description This project includes the remodeling of one floor (2nd or 3rd) of the West Court to house the MCSO Civil/Warrants group. Purpose Statement The purpose of this project is to relocate the MCSO Civil / Warrants operation out of the First Ave. Jail. This operation needs to be moved in order to make room for the future Court Tower Project plaza and entry. Strategic Plan Programs Supported • Enforcement Strategic Plan Activities Supported • • Civil Process Warrants Result Measures FY 2007-08 Year-To-Date Actual RESULT MEASURE % of Demand Met (Papers to serve with service attempts) % of Demand Met (warrants processed) FY 2007-08 Year-End Projected 85% 65% Projected with Capital Improvement 85% 65% 85% 65% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 2,433,900 $ 2,433,900 Year 2 FY 09-10 $ 1,000,000 $ 1,000,000 Operating Cost Summary Project will have no effect on Operating Cost 882 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 3,433,900 $ 3,433,900 Total Project $ 3,433,900 $ 3,433,900 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Southeast Justice Center Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Mesa Drive and US 60 - Mesa 2 Facilities Management None October 2011 Project Description The project will include the acquisition of adjacent property and the design and construction of the Southeast Consolidated Justice Center. The project will house the North Mesa, East Mesa, West Mesa, and one expansion Justice Court. In addition, the facility will include Regional Court Center and Early Disposition Courts, Adult Probation, Juvenile Probation and holding for the Justice Courts. Purpose Statement The purpose of the Southeast Justice Center project is to co-locate existing justice courts from leased building space into County-owned. This will provide geographically co-located facilities for Maricopa County residents so their limited jurisdiction court needs can be handled in a more efficient and effective manner. Strategic Goals Addressed By June 2012, the Superior Court will provide timely, fair, and impartial justice in case processing by resolving 95% of all Felony Cases in compliance with established trial court standards. Strategic Plan Programs Supported • Criminal Justice Strategic Plan Activities Supported • General Felony Adjudication Result Measures 883 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program FY 2007-08 Year-To-Date Actual 91% RESULT MEASURE Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days Projected with FY 2007-08 Capital Year-End Improvement Projected 91% 95% 76% 76% 80% Funding/Cost Summary Previous Actuals $ 408,967 2,450,648 Project Total $ 2,859,615 Funding Source County Improvement Fund (435) Financing Series 2007 (440) Projected FY 07-08 $ 18,192,200 $ 18,192,200 Year 1 FY 08-09 $ 59,770,396 $ 59,770,396 Year 2 FY 09-10 $ 7,963,656 $ 7,963,656 Year 3 FY 10-11 $ $ Operating Cost Summary Operating cost impact is unknown until project scope is finalized. 884 Year 4 FY 11-12 - $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 67,734,052 $ 67,734,052 Total Project $ 408,967 88,376,900 $ 88,785,867 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Visitor Center and Amphitheater Project Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Estrella, Usery, Cave Creek and Lake Pleasant Regional Parks Districts 2, 4 and 5 Parks & Recreation None November 30, 2008 Project Description The Visitor Centers and Amphitheaters project will fund the construction of a new Visitor Center and corresponding Amphitheaters at Cave Creek and Usery Mountain Regional Parks. Estrella Mountain Regional Park, which already has an Amphitheater, will receive a Visitor Center building and Lake Pleasant Regional Park, which has a Visitor Center at the Overlook will receive an Amphitheater conducive to park programming. Currently all education programming regarding the natural resources of the Sonoran desert is done in open desert locations while hiking or sitting under a ramada. Consequently, very little programming can occur during adverse weather conditions (heat or rain). Also, there are no facilities for audio-visual education, interpretive displays, and very limited provisions for flora and fauna displays. The construction of these visitor centers and amphitheaters will provide high quality facilities for enhanced education and interpretation. In addition, these venues will serve the community for their recreational needs, such as meetings, scout groups and even weddings or other celebrations. The total project cost is estimated to be $ 7,206,718. Current budget allocation for this project is $7,206,718, with some of the funding coming directly from Lake Pleasant Regional Park revenues. Purpose Statement The purpose of the Visitor Center and Amphitheaters project is to meet the needs of the regional park users of Maricopa County so that they will increase their satisfaction with the facilities at county parks. The mission of the county regional park system 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. Strategic Goals Addressed By August 28, 2008, identify the capital improvement funding to meet the priority improvements identified in the Parks System Master Plan recommendations (County Goal SP5.3) Strategic Plan Programs Supported • Support Program Strategic Plan Activities Supported • Maintenance & Development Activity 885 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measures Capital Improvement Program FY 2007-08 Year-To-Date Actual RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 2007-08 Year-End Projected 86.65 Projected with Capital Improvement 86.65 90 Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 414,586 Intergovernmental Cap Proj (422) Project Total $ 414,586 Projected FY 07-08 $ 2,010,384 474,889 $ 2,485,273 Year 1 FY 08-09 $ 4,306,859 $ 4,306,859 Year 2 FY 09-10 $ $ - Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ - $ Year 5 FY 12-13 $ $ - 5-Year Total $ 4,306,859 $ 4,306,859 Total Project $ 6,731,829 474,889 $ 7,206,718 Operating Cost Summary Year 1 FY 08-09 Year 2 FY 09-10 Year 3 FY 10-11 Total $ 832,130 285,986 12,800 1,130,916 807,784 300,907 $ 1,108,691 $ 848,173 $ 848,173 $ 890,582 $ 890,582 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ 832,130 285,986 12,800 1,130,916 $ 860,992 348,007 $ 1,208,999 $ 901,381 47,100 $ 948,481 $ 943,790 47,100 $ 990,890 988,319 47,100 $ 1,035,419 $ 1,035,075 47,100 $ 1,082,175 $ $ $ $ $ FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ $ Total $ - 886 $ $ 53,208 47,100 100,308 53,208 47,100 $ 100,308 53,208 47,100 $ 100,308 Year 4 FY 11-12 $ $ 935,111 935,111 $ $ 53,208 47,100 100,308 Year 5 FY 12-13 $ $ $ 981,867 981,867 53,208 47,100 100,308 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Vulture Mountain Study Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Wickenburg 4 Parks & Recreation Bureau of Land Management (BLM) June 30, 2010 Project Description In order to assess the potential for patenting the BLM property in the Vulture Mountain area near Wickenburg, the BLM is required to undergo several assessments. The BLM has indicated that it may take more than two years for their staff to prepare these studies. The purpose of this request is to provide funding to allow BLM to expedite these studies through private contractors. The land itself will likely remain with BLM and be managed in a cooperative management agreement similar to that of most of San Tan Mountain Regional Park, pending Recreational Management & Public Purposes (RM&PP) acquisition. The park will ultimately include, at a minimum, park infrastructure, trails and trailheads but will probably include some of the facilities found at other Regional Mountain Parks. Initial study costs are estimated at $100,000. Future capital costs will be determined through park master planning, but initial infrastructure is estimated at $1,500,000. Purpose Statement The purpose of the Vulture Mountain Study project is to assess the feasibility of managing Vulture Peak as a county park for both residents and visitors so they will have natural open space preserved into the future. The area is currently being managed under the BLM’s multiple use philosophy which allows, mining, cattle grazing, off-highway vehicle use and a wide variety of other recreational uses in a relatively unsupervised manner. As the county continues to grow in and around the Wickenburg area, this type of use will become increasingly incompatible. Protecting the area as a County park will allow for greater management of the site resulting in more controlled use of the area and greater visitor and resident satisfaction. Parks and BLM have been working with the town of Wickenburg to assure quality of life and economic benefits provided by the area will be enhanced through park development and management, while preserving the unique western flavor of the community. Strategic Goals Addressed 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. (County goal SP4.2) Strategic Plan Programs Supported • Support Program Strategic Plan Activities Supported • Maintenance & Development Activity 887 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent Capital Improvement Program FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected 86.65 Projected with Capital Improvement 86.65 86.65 Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 100,000 $ 100,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 100,000 $ 100,000 There are no operational costs associated with Vulture Mountain acquisition at this time. 888 Total Project $ 100,000 $ 100,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Detention Capital Projects Fund Summary Criminal justice facilities Capital Improvement Program projects for adult jails and juvenile detention total $20.8 million over five years, 2.4% of the recommended five-year CIP. These projects are funded by a sales tax increase approved by voters in November 1998 and again in 2002. The programming phase, based on the Jail Master Plan, was finalized in July 1999, and the design phase was completed in 2001. The construction closeout phase for three projects continued into 2005 and included completion of all work and closeout of contracts. In addition to the Facilities Review Committee (FRC) process, a Citizens’ Jail Oversight Committee (CJOC) reviews projects funded by the Jail Excise Tax. In 1997, a nine-member Citizens Advisory Committee on Jail Planning was appointed by the Maricopa County Board of Supervisors, the County Attorney, the Presiding Judge of the Superior Court, and the Sheriff for the purpose of conducting a criminal justice system Master Plan. The Committee selected a nationally recognized jail-planning consultant to assist in studying the subject of the Committee’s charge. RNL Design, in association with Chinn Planning, Inc. and Liebert & Associates, was contracted by Maricopa County to complete a needs assessment and master plan of the adult and juvenile criminal justice detention system. The Committee met on 15 occasions from March 21, 1997 to November 13, 1997. Meetings were conducted in each of the Board Districts. In the fall of 1997, RNL Design completed its final report, “The Maricopa County Report on Jail Planning”, dated November 12, 1997. This comprehensive planning effort covered 15 years in the future and identified some $1.4 billion in needs. The Committee then used this report as the basis for four hearings conducted throughout the County. The final report of the Committee, the “Citizens Advisory Committee Report on Jail Planning”, dated November 18, 1997 is based on the Executive Summary of the consultants’ final report. The consultants gave the Committee permission to revise the Executive Summary to reflect the Committee’s conclusions and recommendations. The Committee made certain changes and modifications to the consultants’ work, which are reflected in its Final Report and in the budget figures attached to its Final Report. The consultants’ work is contained in Volumes 1-5 of the Committee’s Final Report, which constitutes the Maricopa County Criminal Justice System Master Plan. In November 2002, Maricopa County voters approved a 20-year extension of the November 1998 voter approved jail tax. Project Detail A total of four (4) capital projects are identified and recommended to the Board for support from the Detention Fund in the proposed CIP. The recommended projects are noted in the table below. 455 DETENTION CAPITAL PROJECTS FUND Lower Buckeye Food Factory Boiler Room $ Lower Buckeye Laundry Dust Collection Pup Tents Restroom Building Retherm Food Delivery Retrofit TOTAL FUND 455 $ PREVIOUS FY 2008-09 - $ 327,482 101,100 428,582 $ 137,000 $ 314,000 500,000 5,000,000 5,951,000 $ FY 2009-10 - $ 10,000,000 10,000,000 $ 889 FY 2010-11 FY 2011-12 - $ 4,898,900 4,898,900 $ - FIVE-YEAR (FY 2009-13) FY 2012-13 $ $ - $ $ 137,000 314,000 500,000 19,898,900 20,849,900 TOTAL PROJECT $ $ 137,000 314,000 827,482 20,000,000 21,278,482 Page 890 891 892 894 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Lower Buckeye Food Factory – Boiler Room Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None June 2009 Project Description This project includes the provision of a new cooling coil in the Food Factories boiler room. Purpose Statement The purpose of this project is to provide a controlled environment for the boilers. The controlled environment will allow the boilers to work more efficiently and in addition save energy costs. Funding/Cost Summary Previous Funding Source Actuals Detention Fund (455) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 137,000 $ 137,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no impact on Operating Cost 890 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 137,000 $ 137,000 Total Project $ 137,000 $ 137,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Lower Buckeye Laundry - Dust Collection Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None June 2009 Project Description This project includes the installation of a dust collection system at the Lower Buckeye Laundry facility. Purpose Statement The purpose of this project is to install a dust collection system, which will provide a better environment for laundry equipment and MCSO personnel. The laundry equipment will require less maintenance once the dust collection system is installed. Funding/Cost Summary Previous Funding Source Actuals Detention Fund (455) $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 314,000 $ 314,000 Year 2 FY 09-10 $ $ - Operating Cost Summary Project will have no impact on Operating Cost 891 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 314,000 $ 314,000 Total Project $ 314,000 $ 314,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Pup Tents Restroom Building Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Towers Jail Durango Complex 5 Facilities Management None August 2008 Project Description This project includes the construction of a new restroom and shower building for the MCSO’s Pup Tent area at the Tower’s Jail. Purpose Statement The purpose of this project is to provide restroom and shower facilities for inmates located in the Tower’s Jail Pup Tent’s. Strategic Plan Programs Supported • Custody Management Strategic Plan Activities Supported • Adult Detention Management Result Measures FY 2007-08 Year-To-Date Actual 100% RESULT MEASURE Percent of Inmates Detained FY 2007-08 Projected with Year-End Capital Projected Improvement 100% 100% Funding/Cost Summary Previous Funding Source Actuals Detention Fund (455) $ Project Total $ - Projected FY 07-08 $ 327,482 $ 327,482 Year 1 FY 08-09 $ 500,000 $ 500,000 Year 2 FY 09-10 $ $ - 892 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 500,000 $ 500,000 Total Project $ 827,482 $ 827,482 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ - $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 08-09 $ Total $ 893 $ $ $ Year 2 FY 09-10 - $ 12,105 12,105 $ 12,105 12,105 $ $ $ $ Year 3 FY 10-11 - $ 12,467 12,467 $ 12,467 12,467 $ $ $ $ Year 4 FY 11-12 - $ 12,841 12,841 $ 12,841 12,841 $ $ $ $ Year 5 FY 12-13 - $ 13,226 13,226 $ 13,226 13,226 $ $ $ $ 13,623 13,623 13,623 13,623 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Retherm Food Delivery Retrofit Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Various County Detention Facilities 5 Facilities Management None June 2011 Project Description This project includes the design and installation of the new retherm feeding system for the Towers, Estrella, and Durango jails. This retherm system is currently in use at the Lower Buckeye Jail and the 4th Ave. Jail facilities. Purpose Statement The purpose of this project is to upgrade the current feeding systems at the Towers, Estrella, and Durango jails. The retherm project provides for a more efficient and staff saving food distribution system for the targeted jails. Strategic Goals Addressed The Maricopa County Sheriff’s Office will always meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Strategic Plan Programs Supported • Custody Management Strategic Plan Activities Supported • Inmate Meals Result Measures Complete Table 3 Funding/Cost Summary 894 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Previous Funding Source Actuals Detention Fund (455) $ Project Total $ - Projected FY 07-08 $ 101,100 $ 101,100 Year 1 FY 08-09 $ 5,000,000 $ 5,000,000 Year 2 FY 09-10 $ 10,000,000 $ 10,000,000 Operating Cost Summary Project will have no effect on Operating Cost 895 Capital Improvement Program Year 3 FY 10-11 $ 4,898,900 $ 4,898,900 Year 4 FY 11-12 $ $ - Year 5 FY 12-13 $ $ - 5-Year Total $ 19,898,900 $ 19,898,900 Total Project $ 20,000,000 $ 20,000,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Transportation Capital Projects Fund Summary The Maricopa County Public Works Department 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 Public Works Department for future roadway improvements include: • Safety (crash history), pavement conditions, and current sufficiency levels of roadways • Land use, regional travel usage, and environmental factors • Current and future traffic volumes compared to the physical capacity of the roadway • A benefit/cost analysis that measures reductions in delay due to improvements • Joint sponsorship of the project and the actual commitment of funds by partnering agencies • Bonus points for intelligent transportation systems, alternative modes and environmental enhancements Separate ranking systems exist for evaluating potential bridges, channel upgrades, bicycle, pedestrian, and other multi-modal improvements. The Maricopa County Board of Supervisors (BOS) annually approves the TIP. This annual approval authorizes expenditures by Public Works for making transportation improvements to roadways and bridges, acquiring rights-of-way, developing Intelligent Transportation Systems (ITS) and conducting future studies of county roadways. Public Works staff, representatives from cities and towns, and the public recommend projects for inclusion in the TIP. Public Works then internally prepares its recommendations for future roadway improvements. Funding from all available sources is then matched against the proposed projects. Public Works typically considers the highest rated projects first and subsequently recommends improvements based on the rankings, potential financial partners, and available budget. The recommended projects are then submitted to the Transportation Advisory Board for their review and input. The BOS makes the final decision regarding projects to be included in the TIP. Public Works funds the TIP through several resources. The primary source is the Highway User Revenue Fund (HURF). The County must spend these funds only on transportation-related items. In addition, the County occasionally receives funds from several federal agencies, such as the Federal Highway Administration (FHWA), the Maricopa Association of Governments (MAG), and the Federal Emergency Management Administration (FEMA). Other funding sources arise through partnerships with local jurisdictions, federal, state agencies, or private corporations. 896 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Project Detail A total of 12 capital project bins are identified and recommended to the Board of Supervisors from Public Works. The recommended projects are as follows: 234 TRANSPORTATION CAPITAL PROJECTS Bridge Preservation County Arterials Dust Mitigation Intelligent Transportation Systems MAG ALCP Projects Partnerships Pavement Preservation Planning Right-of-way Safety Projects Traffic Improvements Transportation Administration FY 2007-08 PRIOR YEARS PROJECTED $ 10,727,557 $ 1,257,716 67,629,752 47,097,906 19,108,683 4,429,425 4,872,926 1,761,047 12,875,016 10,470,929 15,043,015 4,901,280 9,700,981 886,240 3,992,688 2,091,263 18,744,998 1,018,554 23,154,217 11,575,407 16,057,551 842,548 TOTAL FUND $ 201,907,384 $ 86,332,315 $ $ FY 2008-09 3,290,000 27,490,000 10,885,500 1,510,000 16,780,000 10,011,000 6,280,000 1,630,000 2,150,000 580,000 11,545,500 12,525,000 104,677,000 $ FY 2009-10 FY 2010-11 7,470,000 $ 22,285,000 24,723,000 5,080,000 5,085,000 1,323,000 2,450,000 13,565,000 415,000 4,066,000 640,000 595,000 2,400,000 2,400,000 1,050,000 1,050,000 7,060,000 7,000,000 16,504,498 17,555,998 $ 66,677,498 $ 76,039,998 $ $ FY 2011- 12 32,550,000 3,490,000 18,660,000 2,415,000 595,000 2,400,000 1,050,000 7,000,000 17,581,998 85,741,998 FY 2012-13 5-YEAR TOTAL Page $ $ 10,760,000 899 14,810,000 121,858,000 901 3,120,000 27,660,500 904 2,833,000 906 18,510,000 69,965,000 908 2,010,000 18,917,000 911 8,110,000 913 2,400,000 11,230,000 916 1,050,000 6,350,000 918 580,000 920 7,000,000 39,605,500 922 17,416,998 81,584,492 927 $ 66,316,998 $ 399,453,492 Managing for Results Purpose Statements 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. The purpose of the Engineer Roads and Structures Program is to provide roadway pre-build services and support to contractors so that they can so they can build and implement cost effective and safe projects in a timely manner. 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. Strategic Goal By June 2009, annually complete 85% of planned transportation infrastructure projects on time and within budget. Strategic Plan Programs Supported • • • Build Roads and Structures Engineer Roads and Structures Transportation System Development Strategic Plan Activities Supported • • • • • • • • • Program Management and Support Project Management Roadway Construction Construction Management and Engineering Construction Inspection Survey Materials and Geotechnical Engineering Design Right-of-Way 897 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • Utility Relocation Environmental Clearance Project Partnerships Community Relations 898 Capital Improvement Program Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Bridge Preservation Managing Department: Project Partner(s): Public Works T254 – Queen Creek, Maricopa County Flood Control District Scheduled Completion Dates Improvement Alma School Rd: McLellan to McKellips Old US 80 Bridge @ Gila River District 1&2 5 Scheduled Completion 4th Qtr FY 09 4th Qtr FY 10 Purpose Statement The purpose of the Bridge Preservation project is to inspect and repair bridges and box culverts so that commuters experience less travel delay and have a safe commute. Project Description: T070 – Alma School Road: McLellan to McKellips The project is to protect the bridge from damage from flooding due to scouring of the soil away from the bridge piers during flooding. Estimated cost is $840,000. T188 – Old US 80 Bridge @ Gila River This historic bridge was constructed in 1929 and is in need of major repairs, which will require closing the bridge and constructing a temporary by-pass road. Federal funds will be requested to pay for a portion of the repairs. Currently an assessment is being made to identify the extent of the repairs needed and their cost prior to requesting federal funding. Estimated cost is $7,900,000 with $1,750,000 to begin repairs in FY 09. In addition to the above projects funding has been budgeted to begin scoping studies (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T254 – Riggs Road at Sonoqui Wash This scoping study will examine the feasibility and benefits of constructing a five-lane bridge (68’ wide) over Sonoqui Wash in District 1. The Town of Queen Creek is securing the right-of-way for the project. Construction is in coordination with the Flood Control District’s channelization of Sonoqui Wash. No date for construction has been set and construction is contingent on the results of each scoping effort and available funds. Estimated cost is $170,000. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures 899 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year . N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 10,539,945 Partnership Contributions/IGA/IDA 187,612 Federal Funds Project Total $ 10,727,557 Projected FY 07-08 $ 1,257,716 $ 1,257,716 Year 1 FY 08-09 $ 3,290,000 $ 3,290,000 Year 2 FY 09-10 $ 6,320,000 1,150,000 $ 7,470,000 Year 3 FY 10-11 $ $ - Year 4 FY 11-12 - $ - $ - Year 5 FY 12-13 - $ - $ - - - 5-Year Total $ 9,610,000 1,150,000 $ 10,760,000 Total Project $ 21,407,661 187,612 1,150,000 $ 22,745,273 Operating Cost Summary FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Post Construction User Department Operating Costs Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ 1,296,199 1,863,720 608,012 3,767,931 1,296,199 1,863,720 608,012 3,767,931 $ - $ 900 Year 2 FY 09-10 $ $ $ $ $ $ 1,335,085 1,919,632 626,252 3,880,969 1,475,613 2,119,294 689,091 4,283,998 140,529 199,662 62,838 403,029 Year 3 FY 10-11 $ $ $ $ $ $ 1,513,119 2,175,616 709,763 4,398,498 1,519,882 2,182,873 709,763 4,412,518 6,763 7,257 14,020 Year 4 FY 11-12 $ $ $ $ $ $ 1,558,512 2,240,884 731,056 4,530,453 1,738,914 2,497,731 812,410 5,049,055 180,402 256,847 81,354 518,602 Year 5 FY 12-13 $ $ $ $ $ $ 1,783,906 2,564,964 836,783 5,185,653 1,999,493 2,872,325 934,543 5,806,361 215,587 307,361 97,760 620,708 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program County Arterials Managing Department: Project Partner(s): Public Works T098 – Town of Gilbert T083 – City of Goodyear T171 – Arizona Department of Transportation T178 – Town of Queen Creek (potential) Scheduled Completion Dates Improvement Indian School: Litchfield to Dysart MC 85 Extension: SR 85 to Turner Road Gavilan Peak Parkway: Cloud to Joy Ranch MC 85 from 107th Ave to 75th Avenue Ellsworth Road from Hunt Highway to Riggs Road Williams Field Road from Gilbert to Lindsay Road MC 85: Cotton Lane to Estrella Parkway District 4 4 3 4 1 1 4 Scheduled Completion 1st QTR FY2009 1st QTR FY2009 2nd QTR FY 2010 4th QTR FY 2012 4th QTR FY 2013 4th QTR FY 2013 4th QTR FY 2010 Purpose Statement The purpose of the County Arterials project is to construct transportation infrastructure projects for the travelling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Project Description: T186 – Indian School: Litchfield to Dysart This project is to widen Indian School from Litchfield to Dysart from the current two lanes to four lanes plus a center dual left turn lane. Total length of the project is approximately 1.4 miles. Estimated cost is $30,000 to finalize construction, close all contracts and prepare record drawings on this $8 million dollar project. T171 – MC 85 Extension: SR 85 to Turner Road This project will create a new two-lane paved road, extending MC 85 from SR 85 to Turner Road allowing local traffic to traverse between MC 85 and Old US 80. Estimated FY 09 cost is $575,000 to finalize construction, close all contracts and prepare record drawings on this $9 million dollar project. T243 – Gavilan Peak Parkway: Cloud to Joy Ranch This project will construct a two lane roadway connecting the existing Gavilan Parkway with Cloud Road, which will provide an alternate route to Anthem from Carefree Highway. Total length of the project is approximately two miles. Estimated cost is $6,400,000 to complete construction. T112 & T113 – MC 85 from 107th Ave to 75th Avenue This project will widen MC 85 from 107th Avenue to 75th Avenue from the current four lanes to six lanes with turning lanes. Initially studied as two separate projects they have been combined. The project will focus on improving the intersections at 107th, 91st and 83rd Avenues first then widen the roadway to six 901 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program lanes as funding is available. Total length of the project is four miles. Estimated cost of the project is $67 million with $10,840,000 allocated in FY 09 to purchase right-of-way. T178 – Ellsworth Road from Hunt Highway to Riggs Road This project will widen Ellsworth Road from Hunt Highway to Riggs Road from two lanes to four lanes with center median increasing the capacity and safety of the roadway. Total length of the project is approximately 1.7 miles. Negotiations are on-going with the Town of Queen Creek to be a funding partner and the project team is exploring alternatives to advance construction of the project which currently is scheduled for FY 2012. Estimated cost of the project is $8 million with $30,000 allocated in FY 09 to complete the design. T098 – Williams Field Road from Gilbert to Lindsay Road This project will reconstruct and widen Williams Field Road from Gilbert to Lindsay Road to provide either six travel lanes with raised center median or four travel lanes with raised center median and a frontage road in each direction. Additional improvements include curb, gutter, sidewalk, a storm drain system, widening of the Eastern Canal Bridge and a traffic signal at the Lindsay Road intersection. Estimated cost of the project is $11 million with $260,000 allocated in FY 09 to complete the design once agreement with the Town of Gilbert is reached on the approach. T083 – MC 85: Cotton Lane to Estrella Parkway The purpose of this MC 85: Cotton Lane to Estrella Parkway project is to widen MC 85 from a two-lane arterial roadway to six lanes with a continuous left-turn lane and bike lanes. Total length of the project is two miles. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Estimated cost is $11,760,000 for construction which will be completed in FY 2010. In addition to the above projects funding has been budgeted to begin scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T177 – 7th Street: Carefree Highway to Desert Hills; T248 – Deer Valley: El Mirage to Lake Pleasant; T251 – Riggs Road: Ellsworth Road to Meridian Road. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Estimated cost is $795,000 to complete these scoping studies. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures 902 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 19,769,698 47,860,054 67,629,752 Projected FY 07-08 $ 26,316,086 20,781,820 $ 47,097,906 Year 1 FY 08-09 $ 19,816,560 7,673,440 $ 27,490,000 Year 2 FY 09-10 $ 22,285,000 $ 22,285,000 Year 3 FY 10-11 $ 24,723,000 $ 24,723,000 Year 4 FY 11-12 $ 29,350,000 3,200,000 $ 32,550,000 Year 5 FY 12-13 $ 14,810,000 $ 14,810,000 5-Year Total $ 110,984,560 10,873,440 $ 121,858,000 Total Project $ 157,070,344 79,515,314 $ 236,585,658 Operating Cost Summary FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Post Construction User Department Operating Costs Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ 1,296,199 1,863,720 608,012 3,767,931 1,296,199 1,863,720 608,012 3,767,931 $ - $ 903 Year 2 FY 09-10 $ $ $ $ $ $ 1,335,085 1,919,632 626,252 3,880,969 1,475,613 2,119,294 689,091 4,283,998 140,529 199,662 62,838 403,029 Year 3 FY 10-11 $ $ $ $ $ $ 1,513,119 2,175,616 709,763 4,398,498 1,519,882 2,182,873 709,763 4,412,518 6,763 7,257 14,020 Year 4 FY 11-12 $ $ $ $ $ $ 1,558,512 2,240,884 731,056 4,530,453 1,738,914 2,497,731 812,410 5,049,055 180,402 256,847 81,354 518,602 Year 5 FY 12-13 $ $ $ $ $ $ 1,783,906 2,564,964 836,783 5,185,653 1,999,493 2,872,325 934,543 5,806,361 215,587 307,361 97,760 620,708 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Dust Mitigation Managing Department: Project Partner(s): Public Works T039 – Federal funds Scheduled Completion Dates Improvement Box Bar & Needle Rock Bush Highway:Usery Pass to Stewart Mountain Dam Road Rio Verde Drive from Forest Rd to 136th Street Low Volume Road Program District 2 2 Scheduled Completion 2nd QTR FY 2009 4th Qtr FY 2009 2 TBD 4th Qtr FY 2009 4th Qtr FY 2009 Purpose Statement The purpose of this Dust Mitigation project is to reduce dust on dirt roads primarily within the PM 10 non attainment area for travelers and citizens so that dust related health problems are reduced and to ensure compliance with federal mandates. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Project Description: T039 – Box Bar & Needle Rock This project will pave Box Bar & Needle Rock to reduce dust and comply with federal mandates. Estimated cost is $1,955,000. Construction was delayed at the request of the U S Forest Service due to a pair of nesting bald eagles near the project. Construction is planned to occur between nesting seasons to not disturb the eagles. T126 – Bush Highway:Usery Pass to Stewart Mountain Dam Road This project will widen the shoulders along Bush Highway from Usery Pass to Stewart Mountain Dam Road to create a bicycle path along this popular biking route and reduce fugitive dust. Estimated cost is $1,405,500 for construction. T192 – Rio Verde Drive from Forest Rd to 136th Street The purpose of this project is to add bicycle lanes and make other improvements to Rio Verde Drive from Forest Rd to 136th Street. Estimated cost is $2,790,000 for construction. T176 – Low Volume Road Program The Low Volume Road Program is an ongoing annual effort to pave dirt roads and arterial shoulders in the County to reduce dust particulates and improve air quality. Estimated FY 09 cost is $4,075,000.In addition to the above projects funding has been budgeted to begin scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T249 – Forest Rd: McDowell to Rio Verde. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Estimated cost is $130,000. 904 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 14,208,750 Federal Funds 4,899,933 Project Total $ 19,108,683 Projected FY 07-08 $ 3,929,425 500,000 $ 4,429,425 Year 1 FY 08-09 $ 9,878,000 1,007,500 $ 10,885,500 Year 2 FY 09-10 $ 5,080,000 $ 5,080,000 Year 3 FY 10-11 $ 5,085,000 $ 5,085,000 Year 4 FY 11-12 $ 3,090,000 400,000 $ 3,490,000 Year 5 FY 12-13 $ 3,120,000 $ 3,120,000 5-Year Total $ 26,253,000 1,407,500 $ 27,660,500 Total Project $ 44,391,175 6,807,433 $ 51,198,608 Operating Cost Summary FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 16,052 Supplies & Services 23,080 Capital Outlay 7,529 Total $ 46,661 Post Construction User Department Operating Costs Personal Sevices $ 16,052 Supplies & Services 23,080 Capital Outlay 7,529 Total $ 46,661 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ $ $ 16,533 23,772 7,755 48,060 Year 2 FY 09-10 $ $ 33,066 47,544 15,511 96,121 $ 16,533 23,772 7,755 48,060 $ 905 $ $ 17,029 24,485 7,988 49,502 Year 3 FY 10-11 $ $ 49,952 71,823 23,431 145,206 $ 32,923 47,338 15,443 95,704 $ $ $ 17,540 25,220 8,228 50,987 Year 4 FY 11-12 $ $ 70,160 100,879 32,910 203,949 $ 52,620 75,659 24,683 152,962 $ $ $ 18,066 25,976 8,474 52,517 Year 5 FY 12-13 $ $ 89,127 128,149 41,807 259,083 $ 71,060 102,173 33,333 206,566 $ $ $ 18,608 26,756 8,729 54,092 111,649 160,533 52,372 324,554 93,041 133,778 43,643 270,462 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Public Works MAG has allocated Federal funds Scheduled Completion Dates Scoping Study 99th Avenue: Olive to Bell Road Bell Road: SR 303 to 75th Avenue Olive Avenue: Litchfield Road to Loop 101 PUBLIC WORKS Traffic Management Center Upgrade District 4 4 4 5 Scheduled Completion 4th QTR FY 2009 4th QTR FY 2009 4th QTR FY 2009 4th QTR FY 2009 Purpose Statement The purpose of this Intelligent Transportation Systems (ITS) project is to install Intelligent Transportation System (ITS) “Smart Instrumentation” along corridors to monitor traffic and adjust traffic signals to improve traffic flow. The project will involve design of vehicle detection systems (VDS), closed circuit TV (CCTV), changeable message sign (CMS) and communications that allow technicians to monitor traffic and make adjustments so that commuters experience less travel delay and have a faster and safer commute. Project Description: Funding has been budgeted to begin scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements need for: T287 T288 T292 T289 – – – – 99th Avenue: Olive to Bell Road; Bell Road: SR 303 to 75th Avenue, Olive Avenue: Litchfield Road to Loop 101, PUBLIC WORKS Traffic Management Center Upgrade. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. The Maricopa Association of Governments (MAG) has allocated federal funding for construction of these projects once the scoping effort is completed. Estimated cost is $1,510,000 to complete the scoping studies. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures 906 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ Prior Yrs. Actual 3,672,616 1,200,310 4,872,926 Projected FY 07-08 $ 1,501,047 260,000 $ 1,761,047 Year 1 FY 08-09 $ 1,510,000 $ 1,510,000 Year 2 FY 09-10 $ $ 1,323,000 1,323,000 Operating Cost Summary Year 3 FY 10-11 $ $ - Year 4 FY 11-12 - $ - $ - Year 5 FY 12-13 - $ - $ - - - 5-Year Total $ 1,510,000 1,323,000 $ 2,833,000 Total Project $ 6,683,663 1,460,310 1,323,000 $ 9,466,973 The operating costs will be determined once the scoping studies are completed. Annual operating costs are expected to be about $30,000 per corridor. 907 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects Managing Department: Project Partner(s): Public Works All – Maricopa Association of Governments T090 – Town of Gilbert & City of Mesa T103 & T104 – Developer Contributions T167 – Cities of El Mirage & Surprise T195 – Cities of El Mirage, Glendale & Surprise T199 – City of Mesa & Salt River Pima Maricopa Indian Community (potential funding partners) Scheduled Completion Dates Improvement Power Road: Guadalupe to Baseline El Mirage Road:Bell Road to SR 303 (Ph A) El Mirage from Bell Road to SR 303 (Ph C) El Mirage from Bell Road to SR 303 (Ph B) District 1&2 4 4 4 Scheduled Completion 2nd QTR FY 2009 4th QTR FY 2009 4th QTR FY 2012 4th QTR FY 2014 Purpose Statement The purpose of this Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects is to construct those transportation infrastructure projects in the County that are eligible for MAG funding from the Regional Transportation Plan (Prop 400) for the travelling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Project Description: T090 – Power Road: Guadalupe to Baseline This project is to widen Power Road: Guadalupe to Baseline is to six lanes of urban arterial with improvements on Baseline and Guadalupe. Estimated FY 09 cost is $5,300,000 to finalize construction, close all contracts and prepare record drawings. T103 & T104 – El Mirage Road:Bell Road to SR 303 This project will connect Bell Road with SR 303 by extending El Mirage Road from Bell to SR303 in three phases. Phase A will make the initial connection with construction of El Mirage Road from Bell Road to SR 303. Phase C will improve El Mirage from Bell Road to Beardsley and Phase B will construct two new bridges for the final improvement. Phase A is planned for construction in FY 09 with an estimated cost of $6,615,000. In addition to the above projects funding has been budgeted to begin scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T167 – El Mirage: Northern to Bell Road; T195 – Northern Avenue: SR 303 to Grand; 908 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program T199 – Dobson Road Bridge at Salt River, McKellips Road Bridge at the Salt River, McKellips Road and the Gilbert Road Bridge at the Salt River (combined study). No date for construction has been set and construction is contingent on the results of the scoping effort, partnership formation and available funds. Estimated FY 09 cost is $3,660,000 to conduct the studies. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 12,875,016 Partnership Contributions/IGA/IDA Project Total $ 12,875,016 Projected FY 07-08 $ 10,080,929 390,000 $ 10,470,929 Year 1 FY 08-09 $ 7,471,066 9,308,934 $ 16,780,000 Year 2 FY 09-10 $ 2,450,000 $ 2,450,000 909 Year 3 FY 10-11 $ 13,565,000 $ 13,565,000 Year 4 FY 11-12 $ 18,660,000 $ 18,660,000 Year 5 FY 12-13 $ 18,510,000 $ 18,510,000 5-Year Total $ 60,656,066 9,308,934 $ 69,965,000 Total Project $ 83,612,011 9,698,934 $ 93,310,945 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Post Construction User Department Operating Costs Personal Sevices $ 1,070 Supplies & Services 1,539 Capital Outlay 502 Total $ 3,111 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ $ $ 30,862 44,374 14,476 89,713 44,088 63,392 20,681 128,161 13,227 19,018 6,204 38,448 910 Year 2 FY 09-10 $ $ $ $ $ $ 45,411 65,294 21,301 132,006 51,977 72,339 21,301 145,618 6,566 7,046 13,612 Year 3 FY 10-11 $ $ $ $ $ $ 46,773 67,252 21,940 135,966 53,536 74,510 21,940 149,986 6,763 7,257 14,020 Year 4 FY 11-12 $ $ $ $ $ $ 57,812 83,124 27,118 168,054 64,778 90,599 27,118 182,495 6,966 7,475 14,441 Year 5 FY 12-13 $ $ $ $ $ $ 59,546 85,618 27,932 173,096 66,721 93,317 27,932 187,969 7,175 7,699 14,874 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Partnership Support Managing Department: Project Partner(s): Public Works See Project Descriptions Scheduled Completion Dates Improvement Queen Creek Road: Arizona Avenue to McQueen MC 85 at Miller Rd 51st Avenue: Santa Cruz to GRIC Boundary Corridor Study Riggs Road Gilbert to Val Vista Buckeye Annexation Val Vista Germann to Ray District 1 4 5 Scheduled Payment Date 3rd QTR FY 2009 1st QTR FY 2009 4th QTR FY 2009 1 4 1 1st QTR FY 2009 1st QTR FY2012 4th QTR 2011 Purpose Statement The purpose of Partnership Support is to provide funding for other agency led projects on the County road system or adjacent to unincorporated Maricopa County land so that commuters experience less travel delay and have a faster and safer commute. Project Description: T087 – Queen Creek Road: Arizona Avenue to McQueen The County will contribute $2,000,000 to the City of Chandler for construction of Queen Creek Rd: Arizona Ave to McQueen less cost incurred by the County for utility relocation and right-of-way acquisition. Estimated FY 09 cost is $2,525,000. T163 – MC 85 at Miller Rd The County will contribute $150,000 to the Town of Buckeye install traffic signals and make other improvements to the MC 85 at Miller Road intersection to improve safety, reduce congestion, and improve traffic flow. T168 – 51st Avenue: Santa Cruz to GRIC Boundary Corridor Study The County will assist the Gila River Indian Community (GRIC) in implementing the results of the 51st Avenue: Santa Cruz to GRIC Boundary Corridor Study. Estimated cost is $175,000. T201 – Riggs Road Gilbert to Val Vista The County will pay the City of Chandler $6,700,000 as the County’s share for construction of Riggs Road Gilbert to Val Vista. T284 – Buckeye Annexation The County will contribute over a four year period a total of $1,500,000 to the Town of Buckeye for annexation of roadways. The FY 09 amount is $300,000. T247 – Val Vista Germann to Ray The County will contribute $1,650,000 to the Town of Gilbert for improvements to Val Vista Germann to Ray. 911 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Transportation Planning Strategic Plan Activities Supported • • • • • Transportation System Planning Transportation Project Programming Project Partnerships Outreach & Communications Environmental Clearance Result Measure RESULT MEASURE % Transportation Improvement Program budget derived from partnership agreements. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 11,135,695 Partnership Contributions/IGA/IDA 3,907,320 Project Total $ 15,043,015 Projected FY 07-08 $ 4,016,842 884,438 $ 4,901,280 Year 1 FY 08-09 $ 9,070,666 940,334 $ 10,011,000 Year 2 Year 3 FY 09-10 FY 10-11 $ (525,334) $ 3,125,666 940,334 940,334 $ 415,000 $ 4,066,000 Operating Cost Summary Not applicable. 912 Year 4 FY 11-12 $ 1,998,333 416,667 $ 2,415,000 Year 5 FY 12-13 $ 1,593,333 416,667 $ 2,010,000 5-Year Total $ 15,262,664 3,654,336 $ 18,917,000 Total Project $ 30,415,200 8,446,095 $ 38,861,295 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Pavement Preservation Managing Department: Project Partner(s): Public Works None Scheduled Completion Dates Improvement Sun City Mill & Overlay: Phase 2 Sun Valley Parkway Crack Repair Gilbert Road Low Water Crossing Flood Repair NE Maintenance Yard Vehicle Locating System and Radio Upgrade District 4 4 1&2 4 N/A Scheduled Completion 2nd QTR FY 2009 2nd QTR FY 2009 TBD TBD 4th QTR FY 2012 Purpose Statement The purpose of this Pavement Preservation project is to complete timely and cost effective roadway pavement restoration projects for the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways Project Description: T172 – Sun City Mill & Overlay: Phase 2 The Sun City Mill & Overlay: Phase 2 project will remove the existing asphalt surface and replace it with new asphalt to rehabilitate the existing deteriorated pavement. Estimated cost is $1,600,000. T286 – Sun Valley Parkway Crack Repair The Sun Valley Parkway Crack Repair will fill in the existing cracks that have appeared in the pavement improving safety. Estimated cost is $1,200,000 to complete the repairs. T285 – Gilbert Road Low Water Crossing Flood Repair The Gilbert Road Low Water Crossing Flood Repair. Project addresses the washed out low water crossing caused by releases from the Granite Reef Dam. A total of $780,000 has been budgeted to make repairs once an assessment has been completed. Repairs may be deferred if it is determined that federal funding is available and requested. T274 – NE Maintenance Yard The NE Maintenance Yard project will purchase land and establish a maintenance yard in the northeast valley reducing travel time for maintenance crews increasing their efficiency while reducing fuel consumption and wear on vehicles by locating them closer to their work areas. A total of $1,030,000 is budgeted in FY 09 to acquire the land and begin improvements to the site. The completion date is unknown at this time and is contingent on project cost, funding availability and land purchase negotiations. T291 – Vehicle Locating System and Radio Upgrade The Vehicle Locating System and Radio Upgrade project will start a four year installation of new radio equipment in County vehicles to remain compatible with changes in assigned radio frequencies mandated by federal legislation. Estimated cost is $640,000 for the first year and $2,470,000 to complete the conversion. 913 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 9,700,981 Project Total $ 9,700,981 Projected FY 07-08 $ 886,240 $ 886,240 Year 1 FY 08-09 $ 6,280,000 $ 6,280,000 Year 2 FY 09-10 $ 640,000 $ 640,000 914 Year 3 FY 10-11 $ 595,000 $ 595,000 Year 4 FY 11-12 $ 595,000 $ 595,000 Year 5 FY 12-13 $ $ - 5-Year Total $ 8,110,000 $ 8,110,000 Total Project $ 18,697,221 $ 18,697,221 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary The attached table reflects the estimated savings from the overlays and repairs made to the roadways. It is expected that only minimal maintenance (striping, right-of-way maintenance) will be required for several years. FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 32,103 Supplies & Services 46,159 Capital Outlay 15,059 Total $ 93,321 Post Construction User Department Operating Costs Personal Sevices $ 32,103 Supplies & Services 46,159 Capital Outlay 15,059 Total $ 93,321 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ 33,066 47,544 15,511 96,121 33,066 47,544 15,511 96,121 $ - $ 915 Year 2 FY 09-10 $ $ $ $ $ $ 34,058 48,970 15,976 99,004 - Year 3 FY 10-11 $ $ $ $ (34,058) $ (48,970) (15,976) (99,004) $ 35,080 50,439 16,455 101,974 - Year 4 FY 11-12 $ $ $ $ (35,080) $ (50,439) (16,455) (101,974) $ 36,132 51,952 16,949 105,034 - Year 5 FY 12-13 $ $ $ $ (36,132) $ (51,952) (16,949) (105,034) $ 37,216 53,511 17,457 108,185 (37,216) (53,511) (17,457) (108,185) Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Transportation Planning Managing Department: Project Partner(s): Public Works None Scheduled Completion Dates Study New River Road Corridor Study Turner Parkway Corridor Feasibility Study Signal Butte Corridor Study Corridor Improvement Study #1 Candidate Assessment Report #1 Candidate Assessment Report #2 Candidate Assessment Report #3 District 4 4 1 &2 Scheduled Completion 1st Qtr FY 2009 1st QTR FY 2010 2nd QTR FY 2010 FY09/10 4th QTR FY 2009 4th QTR FY 2009 4th QTR FY 2009 Purpose Statement The purpose of Transportation Planning is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can design and construct transportation infrastructure projects that are in line with County goals as established in the Transportation System Plan. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it provides funding for advance planning and more accurate initial assessments of projects, which results in a better use of public funds. Study Description: T005 – New River Road This corridor study will establish the facility type, number of lanes, right-of-way needs, and general alignment for the roughly 10 miles of New River Road that will be required to accommodate projected traffic growth and enhance safety. Estimated cost $43,503. T005 – Turner Parkway This corridor feasibility study will focus only on corridor feasibility and alignment. The Turner Parkway will be the northerly extension of State Route 85 and is expected to originate in the region of the current location of the traffic interchange for State Route 85 at Interstate 10. The study area stretches from Interstate 10 approximately 30 miles north to State Route 74 and is defined by roughly a two-mile wide buffer around the Turner Parkway alignment (as identified in the Interstate 10/ Hassayampa Roadway Framework Study). Estimated cost $699,796 T005 – Signal Butte This corridor study will establish the facility type, number of lanes, right-of-way needs, and general alignment that will be required to accommodate projected traffic growth and enhance safety on the future Signal Butte Road. The proposed study area of the Signal Butte Corridor Improvement Study will encompass Signal Butte Road between US60 and Rittenhouse Road for an area totaling approximately 10.5 miles in length. Estimated cost $300,000 916 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program T005 – Corridor Improvement Study #1 A Corridor Improvement Study will be performed on a yet unidentified location. This study will evaluate projected traffic growth and safety issues to determine the need for further improvement or study. The projected cost of the study is estimated at $86,701. Candidate Assessment Reports #1, 2 & 3 will be done, on yet unidentified areas, to assess the need for potential projects. Each of the reports has a projected cost of $90,000. Total CAR estimated cost $270,000. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Transportation Planning Strategic Plan Activities Supported • • • • • Transportation System Planning Transportation Project Programming Project Partnerships Outreach & Communications Environmental Clearance Result Measure RESULT MEASURE % Projects delivered that are in line with County goals as established in the Transportation System Plan. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 3,602,688 Partnership Contributions/IGA/IDA 390,000 Project Total $ 3,992,688 Projected FY 07-08 $ 2,091,263 $ 2,091,263 Year 1 FY 08-09 $ 1,630,000 $ 1,630,000 Year 2 FY 09-10 $ 2,400,000 $ 2,400,000 Operating Cost Summary Not applicable. 917 Year 3 FY 10-11 $ 2,400,000 $ 2,400,000 Year 4 FY 11-12 $ 2,400,000 $ 2,400,000 Year 5 FY 12-13 $ 2,400,000 $ 2,400,000 5-Year Total $ 11,230,000 $ 11,230,000 Total Project $ 16,923,951 390,000 $ 17,313,951 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Right-of-Way Managing Department: Project Partner(s): Public Works None Scheduled Completion Dates Improvement Property Management ROW In-fill on Road Inventory System Loop 303: Indian School to Clearview District TBD TBD 4 Scheduled Completion On-going On-going TBD Purpose Statement The purpose of this Right-of-way (ROW) project is to obtain fee title on existing roads, manage excess property purchased for projects, and dispose of excess property. In the early years, County roads were built to allow farmers to get their products to market. Citizens were happy to get the road and often title to the land used for the road was not transferred to the County. The funding in this project is used to obtain fee title when these situations are identified. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for acquisition of public right-of-way for existing County roads. Project Description: T008 – Property Management The purpose of Property Management Project is to actively manage, prepare for sale and dispose of excess land previously purchased for projects to recoup the cost and generate revenue. Excess land occurs from situations where it is more cost effective to purchase the entire parcel rather than a portion of the parcel, often avoiding costly litigation. Estimated annual cost is $50,000. T011 – ROW In-fill on Road Inventory System The purpose of the ROW In-fill on Road Inventory System project is to obtain fee title on existing roads so that the traveling public has continued access to the existing roadway system. The FY 09 budget is $600,000 to acquire right-of-way when identified. T109 – Loop 303: Indian School to Clearview The purpose of the Loop 303: Indian School to Clearview project is to secure additional right-of-way to make previously acquired land marketable in a future sale. Estimated cost is $1,220,000. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Administrative Services Strategic Plan Activities Supported • Real Estate Services 918 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measure RESULT MEASURE % of land rights obtained by project schedule timeline. Capital Improvement Program FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 95% 95% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 18,273,900 Partnership Contributions/IGA/IDA 471,098 Project Total $ 18,744,998 Projected FY 07-08 $ 768,403 250,151 $ 1,018,554 Year 1 FY 08-09 $ 2,150,000 $ 2,150,000 Year 2 FY 09-10 $ 1,050,000 $ 1,050,000 Operating Cost Summary Not applicable. 919 Year 3 FY 10-11 $ 1,050,000 $ 1,050,000 Year 4 FY 11-12 $ 1,050,000 $ 1,050,000 Year 5 FY 12-13 $ 1,050,000 $ 1,050,000 5-Year Total $ 6,350,000 $ 6,350,000 Total Project $ 25,392,303 721,249 $ 26,113,552 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Safety Improvements Managing Department: Project Partner(s): Public Works None Scheduled Completion Date Improvement Indian School Road at Beardsley Canal Scoping Study District 4 Scheduled Completion 3rd QTD FY 2009 Purpose Statement The purpose of this Safety Improvement project is to investigate potential hazardous situations and make necessary safety related improvements to reduce accidents and improve safety so that commuters have a safer commute. Project Description: T286 – Indian School Road at Beardsley Canal Scoping Study The purpose of the Indian School Road at Beardsley Canal project is to determine the necessary improvements to eliminate safety concerns. Estimated cost is $70,000 to complete a scoping study and determine the cost of the recommended improvements. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Estimated cost is $70,000 to complete the scoping effort. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction 920 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. Capital Improvement Program FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Project Total $ - Projected FY 07-08 $ $ - Year 1 FY 08-09 $ 580,000 $ 580,000 Year 2 FY 09-10 $ $ Operating Cost Summary Year 3 FY 10-11 - $ $ Operating cost impact will be determined after the scoping study. 921 Year 4 FY 11-12 - $ $ Year 5 FY 12-13 - $ $ - 5-Year Total $ 580,000 $ 580,000 Total Project $ 580,000 $ 580,000 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Warranted Traffic Improvements Managing Department: Project Partner(s): Public Works T261 – Queen Creek T262 – Queen Creek T272 – Gila River Indian Community Scheduled Completion Dates Improvement Indian School Road Signal Modernization Signal Modernization: Sun City West Phase 3 Signal Modernization: Sun City West Phase 4 Signal Modernization: East Valley Phase 5 Signal Modernization: East Valley Phase 6 Brown Road at Crimson Road Riggs Road at Sossaman Road Riggs Road at Power Road Broadway Road at 67th Avenue Baseline at 67th Avenue Indian School at 111th Avenue Northern at Litchfield Road Indian School at West Wind Parkway MC 85 at Baseline 51st Avenue at Pecos Carefree Highway at 16th Street Indian School at El Mirage Road Carefree Highway at 24th Street District 4 4 4 2 2 2 1 1 5 5 4 4 4 4 5 3 4 3 Scheduled Completion 1st Qtr FY 09 4th Qtr FY 10 4th Qtr FY 10 4th Qtr FY 10 4th Qtr FY 10 1st Qtr FY 09 3rd Qtr FY 09 2nd Qtr FY 09 1st Qtr FY 09 2nd Qtr FY 09 3rd Qtr FY 09 3rd Qtr FY 09 2nd Qtr FY 09 4th Qtr FY 09 3rd Qtr FY 09 2nd Qtr FY 09 1st Qtr FY 09 3rd Qtr FY 09 Purpose Statement The purpose of this Warranted Traffic Improvements project is to install traffic signals and make other intersection improvements to improve safety, reduce congestion, improve traffic flow, and provide real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Project Description: T238 – Indian School Road Signal Modernization The purpose of the Indian School Road Signal Modernization project is to add television cameras and fiber optic cables to connect the traffic signals at four intersections on Indian School Road between 111th Avenue and 99th Avenue, to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. Estimated cost is $1,000 to closeout the project, close all contracts and complete record drawings. T239 – Signal Modernization: Sun City West Phase 3 The purpose of the Signal Modernization: Sun City West Phase 3 project is to replace obsolete traffic signals at three intersections in Sun City and Sun City West to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. The three intersections are Alabama Ave at 107th 922 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Avenue and 99th Avenue, and Meeker Boulevard at 135th Avenue. Estimated cost is $50,000 to complete the drawings in preparation for construction in FY2010. T240 – Signal Modernization: Sun City West Phase 4 The purpose of the Signal Modernization: Sun City West Phase 4 project is to replace obsolete traffic signals at four intersections in Sun City and Sun City West to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. The four intersections are Deer Valley Drive at Dusty Trail and 135th Avenue, and on Union Hills at Conestoga and at Westbrook Parkway. Estimated cost is $50,000 to complete the drawings in preparation for construction in FY 2010. T241 – Signal Modernization: East Valley Phase 5 The purpose of the Signal Modernization: East Valley Phase 5 project is to replace obsolete traffic signals at three intersections in the unincorporated east valley area to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. The three intersections are on University at 56th Street, Recker Road, and 64th Street. Estimated cost is $5,000 to complete the drawings in preparation for construction in FY 2010. T242 – Signal Modernization: East Valley Phase 6 The purpose of the Signal Modernization: East Valley Phase 6 project is to replace obsolete traffic signals at seven intersections in the unincorporated east valley area to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. Five intersections are on Broadway Road at Ellsworth, 96th Street, Crismon, Signal Butte and Meridian. The other two intersections are on Ellsworth at Southern and at Coralbell. Estimated cost is $115,000 to complete the drawings and begin construction which will be completed in FY 2010. T259 – Brown Road at Crimson Road The purpose of this project is to install traffic signals and make other improvements at the intersection of Brown Road at Crimson Road to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $350,000 for construction. T261 – Riggs Road at Sossaman Road The purpose of this project is to install traffic signals and make other improvements to the Riggs Road at Sossaman Road intersection to improve safety, reduce congestion, and improve traffic flow. The improvements are being done in conjunction with the opening of a new middle school. Estimated cost is $1,190,000 for construction. T262 – Riggs Road at Power Road The purpose of this project is to install traffic signals and make other improvements to the Riggs Road at Power Road intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $440,000 for construction. T263 – Broadway Road at 67th Avenue The purpose of this project is to install traffic signals and make other improvements at the Broadway Road at 67th Avenue intersection to improve safety, reduce congestion, and improve traffic flow. Construction is delayed until the City of Phoenix completes installation of a storm sewer along 67th Avenue which passes through the intersection. Estimated cost is $350,000 for construction. 923 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program T266 – Baseline at 67th Avenue The purpose of this project is to install traffic signals and make other improvements at the Baseline at 67th Avenue intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $767,500 for construction. T268 – Indian School at 111th Avenue The purpose of this project is to install traffic signals and make other improvements at the Indian School at 111th Avenue intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $390,000 for construction. T269 – Northern at Litchfield Road The purpose of this project is to install traffic signals and make other improvements at the Northern at Litchfield Road intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $377,500 for construction. T270 – Indian School at West Wind Parkway The County will contribute $240,000 to the City of Avondale for installation of traffic signals and make other improvements at the Indian School at West Wind Parkway intersection to improve safety, reduce congestion, and improve traffic flow. T271 – MC 85 at Baseline The purpose of this project is to install traffic signals and make other improvements at the MC 85 at Baseline intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $945,000 for construction T272 – 51st Avenue at Pecos The purpose of this project is to install traffic signals and make other improvements at the 51st Avenue at Pecos intersection to improve safety, reduce congestion, and improve traffic flow. The Gila River Indian Community has offered grant funding in support of the project. Estimated cost is $1,450,000 for construction and other improvements. T273 – Carefree Highway at 16th Street The purpose of this project is to install traffic signals and make other improvements at the Carefree Highway at 16th Street intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $416,500 to signalize the intersection. T276 – Indian School at El Mirage Road The County will contribute $170,000 to the City of Avondale to install traffic signals and make other improvements at the Indian School at El Mirage Road intersection to improve safety, reduce congestion, and improve traffic flow. T278 – Carefree Highway at 24th Street The purpose of this project is to install traffic signals and make other improvements at the Carefree Highway at 24th Street intersection to improve safety, reduce congestion, and improve traffic flow. Estimated cost is $416,500. 924 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program T281 – Rittenhouse at Cloud Road The County will contribute up to $385,750 to the Town of Queen Creek for intersection improvements at the Rittenhouse and Cloud Road intersection to improve safety, reduce congestion, and improve traffic flow. In addition to the above projects funding has been budgeted to begin scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed for: T280 – Happy Valley Parkway at 115th Avenue; T290 – Traffic Signal Upgrades at 5 locations. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Estimated cost is $150,000. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 21,512,691 Partnership Contributions/IGA/IDA 1,641,526 Project Total $ 23,154,217 Projected FY 07-08 $ 10,792,407 783,000 $ 11,575,407 Year 1 FY 08-09 $ 10,371,750 1,173,750 $ 11,545,500 Year 2 FY 09-10 $ 7,060,000 $ 7,060,000 925 Year 3 FY 10-11 $ 7,000,000 $ 7,000,000 Year 4 FY 11-12 $ 7,000,000 $ 7,000,000 Year 5 FY 12-13 $ 7,000,000 $ 7,000,000 5-Year Total $ 38,431,750 1,173,750 $ 39,605,500 Total Project $ 70,736,848 3,598,276 $ 74,335,124 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Operating Cost Summary FY 07-08 Current Project Operating Costs for User Department Personal Sevices $ 921,919 Supplies & Services 1,038,857 Capital Outlay 63,749 Total $ 2,024,524 Post Construction User Department Operating Costs Personal Sevices $ 921,919 Supplies & Services 1,038,857 Capital Outlay 63,749 Total $ 2,024,524 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 08-09 $ $ $ $ Year 2 FY 09-10 2,175,917 2,807,720 608,012 5,591,649 $ 2,175,917 2,807,720 608,012 5,591,649 $ $ - $ 926 $ $ $ $ Year 3 FY 10-11 2,326,552 2,983,547 626,252 5,936,352 $ 2,460,515 3,176,163 689,091 6,325,769 $ 133,963 192,616 62,838 389,417 $ $ $ $ Year 4 FY 11-12 2,396,349 3,073,054 645,040 6,114,443 $ 2,534,330 3,271,448 709,763 6,515,542 $ 137,981 198,395 64,723 401,099 $ $ $ $ Year 5 FY 12-13 2,468,239 3,165,245 664,391 6,297,876 $ 2,610,360 3,369,592 731,056 6,711,008 $ 142,121 204,346 66,665 413,132 $ $ $ $ 2,542,287 3,260,203 684,323 6,486,812 2,688,671 3,470,680 752,988 6,912,339 146,385 210,477 68,665 425,526 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Transportation Administration Managing Department: Project Partner(s): Public Works None Purpose Statement The purpose of Transportation Administration is to provide project oversight and delivery services to construction delivery teams so they can complete transportation projects on time, within budget and scope that satisfies or meets predetermined project objectives. The benefit to the public is that it provides better fiscal management of the capital program. Project Description: T001 – Tip Development The purpose of TIP Development is to provide funding staff support to monitor the capital program and provide project oversight for management. Estimated cost is $450,000. T002 – Project Reserve The purpose of the Project Reserve is to reserve monies to cover project costs increases so that County citizens receive planned infrastructure projects on schedule. A total of $11,000,000 has been budgeted for reserves. T006 – Unallocated Force Account The purpose of the Unallocated Force Account is to provide additional budget for staff to work on planned or added projects. A total of $74,998 has been budget for additional staff support. T007 – Previous Year’s Projects The Previous Year’s Projects Account provides budget to cover small charges. The approach eliminates the additional cost to open a project just to record a delayed charge. No funds are allocated at this time. T012 – General Civil Engineering The General Civil Engineering fund is a reserve to provide budget for new scoping studies approved by the Department Director and/or County Engineer. These scoping studies provide information to asses the cost and benefit of a proposed project and provide the Board of Supervisors better information on which to make decisions. A total of $1,000,000 is budget for scoping studies and investigations. Strategic Goals Addressed CIP Delivery. By 2013, Maricopa County Public Works will provide to the residents and visitors of Maricopa County required public works infrastructure by delivering 90% of Public Works Capital projects identified in the 5-year Capital Improvement Program. Strategic Plan Programs Supported • Build Roads and Structures 927 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Capital Improvement Program Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Transportation Construction Management Materials Technology Transportation Project Management Transportation Improvement Program Management Roadway Construction Result Measure RESULT MEASURE Percent of Public Works infrastructure projects completed by the end of the Fiscal Year as measured against the schedule at the start of the Fiscal Year. FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected Projected with Capital Improvement N/A 80% 85% Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 13,754,826 Partnership Contributions/IGA/IDA 2,302,725 Project Total $ 16,057,551 Projected Year 1 FY 07-08 FY 08-09 $ 842,548 $ 12,524,998 $ 842,548 $ 12,524,998 Year 2 FY 09-10 $ 16,504,498 $ 16,504,498 Operating Cost Summary Not applicable. 928 Year 3 FY 10-11 $ 17,555,998 $ 17,555,998 Year 4 FY 11-12 $ 17,581,998 $ 17,581,998 Year 5 FY 12-13 $ 17,416,998 $ 17,416,998 5-Year Total $ 81,584,490 $ 81,584,490 Total Project $ 96,181,864 2,302,725 $ 98,484,589 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Debt Service Debt Management Plan Introduction to Debt A comprehensive debt plan should be developed by all jurisdictions intending to issue debt. The purpose of Maricopa County’s Debt Management Plan is to set forth the parameters for issuing debt, to manage the debt portfolio and provide guidance to decision makers regarding the timing and purposes for which debt may be issued. Provisions of the debt plan must be compatible with the County’s goals pertaining to the capital program and budget, the financial plan, and the operating budget. A debt plan should 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, 2007. 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, 2007. 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 to debt 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, 2007. 929 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2007 Year Ending June 30 2003 2004 2005 2006 2007 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (4) 39,515,000 $ 91,558,756 Lease trust certificates 20,165,000 - Special assessment debt with governmental commitment (1) $ 93,569,382 - - $ - $ - 101,101,501 81,188,067 181,245,043 10,812,000 9,212,000 6,812,000 368,573 343,102 235,458 154,269 103,077 50,811 - - - - Housing Department loans (3) 1,641,310 - - - - Certificates of participation (4) 5,808,084 - 5,500,000 5,115,000 4,715,000 Housing Department bonds (3) Installment purchase agreements (4) - - 892,254 546,202 205,765 19,414,904 10,820,105 13,507,633 16,320,381 33,039,132 $ 223,471,326 $ 186,551,477 $ 189,212,734 $ 165,014,807 $ 274,328,411 $ $ $ Capital leases Total Governmental activities BUSINESS-TYPE ACTIVITES: Bonds and other payables: Lease revenue bonds (4) Certificates of participation (4) Installment purchase agreements (4) Total Business-type activities $ 17,986,244 16,670,618 43,499 $ 36,933 $ 29,957 10,940,368 5,865,000 - - - 2,350,524 1,252,049 - - - 31,277,136 $ 23,787,667 $ 43,499 $ 36,933 $ 29,957 *Modified to exclude Stadium District bonds and obligations Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities exclude claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and postclosure costs. (3) On 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; privatesector contributions through impact fees or public/private partnerships; and leasing. 930 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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: • • • It is a vehicle to deal with temporary cash flow difficulties. This situation arises when cash receipts do not follow the same pattern as cash outlays. It can handle unexpected costs resulting from natural emergencies or other significant unexpected events. It can be used 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 actual, 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. If the County does not issue bonds, it 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 as well as future generations. 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 on current taxpayers. 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 come 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 to be prudent and advantageous to the County by the Chief Financial Officer, the County has the power to enter into agreements with commercial banks or 931 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service other financial entities for purposes of acquiring lines or letters of credit. The Board of Supervisors must approve any agreement with financial institutions for the acquisition of lines or letters of credit. On July 1, 2006, the County entered into a $35,000,000 municipal revolving line of credit with an interest rate 0.065 times the bank’s prime rate, which has a maturity date of June 30, 2009. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2007, the County had not borrowed against the line of credit. On July 1, 2006, the County entered into a $9,797,315 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, 2007. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2007, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2008, for $5,870,994. 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. Maricopa County currently has no outstanding general obligation debt. Revenue Bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues. Often these revenues are generated by the project funded from 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 from 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 932 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 25 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 These are the 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 15 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. Currently, Maricopa County has no general obligation indebtedness, so this borrowing capacity is at its maximum. 2006-07 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2005-06 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 36,294,693,601 $ 5,444,204,040 5,444,204,040 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. Their ratings are based on five primary factors: 933 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • • • • Debt Service Economic conditions – stability of trends, Debt-history of County – debt and debt position, Governmental/administration – leadership and organizational structure of the County, Financial performance – current financial status and the history of financial reports, Debt management – debt policies, including long-term planning. Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Issuers must pay a fee for the opportunity to have one or more rating agencies rate existing and proposed debt issuance. The following chart outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. Examples of the rating systems are: BOND RATINGS 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 rating was on August 21, 2007, when Maricopa County received an issuer credit rating on its General Obligation bonds of AAA as well as a bond rating of AA+ on its Lease Revenue and Refunding Bonds, Series 2007A and B from Standard & Poor’s Rating Service. Standard & Poor’s Rating Service Press Release dated August 21, 2007, states that the bond rating reflects Maricopa County’s “increasingly strong financial patterns; conservative financial planning; strong revenue growth and conservative spending patterns; very low debt ratios and manageable capital needs; and complete insulation from the County’s health care system.” On April 26, 2007, Maricopa County received an implied unlimited tax bond rating on its General Obligation bonds of Aa1 as well as a bond rating upgrade A1 to Aa2 on its Lease Revenue bonds along with a bond rating upgrade from A2 to Aa3 on its Certificates of Participation from Moody’s Investors Service. 934 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Moody’s Investor Service Press Release dated April 26, 2007, states that the bond rating “upgrades reflect the significant expansion in the County’s regional economy and tax base, very low debt burdens” as well as the “voter approval to create an independent hospital district with its own taxing authority…and significantly improved financial policies and practices at the County.” On April 25, 2007, Maricopa County received an implied bond rating on its General Obligation bonds of AAA as well as a increase bond rating upgrade from AA to AA+ on its Lease Revenue bonds and Certificates of Participation from Fitch Ratings. Fitch Ratings Press Release dated April 25, 2007, states that the bond 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…The successful transfer of the medical center to a separate special health district provides further credit comfort.” The following illustrates a history of the County’s various debt ratings. Type of Debt General Obligation Date Date Date Rating Rating Standard & Rating Fitch Assigned Moody's Assigned Poor's Assigned AAA(1) 4/25/07 Aa1(1) 4/26/07 AAA(1) 8/21/07 AA+ 11/11/03 Aa3 12/6/01 A+ 4/11/97 AA 12/4/01 Aa3 5/26/00 A 5/27/94 AA 4/5/00 A-1 11/6/98 AA 6/2/76 A-2 3/17/97 A 6/13/94 Aa 7/26/93 Aa-1 8/21/81 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. 935 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/06 GOVERNMENTAL ACTIVITES Unaudited 6/30/07 Projected 6/30/08 Projected 6/30/09 Lease Revenue Bonds (5) $ 81,225,000 $ 181,275,000 $ 173,670,000 $ 163,900,000 Lease Trust Certificates 9,212,000 6,812,000 Certificates of Participation (5) 5,115,000 4,715,000 4,295,000 3,850,000 Capital Leases 16,312,891 33,039,132 20,708,904 10,881,485 Installment Purchase Agreements (5) 546,202 205,765 $ 112,411,093 $ 226,046,897 $ 198,673,904 $ 178,631,485 Direct Net Debt Overlapping Debt (1) 6,428,761,322 7,488,252,917 8,817,967,481 10,508,389,449 $ 6,541,172,415 $ 7,714,298,814 $ 9,016,641,385 $ 10,687,020,934 Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) $ 3,778,598 273,817,028 $ 3,880,181 301,474,323 $ 3,992,887 431,682,163 $ 4,105,623 516,677,465 Direct Net Debt Per Capita $ 29.75 $ 58.26 $ 49.76 $ 43.51 Overall Net Debt Per Capita $ 1,731.11 $ 1,988.13 $ 2,258.18 $ 2,603.02 0.0411% 0.0750% 0.0460% 0.0346% 2.39% 2.56% 2.09% 2.07% 72,465.24 $ 77,695.94 $ Ratios (4) Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ 108,112.79 $ 125,846.30 Notes: (1) Projected overlapping debt for 2008 and 2009 was based on a three year average increase for General Obligation Bonds: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov (2) Projections for 2008 and 2009 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Full Cash Value` Taxable Property Estimates: 2008 and 2009 provided by Maricopa County Assessor’s Office; 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. 936 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Debt Obligations by Type General Obligation Bonds Long-term General Obligation Bonds can 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, 2007, 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, Series 2001, 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 the cost of issuance expense. 937 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service 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 from 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. On May 23, 2007, the Maricopa County Public Finance Corporation issued $108,100,000 of Lease Revenue Bonds, Series 2007A, to pay for the acquisition, construction, and renovation for the Durango Animal Care and Control Facility and various court facilities. Under the terms of the bond indentures, the Corporation received the proceeds to construct and purchase these assets, and the County will make lease payments to extinguish the debt. Bonds maturing after July 1, 2017, are subject to optional redemption in increments of $5,000 on July 1, 2016, or any date thereafter, at par plus accrued interest to the date fixed for redemption. In the event of nonappropriation, the bonds would be subject to special redemption at par plus accrued interest to the redemption date. On May 23, 2007, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2007B, for $32,840,000 (par value) with interest rates ranging from 4% to 5% and maturing from July 1, 2012 to July 1, 2015. The net bond proceeds were $34,414,011 which included a reoffering premium of $973,843, County contributions of $860,000, and cost of issuance of $259,831. The net proceeds were used to advance refund the Lease Revenue Bonds, Series 2001, of $32,215,000, with interest rates ranging from 4.75% to 5.5%, maturing from July 1, 2012 through July 1, 2015, and callable on July 1, 2011. The County defeased lease revenue bonds by placing the proceeds of new bonds in an irrevocable trust to provide for all future debt service payments on the old bonds. Under the terms of the bond indentures, the Corporation received the proceeds to refund current 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. SUMMARY OF LEASE REVENUE BOND AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2007 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds 2007A Lease Revenue Bonds 2007B Lease Revenue Refunding Bonds Total Amount 33,140,000 7,195,000 108,100,000 32,840,000 $ 181,275,000 $ 938 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2007 Governmental Activities Year Ending June 30 2008 2009 2010 2011 2012 2013-17 2018-22 2023-27 2028-32 Total Principal 7,597,750 9,762,476 10,610,076 11,139,939 10,579,802 50,550,000 21,165,000 26,605,000 33,235,000 $ 181,245,043 $ Business-Type Activities Interest Principal $ 5,545,962 $ 7,250 $ 7,625,882 7,524 7,147,685 4,924 6,630,357 5,061 6,103,709 5,198 22,974,035 4,924 15,410,610 5,061 9,819,300 5,198 3,159,551 $ 84,417,090 $ 29,957 $ Interest 791 587 394 238 81 394 238 81 2,091 On January 1, 2005, the Maricopa County Medical Center (business-type activity) was transitioned to the Maricopa County Special Health Care District, a separate legal entity. The following represents the reimbursement schedule for debt service obligations to Maricopa County from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. REIMBURSEMENT REQUIREMENTS TO MATURITY Special Health Care District (Lease Revenue Bonds) Maricopa County, Arizona As of June 30, 2007 Year Ending June 30 2008 2009 2010 2011 2012 2013-16 Total Principal $ 1,606,741 1,478,163 1,526,943 1,603,528 1,075,113 4,927,438 $ 12,217,926 $ $ Interest 563,380 503,182 435,430 363,562 297,639 554,964 2,718,157 Total Debt Service $ 2,170,121 1,981,345 1,962,373 1,967,090 1,372,752 5,482,402 $ 14,936,083 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 percent and maturing on June 1, 2011. 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, 2007, the County had drawn all $15,000,000 from the lease trust certificates. 939 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2007 Lease Trust Certificates Issue Total Lease Trust Certificates, Series 2004 $ Amount 6,812,000 DEBT SERVICE REQUIREMENTS TO MATURITY Lease Trust Certificates Maricopa County, Arizona As of June 30, 2007 Year Ending June 30 2008 2009 2010 2011 2012 Total Principal $ 1,617,000 1,617,000 1,700,000 1,800,000 95,000 $ 6,812,000 $ $ Interest 250,394 183,401 114,327 41,441 1,978 591,541 Total Debt Service $ 1,867,394 1,800,401 1,814,327 1,841,441 96,978 $ 7,403,541 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 51 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 contains regulations for public notification through posting of the property, publication in the local newspaper, and the establishment 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. 940 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2007 Bond Issue Queen Creek Water Central Avenue Billings Street Marquerite Drive 7th Street North Total Amount $ 33,027 22,065 1,049 8,565 38,371 $ 103,077 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, 2007. On January 1, 2005, the outstanding debt obligations were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. Maricopa County will pay the debt service, including principal and interest, as they become due and payable and will request reimbursement from the Maricopa County Special Health Care District as required by 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 required by the Intergovernmental Agreement. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2007 Governmental Activities Year Ending June 30 2008 2009 2010 2011 2008 2013 – 16 Total Principal 420,000 445,000 465,000 490,000 420,000 2,375,000 $ 4,715,000 $ 941 Interest 233,258 212,170 189,759 166,000 233,258 266,396 $ 1,208,073 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2007 Certificate of Participation Issues Total Certificates of Participation, Series 2000 $ Amount 4,715,000 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, wherein 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, 2007. Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2007 2008 2009 2010 2011 2012 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments $ 13,358,637 10,440,541 7,964,971 2,424,699 855,248 35,044,096 (2,004,964) $ 33,039,132 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 required by 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, 2007, are as follows. 942 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Installment Purchase Contracts Payable Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2007 2008 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments 943 $ $ 208,863 208,863 (3,098) 205,765 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Debt Policies Regular, updated debt policies are 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 recommending the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer is also responsible for attestation of disclosure and other bond-related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private-placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. Advantages of using a competitive sale are that the issuer is getting the lowest net interest cost on that day and time and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined to be 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 are 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. 944 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 has established a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This includes 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 are monitored to ensure that all covenants are met. The County structures its financing in such a way as to reduce or eliminate future Arbitrage Rebate liability, wherever feasible. Selection of Professional Services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel Bond counsel is consulted 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 A financial advisor is consulted 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 may 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. 945 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 issuances of its bonds will be available through the following recognized municipal repositories: Bloomberg Municipal Repository 100 Business Park Drive Skillman, NJ 08558 Phone: (609) 279-3225 Fax: (609) 279-5962 DPC Data Inc. One Executive Drive Fort Lee, NJ 07024 Phone: (201) 346-0701 Fax: (201) 947-0107 Email: Munis@Bloomberg.com 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 Standard & Poor’s Security Evaluations, Inc. 55 Water Street – 45th Floor New York, NY 10041 Phone: (212) 438-4595 Fax: (212) 438-3975 http://www.bloomberg.com/markets/rates/municontracts.html http://www.interactivedata-prd.com Email: NRMSIR@Interactivedata.com http://www.MuniFILINGS.com http://www.disclosuredirectory.standardandpoors.com/ Email: nrmsir_repository@sandp.com The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on November 10, 1994, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide, on a continuing basis, both annual financial information and notices of specified material events affecting the issuer or its securities to the public information repositories. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Chief Financial Officer shall be responsible 946 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service 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. 947 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Debt Service Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 948 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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) 949 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 950 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 951 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments BUDGETING FOR RESULTS GUIDELINES AND PRIORITIES Approved by the Board of Supervisors on December 3, 2007 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. Employee Compensation: Employee compensation increases will depend on the availability of funding, and will be decided upon later in the budget process. In the meantime, the Office of Management and Budget and departments will address compensation funding in the following manner: 1. Department budget requests will include supplemental requests for performance-based salary adjustments that will average no more than 2.5% for current eligible employees, which will be decided upon at a later date subject to availability of funding. 2. Funding for performance-based salary adjustments will not be allocated without direction from the Board of Supervisors. 3. Market salary 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 will be expected to offset the cost of market salary adjustments with other budget reductions in addition to any other reductions otherwise necessary to balance the budget. Departments may not include requests for new market compensation funding in their budget requests. 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 2007-08 approved Results Initiatives; 2. Annualized impact of FY 2007-08 mid-year appropriation adjustments, including administrative service reductions; FY 2007-08 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. 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. 952 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments BUDGETING FOR RESULTS GUIDELINES AND PRIORITIES (continued) Base Budget Reductions Lower growth and declines in revenue 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 collaborate with the Office of Management and Budget to identify budget improvements through greater efficiency and reduction or elimination of services that have little or no impact on results. All elected, judicial and appointed departments are requested to present options for reductions of 5%, 10% and 15% from their base targets. Requests for Additional Funding: It is anticipated that base expenditure reductions will need to be made to balance the FY 200809 budget. Any supplemental funding will therefore need to be offset by further budget reductions. All elected officials, presiding judges, and department directors, as well as all department managers will be challenged to find innovative ways to maintain service levels as much as possible while finding opportunities for budget enhancement (reduced expenditures or increased revenue). Consequently, Results Initiative Requests will not be considered except to address critical or emergency issues or to implement opportunities for expenditure reduction or revenue enhancement, and only as directed by the Board of Supervisors. Capital Improvement Program No new capital projects or increases in budgets for current projects can be funded unless a new funding source is identified that can support both the project itself and future operating costs. In order to restore a structurally-balanced budget, existing or planned debt payments from operating revenues will be eliminated or funded through use of reserve funds. Information Technology The Office of Management and Budget, the Office of Enterprise Technology and departments will explore opportunities for more efficient and effective information technology (including telecommunications) through consolidation of resources. New information technology projects will be considered if they have a return on investment with direct benefits of three years or less. 953 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments BUDGETING FOR RESULTS GUIDELINES AND PRIORITIES (continued) Use of Budget Stabilization Reserves and Fund Balances The FY 2008-09 budget may provide for use of fund balances designated for budget stabilization so long as such uses are consistent with the Reserve and Tax Reduction Policy. The priority for use of fund balance reserves is to retire or fund outstanding debt in order to relieve operating budgets from supporting ongoing debt service payments. Fund balances in the Detention Fund now designated for capital projects may be used to offset a portion of the operating deficit, so long as there is a reasonable expectation that expenditure adjustments and future revenue growth will restore structural balance in the Detention Operations Fund. 954 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Budget Calendar FY 2008-09 Budget Calendar 12/3/2007 Board Approves FY 2008-09 Budgeting for Results Guidelines and Priorities 12/3/2007 - 12/28/2007 OMB Develops Targets, Internal Charges, Forms & Instructions 12/17/2007 - 12/28/2007 Budget System, Information, Targets and Instructions provided to Departments 12/17/2007 - 2/1/2008 Departments Prepare & Submit Budget Requests 2/1/2008 - 4/4/2008 OMB Analyzes Department Budgets, Develops Recommendations 2/11/2008 Assessed Values & Levy Limits Reported by Assessor 3/3/2008 - 3/28/2008 OMB & Departments Review Budget Recommendations 3/14/2008 Departments Submit Final CIP Budgets 4/4/2008 - 5/2/2008 OMB Consolidates Budget, Prepares Budget Document 5/5/2008 - 5/9/2008 Board Briefings 5/19/2008 Recommended Budget Presentation 5/21/2008 Tentative Budget Adoption 5/22/2008 - 6/17/2008 Publication of Tentative Budget & Truth in Taxation Notice 6/16/2008 Final Budget Adoption 8/18/2008 Property Tax Levy Adoption 955 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Budgeting for Results Accountability Policy Introduction A.R.S. §42-17106 specifies that the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. A Special District may not exceed its duly adopted budget without an action by its Board of Directors amending its budget. The Budgeting for Results Accountability Policy provides Departments/Special Districts with flexibility in managing their allocated public resources in order to achieve results for customers while upholding accountability for spending within legal appropriations. Definitions Appropriation Adjustment: A change in an appropriated budget, which must be approved by the Board of Supervisors/Board of Directors. Appropriated Budget: A budget legally adopted by the Board of Supervisors/Board of Directors, which authorizes expending funds or incurring obligations for a specific purpose, referred to as “budget items” in A.R.S. §42-17106. Appropriations may be set at different levels as directed by the Board of Supervisors/Board of Directors. Appropriation Level: The level of detail to which a budget is appropriated by the Board of Supervisors/Board of Directors, such as by department and fund, project, activity, etc. Department: All County/District departments, including elected and judicial branch agencies and/or offices as well as appointed departments and/or offices. Detailed Budget: The detailed budget plan within an appropriated budget. In Maricopa County, detailed budgets are specified by month, function, organizational unit, program/activity/service, object/source, and position. Function: Classification of expenditures and revenues by recurring vs. non-recurring uses, including projects. Special District: Special Districts for which the Maricopa County Board of Supervisors acts as the District Board of Directors, including the Flood Control, Library, and Stadium Districts. Policy Guidelines 1. At a minimum, 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. 2. All budgets are appropriated and controlled by the Board of Supervisors/Board of Directors at the level of department and fund, with appropriated budgets for any specific projects included within a department/fund. Where applicable, appropriation levels may be established by function, program/activity, or object of expenditure. 3. Appropriated budgets are not guaranteed from one fiscal year to the next. Each year, appropriated budgets for each department shall be recommended by the Office of Management and Budget according to the Budgeting for Results Policy Guidelines (B1006). 956 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Budgeting for Results Accountability Policy (continued) 4. Departments shall develop and maintain detailed revenue and expenditure budgets that will be loaded into the main financial system. Detailed budgets will be prepared by month, function, organizational unit, program/activity/service, object/source and position according to instructions developed by the Office of Management and Budget. Detailed budgets shall exactly equal appropriated budgets approved by the Board of Supervisors/Board of Directors. The Office of Management and Budget shall validate that all detailed budget adjustments balance and reconcile to appropriations set by the Board of Supervisors/Board of Directors. 5. Appropriated budgets shall be changed during the fiscal year only with Board of Supervisors/Board of Directors approval, with the exception of grants approved by the Board of Supervisors/Board of Directors in the previous fiscal year and carried over into the next fiscal 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. 6. The Board of Supervisors/Board of Directors must approve all changes in project appropriations. All requests for changes in project appropriations must be accompanied by a request for Board of Supervisors/Board of Directors approval to amend the relevant five-year capital improvement program or other project plan approved by the Board of Supervisors/Board of Directors. 7. In order to maximize results, departments have the flexibility to incur expenditures that vary from their detailed budgets for the remainder of the current fiscal year, so long as they comply with the appropriated budget. This flexibility is accompanied by the responsibility to produce expected results while absorbing unanticipated spending increases. If a department requests an appropriated budget increase or contingency transfer for an unanticipated spending increase, the Board of Supervisors/Board of Directors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. 8. All positions must be fully funded in accordance with the Funded Positions Policy (B3001). In order to create new positions, departments must first verify full-year funding. If a position loses funding, it shall be identified and eliminated. 9. Departments shall not recommend for approval any agreements that commit the County/Special District to expenditures for which funding is not identified in future years. Departments shall verify funding for all purchase requisitions or other contracts or agreements. 10. Department expenditures and revenues shall be monitored and reported on a monthly basis throughout the fiscal year. The Department of Finance shall prepare and submit to the Board a comprehensive monthly analysis of budget variances by department and fund or by lower appropriation level, and will investigate any negative year-to-date variances. 11. Any departments for which the Department of Finance reports a negative year-to-date expenditure or revenue variance must provide a written explanation and corrective action plan to the Department of Finance and the Office of Management and Budget. The Office of Management and Budget and the Department of Finance will review and approve all corrective action plans, and report them to the Board once they are finalized. 12. If there is a significant risk that a department will exceed its appropriated budget, the Board of Supervisors/Board of Directors may adopt appropriated budgets for that department at the level of program/activity and/or object of expenditure. 957 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Budgeting for Results Accountability Policy (continued) 13. Departments shall not exceed their appropriated expenditure budgets. Departments shall be required to reduce expenditures to offset any shortfall in their budgeted revenue unless the Board of Supervisors/Board of Directors has approved other adjustments to offset the shortfall. At the close of the fiscal year, the Department of Finance will prepare and submit to the Board of Supervisors/Board of Directors a comprehensive report of audited actual expenditures and expenditures relative to all department appropriated budgets. The report will include an explanation of each instance in which expenditures exceeded appropriated budgets. 14. If a department exceeds its appropriated expenditure budget, the department’s expenditures will be reviewed by the Office of Management and Budget to identify the causes of the overrun. The Office of Management and Budget will report its findings, along with a recommended corrective action plan, to the Board of Supervisors/Board of Directors. Corrective action plans may include (but will not be limited to) adopting appropriated budgets for that department at the level of program/activity and/or object of expenditure and a reduction of the department’s appropriated budget in the subsequent fiscal year in an amount up to the amount of the overrun in the prior fiscal year. 958 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 959 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 960 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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). 961 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 962 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 963 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 964 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 965 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants A. Purpose The purpose of this policy is to serve as the frame work for Maricopa County Departments and Special Districts (Flood Control District, Library District, and Stadium District) to follow when applying for grants and negotiating the terms and conditions of the agreements and/or contracts to ensure that optimum financial and administrative arrangements for Maricopa County or the Special District. B. Definitions Central Service Costs (2 CFR Part 225 (OMB Circular A-87)) – refers to costs, benefiting both grant and non-grant activities for inclusion as part of indirect cost in grants. The allocation is calculated in compliance with 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87). Department – refers to the department, office or agency under budgetary responsibility of the Board of Supervisors, which has direct oversight responsibility for the program(s) funded partially or totally with the grant funds. The elected official or department director of the Department shall act as the agent of the County for purposes of this policy. Department Overhead – Departmental/Special District costs incurred for both grant and non-grant programs. Grantor Agency – refers to a Federal, state, local, or private agency or organization, which provides the grant funding and/or grant funding oversight. Indirect Costs – refers to those costs incurred for a common or institution-wide objective that benefits more than one grant program or project. Such costs are not readily assignable to the cost objective specifically benefited. In-Kind – refers to contributions in the form of goods or services rather than in cash. One-time Grants – refers to funding from a Grantor Agency which is provided for a limited duration for a specified project or program. This type of grant may be provided to start a new program or service or for a program or services which has a limited life. Ongoing Grants – refers to funding from a Grantor Agency which is expected to be provided year after year for a specified program(s) or service(s). Special District – Flood Control District of Maricopa County, Maricopa County Library District, Maricopa County Stadium District. C. 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. 966 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 2. Departments/Special Districts will consistently negotiate grant agreements to meet County or Special District goals and policies. This includes conducting a cost/benefit study to determine the appropriateness of Maricopa County or Special District pursuing a particular grant. 3. Departments/Special Districts will negotiate for advance funding financial arrangements first and only accept reimbursement funding as the final option. 4. Departments/Special Districts will clearly define any matching requirements required by Maricopa County or Special District during the application process. 5. To minimize interest expense to Maricopa County, Departments/Special Districts will try and negotiate a reimbursement schedule that is in alignment with this policy. Departments/Special Districts will closely monitor their expenditures and claim reimbursement whenever expenses exceed $100,000, or on a monthly basis. 6. Maricopa County or Special District will utilize the County financial system to track, monitor and report all grant financial activity. All grant activity must be closed out within 150 days of the grant end date. 7. Departments/Special Districts are required to charge indirect costs on all grants unless prohibited by the grant contract, law, County Board of Supervisors approval or Special District Board of Directors approval. • Indirect costs will always be included (applied for) in the financial section of the grant application. • Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. 8. Departments/Special Districts do not have the authority to negotiate a lower indirect cost reimbursement in order to increase program funding. 9. Departments will expend all grant funds prior to expending any general fund appropriations, or in the case of Special Districts, before expending other Special District revenues in relation to grant programs. D. Guidelines This Policy shall serve as the framework for Departments/Special Districts to follow when applying for grants and negotiating the terms and conditions of the agreements. The Policy is not intended to discourage Departments/Special Districts from seeking grant funding as a means to support various services and programs. Rather, it is intended to provide consistent guidelines for grant administration to ensure optimum financial arrangements for Maricopa County or Special District and to enhance Board of Supervisors or Board of Directors acceptance of grants conforming to this Policy. Specific information and detailed procedures are contained in the Maricopa County Grant Manual, which is located at ebc.maricopa.gov/library/finance. The Maricopa County Grant Manual may be updated by the Department of Finance, as determined necessary, to accommodate the effective administration of this policy. 1. Initial Grant Application a) Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding if the application complies fully with this policy. 967 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) b) Departments/Special Districts are required to obtain the approval of the Board of Supervisors/Board of Directors prior to submitting an application for grant funding for any type of deviation from this policy including full indirect cost recovery. The information on the agenda must be clear and describe the nature of the deviation(s). It must also be clearly noted the intent or non-intent to apply for further grants from this particular grantor of this nature. After this grant has been reviewed and accepted by the Board of Supervisors/Board of Directors, subsequent grants in that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance during the application process. c) Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this Policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency must be transmitted to the Board of Supervisors for review and acceptance. d) Departments/Special Districts may seek approval for both the Grant Submittal and Grant Award Acceptance at the pre-submission stage, provided that all terms of the grant are in compliance with this policy and the information presented to the Board of Supervisors/Board of Directors is consistent. e) Departments/Special Districts will provide to the Department of Finance a copy of all grant agreements which must specifically include the award amount, grant period dates, availability of indirect costs and the indirect cost percentage (%), distinction between reimbursement or advance funding and a complete description of the grant. The provided information will be used to establish controls on the County financial system and will not be changed or modified (award period, grant award, etc.) without supporting documentation from the Grantor. 2. On-Going Grant Application From year to year, Departments/Special Districts may receive grant funding from the same Grantor for the continuation of a program. In this case, Departments must notify the Board of Supervisors/Board of Directors in an annual or more frequent presentation of their intent to apply for all ongoing grants. Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency will be transmitted to the Board of Supervisors for review and acceptance. 968 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MfR Budgeting format. One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. All grant closing documentation will be submitted to the Finance Department to ensure the grants are accurately closed on the financial system within 150 days after the grant end date as represented on the County financial system. All unreimbursed costs must be identified and a plan of action defined to ensure an alternate funding source is identified and the grant is effectively closed within the 150 day timeframe. All unresolved grant balances/(deficits) after the 150 day timeframe will be reported to the County Manager by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. 969 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) 5. Indirect Costs (2 CFR Part 225 (OMB Circular A-87) Charges) 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87) recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: a) 2 CFR Part 225 (OMB Circular A-87) County-wide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the County-wide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States 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 (A-87). If the required match exceeds the amount of inkind 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 inkind impact. b) Departmental Indirect Cost Allocation Plan(s). The County’s 2 CFR Part 225 (OMB Circular A87) indirect costs plans are used as a means of equitably recovering indirect costs from both federal and non-federal grant programs. All departments/Special Districts receiving grant funds can submit a written request to the Department of Finance to prepare a Departmental 2 CFR Part 225 (OMB Circular A-87) Indirect Cost Allocation Plan. In some cases the grantor may limit the recovery of indirect costs to a percentage less than the combined Departmental and County-wide 2 CFR Part 225 (OMB Circular A-87) indirect rate. In these cases, the Departmental 2 CFR Part 225 (OMB Circular A-87) rate shall be satisfied first. Any remaining funds will then be applied to the County-wide 2 CFR Part 225 (OMB Circular A-87) rate. County Departments Providing Grant Services to Outside Entities Maricopa County Departments that are allowed to perform grant financial services for entities outside of the County and are not considered to be subrecipients may recover indirect costs and/or user charges for the administration of grants. If these outside entities are allowed by their grantors to recover indirect costs and/or charge a user fee to reimburse Maricopa County for services rendered, the monies must be deposited back to the funding source where the support services were initially provided. For example, a General Fund Department being reimbursed for grant management activities shall remit the reimbursement back to the General Fund. Specific accounting information and examples can be found in the County Grant Manual located at ebc.Maricopa.gov/library/finance. 970 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) 6. 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. 7. Department of Finance Responsibility While each Department/Special District has staff assigned to monitor and report the financial activities of grants, the Department of Finance will provide general and technical oversight and monitoring of all grant funds. At a minimum, the Department of Finance will: a) Review and approve grant agenda items when they comply with County policy and the County Grant Manual. b) Establish a Board approved grant on the County financial system when all supporting documentation is provided. c) Prepare and provide to the Departments/Special Districts a monthly grant report (Fund Balance Report). This report will include inception to date financial activity for each individual grant. This report will be used to ensure the effective management and maintenance of grant activity. d) Monitor that grant expenditures do not exceed grant awards. e) Review individual grant balances, utilizing the Fund Balance Report, on a quarterly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a 971 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) timely basis. Departments/Special Districts that are not regularly claiming reimbursements will be contacted by the Department of Finance. f) Communicate with the Office of Management and Budget regarding fund balance and/or deficit issues. g) Initiate the preparation of the Indirect Cost Allocation Plan by providing a copy of the current plan, detailed listing of expenditures and other supporting data. Provide support, guidance and direction to Departments/Special Districts to assist them in the preparation of their Indirect Cost Allocation Plan. h) Review Fund Balance Report for closed Grants to determine compliance with fund balance/(deficits). i) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 8. Office of Management and Budget Responsibilities a) Review and recommend approval of grant agenda items when they comply with County policy and the County Grant Manual. b) Review and recommend approval of Department’s/Special District’s proposed grant budget. c) Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. d) Review and take action as necessary to correct any deficit in Grant Funded Budgets. e) Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. f) Review and take action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. g) Consistent with Board policy, review departments spending to ensure that Grant Funds are used before General Fund dollars, and for Special Districts, to ensure that Grant Funds are used before other Special District revenues. h) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 9. Department/Special District Responsibilities Each Department/Special District will ensure the following general maintenance activities are completed as defined below: 972 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Policy for Administering Grants (continued) a) Review, reconcile and certify the monthly Fund Balance Report. Any discrepancies are to be reported to the Department of Finance within two (2) weeks of receiving the Fund Balance Report. A written response must be received by the Department of Finance to report any discrepancies. b) Reconcile and close expired grants on the County financial system within 150 days of the grant end date (as entered on the County financial system). c) Communicate with the Office of Management and Budget and the Department of Finance regarding grants with a negative balance (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. d) Prepare the Indirect Cost Allocation Plan in the format defined by the Department of Finance. Obtain Departmental/Special District approval of the Indirect Cost Allocation Plan and provide a complete copy of the plan with all supporting documenting to the Department of Finance and the Office of Management and Budget by the timeline established by the Department of Finance. e) Ensure that grant expenditures do not exceed grant awards. f) Comply with all reporting requirements as defined by the grantor and County-wide Grant Policy and Manual. g) Comply with all record retention requirements as defined by the grantor. E. 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 Agenda Numbers: C-18-05-013-6-00; C-18-05-014-6-00; C-18-05-015-6-00; C-18-05-016-6-00; C-18-08-045-6-00 973 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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-Departmental 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. 974 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 975 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 976 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 977 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 $5, 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. §12284.01. 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. 978 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 lowincome 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 Townimposed 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. 979 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 its 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 $4, to be used to defray the cost of converting the County Recorder’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §11-475.01. 238 Superior Court Grants — Grant funds are used for drug enforcement accounting, court-appointed special advocates and case-processing assistance. 239 Parks Souvenir Fund — Accounts for sales proceeds of sundry items at the Maricopa County Parks. 240 Lake Pleasant Recreation Services — Provides the public with positive leisure opportunities in a safe, accessible, and efficient manner through quality development and programming while conserving and protecting unique and environmentally sensitive areas. 241 Parks Enhancement Fund — Accounts for park and recreation revenues and expenditures associated with enhancing parks and recreation programs pursuant to A.R.S. §11-941 243 Parks Donations — Accounts for donations and contributions activities provided for by citizens or groups. 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. 251 Sheriff Grants — Accounts for grant and intergovernmental funds that support and enhance Sheriff Office activities. 252 Inmate Services — Accounts for the funds that are held in trust for the benefit and welfare of the inmates, established under A.R.S. §31-121. The majority of revenues are derived from sales of food and sundries to the inmates. 254 Inmate Health Services — Accounts for the co-payments received from inmates for self-initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 980 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 Trial Courts Special Revenue — Accounts for monies received under an intergovernmental agreement with the Department of Economic Security to conduct Title IV-D child support enforcement enhancements. 261 Law Library Fees — Established by A.R.S. §12-305 to account for a portion of the fees collected by the Clerk of the Superior Court to be used for the purchase of books for the county law library. 262 Public Defender Fill the Gap — Public Defender Fill the Gap was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap — Legal Defender Fill the Gap was set up as indicated by A.R.S. §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. §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. §13-1802, §131807, §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. 981 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Fund Descriptions (continued) 268 Victim Compensation and Assistance 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. The fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Restitution 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 (75% 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 $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 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. 982 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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 Operations — Accounts for Maricopa County Events Center (formerly Sundome) revenues and expenditures associated with staging entertainment events. 422 Intergovernmental Capital Projects — Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 435 County Improvement Fund — Accounts for capital projects funded through the issuance of the Lease Revenue Bonds, Series 2001. 440 Financing Series 2007 — The Financing Series 2007 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2007. 441 Financing Series 2008 — The Financing Series 2008 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2008. 445 General Fund County Improvements — The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects — Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 503 Air Quality Grant - Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 504 Air Quality Fees — Air Quality works to protect the environment and public health through control, preservation, and improvement of the County’s air quality. Permit revenue is the funding source. 505 Environmental Services Grant — Environmental Services Grants was set up to account for all Grant activity administered by the County Environmental Services Department. 506 Environmental Services Environmental Health — Environmental Services – Health Fund was established to account for activities related to the protection of food and water supplies consumed by residents. Funding is provided by fees collected from Health Inspections and the sale of Health Permits. 983 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget 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. 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 Operations — 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 the 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. 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% of the employee’s salary. 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% of the employee’s salary. 984 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Fund Descriptions (continued) 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% of the employee’s salary. 613 40% STD Fund — This fund collects employee contributions for payment of the employees’ shortterm disability benefits for the self-insured short-term disability plan which provides benefits at 40% of the employee’s salary. 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. 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. 985 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Fund Descriptions (continued) 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. 669 Small School Service — Established per A.R.S. §15-365 to account for service programs operated through the County School Superintendent. 673 Reprographics — This fund provides the County’s printing and duplicating services. 675 Risk Management — This fund supports the comprehensive insurance/self-insurance program, which safeguards County assets and employees by means of a Trust Fund. Personnel skilled in loss control, claims and litigation and workers’ compensation work together to avert risk and conserve the human and financial resources of Maricopa County. 681 Telecommunications — This fund provides cost effective voice, data, and radio communications to County employees. 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 A.R.S. §42-18116, $15 of each judgment-deed fee collected pursuant to A.R.S. §42-18205, interest earned from the elderly assistance fund pursuant to A.R.S. §42-17401 and the community facilities district specialassessment fee imposed pursuant to A.R.S. §48-721. The County Treasurer shall administer the fund and spend monies in the fund only to defray the cost of converting or upgrading an automated public information system. 780 School Transportation 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. 988 Public Works Flood Control — The fund is established for management planning purposes and the financial activity will be allocated to the Flood Control District funds. The fund will not be reported in the audited financial statements. 986 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments FY 2008-09 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. 987 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments FY 2008-09 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. 988 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments FY 2008-09 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. 989 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Statutory Requirements The following sections of the Arizona Revised Statutes are relevant to Maricopa County’s budget and budget process: §42-17101. Annual county and municipal financial statement and estimate of expenses On or before the third Monday in July each year the governing body of each county and incorporated city or town shall prepare: 1. A full and complete statement of the political subdivision's financial affairs for the preceding fiscal year. 2. An estimate of the different amounts that will be required to meet the political subdivision's public expense for the current fiscal year entered in the minutes of the governing body and containing the items prescribed by section 42-17102. 3. A summary schedule of estimated expenditures and revenues that shall be: (a) Entered in the minutes of the governing body. (b) Prepared according to forms supplied by the auditor general. §42-17102. Contents of estimate of expenses A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. 2. The amounts necessary to pay the interest and principal of outstanding bonds. 3. The items and amounts of each special levy provided by law. 4. An amount for unanticipated contingencies or emergencies. 5. A statement of the receipts for the preceding fiscal year from sources other than direct property taxes. 6. The amounts that are estimated to be received during the current fiscal year from sources other than direct property taxes and voluntary contributions. 7. The amounts that were actually levied and the amounts that were actually collected for county, city or town purposes on the primary and secondary property tax rolls of the preceding fiscal year. 8. The amounts that were collected through primary property taxes and secondary property taxes levied for the years before the preceding fiscal year. 9. The amount that is proposed to be raised by direct property taxation for the current fiscal year for the general fund, bonds, special assessments and district levies. 10. The separate amounts to be raised by primary property tax levies and by secondary property tax levies for the current fiscal year. 11. The amount of voluntary contributions estimated to be received pursuant to section 48-242, based on the information transmitted to the governing body by the department of revenue. 990 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments 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. §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. 991 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments §42-17104. Hearing and special meeting on expenditures and tax levy A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the fourteenth day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing. §42-17105. Adoption of budget A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates. §42-17106. Expenditures limited to budgeted purposes; transfer of monies A. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting. §42-17107. Truth in taxation notice and hearing; roll call vote on tax increase; definition A. On or before February 10 of the tax year, the county assessor shall transmit and certify to the property tax oversight commission and to the governing body of the county, city or town the total net primary assessed values that are required to compute the levy limit prescribed by section 42-17051. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is 992 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width. (d) The notice shall be in the following form, with the "truth in taxation hearing notice of tax increase" headline in at least eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing the notice under paragraph 2, the governing body shall issue a press release containing the truth in taxation notice. 4. The governing body shall consider a motion to levy the increased property taxes by roll call vote. 993 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments 5. Within three days after the hearing, the governing body shall mail a copy of the truth in taxation notice, a statement of its publication or mailing and the result of the governing body's vote under paragraph 4 to the property tax oversight commission. 6. The governing body shall hold the truth in taxation hearing on or before the adoption of the county, city or town budget under section 42-17105. B. If the governing body fails to comply with the requirements of this section, the governing body shall not fix, levy or assess an amount of primary property taxes that exceeds the preceding year's amount, except for amounts attributable to new construction. C. For the purposes of this section, "amount attributable to new construction" means the net assessed valuation of property added to the tax roll since the previous year multiplied by a property tax rate computed by dividing the primary property tax levy of the county, city or town in the preceding year by the estimate of the total net assessed valuation of the county, city or town for the current year, excluding the net assessed valuation attributable to new construction. §42-17151. County, municipal, community college and school tax levy A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 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. 994 FUND 2,333,779,303 $ $ 1,898,657,570 (159,582,268) 186,560,817 242,691,367 20,643,450 20,643,450 706,942,743 901,401,461 901,401,461 ACTUAL EXPENDITURES/ EXPENSES** 2008 $ $ 1,029,852,312 0 64,867,634 481,718,270 21,724,034 21,724,034 186,914,730 274,627,644 $ 995 * Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. $ 1,421,328,510 (206,914,282) 213,847,479 36,613,960 9,227,487 9,227,487 667,724,549 700,829,317 700,829,317 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2009 400,000 400,000 $ $ 2008 2009 $ 2,333,779,303 $ 2,352,919,592 (286,088,838) (295,664,501) 2,047,690,465 2,057,255,091 (1,013,921,868) (957,812,363) $ 1,033,768,597 $ 1,099,442,728 $ 1,033,768,598 $ 1,099,442,729 $ $ OTHER FINANCING 2009 SOURCES $ $ (531,333,146) 309,268,261 11,529,657 11,529,657 199,288,483 11,246,745 11,246,745 $ $ (531,333,146) 1,487,006 6,252,339 492,750 492,750 143,684,575 379,416,476 379,416,476 INTERFUND TRANSFERS 2009 IN **** $ $ 3,002,510,107 (206,914,282) 277,228,107 821,348,152 41,988,428 41,988,428 1,005,115,084 1,063,744,618 1,063,744,618 TOTAL FINANCIAL RESOURCES AVAILABLE 2009 $ $ 2,352,919,592 (206,914,282) 214,090,687 334,041,357 28,821,952 28,821,952 919,135,260 1,063,744,618 1,063,744,618 BUDGETED EXPENDITURES/ EXPENSES 2009 Represents budgeted Property Tax Revenue. Property tax revenue is budgeted in FY 2008-09 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 $463,492,311; for Flood Control District is $74,674,333 and for Library District is $20,581,183. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. 550,929,285 94,471,897 456,457,388 PROPERTY TAX REVENUES**** 2009 Primary: 274,627,644 $ 456,457,388 $ Secondary: FUND BALANCE/ NET ASSETS*** July 1,2008** EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 13. TOTAL ALL FUNDS 198,447,694 (163,366,891) 10. Eliminations Funds 9. Internal Service Funds 27,153,110 336,921,505 8. Capital Projects Funds 7. Total Debt Service Funds 818,049,622 1,116,574,263 1,116,574,263 27,153,110 $ $ 5. Debt Service Funds Available 6. Less: Designation for Future Debt Retirement 4. Special Revenue Funds 3. Total General Fund 2. General Fund - Override Election 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2008 MARICOPA COUNTY Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2009 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule A) Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule B) MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2009 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 2008 $ 2009 430,023,735 $ 463,492,311 430,023,735 $ 463,492,311 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §4217102(A)(18) $ 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 $ $ 70,422,870 19,368,018 $ 74,674,333 20,581,183 $ 89,790,888 $ 95,255,516 $ 519,814,623 $ 558,747,827 $ 417,123,023 8,161,428 425,284,451 $ 449,587,542 ** 6,869,846 ** 456,457,388 ** 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ 87,097,161 1,815,010 88,912,171 $ $ 92,397,851 ** 2,074,046 ** 94,471,897 ** $ 514,196,622 $ 550,929,285 ** 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 1.1046 1.0327 0.1533 0.0391 0.1367 0.0353 1.2970 1.2047 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 2008-09 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 $463,492,311; for Flood Control District is $74,674,333 and for Library District is $20,581,183. 996 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule C) MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2009 SOURCE OF REVENUES GENERAL FUND Taxes TAXES PENALTIES & INTEREST PAYMENT IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2008 2008 2009 14,550,571 7,953,924 497,453,141 143,247,168 $ 12,202,301 7,153,712 468,401,652 140,672,743 $ 14,500,000 7,661,044 459,033,619 137,859,289 Licenses and permits LICENSES AND PERMITS 2,156,063 1,727,878 1,923,641 Intergovernmental OTHER INTERGOVERNMENTAL GRANTS 4,405,339 85,000 5,239,883 185,000 5,307,848 Charges for services INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 15,569,538 25,845,071 4,354,799 7,200 15,749,404 23,663,496 4,674,480 6,730 13,731,038 25,175,329 2,340,375 14,400 Fines and forfeits FINES & FORFEITS 16,433,137 17,426,500 16,669,467 Investments INTEREST EARNINGS 12,000,000 20,977,964 12,000,000 3,383,498 4,864,372 4,613,267 Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 747,444,449 $ 722,946,115 $ 700,829,317 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SPECIAL REVENUE FUNDS Road Fund TRANSPORTATION OPERATIONS $ Total Road Fund $ 117,705,562 117,705,562 $ $ 118,833,322 118,833,322 $ $ 125,633,844 125,633,844 Health Services Fund PATIENT SERVICES REVENUE $ Total Health Services Fund $ 959,563 959,563 $ $ 964,015 964,015 $ $ 1,368,585 1,368,585 List Fund: GRANTS, MISC. REVENUE, ETC. $ Total _____________________ $ 455,306,435 455,306,435 $ 426,456,030 426,456,030 $ 538,322,120 538,322,120 Total Special Revenue Funds $ 573,971,560 $ 546,253,367 $ 667,724,549 997 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule C) (continued) MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2009 SOURCE OF REVENUES DEBT SERVICE FUNDS NON-DEPARTMENTAL STADIUM DISTRICT ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2008 2008 2009 $ 4,931,907 6,775,094 $ 4,718,910 6,768,155 3,302,393 5,925,094 Total Debt Service Funds $ 11,707,001 $ 11,487,065 $ 9,227,487 23,135,263 28,051,059 $ 550,000 1,007,025 6,845,401 20,103,960 300,000 1,300,000 $ 36,613,960 CAPITAL PROJECTS FUNDS PUBLIC WORKS LIBRARY DISTRICT STADIUM DISTRICT NON DEPARTMENTAL FLOOD CONTROL DISTRICT $ Total Capital Projects Funds $ 23,685,263 $ 35,903,485 14,910,000 INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT $ 133,796,882 16,557,997 996,885 13,259,789 39,272,014 Total Internal Service Funds $ 203,883,567 127,713,896 17,450,546 996,886 16,118,508 39,304,112 $ 201,583,948 144,601,554 16,557,997 996,885 15,519,000 36,172,043 $ 213,847,479 ELIMINATIONS FUNDS ELIMINATIONS $ Total Eliminations Funds $ TOTAL ALL FUNDS $ (163,366,891) (159,582,268) (206,914,282) (163,366,891) $ (159,582,268) $ (206,914,282) 1,397,324,949 $ 1,358,591,712 $ 1,421,328,510 * 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. 998 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule D) MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2009 OTHER FINANCING 2009 SOURCES FUND GENERAL FUND SHERIFF MEDICAL EXAMINER NON-DEPARTMENTAL PUBLIC HEALTH $ $ Total General Fund $ SPECIAL REVENUE FUNDS AIR QUALITY $ ANIMAL CARE & CONTROL COMMUNITY DEVELOPMENT EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT HUMAN SERVICES LIBRARY DISTRICT NON-DEPARTMENTAL PARKS & RECREATION PLANNING & DEVELOPMENT PUBLIC HEALTH PUBLIC WORKS STADIUM DISTRICT SUPERINTENDENT OF SCHOOLS Total Special Revenue Funds $ INTERFUND TRANSFERS 2009 IN $ $ $ $ $ $ 11,246,745 $ 11,246,745 $ 379,416,476 $ 392,579 1,811,001 39,292 73,659 481,622 44,709,458 1,092,166 8,641,753 951,000 64,630 467,902 1,427,259 79,991,106 1,660,000 1,881,148 143,684,575 1,233,438 197,452,665 64,630 45,000 400,000 400,000 DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON-DEPARTMENTAL PUBLIC WORKS STADIUM DISTRICT Total Capital Projects Funds $ 492,750 $ $ 199,288,483 $ $ $ 11,529,657 $ $ $ 11,529,657 $ $ $ 44,709,458 7,408,315 180,741,504 74,748,984 1,660,000 309,268,261 $ $ 999 $ 49,838 16,469 379,305,169 45,000 492,750 492,750 6,252,339 $ 6,252,339 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule D) (continued) MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2009 FUND OTHER FINANCING 2009 SOURCES INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT Total Internal Service Funds $ ELIMINATIONS FUNDS PARKS & RECREATION $ LIBRARY DISTRICT STADIUM DISTRICT FLOOD CONTROL DISTRICT PUBLIC WORKS ELIMINATIONS Total Eliminations Funds $ TOTAL ALL FUNDS $ 400,000 INTERFUND TRANSFERS 2009 IN $ $ $ $ $ $ $ $ $ $ (64,630) $ (8,641,753) (2,152,750) (44,709,458) (74,748,984) (401,015,571) (531,333,146) $ $ $ 1000 - $ 172,936 422,470 667,146 43,238 181,216 1,487,006 (64,630) (8,641,753) (2,152,750) (44,709,458) (74,748,984) (401,015,571) (531,333,146) - Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule E) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2009 FUND/DEPARTMENT GENERAL FUND ADULT PROBATION $ ANIMAL CARE & CONTROL ASSESSOR BOARD OF SUPERVISORS DIST 1 BOARD OF SUPERVISORS DIST 2 BOARD OF SUPERVISORS DIST 3 BOARD OF SUPERVISORS DIST 4 BOARD OF SUPERVISORS DIST 5 CALL CENTER CLERK OF THE BOARD CLERK OF THE SUPERIOR COURT COMMUNICATIONS CONSTABLES CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY ATTORNEY CIVIL COUNTY MANAGER ELECTIONS EMERGENCY MANAGEMENT ENTERPRISE TECHNOLOGY ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT FINANCE HEALTH CARE PROGRAMS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS JUSTICE SYSTEM PLANNING & INFO JUVENILE PROBATION JUVENILE DEFENDER LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT & BUDGET MATERIALS MANAGEMENT MEDICAL EXAMINER NON-DEPARTMENTAL PARKS & RECREATION PUBLIC DEFENDER PUBLIC DEFENSE SERVICES PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RESEARCH & REPORTING SHERIFF SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TREASURER WORKFORCE MGT & DEVELOPMEN Total General Fund $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 65,774,128 361,432 25,446,423 391,686 391,686 391,686 391,686 391,686 1,759,134 840,627 34,177,630 903,495 2,424,814 3,570,368 63,399,795 12,229,718 1,439,173 12,157,522 268,636 10,052,098 7,063,645 14,078,935 4,048,897 229,499,543 2,702,378 1,949,548 13,458,934 846,536 4,367,355 21,235,324 8,402,717 9,495,990 4,318,819 2,071,136 8,040,279 330,939,743 1,772,629 35,511,313 17,930,726 2,762,148 12,833,580 2,638,611 378,755 71,067,426 2,461,627 72,758,594 5,111,957 3,249,295 1,127,759,863 $ 377,114 $ (1,317) 30,960 (2,525) (2,525) (2,525) (2,525) (2,525) 4,074 (57,556) (125,590) (45,554) 10,143 506,574 1,632,057 136,421 2,916 (21,918) 540,568 (4,437) 99,060 42,600 (346,515) 44,850 (6) $ 1001 275,696 (44,927) 291,968 303,442 (106,696) 52,725 26,610 (19,235,349) (8,438) 819,942 (683,083) 51,231 42,567 (12,260) 65,686 1,062,280 (11,899) 67,681 60,242 2,985,163 (11,185,600) $ BUDGETED EXPENDITURES/ EXPENSES 2009 ACTUAL EXPENDITURES/ EXPENSES* 2008 66,057,998 360,115 24,389,273 361,066 366,984 334,481 327,808 372,634 1,732,366 718,045 33,708,852 688,061 2,450,806 3,705,345 64,489,670 13,698,058 1,485,088 13,439,207 267,247 10,287,827 3,401,910 13,457,086 4,000,794 222,657,832 2,702,378 1,967,215 14,069,992 725,245 4,479,248 21,646,716 8,217,853 9,394,856 3,817,644 2,103,372 7,893,976 109,900,297 1,677,480 36,284,434 22,601,095 2,792,374 11,493,765 2,445,374 429,926 71,538,212 2,298,942 72,062,872 4,837,809 3,261,833 901,401,461 $ $ 60,982,903 322,919 24,923,302 372,646 372,649 372,649 372,648 372,643 1,628,190 716,421 32,343,816 932,091 2,361,217 3,581,457 62,837,039 15,915,927 1,429,968 20,096,904 234,996 10,785,417 3,687,644 12,908,663 3,787,037 234,768,067 2,517,013 1,843,786 14,115,672 542,057 3,654,409 17,220,629 9,529,764 10,511,194 3,746,301 2,029,600 7,721,547 268,266,931 1,426,304 36,768,742 15,414,886 2,612,944 12,417,708 2,279,710 327,743 72,479,875 2,320,833 70,347,261 3,396,965 6,145,531 1,063,744,618 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule E) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2009 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 SPECIAL REVENUE FUNDS ADULT PROBATION $ AIR QUALITY ANIMAL CARE & CONTROL CLERK OF THE SUPERIOR COURT COMMUNICATIONS COMMUNITY DEVELOPMENT CORRECTIONAL HEALTH COUNTY ATTORNEY ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT FLOOD CONTROL DISTRICT HEALTH CARE PROGRAMS HUMAN SERVICES JUSTICE COURTS JUSTICE SYSTEM PLANNING & INFO JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER LIBRARY DISTRICT MEDICAL EXAMINER NON-DEPARTMENTAL PARKS & RECREATION PLANNING & DEVELOPMENT PUBLIC DEFENDER PUBLIC HEALTH PUBLIC WORKS RECORDER SHERIFF STADIUM DISTRICT SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TREASURER Total Special Revenue Funds $ 109,256,269 5,919,025 16,765,186 2,589,341 36,699,218 71,410,265 6,374,980 216,975,448 2,726,759 3,435,071 14,015,566 800,000 796,563,170 DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ 21,710,516 5,442,594 27,153,110 17,815,999 16,128,750 8,668,035 9,323,510 63,000 13,499,406 49,149,070 13,759,698 29,524 1,018,978 18,607,773 3,035,485 35,884,484 6,435,504 41,571,999 3,711,907 1,983,802 48,030,623 12,500 134,794 20,731,201 $ 318,107 8,205,673 537,715 654,561 $ 3,004 5,127 3,071,104 193,345 (49,041) 170,749 270,699 527,997 (250) (70,758) 428,064 555,149 107,393 (6,045,453) 232,261 523,379 (13,157) 4,843,494 (47,170) 12,545 6,640,372 29,543 382,000 $ 21,486,452 $ $ $ $ $ 1002 BUDGETED EXPENDITURES/ EXPENSES 2009 ACTUAL EXPENDITURES/ EXPENSES* 2008 17,414,434 22,507,997 9,633,913 8,905,323 51,599 7,650,194 48,814,986 14,157,973 9,840 1,082,752 17,757,869 3,090,085 36,064,977 6,221,924 40,581,670 3,180,368 1,665,765 44,697,179 9,500 134,794 21,223,397 97,960 32,765,057 5,579,721 14,531,347 2,312,299 38,015,166 67,426,061 5,751,922 217,039,404 2,509,528 2,835,435 12,955,640 266,664 706,942,743 15,219,856 5,423,594 20,643,450 $ $ $ $ 19,221,449 26,453,587 10,429,971 10,037,176 75,000 12,669,988 49,262,767 18,345,453 29,524 1,085,875 22,256,257 2,743,527 35,962,288 7,594,722 40,850,932 4,433,985 1,695,804 46,979,456 12,500 134,794 22,540,035 166,691,384 8,750,669 15,898,609 3,089,347 41,680,462 109,291,558 4,502,298 216,216,990 2,570,842 2,797,583 14,030,428 800,000 919,135,260 23,389,608 5,432,344 28,821,952 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule E) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2009 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON-DEPARTMENTAL PUBLIC WORKS STADIUM DISTRICT Total Capital Projects Funds $ 194,803,883 98,605,934 4,203,000 358,612,817 INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT Total Internal Service Funds $ 133,444,808 15,341,240 11,962,936 1,076,813 35,715,801 197,541,598 ELIMINATIONS FUNDS ELIMINATIONS $ Total Eliminations Funds $ TOTAL ALL FUNDS $ 61,000,000 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 $ ACTUAL EXPENDITURES/ EXPENSES* 2008 60,793,008 $ 12,000,000 (21,691,312) $ 81,258,483 85,705,900 14,933,976 242,691,367 $ $ 40,349 $ 890,895 10,443 (28,345) (7,246) 906,096 $ 117,458,937 18,206,188 14,596,417 1,067,146 35,232,129 186,560,817 (163,366,891) $ (163,366,891) $ $ $ 2,344,263,667 (207,000) $ BUDGETED EXPENDITURES/ EXPENSES 2009 (33,484,312) $ $ $ (10,484,364) $ $ $ (159,582,268) $ (159,582,268) $ 1,898,657,570 $ 60,000,000 3,137,092 162,324,265 104,677,000 3,903,000 334,041,357 143,913,553 17,478,683 13,314,861 940,555 38,443,035 214,090,687 (206,914,282) (206,914,282) 2,352,919,592 * 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. 1003 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 ADULT PROBATION ADULT PROBATION FEES $ ADULT PROBATION GRANTS GENERAL Department Total $ 13,561,826 4,254,173 65,774,128 83,590,127 $ $ (5,192) $ 323,299 377,114 695,221 $ 13,176,906 4,237,528 66,057,998 83,472,432 $ $ 14,643,968 4,577,481 60,982,903 80,204,352 AIR QUALITY AIR QUALITY FEES $ AIR QUALITY GRANT Department Total $ 12,393,623 4,010,023 16,403,646 $ 8,205,673 $ $ $ 19,103,167 3,679,726 22,782,893 $ 8,205,673 3,213,071 446,765 6,905,589 361,432 10,926,857 $ $ 530,084 7,631 (1,317) 536,398 $ 3,458,654 854,594 7,154,849 360,115 11,828,212 $ $ 3,154,071 879,460 8,207,441 322,919 12,563,891 25,446,423 25,446,423 $ $ 30,960 30,960 $ $ 24,389,273 24,389,273 $ $ 24,923,302 24,923,302 391,686 391,686 $ $ (2,525) $ (2,525) $ 361,066 361,066 $ $ 372,646 372,646 391,686 391,686 $ $ (2,525) $ (2,525) $ 366,984 366,984 $ $ 372,649 372,649 391,686 391,686 $ $ (2,525) $ (2,525) $ 334,481 334,481 $ $ 372,649 372,649 391,686 391,686 $ $ (2,525) $ (2,525) $ 327,808 327,808 $ $ 372,648 372,648 $ Department Total $ 391,686 391,686 $ $ (2,525) $ (2,525) $ 372,634 372,634 $ $ 372,643 372,643 $ Department Total $ 1,759,134 1,759,134 $ $ 1,732,366 1,732,366 $ $ 1,628,190 1,628,190 $ 22,714,015 4,132,151 26,846,166 ANIMAL CARE & CONTROL ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE/SHELTER GENERAL Department Total $ $ ASSESSOR GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 1 GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 2 GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 3 GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 4 GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 5 GENERAL CALL CENTER GENERAL 1004 4,074 4,074 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 CLERK OF THE BOARD GENERAL $ Department Total $ 840,627 840,627 $ $ (57,556) $ (57,556) $ 718,045 718,045 $ $ 716,421 716,421 75,000 1,962,909 3,330,000 1,676,124 1,150,243 34,177,630 1,039,333 89,901 43,501,140 $ - $ 654,561 (125,590) 528,971 $ 75,000 2,352,892 2,965,848 1,450,242 1,109,877 33,708,852 951,464 $ 42,614,175 $ 157,500 2,430,862 3,450,005 1,635,833 1,150,236 32,343,816 1,159,438 53,302 42,380,992 24,050 $ (45,554) (21,504) $ 75,649 688,061 763,710 $ $ 75,000 932,091 1,007,091 CLERK OF THE SUPERIOR COURT CHILD SUPPORT ENHANCEMENT $ CLERK OF COURT FILL THE GAP CLERK OF THE COURT EDMS CLERK OF THE COURT GRANTS COURT DOCUMENT RETRIEVAL GENERAL JUDICIAL ENHANCEMENT VICTIM LOCATION Department Total $ $ COMMUNICATIONS EVENTS CENTER OPERATIONS $ GENERAL Department Total $ 63,000 903,495 966,495 $ 13,523,899 13,523,899 $ $ 3,004 3,004 $ $ 7,674,687 7,674,687 $ $ 12,709,280 12,709,280 2,424,814 2,424,814 $ $ 10,143 10,143 $ $ 2,450,806 2,450,806 $ $ 2,361,217 2,361,217 351,729 48,797,341 3,570,368 52,719,438 $ 5,127 506,574 511,701 $ $ $ 358,451 48,456,535 3,705,345 52,520,331 32,818 49,229,949 3,581,457 52,844,224 600,000 1,483,493 6,160,825 2,000,000 1,566,570 1,008,810 63,399,795 500,000 440,000 77,159,493 $ $ - $ 139,000 2,186,508 750,000 (4,404) 1,632,057 4,703,161 $ 517,893 1,542,582 6,789,267 2,919,042 1,553,831 815,358 64,489,670 10,000 10,000 78,647,643 $ 599,997 2,314,388 8,347,330 2,750,000 2,384,928 1,008,810 62,837,039 500,000 440,000 81,182,492 12,229,718 12,229,718 $ $ 13,698,058 13,698,058 $ $ 15,915,927 15,915,927 $ COMMUNITY DEVELOPMENT CDBG HOUSING TRUST $ Department Total $ CONSTABLES GENERAL $ Department Total $ CORRECTIONAL HEALTH CORRECTIONAL HEALTH GRANT $ DETENTION OPERATIONS GENERAL Department Total $ $ $ COUNTY ATTORNEY CHECK ENFORCEMENT PROGRAM $ COUNTY ATTORNEY FILL THE GAP COUNTY ATTORNEY GRANTS COUNTY ATTORNEY RICO CRIM JUSTICE ENHANCEMENT DIVERSION GENERAL VICTIM COMP AND ASSISTANCE VICTIM COMP RESTITUTION INT Department Total $ $ COUNTY ATTORNEY CIVIL GENERAL $ Department Total $ 1005 136,421 136,421 $ $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 COUNTY MANAGER GENERAL $ Department Total $ 1,439,173 1,439,173 $ $ $ 29,524 12,157,522 12,187,046 $ 2,916 2,916 $ $ 1,485,088 1,485,088 $ $ 1,429,968 1,429,968 - $ (21,918) (21,918) $ 9,840 13,439,207 13,449,047 $ 29,524 20,096,904 20,126,428 ELECTIONS ELECTIONS GRANT GENERAL Department Total $ $ $ EMERGENCY MANAGEMENT EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 750,269 268,636 333,615 1,352,520 $ $ 158,345 35,000 193,345 $ $ 782,754 267,247 364,904 1,414,905 $ $ 804,974 234,996 354,560 1,394,530 EMPLOYEE HEALTH INITIATIVES 40% STD $ 50% STD 60% STD 70% STD BEHAVIORAL HEALTH BENEFIT ADMINISTRATION CHOICE FUND H.S.A. CIGNA FOR SENIORS CMG HIGH OPTION CMG LOW OPTION COINSURANCE CONSUMER CHOICE CONTRACT ADMINISTRATION DEPENDENT LIFE EMPLOYEE ASSISTANCE FI DENTAL PPO FI LIFE & AD&D FI PREPAID DENTAL FLEX SPENDING DEP CARE FLEX SPENDING HEALTH HS SELF-INSURED TRUST FUND MEDICAL INCENTIVE/PENALTIES OAP HIGH OPTION OAP IN OAP LOW OPTION SI DENTAL STAND ALONE VISION SUPPLEMENTAL LIFE VISION VOLUNTARY BENEFITS WELLNESS Department Total $ 465,815 596,675 547,974 1,884,823 2,289,637 2,796,091 68,604 627,300 35,852,089 1,045,601 15,647,088 2,358,585 469,017 641,505 210,264 5,722,570 986,813 719,709 926,820 2,160,460 1,001,088 27,583,057 19,367,538 1,124,588 2,671,409 92,524 3,452,646 1,346,502 395,184 392,832 133,444,808 $ $ 1006 - $ 52,074 (11,725) 40,349 $ 118,439 202,578 258,548 1,653,660 1,449,594 2,553,633 873,351 542,786 33,397,373 1,367,921 11,697,354 1,574,628 277,508 422,263 205,749 5,674,396 894,663 629,433 707,149 1,771,875 3,000,000 1,000,000 25,494,630 15,589,805 1,107,843 2,701,033 2,985,520 1,268,965 253,957 784,283 120,458,937 $ $ 594,994 768,660 651,142 2,069,203 2,658,521 3,026,622 460,207 487,080 38,565,052 1,736,357 15,586,712 2,550,358 419,092 394,414 217,224 5,942,253 1,065,588 658,626 725,872 1,994,563 1,000,000 32,384,265 18,217,871 1,640,272 3,280,311 94,074 4,105,572 1,477,962 507,318 806,304 144,086,489 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 ENTERPRISE TECHNOLOGY GENERAL $ TELECOMMUNICATIONS Department Total $ 10,052,098 15,669,264 25,721,362 $ $ 540,568 890,895 1,431,463 $ 10,287,827 18,534,212 28,822,039 - $ (49,041) (4,437) (53,478) $ 1,289,268 16,849,391 3,401,910 21,540,569 $ 907,998 21,829,881 3,687,644 26,425,523 $ $ $ 10,785,417 17,901,153 28,686,570 ENVIRONMENTAL SERVICES ENVIRONMENTAL SERVICES GRANT $ ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 1,334,878 17,653,685 7,063,645 26,052,208 $ 12,388,440 12,388,440 $ $ 10,443 10,443 $ $ 15,021,921 15,021,921 $ $ 13,982,007 13,982,007 3,035,485 14,078,935 17,114,420 $ $ $ 3,090,085 13,457,086 16,547,171 $ $ 170,749 99,060 269,809 $ 2,743,527 12,908,663 15,652,190 4,048,897 4,048,897 $ $ 42,600 42,600 $ $ 4,000,794 4,000,794 $ $ 3,787,037 3,787,037 $ $ EQUIPMENT SERVICES EQUIPMENT SERVICES $ Department Total $ FACILITIES MANAGEMENT DETENTION OPERATIONS $ GENERAL Department Total $ FINANCE GENERAL $ Department Total $ FLOOD CONTROL DISTRICT FLOOD CONTROL $ FLOOD CONTROL CAPITAL PROJECTS ELIMINATIONS Department Total $ 94,512,737 $ 61,000,000 (58,628,253) 96,884,484 $ - $ (207,000) 270,699 63,699 $ 94,422,531 $ 60,793,008 (58,357,554) 96,857,985 $ 80,671,746 60,000,000 (44,709,458) 95,962,288 229,499,543 6,435,504 235,935,047 (346,515) $ (346,515) $ 222,657,832 6,221,924 228,879,756 234,768,067 7,594,722 242,362,789 HEALTH CARE PROGRAMS GENERAL $ PUBLIC HEALTH GRANTS Department Total $ $ $ $ $ HUMAN SERVICES GENERAL $ HUMAN SERVICES GRANTS Department Total $ 2,702,378 42,509,831 45,212,209 1,949,548 1,949,548 $ 527,997 527,997 $ $ 44,850 44,850 $ $ 2,702,378 41,519,502 44,221,880 $ 2,517,013 41,943,098 44,460,111 $ $ 1,967,215 1,967,215 $ $ 1,843,786 1,843,786 $ $ INTERNAL AUDIT GENERAL $ Department Total $ 1007 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 JUSTICE COURTS GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 13,458,934 3,094,077 657,982 17,210,993 $ (6) $ (250) (256) $ 14,069,992 2,759,089 462,120 17,291,201 1,665,765 725,245 2,391,010 $ 1,695,804 542,057 2,237,861 $ $ 14,115,672 3,776,505 657,480 18,549,657 JUSTICE SYSTEM PLANNING & INFO DETENTION OPERATIONS $ GENERAL Department Total $ 1,983,802 846,536 2,830,338 $ (70,758) $ (70,758) $ 4,367,355 4,367,355 $ $ 275,696 275,696 $ $ 4,479,248 4,479,248 $ $ 3,654,409 3,654,409 36,216,301 21,235,324 316,633 8,591,502 2,896,187 10,000 69,265,947 $ 175,038 $ (44,927) 238,026 15,000 383,137 $ 35,085,810 21,646,716 325,334 6,399,230 2,867,595 19,210 66,343,895 $ 35,714,330 17,220,629 316,635 6,227,304 4,696,187 25,000 64,200,085 $ $ JUVENILE DEFENDER GENERAL $ Department Total $ JUVENILE PROBATION DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ $ $ LEGAL ADVOCATE GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 8,402,717 12,500 8,415,217 $ $ 291,968 291,968 $ $ 8,217,853 9,500 8,227,353 $ $ 9,529,764 12,500 9,542,264 LEGAL DEFENDER GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 9,495,990 59,000 75,794 9,630,784 $ $ 303,442 303,442 $ $ 9,394,856 58,999 75,795 9,529,650 $ $ 10,511,194 59,000 75,794 10,645,988 LIBRARY DISTRICT LIBRARY DIST CAP IMPROVEMENT $ LIBRARY DISTRICT LIBRARY DISTRICT GRANTS LIBRARY INTERGOVERNMENTAL ELIMINATIONS Department Total $ 20,706,201 25,000 $ 20,731,201 $ 4,318,819 4,318,819 $ $ 518,149 37,000 555,149 $ 21,223,397 $ 3,137,092 26,486,859 4,694,929 (8,641,753) 25,677,127 (106,696) $ (106,696) $ 3,817,644 3,817,644 $ $ 3,746,301 3,746,301 $ 21,161,397 62,000 $ MANAGEMENT & BUDGET GENERAL $ Department Total $ 1008 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 MATERIALS MANAGEMENT GENERAL REPROGRAPHICS $ Department Total $ 2,071,136 1,133,790 3,204,926 52,725 $ (28,345) 24,380 $ 2,103,372 1,124,123 3,227,495 $ 8,056,892 $ 26,610 107,393 134,003 $ 7,910,589 97,960 8,008,549 8,056,892 $ 143,166 13,810,516 7,900,000 46,428,953 125,941,202 88,609,418 23,418,046 544,664,295 33,628,876 9,351,324 14,949,882 477,981 909,323,659 $ $ (60,285) $ (6,900,958) 254,702 (26,384,707) 1,766,383 (16,882,124) (514,185) 2,793,402 (6,300,155) (52,227,927) $ 9,669,696 5,550,160 11,700,054 64,768,348 37,573,767 7,227,815 325,978,074 26,302,602 9,414,107 109,505 498,294,128 1,772,629 $ 1,946,554 1,794,770 160,000 2,864,913 130,000 692,638 (69,850) 9,291,654 $ (8,438) $ 509,889 4,462 836,104 192,799 1,534,816 $ $ $ 2,029,600 983,793 3,013,393 $ 7,738,016 $ 7,738,016 $ MEDICAL EXAMINER GENERAL $ MEDICAL EXAMINER GRANT Department Total $ $ NON-DEPARTMENTAL COUNTY IMPROVEMENT $ COUNTY IMPROVEMENT DEBT COUNTY IMPROVEMENT DEBT 2 DETENTION CAPITAL PROJECTS DETENTION OPERATIONS FINANCING SERIES 2007 FINANCING SERIES 2008 GENERAL GENERAL FUND CTY IMPROV INTERGOVERNMENTAL CAP PROJ NON DEPARTMENTAL GRANT WASTE MANAGEMENT Department Total $ $ $ 15,976,228 7,413,380 5,951,000 150,966,653 67,626,776 67,122,027 647,572,100 24,426,801 3,450,000 16,223,209 452,522 1,007,180,696 PARKS & RECREATION GENERAL $ LAKE PLEASANT RECREATION SVCS PARKS & REC. GRANTS PARKS DONATIONS PARKS ENHANCEMENT FUND PARKS SOUVENIR SPUR CROSS RANCH CONSERVATION ELIMINATIONS Department Total $ 1,677,480 $ 2,431,915 206,882 900,639 2,863,577 119,220 439,446 (70,965) 8,568,194 $ 1,426,304 1,843,630 14,965 108,000 6,016,203 130,000 702,501 (64,630) 10,176,973 PLANNING & DEVELOPMENT DEL WEBB $ PLANNING AND DEVELOPMENT FEES Department Total $ 132,555 17,061,480 17,194,035 $ 35,511,313 1,630,600 387,261 571,480 38,100,654 $ $ 523,379 523,379 $ 102,216 14,857,980 14,960,196 819,942 $ (13,157) 806,785 $ 36,284,434 1,505,143 379,103 428,053 38,596,733 $ $ $ 77,236 16,289,275 16,366,511 PUBLIC DEFENDER GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ $ 1009 $ $ 36,768,742 2,156,743 387,251 545,353 39,858,089 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 PUBLIC DEFENSE SERVICES GENERAL $ Department Total $ 17,930,726 17,930,726 $ $ (683,083) $ (683,083) $ $ Department Total $ 2,762,148 2,762,148 $ $ 51,231 51,231 GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 12,878,580 3,665,586 34,184,711 50,728,877 $ 42,567 1,059,744 3,783,750 4,886,061 22,601,095 22,601,095 $ $ 15,414,886 15,414,886 $ $ 2,792,374 2,792,374 $ $ 2,612,944 2,612,944 $ 11,522,894 4,012,308 35,153,937 50,689,139 $ 12,462,708 5,101,067 38,006,654 55,570,429 PUBLIC FIDUCIARY GENERAL PUBLIC HEALTH $ $ $ PUBLIC WORKS PUBLIC WORKS FLOOD CONTROL $ SOLID WASTE MANAGEMENT TRANSPORTATION CAPITAL PROJECT TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS WASTE TIRE ELIMINATIONS Department Total $ $ 1,557,209 98,605,934 1,170,760 123,435,644 6,844,916 (59,709,258) 171,905,205 $ - $ (5,322) (156,602) 114,754 (47,170) $ $ 1,350,745 85,705,900 563,225 120,649,808 6,345,793 (59,594,504) 155,020,967 $ 35,962,289 7,622,369 104,677,000 665,308 138,327,698 6,705,000 (74,748,984) 219,210,680 2,638,611 6,374,980 9,013,591 $ (12,260) $ 12,545 285 $ 2,445,374 5,751,922 8,197,296 $ 2,279,710 4,502,298 6,782,008 $ Department Total $ 378,755 378,755 $ $ 65,686 65,686 $ $ 429,926 429,926 $ $ 327,743 327,743 RISK MANAGEMENT $ Department Total $ 35,893,572 35,893,572 $ $ (7,246) $ (7,246) $ 35,409,900 35,409,900 $ $ 38,624,251 38,624,251 RECORDER GENERAL $ RECORDERS SURCHARGE Department Total $ $ $ RESEARCH & REPORTING GENERAL RISK MANAGEMENT 1010 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 SHERIFF DETENTION OPERATIONS $ GENERAL INMATE HEALTH SERVICES INMATE SERVICES SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT SHERIFF RICO Department Total $ 196,533,189 71,117,264 149,715 12,042,042 16,400 5,084,102 2,050,000 1,100,000 288,092,712 $ 445,592 1,062,280 4,000,000 2,194,780 7,702,652 3,748,547 $ 482,288 4,203,000 5,925,094 (1,986,576) 12,372,353 $ 12,000,000 12,000,000 $ $ $ 195,919,267 71,588,050 49,904 12,892,963 10,914 5,855,806 1,244,389 1,066,161 288,627,454 $ $ 185,870,904 72,529,713 299,715 19,112,421 25,800 7,548,150 2,205,000 1,155,000 288,746,703 STADIUM DISTRICT BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DIST DEBT SERIES02 ELIMINATIONS Department Total $ $ $ 2,495,319 $ 1,035,969 14,933,976 6,512,394 (2,110,560) 22,867,098 $ 3,748,554 482,288 3,903,000 5,925,094 (2,152,750) 11,906,186 SUPERINTENDENT OF SCHOOLS COUNTY SCHOOL INDIRECT COST $ GENERAL SCHOOL COMMUNICATION SCHOOL GRANT SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ 2,461,627 82,680 2,559,504 792,887 $ 5,896,698 $ 115,007 1,695,930 190,682 445,580 72,758,594 433,277 885,000 389,531 115,921 2,010,456 2,013,717 5,680,313 86,734,008 $ - $ (11,899) 29,543 17,644 $ 2,298,942 65,712 2,212,470 557,253 $ 5,134,377 $ 92,633 1,597,895 184,889 376,044 72,062,872 448,610 839,590 357,546 90,499 1,797,339 1,628,385 5,501,369 84,977,671 $ 1,881,148 2,320,833 82,680 1,812,016 792,887 110,000 6,999,564 SUPERIOR COURT CHILDRENS ISSUES EDUCATION $ CONCILIATION COURT FEES DOM REL MEDIATION EDUCATION EXPEDITED CHILD SUPPORT GENERAL JUDICIAL ENHANCEMENT JUSTICE COURTS SPECIAL REVENUE JUSTICE CT JUDICIAL ENHANCEMNT LAW LIBRARY FEES PROBATE FEES SPOUSAL MAINT ENF ENHANCEMENT SUPERIOR COURT FILL THE GAP TRIAL COURTS GRANTS TRIAL COURTS SPECIAL REVENUE Department Total $ $ 1011 67,681 207,000 175,000 449,681 $ $ $ 115,007 1,695,930 190,682 445,580 70,347,261 433,286 940,000 389,531 115,921 2,010,454 2,013,724 5,680,313 84,377,689 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Attachments Arizona State Auditor General Forms (Schedule F) (continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2009 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008 ACTUAL EXPENDITURES/ EXPENSES * 2008 BUDGETED EXPENDITURES/ EXPENSES 2009 TREASURER GENERAL $ TAXPAYER INFORMATION Department Total $ 5,111,957 800,000 5,911,957 $ $ 60,242 60,242 $ Department Total $ 3,249,295 3,249,295 $ $ 2,985,163 2,985,163 $ Department Total $ (425,729,107) $ (425,729,107) $ $ 4,837,809 266,664 5,104,473 $ 3,396,965 800,000 4,196,965 $ $ 3,261,833 3,261,833 $ $ 6,145,531 6,145,531 $ $ WORKFORCE MGT & DEVELOPMENT GENERAL ELIMINATIONS ELIMINATIONS Total all Departments $ 2,344,263,667 $ (7,872,230) $ (7,872,230) $ (10,484,364) $ (431,137,637) $ (431,137,637) $ 1,898,657,570 $ (607,929,853) (607,929,853) 2,352,919,592 * 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. 1012 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. AHCCCS: Arizona Health Care Cost Containment System. AHCCCS is Arizona’s Medicaid program. ALTCS: Arizona Long Term Care System. The Arizona Long Term Care System (ALTCS) offers an array of services including: acute medical, nursing facility, behavioral health, in-home, assisted living facility and case management services to residents of Arizona in need of ongoing services at a nursing facility level of care. 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 process of collecting information on internal or external standards, processes, and/or best practices, evaluating why they are successful and applying what is learned. Budgeting for Results: A budgeting strategy where decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers—those who receive or use the services or products of a department or program. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. Capital Projects Budget: The first year of the Capital Improvement Program (CIP). Capital Improvement Program (CIP) Project: A capital project that has been approved as part of the Capital Improvement Program. Capital Project: A major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. 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). 1013 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Capital Projects Fund: A fund established to account for the proceeds of bond issues and other financial resources for the acquisition, construction or reconstruction of major capital facilities. Carryover Funding: An amount budgeted for FY 2008-09 to pay for a capital expenditure budgeted for FY 2007-07 for which an obligation has been incurred that cannot be paid by June 30, 2008. Note: Carryover items should be identified in the base budget submission. Central Services Cost Allocation Plan: An allocation of General Fund Central Service department’s costs (i.e., human resources, internal audit) to all non-General Fund departments through a consistent, logical methodology in proportion to the service or benefit received. COPs (Certificates of Participation): A method of structuring and securitizing lease payments to investors by dividing the lease payments into fractionalized interests or shares for individual sale to investors. A formal certificate represents each share, much like a bond. However, unlike bonds, COPs are typically subject to annual appropriation and do not represent a “debt” of the issuer or other lessor, but rather a proportionate interest in a flow of lease payments that are pledged to a trust. Debt Service Fund: A fund used to account for the accumulation of resources for and payment of general long-term debt principal and interest such as that associated with general obligation, special assessment, and stadium district bonds. Demand Measure: The number of total units of Service requested/required/demanded by the customer; expressed as a number. Examples include, number of residents requesting job training or number of building inspection applications received. Department: An organizational unit headed by a director or elected official. In terms of financial structure, departments can have multiple funding sources, (i.e., general fund, special revenue etc.) that are based on specified uses. The combinations of the various funds are consolidated at the department level. Discretionary Internal Service Charge: A charge for a service above the base service level that can be controlled at the discretion of the requesting department, such as fuel use, motor pool, reprographic services, long distance, cellular phones, pagers, and telecom work orders. Econometrics: A forecasting method that captures the behavioral relationships of many variables (called explanatory variables) on the variable being forecast. The method applies regression analysis to historical data to determine the marginal impact of the explanatory variable. Typically, the explanatory variables are related to the demography and/or economy of the community. Efficiency Measure: A performance measure that measures the average activity expenditure per output or result expressed in dollars. Examples include cost per participant served (output efficiency) or cost per building inspection completed within seventy-two hours (result efficiency). Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, interdepartmental charges are made to various County departments from the Reprographics (print shop) fund. Departments pay the print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. Environmental Assessment: An analysis of the internal and external trends and issues that will have a major impact on the department and its customers over the next two to five years. Issue statements summarize the trends, their magnitude, and the impact on the customers. The environmental assessment is based on data-based information and reasoned professional judgment that describes changes anticipated both from inside and outside the department. 1014 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand, and efficiency. Financial Accounting Standards Board (FASB): Financial Accounting Standards Board. This private, non-profit organization is responsible for determining uniform standards for treatment of accounting items, referred to commonly as the Generally Accepted Accounting Principles (GAAP). Full Time Equivalent (FTE): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally balanced budget. Fund Balance/Equity: An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund: A fund accounting for all financial resources of the County, except those required to be accounted for in other funds, that serves as the County’s primary operating fund. General Obligation (GO) Bond: General Obligation Bonds must be approved by a majority of Maricopa County residents that are sold to raise funding for capital expenditures. Funding for repayment would be provided by the County’s secondary debt service property tax levy. Governmental Accounting Standards Board (GASB): An independent not-for-profit organization formed in 1984 that is responsible for issuing accounting standards for state and local governments. Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The central service cost allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal Charge: A cost billed to one County department by another County department for base level or discretionary services provided. Internal Service Fund (ISF): A proprietary fund that may be used to report any activity that provides goods or services to other departments on a cost-reimbursement basis. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department’s customers over the subsequent two to five years. Issue statements include what that impact will be to the customers. They are the products of the environmental assessment phase in strategic planning. Key Result Measure: Key Result Measures for each Program comprise at least one Result Measure from each of the Activities within the Program so that a set of result measures is created that relates to the results portion of the Program Purpose Statement. 1015 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Major Maintenance: The periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. This repair work does not usually make the building more useful or add to the estimated useful life of the building as a structure. Maintenance costs are normal costs that allow a capital asset to be used in a normal manner over its originally expected economic life. Examples of major maintenance include, but are not limited to: re-roofing, disassembling and rebuilding air-conditioning systems and water chillers, replacement of worn-out heating systems, and other major components. Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. MCSO: Maricopa County Sheriff’s Office. MFR (Managing for Results): Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with five components that support the process: Planning for Results, Budgeting for Results, Delivering Services, Analyzing and Reporting Results, and Evaluating and Improving Results. Mission: A clear, concise statement of purpose for the entire County or department. The mission focuses on the broad, yet distinct, results the County or department will achieve for its customers. MMC: Maricopa Medical Center. Object Code: Identifies the expenditure type (e.g., cash, accounts payable, real property taxes, salaries and wages). OMB: Office of Management and Budget. Output Measure: A performance measure that measures the number of units produced or delivered to the customer. Examples include number of participants enrolled in job training courses or number of building inspections completed. Position Control Number (PCN): A position control number assigned to a position that has been when OMB has verified that it has been budgeted appropriately and that there is adequate funding to support the budget as a whole. Performance Measure: An on-going, quantitative indicator of resources consumed, workload, productivity, efficiency, and effectiveness. Performance measures should relate directly to objectives and allow for measurement of the same thing over a period of time. (See Family of Measures) Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, salary adjustments, and personnel allocations out/in. Personal Services Allocation – Out/In: An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a department for work performed on a special assignment basis. The department providing the personal services will record the expenditure as a credit, and the receiving department will record the expenditure as a debit. Personnel Savings: A savings normally realized when positions are vacant or employees are paid at a lower rate than was budgeted. Position: A single specific instance of a job class, whether occupied or vacant, involving duties requiring the services of one person. A position may be full or part-time as reflected in the FTE value. Program: A set of activities that have a common purpose that produces results for customers. Programs are described in clear, results-oriented terms in a Program Purpose Statement; are aligned with the department’s Mission and Goals. 1016 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Restatement: An adjustment in historical revenue or expenditure information to present it in the current format. An example would be to restate revenue and expenditure information following a reorganization. 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. Services: A service is the deliverable or product that the customer receives from a department. Services are described as nouns, not verbs, thus defining services in terms of what the customer actually receives rather than in terms of what the department does. They should also be countable. Special Revenue Fund: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is legally restricted to specific-purpose expenditures. Strategic Goal: A strategic goal translates resources into significant results to be achieved over the next two to five years, providing the basis for evaluating the department as a whole. Strategic Business Plan: A strategic business plan sets forth the purpose, strategic goals, operational organization, and performance expectations for a department. The strategic plan provides information to department staff, corporate decision makers, the Maricopa County Board of Supervisors, and the public about how the department is organized to deliver results to its customers and what results the department is accountable for achieving. The plan provides the opportunity for all department staff to see how they contribute at all levels in the organization. Supplies: A category of expenditures within the budget for all standard costs of daily operations, including such items as office supplies, rent, contractual services, and travel. Trend: A documented recurrence of a measurable event or circumstance over time that is increasing, decreasing or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend. If the number of recurrences is very small, such as number of floods in a year, it may take a number of years to document a trend in one direction or another. Conversely, a large number of events or occurrences, such as the number of court cases of a particular type, may reveal a trend within months or a few years. 1017 Maricopa County Annual Business Strategies FY 2007-08 Adopted Budget Glossary Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2008-09 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, Diana Alvarez, Lee Ann Bohn, Christopher Bradley, Lauren Cochran, Neeraj Deshpande, Mary Driessen, Shannon Fitzgerald, Angie Flick, Cindy Goelz, Brian Hushek, Kirk Jaeger, Bradley Kendrex, Marc Kuffner, Daniel Miller, Jack Patton, Kimberly Roman, Scott Rothe, Julia Smith, Dexter Thomas, Maria Tutelman, Sandi Wilson, Ryan Wimmer, and Janet Woolum. Finally, we wish to thank the MFRIS Project Team from the Office of Enterprise Technology for their efforts in implementing the new budget system. 1018 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Acknowledgements