Maricopa County FY 2009-10 Annual Business Strategies Adopted Budget Credits Board of Supervisors Max W. Wilson, Chairman, District 4 Andrew Kunasek, District 3 Fulton Brock, District 1 Don Stapley, District 2 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 th 301 W Jefferson Street, 10 Floor Phoenix AZ 85003-2143 Phone (602) 506-7280 Fax (602) 5063063 www.maricopa.gov/budget Maricopa County Mission Statement The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Strategic Priorities • Ensure safe communities and a streamlined, integrated justice system. • Promote and protect the public health of the community. • Provide regional leadership in critical public policy areas. • Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. • Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. • Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. • Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. Approved by the Maricopa County Board of Supervisors – June 6, 2005 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Table of Contents Table of Contents Motions Motions 1 Transmittal Letter Transmittal Letter Expenditures Uses Expenditure and Staffing Reductions Structurally Balanced Budgeting and Historical Overview Econometric and Demographic Trends Property Taxes State Financial Threats Federal Stimulus Funding First Things First Funding Planning and Development Issues Technology Infrastructure Health Care Programs The Court Tower and Capital Improvement Philosophy Employee Issues and Concerns Conclusions 3 4 5 6 7 9 10 10 12 12 13 14 15 16 17 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 Organizational Changes County Organization Chart Board of Supervisors Other Elected Officials Judicial Branch 19 19 20 20 21 22 23 23 24 25 25 26 27 27 28 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Table of Contents Budget at a Glance Introduction The Budget as a Policy Document The Budget as a Financial Plan The Budget as an Operations Guide The Budget as a Communications Tool 31 31 35 39 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 55 62 65 67 70 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 75 75 78 81 83 83 83 85 87 87 87 88 88 89 89 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Basis of Budgeting and Budgetary Control The Budget Process Annual Budget Process Fiscal Year 2009-10 Budget Process Budget Adjustment Process Programmatic Budgeting Table of Contents 89 90 90 92 92 92 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 Levy Limit and Truth-In-Taxation Comparisons Licenses and Permits Intergovernmental Revenues Charges for Services Fines and Forfeits Miscellaneous Revenue Other Financing Sources Fund Balance and Variance Commentary Fund Balance Summary Fund Designations Expenditure Limitation Consolidated Expenditures by Department, Fund and Function Class Consolidated Expenditures by Fund Type/Department Consolidated Expenditures and Other Uses by Category and Fund Type 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 Personnel Summary by Market Range Title 95 96 97 100 114 117 118 122 122 122 125 126 127 130 133 134 134 136 137 140 141 142 159 160 166 169 171 171 172 174 177 178 183 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Table of Contents Mandates Summary Introduction Summary Mandated State Payments Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 191 191 193 193 194 194 195 195 196 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 197 197 198 199 199 200 201 202 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 Call Center Clerk of the Board of Supervisors Clerk of the Superior Court Constables Correctional Health County Attorney County Attorney – Civil County Manager Elections Emergency Management Employee Benefits 207 236 253 268 276 279 282 285 288 291 296 304 334 338 356 380 384 398 410 424 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Enterprise Technology Environmental Services Equipment Services Finance General Litigation Human Services Internal Audit Justice Courts Juvenile Probation Management and Budget Materials Management Medical Examiner Parks & Recreation Planning and Development Public Defense System Public Fiduciary Public Health Public Works Recorder Research & Reporting Risk Management Sheriff Special Litigation Superintendent of Schools Superior Court Treasurer Workforce Management and Development Table of Contents 445 459 483 493 501 505 528 537 552 579 583 593 608 626 643 675 684 726 796 805 811 824 859 862 873 904 914 Major Maintenance Executive Summary Major Maintenance Major Maintenance Projects 925 925 927 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 Transportation Projects 929 929 932 932 933 934 952 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Table of Contents Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 987 995 1001 Attachments Budgeting for Results Budget Balancing Guidelines Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Funded Position Policy Managing for Results Policy Policy for Administering grants Non-Departmental Policy Policy for Vehicle Replacement Policy on Use of Employee Furloughs for Budget Balancing Retirement Health Enhancement Program (Post Employment Health Plan Enhancement Program) Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes and Sub-Object Codes Arizona State Auditor General Forms 1005 1008 1012 1015 1017 1020 1022 1030 1032 1034 1036 1039 1040 1049 1050 1052 Glossary Glossary 1065 Acknowledgements Acknowledgements 1071 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Motions Motion Final Budget Adoption (Approved by the Board of Supervisors on June 22, 2009) Convene a public hearing, pursuant to A.R.S. §§42-17104 and 42-17105, to consider and adopt the following: 1) The FY 2009-10 Budget in the amount of $2,136,275,386 by total appropriation for each department, fund and function. This represents net reduction of $207,871 from the Tentative Adopted budget of $2,136,483,257. 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 collectively 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). Tax Levy Adoption (Approved by the Board of Supervisors on August 17, 2009) The Maricopa County Board of Supervisors resolves that: 1. Pursuant to A.R.S. §§ 42-17151 and 48-3620, and based on the budget it has duly adopted for Maricopa County and the budget adopted by the Maricopa County Flood Control District Board of Directors, the Board fixes and determines the Tax Year 2009 tax rates for Maricopa County and the Maricopa County Flood Control District as follows: 1 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Motions • Fiscal Year 2009-10 Maricopa County Primary Tax Rate at $0.9909 per $100 of net assessed valuation with a levy of $492,230,736. • Fiscal Year 2009-10 Flood Control District Secondary Tax Rate at $0.1367 per $100 of net assessed valuation with a levy of $74,996,804. 2. Based on the amount of taxes to be raised by property taxation determined by each governmental entity set forth in the “Maricopa County 2009 Tax Levy Packet” (attached), the Maricopa County Board of Supervisors has calculated the numerical tax rates necessary to raise the requested revenues, and pursuant to the direction of each such government entity, levies the amounts of taxes and sets the resulting tax rates, all as set forth in the “Maricopa County 2009 Tax Levy Packet”, and 3. As required by statue the Maricopa County Board of Supervisors has calculated, and therefore levies the amount of taxes and sets the resulting tax rates for specific statutory purposes as set forth in the “Maricopa County 2009 Tax Levy Packet”. 4. Pursuant to ARS §42-18003, the Maricopa County Treasurer is directed to collect taxes as required by law from the persons listed on the tax roll. 5. Presentation and discussion of the impact of the Board of Supervisors' property tax policies and related future issues. 2 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter Transmittal Letter To: Max Wilson, Chairman, District 4 Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Wilcox, District 5 Development of the 2009-10 budget was difficult and painful. The revenue projections that have been booked are based on the pessimistic forecast from our economist, but we may have not have reached the bottom yet. This is the third consecutive year of budget distress. We are experiencing revenue declines that have not been registered in the recordable history of Maricopa County. We are now at revenue level of past years and you need to revert back to the 2005 fiscal year to find sales taxes as low as we are experiencing in 2008-09, and back even further to reach level that are projected in the 2009-10 budget. For the last two fiscal years, three of the four major revenue streams have seen declines in year-over-year collections. In the current fiscal year, State-Shared Sales Tax, Jail Excise Tax and the Vehicle License Tax are under budgeted levels, even though these revenues were budgeted at a -2% compared to the prior year. State-Shared Sales Tax and the Jail Excise Tax are in a free fall and are running -11.8% and -13.3% respectfully, below last year’s revenues. We have not reached the bottom. Each month appears to be worse than the last. For April, the last recorded month, they were -19.0% and -19.9% respectfully, compared to last year’s actual results. State-Shared Sales Tax has had dismal results thus far in 2008-09. We are below budget for this revenue by -$37.5 million through April 2009. Our year-to-date revenue collections are $45.9 million compared to 2007-08 revenues. State-Shared Sales Tax used to be our largest revenue in the general fund, but in recent years it has taken a back seat behind property taxes. Lackluster sales taxes are a major contributor to our budget woes. $ (in millions) Similarly, the Jail Excise Tax has a -13.3% variance year-to-date through April 2009. This revenue is a dedicated sales tax that funds adult and juvenile detention services and capital investments in our county jails State Shared Sales Tax Trend and juvenile detention facilities. With the jail and juvenile detention populations increasing $490 $470 annually, it is imperative that $450 these revenues keep pace with $430 the funding requirements of $410 operating these 24/7 facilities. $390 However, year-to-date this $370 revenue is -$13.3 million as $350 compared to 2008-09 collections FY 05 FY 06 FY 07 FY 08 FY 09* FY 10** through April. The recommended appropriation budget is $2,136,483,257, which is a net reduction of $122,202,336 from the 2008-09 adopted budget. The decrease is primarily due reductions in departmental budget and cancellation of capital projects throughout the government. Total net 3 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter reductions of $225.9 million offset the dramatic decline in sales, VLT, Jail Tax and HURF revenues, and also offset unavoidable increases in mandated costs. Mandated contributions to the State of Arizona alone increased by $29.3 million; this amount includes the FY 2008-09 $24.1 million contribution to the State General Fund, which was to have been for one year but has been extended indefinitely. The budget includes one-time investments, including the $25 million payoff of outstanding capital leases, which allowed for a reduction of almost $12.9 million in operating expenditures. The Budgeting for Results guidelines for fiscal year 2009-10 were adopted in November 2008 prior to budget kick-off. The guidelines are meant to set the stage for the budget development process to follow. The primary goal of this year’s guidelines was to maintain fiscal stability and to obtain sustainable structural balance as our revenues continue to decline. In order to reach these goals, the board adopted very conservative principles. They are as follows: 1. Contingency reduced and frozen 2. No salary increases 3. Departments to absorb retirement contribution changes 4. Employer-paid portion of health and dental premiums will have minimal increases 5. No new capital projects or increases in existing projects 6. New information technology must have a Return on Investment of 3 years or less 7. Operational expenditure reductions up to 20% 8. Base budgets will be adjusted for mid-year reductions 9. All budgets must be submitted within the targets provided 10. Budget stabilization funds may be utilized for non-reoccurring expenses These budget guidelines helped to set the framework for the months of budget development that followed throughout winter and into the spring. The budget being presented is structurally balanced with few one time exceptions. This budget will be a responsible base to develop into the next fiscal year, and toward a new long range financial projection. Expenditures Uses Maricopa County’s expenditures are primarily made up of criminal justice and health care related costs. The chart below illustrates the expenditures uses from the FY 2009-10 budget. FY 2009-10 Tentative Budget Uses of Funds $2,136,483,257 Education 0.21% Culture & Recreation 0.55% General Government 8.26% Highways & Streets 8.57% Public Safety 59.54% 4 Health, Welfare & Sanitation 22.87% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter Expenditure and Staffing Reductions With revenues continuing to decline steeply and no clear indications of a reversal in the trend, the FY 2009-10 operating budget contains significant expenditure reductions. These reductions are necessary in order to structurally balance the County’s two primary operating funds – the general fund and the detention fund. Many of our special revenue funds were also forced to make significant reductions due to revenue shortfalls. These reductions are in addition to the sizable cuts taken in FY 2008-09. County management was instructed to look for reductions that minimized service impacts, focused on administrative overhead and reduced or cut non-mandated programs. Management was also encouraged to find ways to deliver services at lower costs. In some cases departments found that they were simply able to “do more with less,” while other departments restructured their organization or capitalized on technology in order to achieve savings and maintain services. Savings were achieved as the result of reduced demand in limited cases, such as Planning and Development. This was also the case in the juvenile detention system, which closed a housing unit. On average, departments General Fund Budget Reductions By Category reduced their expenditures by (in millions) 11.7% from FY 2008-09. This Culture & is particularly significant given Recreation, $(0.73), Education, $(0.28), 1% General the fact that departments had 0% Government, already reduced spending by $(21.27), 33% an average of 5.6% in FY 2008-09. Reductions by category, shown to the right, Public Safety, were relatively proportionate to Health, Welfare, & $(38.52), 61% Sanitation, $(3.36), overall spending. Public safety, 5% which accounts for roughly 75% of the County’s operating budget, was responsible for 60% ($33.52 million) of the overall reductions. Elected and appointed officials made difficult business choices as they were recommending their own departmental reductions. Departments agreed to eliminate over 600 vacant positions that have been held General Fund Budget Reductions by Type open due to the hiring freeze (in millions) Service that has been in place Reductions, Other, $4.53 , 6% Administrative, countywide since January 2008. $(2.36), 3% Fund Shifts, $(5.41), 7% Unfortunately, vacancy savings $(2.75), 4% alone are not sufficient to avoid Capital Lease, reductions in force (RIF). RIFs $(5.22), 7% Non-Mandated, could affect as many as 200 $(0.27), 0% staff. These layoffs will be somewhat mitigated by a Vacancies, Efficiencies, retirement incentive program $(18.63), 25% $(34.12), 48% described later in this letter. A small number of departments may implement work furloughs in order to meet their budget in FY 2009-10. Several 5 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter Population (in millions) Maricopa County’s staff levels Changes in County Population and County are the lowest that they have Staffing been in five years. There are some efficiency gains. The 4.20 15,500 Board of Supervisors enacted 15,000 4.00 a hiring freeze in January 14,500 3.80 14,000 2008, and departments have 3.60 13,500 had to find a way to operate 3.40 13,000 with a short staffing model. 3.20 12,500 The staffing per 1,000 in FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 population is at its historical Population Staffing low of 3.3 employees per 1000. The graphic shows the dramatic drop in staffing as compared to population served. County Staff Countywide savings efforts, such as a coordinated assessment of printer and copier utilization and using cash on hand to pay off multi-year capital leases, were also undertaken. Other significant reductions include realignment of caseload ratios in adult and juvenile probation, closure of the family planning clinic, and reductions in call center staffing. Structurally Balanced Budgeting and Historical Overview Many other governments have given up on the practice of structural balance. However, Maricopa County still believes that structural balance is imperative to fiscal integrity and survival during these tough economic times. 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 fund capital projects with cash, and keep our expenditures in check. During the development of the FY 2009-10 budget, we have been criticized by external and internal forces which state that we should reexamine our philosophies and utilize one-time fund balance to pay for operational costs. The Board of Supervisors has resisted that ”easy-out” that leads to deficits, and chose to continue with our foundational principles to maintain structural balance. The County has been ratcheting down expenditures since fiscal year 2006-07, when our economist’s pessimistic revenue forecast first showed signs for concern. We tightened our operating budgets and cut spending by almost $10 million that year. It was a wake-up call and was just the beginning of the downward budgetary adjustments that needed to be made. Unfortunately, the downturn in the economy accelerated. During the development of the FY 2007-08 budget, significant drops in revenue projections continued. The pessimistic scenario called for 3% growth in sales taxes. Because of mandated increases in expenditures, cuts were made to personnel budgets, court security, overtime, supplies and services. User fees increased and capital projects were cancelled or delayed. A mid-year adjustment was necessary when revenues spiraled downward in 2007-08. The Board of Supervisors implemented a freeze on hiring, capital purchases and contingency funds. Administrative budgets, countywide, were cut by 5% (this included the elimination of 64 fulltime equivalent (FTE) positions. The Planning and Development department reduced their 6 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter expenditures budget by 20% and 23 employees were released due to a workload slowdown and revenue reduction. The 2008-09 budget resulted in even larger cuts in expenditures. Maricopa County cancelled the Southwest Regional Court Center, White Tanks and McDowell Mountain Park improvement projects, and delayed a number of transportation projects. In order to structurally balance the budget, over $115 million in expenditure reductions and the elimination of 175.2 FTE positions, or 1.2% of our workforce, was adopted. Another 145.1 FTE positions were eliminated during the fiscal year. It was also necessary to utilize our budget stabilization account to pay-off debt, lowering the burden on operating expenditures. So far this year, revenues have been in a free fall. The chart below indicates the historical adjustments that have been made in the current fiscal year as revenues continue to plummet. FY 09 Sales VLT Jail Oct. Forecasted Forecast* -15% -6% -12% -4% -16% -6% FY 10 Apr. Jan. Forecast* Forecast* Budget -4.0% -4.0% -6% -4.0% -4.0% -4% -4.2% -4.2% -6% *Source: Quarterly "w orst case" by Elliott D. Pollack & Company The Board of Supervisors has kept spending in check. During fiscal years 2006-07 and 200708, reductions of $12.8 million occurred as a result of cutting administrative staff by 5% and other various reductions. In the 2008-09 adopted budget, reductions totaling $162.6 million occurred. Further reductions of $36.2 million were made midway through this fiscal year, as the Board asked for further belt tightening as the revenues continued to drop. The 2009-10 budget includes additional reductions of $130.3 million, bringing the total, over the four fiscal years, to $341.9 million. The only a handful of funds are not in structural balance as we move forward with this recommended budget. Funds are 580 (Solid Waste), Fund 224 (Planning and Development), Fund 266 (Check Enforcement) and Fund 675/685 (Risk and Health Trusts). The Solid Waste department is a special revenue fund that has to book post closure monitoring activities that were previously not expensed but instead charged to a liability account. Now that the fund is no longer an enterprise fund, these future expenses must be charged creating a technical structural deficit. There is more on Planning and Development department issue in the section entitled Planning and Development Issues, below. The Check Enforcement Component of the County Attorney’s Office has been spending down fund balance for many years extending the life of this non-mandated program. Finally, the two trust funds are decreasing their cash balances but will still have sufficient cash to handle all administrative and claims requirements in the coming fiscal year. Econometric and Demographic Trends The Office of Management and Budget has been following the trends in the economy closely for several years. Utilizing the services of Elliott Pollack and company, as well as the 7 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter University of Arizona, Eller College of Management, Economic and Business Research Center our forecasting and economic information has more depth. The information that has been received is not promising. Below is a quote from the latest report from Elliott Pollack. The state and local economic region are performing even more poorly. Doing the same analysis of recession employment levels reveals that the current downturn in Greater Phoenix is already deeper than the downturn of 1974 and is already nearly as long. When the final employment statistics are revealed, they are likely to display a local recession period that is more than two times longer than anything that has been realized before. Elliott Pollack and Company, April 2009 All of the financial information available to us at this time indicate that further economic distress is still likely. The pessimistic forecasts call for the future fiscal year to be one of the worst on record. Our economist notes that sales tax is in a more severe decline than anticipated and that recovery may not occur until after the end of fiscal year 2009. Our economic experts call for caution when budgeting and forecasting. In the fourth quarter of 2008, real GNP fell by 6.3%, it is expected to continue to decline by another 5% in the first quarter of 2009 when the information is reported. The economic downturn is expected to be Greater Phoenix Employment* “persistent and weak”, Annual Percent Change 1975–2010** according to economists, and Source: Department of Commerce, Research Administration will not recover until late in 2010 14% 12.7% calendar year. 12% 11.0% 10.3% 9.1% 8.1% 7.3% 7.2% 8% 6% 6.6% 5.5% 4.6% 3.5% 4% 3.1% 2% 5.0% 3.6% 2.5% 2.6% 2.2% 4.9% 1.2% 6.2% 5.4% 5.4% 4.6% 3.5% 1.2% 5.4% 3.9% 1.5% 2.5% 1.3% 0% -2% -0.3% -0.4% -3.5% -4% -0.1% -1.6% -2.5% 19 75 19 77 19 79 19 81 19 83 19 85 19 87 19 89 19 91 19 93 19 95 19 97 19 99 20 01 20 03 20 05 20 07 20 09 Our economists tell us that a quick recover will not occur. Employment data shows that job losses are deeper than anything we have seen in recent years. The graphic below depicts the job losses in recent recessions compared to the current recession. 10% *Non-agricultural wage & salary employment. Changed from SIC to NAICS repor ting in 1990. ** 2009 & 2010 forecast is from Elliott D. Pollack & Co. Recession Periods Finally, federal stimulus packages are not yet resulting in increased economic activity. Banks are continuing to restrict lending and consumers are not spending. The sales tax and jail excise taxes are a reflection of the lack of consumer confidence that has transpired during this recession. The federal stimulus might have a positive impact in the future, but thus far, has not created any additional consumer spending. 8 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter Property Taxes For the first time in recordable history, Maricopa County will have a primary tax rate that is below $1.00 per 100 of assessed valuation. The primary property tax rate in the recommended budget is .9909 per 100 of assessed value. The overall property tax rate, including the Board controlled secondary rates of the Flood Control and Library Districts, will be $1.1629. Last year the combined property tax rate was Adjusted for Population Growth and Inflation (CPI) Base Year = 100 = Fiscal Year 2003 $1.2047 per $100 of assessed 130.0 valuation. This is a $0.0418 reduction, which is 3.5% lower 120.0 than the prior fiscal year. The primary rate dropped by 110.0 $0.0418, while the Flood Control District and the Library District 100.0 are being held flat to last year. State vs. Maricopa Spending Growth Index 90.0 Maricopa County has not had a General Obligation Bond debt 80.0 issuance since 1986. In the FY '03 FY '04 FY '05 FY '06 FY '07 FY '08 FY '09 late-nineties, the Board of State of Arizona Maricopa County 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 the Criminal Court Tower, the only capital improvement project currently funded by the general fund. The cash 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. The secondary bond debt was paid off in 2004, and we have not issued anymore general obligation bonds since FY 2008-09 FY 2009-10* that time. $4 Primary Property Tax Rates $3.4355 $3.3913 $3 $1.8311 $2 $1.3683 $1.3309 $1.0327 $0.9909 $1 $0 Pinal Pima State Av erage Yav apai Mohave Maricopa *Recommended Budget 9 During this recession, property taxes have been our primary source of new revenue. In the recommended budget there is $29.2 million in new primary property taxes that are projected for 2009-10. The Flood Control District will see a modest increase in property taxes of $322,471 and the Library District will see lower property Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter tax revenues with a decline of $112,813. However, because of the decline in home values, the property tax forecast into the future is more uncertain. If the primary property tax rate was to remain constant in the coming years, Maricopa County could see a significant reduction in our property tax base. Forecasts show that a primary property tax reduction of almost $30 million could occur just in fiscal year 2010-11, with upwards of $140 million (29%) by fiscal year 201213. Because of this lingering issue, $15 million of our property taxes have been categorized as one-time revenues when balancing the recommended budget. There is a two year lag on property tax assessed valuations being recorded in the Assessor’s property valuation books. This means that there will be an ongoing issue with property taxes well after the recovery of sales and vehicle license taxes. According to econometric estimates, assessed valuations in Maricopa County will not begin to rebound until fiscal year 2013-14 and then only slightly. This could significantly prolong the budgetary recovery of Maricopa County. State Budget Threats The State of Arizona has a budgetary shortfall that is astounding. Latest figures estimate that the shortfall could be as much as $3.0 billion or more. That is 30% of the state’s $10 billion budget. It is not surprising that many of the ideas to correct those shortfall look to other governmental entities such as school districts, cities and towns, and counties. Counties in Arizona are an arm of state government, and counties have been asked in the past to help with state budgetary issues. Last year, Maricopa County had to absorb a mandated state budgetary contribution of $46 million. This was supposed to be a one-time contribution, but $24 million of that $46 million ended up in the state baseline budget for 2009-10. That contribution is built into the recommended budget. However, there are other county contributions and mandates that are currently being discussed at the state capitol. This includes 100% of new incremental funding for the Arizona Long-term Care System (ALTCS) program, elimination of the trip reduction program, the Department of Correction’s inmate shift, sweeps of special funds that come to the counties and general cash contribution requirements. These new potential mandatory cost shifts or cash contributions are not built into the 2009-10 recommended budget. Many of the state budgetary ideas being discussed include sweeping fund balances from various local governments in Arizona. The state has done this many times and further attempts to undertake this type of activity may seriously undermine the cities and towns, school districts and counties who are mandated to provide services to their constituencies. The Office of Management and Budget, along with Government Relations, will work closely with state officials in an attempt to avoid further financial hardship endured at the hands of state legislators. Federal Stimulus Funding The Obama Administration has brought new ideas and new funding to state and local governments in the form of ARRA. ARRA stands for American Recovery and Reinvestment Act of 2009. Maricopa County departments continue working to identify opportunities that align the goals of the ARRA with those of our residents. Currently, County departments are expected to apply for opportunities representing approximately $100 million in ARRA funding, 10 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter not including the Federal Medical Assistance Percentage (FMAP). However, new opportunities continue to be identified, and the final amount of Stimulus funding is expected to be much higher. ARRA Projects have already been identified in several areas, involving many Maricopa County departments. Some of the major project areas include: • • • • • • • Transportation and Infrastructure - Approximately 25 ARRA-funded asphalt rubber (AR) paving locations have currently been approved by the Board of Supervisors. These projects will use $5,950,757 in ARRA funds which will be routed through the Maricopa Association of Governments. Maricopa County departments are scheduled to receive Energy Efficiency & Conservation Block Grants (EECBG) in an initial allocation of $3,567,800. Additional allocations will be funded competitively based on the outcomes of the initial funding. The initial funding is expected to be used to fund projects selected from the following list: o Public Works - Facilities Management - County-Wide Energy Efficiency and Facility Retrofit Program (ESCO) o Stadium District - Solar Power Project o Library District - White Tanks Library Net Zero Pollution Facility o Stadium District - Heat Exchanger Installation Project o Air Quality - Trip Reduction Program o Public Works - Transportation - West Valley Traffic Light Improvement Project The ARRA provides the U.S. Department of Justice (DOJ) grants to combat violence against women, to fight internet crimes against children, to improve the functioning of the criminal justice system, to assist victims of crime, and to support youth mentoring. Edward Byrne Memorial Competitive Grants (EBMCG) totaling $1,477,760 have been awarded to date to several Maricopa County departments, including Adult Probation, County Attorney, Justice System Planning and Information, Juvenile Probation, and the Sheriff’s Office. Human Services Programs will receive assistance in a number of areas. First, Community Services will receive ARRA Funds from the US Department of Energy for the Weatherization Assistance Program (WAP) in the amount of $11.9 million, which is estimated to allow the weatherization of 1,604 dwellings. Education will receive ARRA $1,276,679 in funds through the regular formula grant cycle and a future competitive process for Head Start and Early Head Start. Workforce Development Division will receive $7,874,563, for job training to adults, dislocated workers, and youth. An estimated 548 adults and dislocated workers will be served, 200 youth will be served in year-round program, and 637 youth will be served in the Summer Youth Employment Program. Parks and Recreation expects to apply for two CIP projects, a Visitor Center and Amphitheater Project and the Estrella Family Campground, for a total of $19,404,444. Public Health’s Healthcare for the Homeless program has received $237,718 to create three temporary contract positions to address healthcare needs for a homeless population that is expected to increase in FY 2009-10. Correctional Health Services expects to apply for several projects including the deployment of Electronic Medical Records (EMR) and a Picture Archiving and 11 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter Communication System (PACS). They currently expect to request approximately $2 million in ARRA funding. Arizona Counties help to fund the AHCCCS (Arizona Health Care Cost Containment System) and ALTCS (Arizona Long-term Care System) annually. Federal Medical Assistance Percentage (FMAP) is available for Arizona’s health care programs. This program has been established by the U.S. Secretary of Health and Human Services. Funding for counties is expected to be $46 million for FY 2008-09, $67 million for FY 2009-10 and $37 million for FY 2010-11. Maricopa County’s share of this is expected to be about 60% of the total in each year, equating to $90 million over the three-year period. While this money is needed and very helpful, it has a sunset and can not be utilized to balance the budget structurally. The stimulus money will primarily be used for capital investment or other one time expenditure. First Things First Funding Public Health will also be receiving other grants. These First Things First funds come from a voter-approved program funded through the State tobacco tax, and will be direct funds for Child Care Health Consultation (County-wide), with a projected award amount of $2.65 Million for 12 months. Public Health also submitted a total of 3 First Things First proposals that are in the review process for the following programs: Injury Prevention (Central Phoenix only), with a potential award amount of $266,003 for 12 months; and Nurse Family Partnership Home Visitation (South Phoenix only), with a potential award amount of $1 Million for 12 months, of which $500,000 will be pass-through funds. This funding source is expected to be on-going. Planning and Development Issues 12 20 08 -0 9 FY 20 07 -0 8 FY 7 20 06 -0 FY FY 20 05 - 06 05 20 FY FY 20 03 - 04 - 04 Revenue Permit Inspections Planning and Development has continued to experience dramatic slowing in demand and associated revenues. Maricopa County’s Planning and Development Department receives its major revenue streams from building plan reviews and building inspections. Over the last 5 years, during the housing boom, Planning and Development’s revenue budget experienced explosive growth. Now that Planning and Developme nt the boom is over and a Numbe r of Permits/Inspections & Revenue recession has taken hold, the $18,000,000 $20,000 $16,400,000 revenues have slowed $18,000 $16,000,000 $13,100,000 $14,800,000 $12,200,000 $16,000 dramatically. The department $14,000,000 $11,300,000 $14,000 $12,000,000 has had to adjust its operating $12,000 $6,500,000 $10,000,000 costs to align with the volatility $10,000 $8,000,000 of the real estate market. The $8,000 $6,000,000 $6,000 graphic to the right illustrates $4,000,000 $4,000 the six-year history of plans $2,000,000 $2,000 initiated for review and $$inspection, and the associated revenues. As you can see, it has gone from a five-year high Yea r in FY 2005-06 of 17,659 Permit Inspections Revenue permits with an associated Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter revenue of $16.4 million, to a five year low in FY 2008-09 of an estimated 9,400 permits, with an associated revenue of $6.5 million. This is a 47% decrease in volume and 60% decrease in revenue that is disproportionately felt in the new residential and new commercial permit types. Planning and Development’s management team has taken steps to address the downturn in demand over the past two fiscal years. It has reviewed the fee structure and has made recommendations to raise those that required adjustment. It has also instituted the elimination of 125 positions and $10.5 million in expenditures based on FY 2005-06 Budget numbers. That translates to 46% of its workforce and nearly 58% of its expenditure budget. The department will continue to review the workload demand and will make additional adjustments to the budget and staffing pattern, if necessary. Planning and Development has experienced six straight months of stable plan review demand but will conservatively prepare for another 12 years at this demand level. Because of the unusual situation in this department, Fund 226, which is utilized by Planning and Development, is out of structural balance by $952,927. This fund had a sizable fund balance that has been utilized over the past several years to lessen the service reductions in this area. The 2009-10 budget calls for an additional reduction of 13% of the workforce (17 FTEs) and furloughing all remaining employees one day per pay period throughout the fiscal year. At the end of the fiscal year, the fund balance is projected to be $2,615,394. Technology Infrastructure The Infrastructure Refresh Project continues to progress on the downtown campus and covers a number of critical replacements and upgrades including: core, distribution, user access and wireless networks, buildings’ physical infrastructure and data centers. The County has secured a disaster recovery location and begun deployment of the site. Wi-Fi capabilities have been implemented at various downtown campus sites including: Facilities Management, Administration Building, West Court Building, Chambers, Board of Supervisors Auditorium and Change of Venue. The downtown campus, with the exception of the jail facilities, and the disaster recovery deployment are expected to be completed by the end of FY 2009-10. The Managing for Results Information System (MFRIS) continues to mature through software upgrades. The integrated budget and performance metric system is in its second year of use. The capability to update Strategic Business Plans came online in FY 2008-09 allowing departments the opportunity to update their goals, issues, activities and performance metrics in the consolidated system of record. A position management module and other enhancements are planned for FY 2009-10. The Assessor’s Office continues to partner with the Office of Enterprise Technology (OET) to develop a new Computerized Assessor’s Mass Appraisal (CAMA) system. The project will touch approximately a dozen applications used by the Assessor’s Office. The collaborative effort will result in improved system performance, functionality, tools, integration and support. In FY 2008-09, the phase 1 of the appeals application re-write was deployed. This appeals application will be finished in FY 2009-10 including appeals automation for residential, commercial, agricultural and mobile home appeals; e-signatures, reporting and support for the State Board of Equalization. 13 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter The Human Resource Information System (HRIS) is migrating from our in-house PeopleSoft application to an outsourced vendor, ADP. This entire system is expected to go live early in FY 2009-10. However, the benefits module has already been implemented in the Spring of 2008. The HRIS manages employee recruiting, employee records, time/labor reporting, payroll services and benefit administration. The migration has allowed for standardization and implementation of best practices in the human resource area. The Sheriff's Office received funding for the Mobile Data Computing Project in FY 2008-09. This project provides wireless computing technology to patrol and field resources. Mobile computing will provide law enforcement officers with quicker, better and more in-depth information than the traditional radio dispatch method. Officers will be able to spend more time in the field, perhaps as many as five hours per week per officer, resulting in enhanced law enforcement Countywide. The project, scheduled for full implementation in July, 2009, is also expected to increase officer safety and reduce response times. Projects completed in FY 2008-09 include the Secure Online Agenda Resource (SOLAR) system providing agenda management for the Board of Supervisors. In cooperation with the Treasurer’s Office, OET developed and released Parcel Watch, an application designed to prevent predatory investors from acquiring orphan parcels. SharePoint became available to support the collaboration and sharing of knowledge through technology. Finally, the Treasurer’s Office Had its AlphaServers replaced with Integrity Servers including a Disaster Tolerant Configuration. Health Care Programs A large component of Maricopa County’s budget is made up of Health Care Programs. These are costly programs that are either managed by the State of Arizona and/or funding is mandated by State Statutes and Court Orders. Health Care Programs funds a variety of different issues including: mental health, indigent acute care and long-term care programs, tuberculosis services, HIV/AIDS services and litigation support costs associated with the these programs. 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 LongTerm Care System (ALTCS), Arizona Health Care Cost Containment System (AHCCCS), and Arizona’s mental health programs as required by the Arnold v. Sarn court ruling. Maricopa County ALTCS Contribution Growth, FY 2002-2010 $170 $150 $130 $110 $90 This year the contribution to the ALTCS program is estimated to FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY10 14 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter increase by $3.9 million to $164.6 million, a 2.37% increase over the FY 2008-09 contribution. The Arnold v. Sarn and general mental health payments are estimated to increase by $1.7 million to $37.6 million, and other mental health costs will remain constant at $4.7 million. The AHCCCS acute care contribution will remain relatively flat. These mandated fixed contributions total $228.1 million. While 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 have not been able to make progress on this front since the state budget crisis began. Instead we are faced with ever increasing costs associated with these programs. Currently there are proposals down at the State Capitol to shift more of these ongoing operational costs to counties, lessening the burden on the state. We will continue to fight against these formulaic changes that have a devastating impact on county funds. The Criminal Court Tower and Capital Improvement Philosophy Maricopa County began its present day Capital Improvement Program (CIP) in FY 1999-00. The CIP plan utilizes a modified “pay as you go” financial policy. The County pays cash for most CIP projects. Fiscal Year 2004 was the final year of payment on the County’s 1986 General Obligation (GO) bond debt. The County currently has 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 and delayed projects in order to concentrate efforts on building the new Criminal Court Tower. This project is needed to maintain and improve court case processing in Maricopa County. This, in turn, ensures that litigants, defendants, victims, and others involved in court cases obtain speedy justice. On criminal cases, it limits the time a housed-inmate spends in the county jails. This is good for the taxpayers because providing 24/7 care for individuals is very costly. 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. The Criminal Court Tower project involves the construction of a state-of–the-art 32 (22 fully constructed, 10 shelled out) courtroom facility, with approximately 682,792 square feet. In addition to courtrooms, the facility will include a Jury Assembly area, a sally-port for prisoner transport, secured judicial parking, a food service area, and related space for Court support and the County’s Restorative Justice Program. • • • • • 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 15 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter The Court Tower project has a budget of $339.5 million and is scheduled for completion in January 2012. With the postponement of the Southwest Justice Center project in FY 2007-08, and the Southeast Justice Center project in FY 2008-09, funding for these two projects was shifted to the Court Tower project in order for it to be paid fully with cash. 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. For the Court Tower Project, the “pay-as-you-go” policy will save the taxpayers of Maricopa County over $191 million in estimated debt service payments over a twenty year period. This avoided assessing secondary debt repayment property taxes that would have cost the average taxpayer $9.00 annually. This policy minimizes taxpayer costs over the long run. Employee Issues and Concerns 7/ 1/ -1 5 4/ 1/ 2 1/ 20 0 1/ 00 5 2/ 31 /2 00 -3 5 /3 20 1 /2 05 00 10 -6 6 /1 /3 /2 0/ 00 20 5 1/ 06 -9 1/ 20 /3 0/ 06 20 -1 4/ 06 1/ 2/ 31 20 06 /2 00 7/ -3 6 1/ /3 20 1/ 06 2 0 10 07 -6 /1 /3 /2 0/ 00 2 6 00 1/ -9 1/ 7 20 /3 0 07 /2 00 -1 4/ 7 1/ 2/ 20 31 07 /2 00 7/ -3 7 1/ /3 20 1/ 07 20 10 -6 08 /1 /3 /2 0/ 00 2 00 7 1/ -9 1/ 8 20 /3 0/ 08 2 00 -1 4/ 8 1/ 2/ 20 31 08 /2 00 -3 8 /3 1/ 20 09 Maricopa County has a skilled VOLUNTARY TURNOVER BY 12-MONTH PERIODS and capable workforce. This is % of Turnover accomplished by providing 15.00% 14.30% 14.11% market-based salaries for our 14.00% 13.62% 13.95% employees, competitive 13.00% 12.20% 12.39% 12.00% benefits, and a rewarding 11.24% 10.91% 11.60% 11.00% 10.41% career serving the public’s 10.00% 9.58% interest. Workforce satisfaction 8.73% 9.00% 7.93% is measured through employee 8.00% 6.75% satisfaction surveys, benefit 7.00% 6.00% surveys, exit interviews, and reviewing employee voluntary turnover or attrition rates. Other steps being taken to maintain morale include sustaining 12-Month Period competitive benefit packages, retirement plans (provided by the Arizona State Retirement System), a Rewarding Ideas program, Tuition Reimbursement, and a Peak Performers program. Because there was not funding for pay-for-performance this year, Maricopa County increased funding for the Peak Performers program. This program was introduced several years ago to provide supervisors and managers with a way to reward employees with a monetary spot award when they witnessed an employee doing something special. Supervisors are allowed to reward from $25 - $50 in American Express gift cards per event to employees throughout the year for providing superior customer service, completion of a special project, or for other successful assignments. The program was funded at $175 per employee. The expansion of this program has helped to keep morale high during these difficult financial times. The cost of the expanded program is $1.2 million and utilized mostly one-time funds. This program is funded again in the 2009-10 recommended budget. Measurable employee satisfaction has remained high. For the past two years, there has been very little attrition in County positions. This is probably due to economic realities. For the FY 2008-09 3rd Quarter, the County-wide voluntary turnover 16 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Transmittal Letter level was 1%, despite not funding the annual pay for performance increase in 2009-10. However, we are concerned about the market conditions that will hit Maricopa County when the economy improves. The Compensation division of the Office of Management and Budget continually performs market surveys of County positions, even during time of economic distress. If an adverse market condition does present itself, the division reports the issue to County administration for handling. A one-time employee retirement incentive program was introduced this year to retirement eligible employees. This program, called the Post Employment Health Plan Enhancement Program (PEHPEP), was meant to help Maricopa County avoid lay-offs and reductions in force by encouraging higher paid employees to retire. Retirement eligible employees had until April 30, 2009, to notify Maricopa County of their participation in this program. One hundred and fourteen employees have chosen to participate. Eligible employees receive up to $30,000 in health saving account balances in exchange for their sick leave. This is in addition to the $10,000 program that was already in place. Position vacancies generated by the program will either be eliminated or will be filled at lower salary levels, thereby saving the County millions in personnel costs. Conclusions The 2009-10 recommended budget is fiscally sound. Although this is the most difficult budget that I have had to prepare in my time as County Manager, it is a work product on which to build. County leaders throughout the government have thought creatively and come up with new and innovative ways to do their work better. Our leaders generally met the call for action. This budget does more with less. We will need to continue to do so throughout this year and next. While there are some service reductions, most of the expenditure cuts were efficiency based. I want to thank the Board of Supervisors for their continued leadership. There is an extended international and local economic recession. It is the Board’s duty to respond to it, and they are doing do. I 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 17 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 18 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile Maricopa County Profile Introduction Maricopa County, Arizona, is the nation’s fourth largest county in terms of population and is projected to be approximately 4.1 million by 2009, 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 3,954,598 (2008) 4th largest in the US Larger than 21 States Land Area 9,225 Square Miles 14 th Largest in the US Larger than 7 States Nation’s Largest Regional Park System Individuals and corporations Over 120,000 Acres make up 29% of total land ownership, with the remainder publicly owned. Of the 71% of land owned by public entities, 5% is owned by Native American communities, 28% by the U.S. Bureau of Land Management, 11% by the U.S. Forest Service, 11% by the State of Arizona, and the remaining 16% by various other public entities. 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 used the Salt River Valley to create an extensive system of farms and permanent settlements. It is believed that these Native Americans left the area due to a period of severe drought around 1400 AD. From the time the Hohokam left through the late 1800s, the area was intermittently occupied by several bands of Native Americans, including the Apache, Maricopa, Gila River, and Pima tribes, who lived a much more migratory lifestyle than the Hohokam. The first European settlement in the County was Wickenburg, a mining settlement which became the catalyst for further settlement. The remains of the extensive irrigation systems left behind by the Hohokam led the early settlers to experiment with agricultural production, using the Salt and Gila 19 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile rivers as the main source of water. Spurred on by the success of these initial farming settlements, additional settlers began to migrate into the County and use the rich soils for agricultural production. The history of the county over the next 140 years has been most marked by rapid population increase, driven initially by the mining, agriculture and livestock industries. Arizona achieved Statehood on February, 14, 1912, providing greater integration of Arizona into the national infrastructure and further incentives to settle in Maricopa County. Then, as now, Maricopa County was already the most populated area within Arizona. This was followed by the development of several major military installations and training facilities which were initially constructed due to the good flying weather provided by the desert climate. Many of the significant population in-migrations in recent times have been spurred on by the low cost of living, economic growth, wonderful climate and easy access to other major metropolitan areas. As the population began to grow, so did the diversity of the economy and the reasons for further migration to the area. The climate, strong economy, educational opportunities, and beautiful desert environment are just a few of the reasons why Maricopa County continues to have one of the fastest growing populations in the United States. According to the United States Census, the County has grown from 2,122,101 residents in 1990 to 3,954,598 in 2008, an 86 percent increase in just 18 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 20 Maricopa County Annual Business Strategies FY 2009-10 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 which brings in very heavy rains beginning in mid-summer and continuing through early fall. This meteorological singularity is caused by a change in the typical winter wind that comes from the west to northwest. The shift occurs when moist winds begin to circulate to the area from the Pacific Ocean and the Gulf of California. This shift in wind and moisture content creates tremendous and sudden monsoon thunderstorms, dust devils and haboobs (dust walls) throughout Maricopa County. Maricopa County is surrounded on the north, east and west by various mountain ranges, the highest point being Brown’s Peak at an elevation of 7,657 feet. Several rivers also cross the County, including the Salt, Gila, Verde, Agua Fria, and Hassayampa rivers. The center of the valley is interrupted by several buttes and some smaller mountain ranges scattered throughout the County. This variety in topography provides incredible recreational opportunities, climatic diversity, geologic variety, numerous reservoirs and the development of several canals. Tonto National Forest borders the County on the east, 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 430 persons per square mile, whereas the State of Arizona has a density of 57 persons per square mile and the United States has a density of 86 persons per square mile. The Census Bureau reports that Maricopa County grew by 89,550 people between 2007 and 2008, increasing the most recent (2008) population estimate to 3,954,598 individuals. In 2007 Maricopa County’s population grew by 101,583. The current economic downturn and housing market slump are the main factors in the decrease of people moving to Maricopa County in 2008. Between 2000 and 2008, the population of Maricopa County Maricopa County Median Age increased by more than 882,449 people, which is more than 29 40 percent growth in just eight years. 33.9 33 35 32 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 33.9 years, an increase from 26.7 years in 2000. The chart to the right depicts the rise in the median age for Maricopa since 1960. 29.7 30 26.7 27 25 20 15 10 5 A common conception about Arizona is that the population has 0 an unusually high number of senior citizens, but the population 19 60 19 70 1980 199 0 2000 2 007 in the County is actually 3 years younger than the national average, and the largest age cohort (group) of individuals has been the 25 to 34 age group since the 1990s. The charts below provide a 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 47 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 61 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. 21 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget P o p u la t i o n D i s t r i b u t io n County Profile b y A g e C o h o rt ( g ro u p ) 2 0 0 7 6 0 0 0 0 0 2 0 0 0 5 0 0 0 0 0 2 0 0 7 4 0 0 0 0 0 1 9 9 0 3 0 0 0 0 0 2 0 0 0 0 0 1 9 8 0 1 9 7 0 1 0 0 0 0 0 0 5 -1 4 1 9 6 0 1 5 -2 4 2 5 -3 4 3 5 -4 4 4 5 -5 4 5 5 -6 4 6 5 -7 4 7 5 -8 4 8 5 + 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 Managem ent, professional Sales, office 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 and regional Em ployment by Sector* parks that further limit urban expansion and concentrate the majority of economic 7 00 ,0 00 608,073 activities in the metropolitan area. Although 6 00 ,0 00 509,867 these geographic limitations do restrict 5 00 ,0 00 private development, they also contribute 4 00 ,0 00 significantly to the economic vitality to the 287,952 County. The Native American reservations 3 00 ,0 00 215,171 175,546 provide recreational, agricultural, disposal, 2 00 ,0 00 educational and retail opportunities for 1 00 ,0 00 County residents and the federally operated 4,672 0 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 several notable companies and government * US Census Bur eau, 2006 Americ an Com munity Survey organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal and private utility providers. This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant economy within Maricopa County 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: 22 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. The International Genomics Consortium and the Transnational Genomics Research Institute (TGEN) are evidence of Maricopa County’s leadership in bioscience, providing a base of expertise and knowledge that will enhance the area’s ability to develop and attract bioscience-related companies. In addition, the new Arizona State UniversityCapital Center campus in Phoenix will enhance downtown and the businesses located there. While growth has declined recently, the long term forecast is for continued growth. 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 Office, 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 (Highways 101, 202, and 303) also circle the metropolitan area, providing improved access within the metropolitan area. The Phoenix Skyharbor Airport (PHX) 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 23 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile Mesa, Tempe and Phoenix with a 20 mile route which opened for service on December 27, 2008. Ridership is currently averaging about 30,000 daily. 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. 24 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile County Government Maricopa County is the largest local government in Arizona. Even with budget reductions, the County still has the equivalent of more than 13,000 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. Organizational Changes Several organizational changes are reflected in the FY 2009-10 budget. Four departments were merged into others. • Facilities Management was merged into Public Works • Community Development was merged into Human Services • Communications and Justice Systems Planning and Information were merged into the Office of the County Manager. In addition to these changes, the new departments of General Litigation and Special Litigation were created to provide legal services in cases where the County Attorney has a conflict in representing the Board of Supervisors and County departments or offices. 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. 25 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget County Profile Maricopa County Citizens Superintendent of Schools County Attorney Constables Sheriff Board of Supervisors Clerk of the Superior Court Assessor Treasurer Recorder Elected Appointed County Attorney Civil Division Call Center Clerk of the Board Public Works Assistant County Manager Public Defense Services Legal Defender Contract Juvenile Defender Counsel Public Defender Legal Advocate Public Fiduciary County Manager Internal Audit Community Collaboration Assistant County Manager Deputy County Manager Management and Budget Animal Care and Control Workforce Management & Development Human Services Enterprise Technology Health Care Programs Risk Management Employee Benefits Public Health Correctional Health Research and Reporting NonDepartmental 26 Elections Regional Development Services Assistant County Manager Planning and Development Finance Emergency Management Materials Management Medical Examiner Equipment Services Integrate General Litigation d Criminal Parks and Recreation Environmental Services Air Quality Special Litigation Maricopa County Annual Business Strategies FY 2009-10 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. District 1: Supervisor Fulton Brock District 2: Supervisor Don Stapley District 3: Supervisor Andrew Kunasek District 4: Supervisor Max Wilson (Chairman) District 5: Mary Rose Garrido Wilcox Other Elected Officials Maricopa County’s mandated functions are defined by both the Arizona State Constitution and the Arizona Revised Statutes. Nine County offices are independently overseen by elected officials: Assessor, County Attorney, Clerk of the Superior Court, Constables, Justices of the Peace, Recorder, Sheriff, Superintendent of Schools, and Treasurer. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, and the departments of Adult and Juvenile Probation. Assessor: Keith Russell County Attorney: Andrew P Thomas Clerk of the Superior Court: Michael K Jeanes Recorder: Helen Purcell Sheriff: Joseph M Arpaio Superintendent of Schools: Don Covey Treasurer: Charles “Hos” Hoskins 27 Maricopa County Annual Business Strategies FY 2009-10 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 Superior Court Adult Probation Justice Courts Juvenile Probation Clerk of the Superior Court Judges of the Superior Court The Superior Court comprises 96 Judges and 58 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 Benjamin Norris Roger Brodman Dean Fink Susan Brnovich David Gass Hugh Hegyi Thomas Dunevant, III Gregory H. Martin Paul A. Katz 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 28 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. Michael McCoy Raymond Lee Sally S. Duncan Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Judge Joseph Kreamer Daniel Martin J. Kenneth Mangum Sam Myers Brian R. Hauser Barbara R. Mundell Susanna Pineda Michael R. McVey William Brotherton Joseph C. Welty 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. County Profile Judge Karen L. O’Connor Warren J. Granville Richard J. Trujillo 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 Department Superior Court Juvenile Criminal Probate/Mental Health Southeast Northeast Judicial Officer Hon. B. Rodriguez Mundell Hon. N. Davist Hon. G. Donahoe Hon. K. O’Connor Hon. D. Talamante Hon. E. Ballinger Justice of the Peace G Michael Osterfeld C Steven McMurry Keith Frankel Mark Chiles Armando Gandarilla Steven Sarkis John R Ore, Presiding JP Joe B Getzwiller Gary Handley Andy Gastelum Lester Pearce Gerald A. Williams Clancy Jane Precinct Estrella Mountain Encanto San Marcos East Mesa Downtown Arcadia Biltmore University Lakes Ironwood Manistee Maryvale North Mesa North Valley Desert Ridge Department Associate Civil Family Tax Northwest Judge John Rea Rosa Mroz 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 Judicial Officer Hon. N. Davis Hon. R. Gama 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 Frank Conti Jr Michael Reagan Rebecca Macbeth Daniel Dodge Precinct Arrowhead San Tan South Mountain Agua Fria West Mesa West McDowell Kyrene Hassayampa Dreamy Draw McDowell Mountain Moon Valley Highland Presiding Judge of the Superior Court: Hon. Barbara Rodriguez Mundell 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. 29 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 30 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance Budget at a Glance Introduction For over a decade, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award, and for the last two years has received Special Recognition for Performance Measures and the Capital Improvement Program. 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. 31 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance Reserve and Tax Reduction Policy: This policy establishes the guidelines for the maintenance and use of any reserve fund balances. The policy provides for budgetary stability, debt reduction and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, the policy may be used to stabilize the general fund until appropriate long-term budgetary adjustments are made. Further, the purpose of the policy is to demonstrate a commitment to the maintenance and, when possible, reduction of the tax rate while ensuring that Maricopa County remains financially stable and accountable to the citizens. Short-term Financial and Operational Policies That Guide Budget Development Maricopa County financial and operational policies guide the development of the budget for the upcoming year. These policies provide the tools for building a structurally balanced budget, ensuring that the County meets its fiduciary obligations as stewards of public funds. These policies deal with a wide range of matters such as appropriated budgets and levels of budgetary control, budget development, budgetary reserves, tax reduction, internal charges, and indirect cost allocations. These policies are referenced in the Transmittal Letter, the Budget Policies and Process section under Policies and Their Budgetary Impact, the Capital Improvement Budget, the Department Strategic Business Plans and Budgets section under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. Several short-term policies that reflect the financial and operational development of the budget for the upcoming year follow. Budgeting 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 32 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance dramatic regulatory changes include: three Arizona Supreme Court issues, i.e., Rule 18 that deals with speedier trials for complex cases, Rule 15 regarding the disclosure of evidence, and The Ring decision, dealing with verdict determination by jurors; the mandated increases in acute healthcare contributions due to 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 2012, MCAPD will enhance public safety by: Reducing the number of probationers committed to the Department of Corrections to 33%. Reducing the number of probationers convicted of a new felony offense to 8%. Increase the rate of successful completions from probation to 60%. Increase the rate of successful completions from Pretrial Supervision to 82%. • By the end of fiscal year 2010, MCAPD will improve case processing as evidenced by: Maintaining at least a 98% on-time rate for submitting pre-sentence reports to the Court without a continuance. Increasing the rate of restitution collected to 60%. Increasing the rate of community work service completed to 65%. Increasing use of the Offender Screening Tool to 90% for newly sentenced probationers. Making use of the Field Reassessment Offender Screening Tool to develop case management plans at least 90% of the time. Example program with key results: Program Name: COMMUNITY JUSTICE 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. 33 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance Program Results COMMUNITY JUSTICE Measure Description Percent of probationers paying restitution and/or performing community restitution work hoursd during the reporting period. 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 who check in with Adult Probation within 72 hours of discharge from DOC 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 successfully exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers sentenced for a new felony offense while supervised 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 2008 Actual 67.6% FY 2009 Revised 65.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 64.1% (0.9%) -1.4% 39.0% 46.0% 57.4% 11.4% 24.7% 4.5% 4.5% 2.7% (1.8%) -39.6% 100.0% 100.0% 100.0% - 0.0% 41.7% 46.0% 46.4% 0.4% 0.9% 100.0% 100.0% 100.0% - 0.0% 90.3% 81.0% 100.0% 19.0% 23.5% 0.8% 0.8% 0.6% (0.2%) -25.3% 46.4% 55.0% 49.5% (5.5%) -10.0% 10.2% 10.0% 7.0% (3.0%) -30.3% 98.3% 81.0% 96.2% 15.2% 18.8% 3.0% 2.0% 1.5% (0.5%) -25.0% 75.7% 73.0% 65.8% (7.2%) -9.8% 6.4% 6.0% 6.5% 0.5% 8.3% 4.0% 2.4% 3.2% 0.8% 33.3% 63.1% 62.0% 62.1% 0.1% 0.2% 9.8% 10.0% 12.0% 2.0% 20.4% 25.8% 18.1% 29.8% 11.7% 64.9% 20.6% 39.0% 37.2% (1.8%) -4.6% 13.8% 23.0% 44.1% 21.1% 91.9% 100.0% 94.5% 91.7% (2.8%) -3.0% 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. 34 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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 Type Result Result Output Output Demand Efficiency Measure Description Percent of active IPS probationers sentenced for a new felony offense while supervised. Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Average number of active IPS probationers supervised during the reporting period. Total number of IPS probationers discharged from IPS. Average number of active IPS probationers ordered to be supervised during the reporting period. FY 2008 Actual 10.2% FY 2009 Revised 10.0% 46.4% 55.0% 49.5% (5.5%) -11.1% 1,093 1,124 990 -134 -13.5% 1,398 1,124 1,111 -13 -1.2% 1,093 1,124 990 -134 -13.5% $9,322.47 $8,063.29 $6,867.95 $1,195.35 14.8% Average daily cost per IPS probationer for the reporting period. FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 7.0% (3.0%) -43.5% Revenue 201 - ADULT PROBATION FEESS $ TOTAL SOURCES $ 2,158,324 $ 2,158,324 $ 2,219,422 $ 2,219,422 $ 1,781,275 $ 1,781,275 $ (438,147) (438,147) -19.7% -19.7% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 9,671,824 $ 505,734 9,568 10,187,126 $ 9,043,195 $ 4,945 15,002 9,063,142 $ 6,772,247 $ 27,021 6,799,268 $ 2,270,948 (22,076) 15,002 2,263,874 25.1% -446.4% 100.0% 25.0% 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 Reductions and Expenditure Uses, 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, and Employee Issues and Concerns. Adopted budget priorities are provided in the Budget Policies and Process section and the Attachments section. The Budget As A Financial Plan Fund Structure and Appropriations Except for the General Fund, which is the County’s general operating fund, funds are used to account for revenues and expenditures dedicated to a particular purpose. According to the GFOA’s Governmental Accounting, Auditing, and Financial Reporting document, all funds can be categorized into fund types that are grouped into two broad classifications: governmental funds and proprietary funds. The County may use other fund types, but they are not relevant to the budget. Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and is used to account for all financial resources except for those required to be accounted for in another fund. 35 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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. The only Proprietary Funds currently used in Maricopa County are Internal Service Funds, which are used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. These funds are typically used for centralized services. Narratives describing each fund are included in the Attachments 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. A complete listing of funds and descriptions is included in the Attachments section. 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 “Forecast” upcoming budget year. Major Revenue Sources, Trends, and Underlying Assumptions The major revenue sources for all funds are identified below and further described in detail, including charts and tables, in the Budget Summary 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. 36 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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, from the Revenue Sources and Variance Commentary sections: State Shared Sales Tax Fiscal Growth Year Annual Collections Rate 2000-01 $ 322,429,593 4.3% 2001-02 325,728,202 1.0% 2002-03 330,260,143 1.4% 2003-04 357,526,559 8.3% 2004-05 397,712,843 11.2% 2005-06 457,785,985 15.1% 2006-07 480,411,951 4.9% 2007-08 460,958,749 -4.0% 2008-09 392,000,906 -15.0% 2009-10 * 368,431,060 -6.0% 2010-11 * 390,536,924 6.0% 2011-12 * 410,063,770 5.0% 2012-13 * 430,566,958 5.0% 2013-14 * 452,095,306 5.0% Listed to the left are the actual State Shared Sales Tax collections for the last nine fiscal years, forecasted totals for FY 2008-09 plus the budget for FY 2009-10. 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 FY 2008-09 and FY 2009-10. Recovery at just above FY 2005-06 levels is not expected to occur until FY 2013-14 (see table to the left). 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 2006-07, 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 a -6.0% decline over economist Pollack’s FY 2008-09 forecast, resulting in a $23.6 million reduction in revenue. *Forecast: Source Elliott D. Pollack & Co. 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. The Capital Budget The 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: Criminal Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 1st Avenue and Madison Street - Phoenix 5 Facilities Management None February 2012 37 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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, approximately 682,792 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, a food service area on the 1st floor 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 Plan Programs Supported • Criminal Justice Strategic Plan Activities Supported • General Felony Adjudication Result Measures Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2008-09 Year-To-Date Actual FY 2008-09 YearEnd Projected FY 2009-10 Projected with Capital Improvement 91% 91% 95% 76% 76% 80% Funding/Cost Summary Previous Funding Source Actuals Financing Series 2008 (441) $ 7,612,546 General Fund Cty Improv (445) 799,953 Project Total $ 8,412,499 Projected FY 08-09 $ 44,220,916 $ 44,220,916 Year 1 FY 09-10 $ 113,088,797 $ 113,088,797 Year 2 FY 10-11 $ 122,295,002 $ 122,295,002 Year 3 FY 11-12 $ 52,341,739 $ 52,341,739 Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - 5-Year Total $ 287,725,538 $ 287,725,538 Total Project $ 339,559,000 799,953 $ 340,358,953 Operating Cost Summary Year 1 FY 09-10 FY 08-09 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 $ 38 $ $ $ Year 2 FY 10-11 - $ - $ - $ $ $ $ Year 3 FY 11-12 - $ - - Year 4 FY 12-13 - $ $ 705,175 3,797,243 $ 4,502,418 $ $ 705,175 3,797,243 $ 4,502,418 Year 5 FY 13-14 - $ $ 729,856 4,879,340 $ 5,609,196 $ $ $ $ 729,856 4,879,340 $ 5,609,196 $ - 755,401 5,051,285 $ 5,806,686 755,401 5,051,285 $ 5,806,686 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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 and infrastructure. 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 Public Works Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced, are factored into the County’s Financial Forecast. Debt Service Maricopa County is committed to borrowing funds only when necessary and appropriate and borrowing them in a transparent and responsible manner. A description of Maricopa County’s debt service policies, financial information regarding current debt obligations, including the relationship between current debt levels and legal debt limits, and the effects of existing debt levels on current and future operations is contained in the Debt Service section. The Budget as an Operations Guide Organizational Structure Maricopa County is organized by department. All programs, activities, and services carried out by each department are fully identified and described in the Departmental Strategic Business Plans and Budgets section. 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.) 39 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance 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, and FTE’s by Market Range Title 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 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 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. 40 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance Communicating with Charts and Graphs Charts/tables and graphs are used throughout the budget document to highlight financial and statistical information. Detailed narrative interpretation is provided when the messages conveyed by the charts and graphs are not self-evident. Charts/tables and graphics are integrated with narratives to illustrate essential information throughout this budget document, particularly when communicating policy information, as well as trends and impacts upon the budget. The County Profile, Mandates Summary, and 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. 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. FTE: (Full Time Equivalent): 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 a group. 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. 41 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget At A Glance The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided, may be found in the County Profile section. This section also provides statistical information that defines the community such as 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 2009-10 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 and difficult economic times 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 to its customers and ensuring 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 2009-10 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: Strategic 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 link 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, baselines, targets and thresholds 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 and reported. 44 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Budgeting for Results Maricopa County has a budget system that provides financial and performance information to help decisionmakers make informed business decisions to achieve results, and ensures that the budget is driven by Board policy and customer needs, and that tax dollars are used to purchase results, not just fund services. The County uses the operational structure developed in the strategic business plan to structure financial planning and reporting for each department. The financial cost-accounting system parallels the Programs, Activities, and Services delineated within each department’s strategic business plan. This allows departments to collect expenditure and revenue data associated with their accounting string. Integrating Budgeting for Results with strategic planning is critical to creating a management system where financial resources, policy, department operations, and County staff are all aligned to achieve results. Delivering Results Based on available resources established through the budgeting process, departments develop and implement operations plans to deliver services and collect data about their performance. Activity performance measures, expenditures and revenues are monitored throughout the fiscal year, as is progress toward achieving goals and activity results. 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, expenditures and revenue information 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 service issues in existing programs, to try to identify the root causes of those issues, and/or to develop service improvement efforts. Internal procedures are in place to ensure that department performance information is sufficiently complete, accurate, valid, and consistent to provide assurance that reported data can be relied upon for decision-making. Maricopa County is accountable to the people it serves 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 Information System (MFRIS), which is available to the public through the Maricopa County website. Public reporting of performance results helps citizens understand how their tax money is being used and what results are being achieved. Evaluating and Improving Results Overall evaluation of what the performance information is telling County and department leadership about the effectiveness and efficiency of programs and services leads to improving performance and delivering better results for customers. Departments regularly compare organizational and individual performance against established goals, and performance targets and budgets, and use the information from this evaluation to determine the need for improvement and/or the need for program or policy changes. They also use organizational performance information to plan and budget, identify priorities, develop strategies, and make resource allocation and policy decisions to ensure that the most critical needs of the community are being met today and in the future. 45 Maricopa County Annual Business Strategies FY 2009-10 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 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 2009-10 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 Supervisors have established a number of goals related to public safety 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. Maricopa County Violent Crime Rate Violent Crime Rates 700 y 650 y y In 2007, the violent crime rate in Maricopa County decreased to 490.8 per 100,000 population from 509.9 per 100,000 population in 2006. An estimated 1.4 million violent crimes occurred nationwide in 2007; there were an estimated 466.9 violent crimes per 100,000 inhabitants. The estimated volume of violent crime decreased 0.7% nationally. When compared to similar counties, the violent crime rate in Maricopa County is higher than five of the benchmark counties. (violent crime per 100,000 population) 600 550 500 450 400 2002 2003 2004 2005 2006 2007 Crime Rate 572.1 506.5 493.1 513.0 509.9 490.8 % change 0.9% -11.5% -2.6% 4.0% -0.6% -3.7 Source: FBI Crime in the United States, 2006 County Comparison of 2007 Violent Crime Rates (rate per 100,000 population) 800 700 600 500 400 300 200 100 0 Multnomah Sant a Clara (OR) (CA) 313 .2 32 7.6 King ( WA) Salt Lak e (UT) Sa n Diego ( CA) Maricopa LA (CA) Harris ( TX) Cla rk ( NV) 34 0.6 3 72.0 465.7 490.8 638 .5 67 9.1 88 7.0 Sour ce: FBI Crime in the Un tie d Stat es, 2005 47 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Property Crime Rates Maricopa County Property Crime Rate 6,400 • The property crime rate continued to decline in 2007, with a decrease of 4.6% from 2006. The property crime rate of 4,653 per 100,000 inhabitants in Maricopa County is second highest among the benchmark counties and is higher than the national rate of 3,263 per 100,000 inhabitants. According to the FBI Uniform Crime Report, there were nearly 10 million property crimes in the United States in 2007. Property crimes in the United States declined 2.1% from 2006 to 2007. • (property crimes per 100,000 population) 6,100 5,800 5,500 5,200 4,900 4,600 4,300 4,000 2002 2003 2004 2005 2006 2007 Property crimes 6,275 5,853 5,478 5,236 4,878 4,653 % change 7.10% -6.70% -6.40% -4.40% -6.80% -4.6 Source: FBI Crime in the United States, 2006 FY08 County Progress/ Achievements: • During October 2007, Maricopa County Adult Probation Department collaborated with local and federal law enforcement agencies, including the U.S. Marshals, and the Phoenix, Mesa, and Glendale police departments in the annual Domestic Violence Roundup. The roundup successfully reduced the risk to the community and improved victim safety by apprehending 30 domestic violence offenders and making 57 attempts to locate other offenders, all in one day. • 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 Maricopa County Public Defender’s Office, Juvenile Division, has been involved in programs to reduce crime in the community by participating in and hosting forums, speaking at Valley schools, staffing teen court and providing general legal information to the public. The newest venture the office is undertaking is partnering with juvenile court and the education system to collaboratively work to reduce the number of crimes committed on school campuses and referred to the court system. 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. Comparison of 2007 Property Crime Rates (rate per 100,000 inhabitants) 6,000 5,000 4,653 4,826 4,369 4,000 4,109 4,130 Harris (TX) Clark (NV) 3,529 3,059 3,000 2,559 2,000 1,000 0 2,680 Santa Clara LA (CA) San Diego Multnomah (CA) FBI Crime in the United States, (CA) 2006 (OR) Source: • • King (WA) Maricopa (AZ) Salt Lake (UT) 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. (See Trial Courts, Criminal Justice Program.) 48 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 Criminal 99% 86.0% 83.3% 83.4% 84.3% 88.9% 81.2% Civil 95% 95.0% 93.9% 93.5% 95.0% 95.4% 95.6% Family 99% 85.5% 85.2% 88.1% 93.2% 95.0% 95.0% Juvenile Dependency 95% 88.4% 88.1% 78.2% 61.4% na na Juvenile Delinquency 95% 87.5% 85.2% 80.9% 77.7% na na na=not available Source: Maricopa County Superior Court FY08 County Progress/Achievements: • The Superior Court Judicial Branch Court Technology Services department implemented a number of significant data exchanges between organizations that include the Administrative Office of the Court, Public Defender’s Office, Maricopa County Sheriff’s Office, and other justice and law enforcement agencies that share information throughout the state of Arizona. These data exchanges provide instant access to information and improve the accuracy of the information provided. Ultimately, these lead to increased prosecutions, reduced trial times, and a dramatic decrease in the time it takes to administer justice. (See Indigent Representation System.) • Maricopa County Public Defender 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. • Justice System Planning and Information, ICJIS Division continues to promote convergent architecture and maintains 34 data exchanges it jointly developed with stakeholders to serve the needs of justice and law enforcement entities within Maricopa County, facilitating the electronic exchange of criminal justice data, efficient case-processing operations, and the pursuit of public safety. • The Superior Court Judicial Branch Court Technology Services department implemented a monthly data feed between the Juvenile Probation Department and a drug testing agency that increased the processing efficiency of drug cases by providing more accurate information. • The Maricopa County Public Defender (MCPD) has been working aggressively to address legal and mental health concerns of veterans who are being charged with criminal offenses. In early 2008, MCPD established a working group comprising local and national representatives to address veterans’ issues. In October, the Presiding Judge of the Maricopa County Superior Court signed Administrative Order 2008-129, establishing a Veterans Treatment Court Exploratory Committee. MCPD also is working with the law firm of Snell and 49 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Wilmer and veterans groups to create a written resource guide that can be used by attorneys, probation officers, judges and veterans to access services in a more timely and efficient manner. • The Juvenile Probation Department co-hosted a Community Forum on Detention Space in September. Attending this forum were representatives from youth-serving public and private organizations. Workgroups formed at this event are currently working to revise the detention index to more accurately identify those who require secure care detention; identify best practices to reduce or eliminate disproportionate minority contact within the juvenile justice system; and identify of the detention alternatives currently available for use in Maricopa County, as well making recommendations for evidence-based detention-alternative programs to enhance the options available. In Maricopa County, citizens ranked public safety as the 2nd highest “quality of life” issue. In 2006, the County began tracking “Citizen Feelings of Safety” based on responses to new questions added to the annual General Citizen Survey. Mar icopa County Citize n Rating 200 8: Fe elings of Safety Overal l, how s af e or unsaf e do you f eel liv ing in Maric opa County ? (Do y ou feel v ery s af e, save, unsaf e, or v ery unsafe?) Neutral, 6% Unsafe, 10% Very Unsafe, 2% Don't Know, 1% Safe, 64% V ery Safe, 16% Source: Mar icopa CountyGeneral Citizen Sur vey • • During the summer of 2007, 80% of citizens responding to the survey indicated they felt very safe or safe, while 12% felt unsafe or very unsafe. Results from the same survey showed that 77% of respondents felt about the same or safer in the summer of 2007 than in the summer of 2006, and 21% felt less safe. 50 Maricopa County Annual Business Strategies FY 2009-10 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. (See Sheriff’s Office, Dispatch Activity.) Response Times • In FY08, the Maricopa County Sheriff’s Office responded to 42.3% of Priority One calls in unincorporated and other service areas of the county within five minutes or less. This was up from 34.5% in FY07, but not back to level reached in FY04. 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% FY03 FY04 FY05 FY06 FY07 FY08 Response Rate 26.5% 32.0% 45.0% 34.0% 34.5% 42.3% 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 2008 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?).” Six out of ten responded (60%) that they strongly agreed or agreed with the statement, which is up from the 53% of respondents who strongly agreed or agreed with the statement in the 2007 survey. FY08 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. (See Emergency Management, Mitigation and Preparedness Program.) • During FY2008, the Sheriff’s Office, in partnership with other area-wide agencies, prepared for potential widescale emergencies at several major sporting events including the Insight Bowl, Tostitos Fiesta Bowl, PF Chang’s Rock-and-Roll Marathon, NASCAR races at Phoenix International Raceway, and the Super Bowl. Preparedness planning was based on the federal national response plan in accordance with NIMS. • Basic NIMS training is ongoing to accommodate new employees of the Maricopa County Public Health Department (MCPHD). More than 700 MCPHD employees and members of the community were trained in FY2008. • 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, 51 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction and community-based organizations to recruit volunteers. (See Public Health, Emergency Response Training Activity.) 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 casualties and/or fatalities, isolation and quarantine, airport disasters (City of Phoenix), law enforcement coordination, and forensic epidemiology. (See Public Health, Emergency Management Program.) 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. Maricopa County Department of Public Health completed the following major exercises with community partners to prepare for events and/or practices response 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, full-scale mass-vaccination exercise in Glendale (Winter 2008); multi-site mass-dispensing exercise (Fall 2008); and MCDPH-sponsored emergency prep conference (Fall 2008). The Department of Emergency Management assisted the Gila River Indian Community in the development of its Community Emergency Response Team (CERT) program by providing 50 CERT backpacks for storing and organizing gear. The CERT program prepares citizens to effectively deal with emergency situations until professional emergency response personnel arrive on scene. The Department of Emergency Management distributed 38,000 Ready Maricopa County brochures to the Spanish-speaking community as inserts in the newspaper La Prensa. Ready Maricopa County provides citizens with basic guidance on how to develop a family emergency plan and what to put in an emergency kit, both for staying at home and for evacuation. In addition to the brochures, that issue of La Prensa had two articles about emergency preparedness. 52 Maricopa County Annual Business Strategies FY 2009-10 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. 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 2003 (from 166.8 per 100,000 residents in 2003 to 123.0 per 100,00 residents in 2007), as has the rate of deaths attributed to stroke (43.2 in 2003 compared to 30.2 in 2007). The rate of cancer deaths in the County has fluctuated since 2003 but is on the decline as is diabetesrelated deaths. Both are below the Healthy People 2010 target. The rate of respiratory disease deaths in Maricopa County has fluctuated since 2003. The rate has declined considerably since 2005, but is still above the Healthy People 2010 target. Leading causes of death (non-injury), rate per 100,000 residents HP 2010 Target 2003 2004 2005 2006 2007 Cancer 159.9 152.2 160.8 155.8 153.0 145.1 Heart Disease 166.0 166.8 157.3 158.6 143.7 123.0 Stroke 48.0 43.2 43.0 39.1 36.1 30.2 Diabetes-Related 45.0 48.4 44.5 47.7 45.4 39.7 Respiratory Disease 60.0 122.2 115.2 127.7 126.2 112.9 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 53 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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. (See Public Health, Immunization Services Program.) 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% 76.4% 73.2% 72.4% 72.9% 75% 77.9% 75.8% 74.2% 71.0% 68.6% 70% 69.0% 66.0% 65% 60% 55% 50% 2001 2002 2003 Maricopa County 2004 2005 2006 National Average Source: National Immunization Survey FY08 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. Co-location of services will make public health services more accessible to clients. • MCDPH Community Health Nursing has scheduled a number of after-hours flu clinics at several WIC program locations to provide flu shots to household contacts of children in an effort to help prevent the spread of influenza. 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 County Progress/Achievements: • Maricopa County Department of Public Health (MCDPH) is developing a number of potential partnering opportunities. Public Health Emergency Management has developed formalized plans for the purchase of diagnostic equipment for the AZ State Laboratory; Intergovernmental Agreements (IGAs) with 20 school districts that commit to cooperate with MCDPH in the event of a public health emergency. • 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 Division has expanded its relationship with Arizona Department of Health Services to more fully collaborate on joint projects (Valley Fever, Hepatitis B & C, Vital Registration). The Division also is collaborating with the Tohono O’odham nation in their effort to establish a surveillance system. 54 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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 County Progress/Achievements: • Number of Regional Park Visitors 2.00 During the first half of FY2008, the Parks and Recreation Department offered 182 Health Lifestyle Programs, compared to the 275 for the whole FY2007 fiscal year. (in millions) 1.50 1.19 1.25 1.26 1.39 1.26 1.30 1.00 1. A total of 626 youth- and family-oriented outdoor programs were offered by the Parks and Recreation Department during Fiscal Year 2008. 1. By June 30, 2008, Parks and Recreation had issued 0.50 0.00 FY03 FY04 FY05 FY06 FY07 FY08 21 press releases, conducted three live broadcasts in the parks, aired seven segments on Maricopa Moments and participated in over 10 large-scale events (not sponsored or hosted by Parks) to heighten public awareness. In addition, Parks launched several new features on the web site to educate the public about changes in the system, and upcoming public meetings. Parks Department was also mentioned or featured 541 times in print media. Sources: Maricopa County Parks and Recreation Department 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. 55 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Commute Times • According the U.S. Census Bureau American Community Survey, average commute time in Maricopa County increased slightly in 2007 to 26.4 minutes from 26.3 minutes in 2006. • The average commute time (26.4 minutes) in the County was higher than the national average (25.0 minutes) and higher than five of the nine benchmark counties. Maricopa County Average Commute Time 27.0 (in minutes) 26.4 26.5 26.3 26.4 26.0 25.5 25.3 25.1 25.0 25.0 24.5 24.7 24.4 24.324.3 24.4 24.2 2001 2002 25.0 24.7 24.5 24.3 24.0 23.5 23.0 2000 2003 Maricopa 2004 2005 2006 2007 U.S. Source: U.S. Census Bureau, American Community Survey FY08 County Progress/Achievements: • • • Comparison of Commute Times in 2007 In FY2008, 88% of planned transportation infrastructure projects were delivered on time and within budget. 30.0 Maricopa County Department of Transportation (MCDOT) developed project-delivery, processimprovement 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. 24.0 (in minutes) 29.5 27.6 28.0 26.4 27.0 25.7 26.0 24.2 24.5 24.6 22.2 22.0 20.0 18.0 Salt Lake (UT) Clark (NV) Multnomah Santa Clara San Diego (OR) (CA) (CA) Maricopa (AZ) King (WA) Harris (TX) 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). 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. Additional FY08 Efforts: • In conjunction with the County Communications 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 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. 56 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Strategic Direction In December 2007, Maricopa County Elections Department hosted the Native American Voter Outreach Summit at Fort McDowell to discuss collaborative strategies among local and tribal governments throughout Arizona and the Southwest. The meeting covered strategies to increase participation in the electoral process, how to effectively administer voting assistance, unique challenges facing Native voters, as well as how to maintain open communication lines between the governing bodies on Election Day. Maricopa County Elections Voter Satisfaction November 2007 Voters’ rating of satisfaction with ease of voting So m ewh at, 3 .0% No , 2.4% N o Re sp o ns e, 1.8 % Y es, 94 .6% • The Elections Department regularly asks if voters were satisfied with the ease of voting. In the General Election (November 2007) 465 voters responded, of which 437 (94.6%) were satisfied, 14 (2.7%) were somewhat satisfied, 14 (2.7%) were not satisfied.. • The voter turnout for the Primary Election held September 2, 2008, was lower than expected. The County total ballot count of 347,411 votes, compared to the 1,613,697 registered voters in Maricopa County produced a 21.53% voter turnout. In Election Department voter surveys, when voters were asked if they were satisfied with the ease of voting, 93% stated that they were, with 1% somewhat satisfied, 3% not responding, and only 3% not satisfied. Regional Leadership Strategic Goal 3 By July 2007, complete all phases, including fund-raising, for the regional Human Services Campus for the homeless and partner with other organizations working to prevent homelessness and support home ownership in the County. Homeownership 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 2007, the percent of residents of Maricopa County living in owneroccupied housing was 68.0%, up only slightly from 67.9% in 2006. 57 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Maricopa County Housing Rate of Homeownership (% of residents living in owner-occupied housing) 80% 70% 68.1% 68.3% 65.7% 66. 4% 68.0% 66.8% 68.2% 67.1% 2003 2004 67. 5% 66. 9% 67. 9% 67.3% 2005 2006 68. 0% 67. 2% 60% 50% 40% 2001 2002 M aricopa 2007 U.S. Sourc e: U.S. Cens us Bureau, A meric an Com munity Survey FY08 County Progress/Achievements: 1. Fifteen percent (15%) of the HOME funds have been set aside in FY2009 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. 2. Community Development is working with U.S. Housing and Urban Development (HUD), the State of Arizona, and city recipients of one-time Neighborhood Stabilization Program funding to address the issue of vacant and foreclosed residential homes and properties in 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 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’odham (San Lucy District), Ft. McDowell, and Salt River-Pima Maricopa Indian communities. • 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 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. • The Maricopa County Air Quality Department implemented the RunningOutofAir media campaign, in partnership with the public, Maricopa Association of Governments (MAG), Arizona Department of Environmental Quality (ADEQ), the City of Phoenix, and other agencies and organizations, such as Valley Metro, Valley Forward, and the Sun City Joint Environmental Task Force. The campaign includes community meetings, and meetings with various industry associations, such as the Rock Products Association, Homebuilders Association, and the Association of General Contractors. 58 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction • Community Development has renewed the Maricopa HOME Consortium Intergovernmental Agreement for the period from July 1, 2009 through June 30, 2010, and are in the process of executing new three-year cooperation agreements with Urban County cities/towns. These documents will provide partnerships with cities and towns in Maricopa County, with the exception of Phoenix, for the receipt and use of Community Development Block Grants and HOME funds for housing and capital improvement projects. • Government Relations 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. • Maricopa County Government Relations also assisted in the creation and pursuit of proposed legislation with partners at the Arizona League of Cities and Towns, on issues related to the official and proper annexation notification and transfer of development rights (TDRs). They also participated in various Maricopa Association of Government (MAG) issues including jail per diem costs, and changes to the Regional Transportation Plan (RTP), which was previously approved by voters as Proposition 400. • The Government Relations Department has worked closely with supervisors in each district and various departments to foster positive relationships with the Tribal Nations surrounding Maricopa County. Currently, a joint County-Gila 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 schoolage youth on the reservation; integrating GRIC’s libraries to utilize the Maricopa County Library District’s software 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 Office of Enterprise Technology (OET) is participating in the Digital Government Commission for Arizona, which provides a forum to collaborate and exchange information on technology related issues. OET also funded membership to NOREX, a unique consortium of IT professionals from over 1,300 organizations across North America, so that County IT practitioners can share experiences, strategies and solutions in order to avoid “reinventing the wheel”, and also to prevent costly mistakes. • The Environmental Services Department actively 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. • The Maricopa County Library District has partnered with the Town of Queen Creek for a new library that opened in November 2008. Plans also are underway for a library in/near the Town of Goodyear, and library expansion in Surprise. • Maricopa County Animal Care and Control began volunteer opportunities for veterinarians throughout the county to help spay/neuter and learn about the unique health issues in the shelter, and to share statistics so they may be better able to educate the pet-owning public. • The Arizona METH PROJECT and the Gila River Indian Community’s Department of Human Services have continually teamed up to approach the Meth-use problem within Arizona and the Native American Community. • During FY2008, the Flood Control District developed new partnerships on flood control projects that included the approval of the following IGAs: Town of Carefree, Floodproofing Project; Maricopa County Parks and Recreation, Regional Trail System; US Geological Survey, Collecting Data on Local Watersheds; City of Avondale, Elm Lane Drainage Mitigation Project, MAGMA Flood Control District, Rain Gauge & Water Level Monitor; City of Phoenix, Detention Basin #7 Dam Rehabilitation Project • The Maricopa County Communications Office works with other government agencies on a regular basis for their video production needs. Fifteen of the city Channels 11, and Capital TV at the State Legislature broadcast are County-produced television shows. The productions include Maricopa Magazine, Maricopa 59 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Newsmakers, Maricopa Moments, public service announcements, Board of Supervisors meetings, and more. The video unit often shares resources with their counterparts at the city agencies. • 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 Maricopa County Communications Office continues to build partnerships with other government agencies through the Commute Options activity. The Office works closely with Valley Metro and the City of Phoenix Transit Department in an effort to coordinate transportation services to County employees including the Platinum Pass Program, for both the bus and light rail transportation services, and the vanpool program. • AZTech partnership, led by Maricopa County Department of Transportation, comprises representatives from the State of Arizona, Maricopa Association of Governments, and various Cities and Towns to address interjurisdictional traffic management issues to improve traffic flow on regional corridors in Maricopa County. In FY2008, the AZTech Executive Committee met to discuss traffic information dissemination to the public on the new cable traffic channel GoAZ 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. • Planning and Development Department (P&D) staff has worked with other Arizona counties to form the Arizona Code Enforcement Training and Education Program (ACETEP), under the direction of the Arizona Counties Planning Directors Association. ACETEP will provide a standardized training and certification program specific to the needs of code compliance officers working for a county jurisdiction. P&D staff has participated on review committees for several Municipal General Plan updates including the Town of Buckeye and the Town of Queen Creek, as well as the Comprehensive Plan update for Pinal County. P&D staff has ensured a broad coordination with other area jurisdictions, as well as public outreach, during completion of some recent long-range plans. An example includes review of the Old Highway 80 Area Plan in coordination with the Town of Buckeye and the Town of Gila Bend. The Goldfield Area Plan included close coordination with the Ft. McDowell Yavapai Nation. 60 Maricopa County Annual Business Strategies FY 2009-10 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. Maricopa County Library District http://www.mcldaz.org/ • Avondale Civic Center • Aguila Branch • Campbell Branch FY08 County Progress/Achievements: • El Mirage Branch • In FY2008, the Maricopa County Communications Office launched a pilot program, County to the Classroom, for junior high school students. Several county agencies, including Elections, Air Quality, and the Courts participated in the week-long program to teach students about the programs and services provided by Maricopa County. • Fountain Hills Branch • Gila Bend Branch • Guadalupe Branch • Hollyhock Branch In FY2008, 90,791 youth attended 3,141 youth programs. The popular Summer Reading Program, sponsored by the Maricopa County Library District, finished in August 2008 with more than 45,000 children registered, and a completion rate of 34 percent. • Litchfield Park Branch • North Valley Regional • Northwest Regional • Perry Branch, Gilbert • Queen Creek Branch • Robson Branch • Southeast Regional • • • The Maricopa County Library District reports that 1.4 million children’s materials were checked out during FY2008. The Desert Outdoor Center at Lake Pleasant Regional Park increased participation in youth environmental programs by 17 percent in FY2008. Maricopa County Library District Youth Programs 90 (atten da n ce in th o usa nd s) 82.9 80 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 61 FY06 FY07 Maricopa County Annual Business Strategies FY 2009-10 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. (See also, Planning and Development, Comprehensive Planning Activity.) 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. FY08 County Progress/Achievements: • In August 2007, the Board of Supervisors amended the Zoning Ordinance and Comprehensive Plan to require all zone changes, regardless of area, to be in conformance with the adopted land use plan. This ensures that all cases now fully comply with state law. 62 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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. FY08 County Progress/Achievements: • 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 January 2009 for purchase of right-of-way on 10.5 acres of land for the Maricopa Trail from Anthem to Lake Pleasant. • The first 23 miles of trail construction of the Maricopa Trail has been completed. The next 16 miles of trail construction will start in February 2009. • 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 Nature Center completed construction in October 2008. Construction of the Nature Center and Amphitheater at Cave Creek Regional Park is estimated to be completed in December 2008. The Amphitheater at Lake Pleasant was completed in August 2008 and the Nature Center/Amphitheater at Usery Mountain is to be completed by February 2009. • In conjunction with the Board of Supervisors, Maricopa County Air Quality Department launched the outreach program, RunningOutofAir, throughout the county with presentations and informational materials about pollution problems in the region, and how residents can contribute to cleaner air. Additionally, efforts to produce a dust abatement “handbook” that provides a better understanding of the abatement program and requirements for both regulatory agencies and industry are underway. • 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. 63 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Sustainable Development Strategic Goal 3 Continue to preserve military installations in Maricopa County, including Luke Air Force Base. FY08 County Progress/Achievements: • The Planning & Development department will strive to deter new residential and other non-compatible land uses within the High Noise 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. 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 Additional Efforts: • Facilities Management Department (FMD) is continuing to implement various energy-related projects. In the past year, FMD has completed over $250K in energy efficiency projects that resulted in $70K in rebates from Arizona Public Service and Salt River Project. Currently, the department is exploring additional opportunities for energy-related improvements at over 133 facilities or 9.5 million square feet of County space. Improvements being reviewed involve renewable energy, mechanical systems, lighting and water. The objective of this multi-year program is to reduce County consumption, carbon footprint and provide a mechanism to replace outdated equipment with newer energy-efficient technology. • During FY2008, Equipment Services increased the number of E-85 (85% ethanol, 15% gasoline) vehicles in the County’s fleet to 137, with additional E-85 vehicle purchases planned for FY2009. • 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. • In February 2008, Facilities Management Department (FMD) was notified ofLeadership 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. Three new Nature Centers at the Regional Park also will meet LEED certification standards. • Facilities Management Department has recently completed construction of the new Buckeye Hills Shooting Range, a self-sustaining facility 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 completed the new Animal Control facility at Durango, which includes ice block technology in its construction to reduce energy consumption. 64 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction M aric opa Cou nt y Facilities Energ y and Water Co nservation 100 Us age per sq. ft. 90 80 70 60 50 40 30 20 10 0 FY03 FY 04 FY05 FY06 FY07 Wat er Use (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 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 County Progress/Achievements: • Maricopa County’s overall property tax rate continues to decline, from $1.2970 per $100 of assessed value in FY2008 to $1.2047 per $100 of assessed value in FY2009. • Budget-balancing guidelines provided to departments for FY2009 budget development encouraged them to develop revenue-enhancement options as well as expenditure reductions. Additionally, departments were asked to develop options to reduce expenditures by up to 20 percent, and were encouraged to identify efficiency savings and non-mandated service reductions as a priority. The adopted budget balancing strategies totaled $114.8 million in FY2009. 65 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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 County Progress/Achievements: • In FY2009, mandated contributions were 19.1 percent of the General Fund budget, and increase from 18.2 percent in FY2008. One-time state contributions added 0.5% in FY2008 and 2.5% in FY2009. While ongoing state contributions increased at a normal level, overall the General Fund Operating budget decreased in both FY2008 and FY2009 in response to revenue shortfalls. 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 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 $1.42 billion 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 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; a new concessionaire Use Management Agreement was approved by the Board of Supervisors and was effective October 2008. Development is underway for a complete revamp of those facilities. 66 Maricopa County Annual Business Strategies FY 2009-10 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. Mar icopa County Employee Satisfaction with Job (% of respondents i ndi cat ing sat isfaction) 100% 80% 71 % 76% 7 5% 74% 76% 79% FY 02 FY 03 F Y 04 FY 0 5 F Y06 8 2% 85% FY0 7 FY08 60% 40% 20% 0% FY 01 Source: M aric opa County Emplo yee Sati sfaction Surv ey 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 seen modest increases during this period. 67 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Employee rating of various satisfaction predictors (Scale: 2=very dissatisfied, 8=very satisfied; above 5=positive, below 5=negative) FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 Management Practices 5.26 5.23 5.29 5.39 5.52 5.66 Working Conditions 5.91 6.07 6.10 6.22 6.30 6.38 Communication 5.32 5.32 5.32 5.44 5.53 5.63 Growth/Advancement 5.81 5.79 5.82 5.97 6.09 6.13 Pay and Benefits 5.18 5.18 5.28 5.45 5.66 5.74 Source: Maricopa County Research and Reporting FY08 County Progress/Achievements: • During FY2008, Employee Compensation completed market studies covering approximately 1,300 positions. Additionally, Employee Compensation implemented 10,522 pay-for-performance increases Countywide. • The Employee Compensation website 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. New enhancements implemented in FY2008 include turnover reports and frequently asked questions (FAQs) covering a broad list of compensation topics. • 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. • Maricopa County benefit premium rates continue to be below the national medical trend. One of the key drivers to maintaining the lower rates is increasing the use of generic prescription medications. As of June 2008, the generic utilization rate was at 72.3%. Through a collaborative effort with Walgreens Health Initiatives, Maricopa County was able to reduce their per member prescription medication cost. • In July 2007, Workforce Management and Development developed a tool to permit employee reporting on fraud within Maricopa County. The toll-free Maricopa County Cares Anonymous Tip Line was created and is published on the county internal intranet front page, index, and through eNouncements. • Employee Health Initiatives offers a wide variety of tools for employees to use that will help to evaluate their health status with the results leading to an increased enrollment in the disease management programs offered by the County. Implemented in the Spring 2008, with a direct link to the FY2008-2009 plan year, was the mass onsite biometric screening program and the health risk assessment offered to County employees who are enrolled in a County medical plan. The purpose of the screening program is to provide Maricopa County with an aggregate report with recommendations designed to improve the health status of Maricopa County employees, which will help to mitigate the future claims costs for the County. • 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; Americans 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. • Employee Health Initiatives increased the number of work locations throughout the county to offer worksite wellness programs that include Weight Watchers, Lunch-n-Learns, Diabetic Foot Screenings, Exercise Physiologist, etc. In addition, to help address the demand for obesity education, a new “Am I Hungry” 68 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction program was introduced to help employees learn “intuitive eating,” a program developed to help stop the endless cycle of yo-yo dieting. 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 County Progress/Achievements: • During 2008, the County Diversity Office, in collaboration with the Hispanic Network, the African American Knowledge Network and the Indigenous Circle sponsored a variety of diversity celebrations, including four separate celebration events for Hispanic Heritage Month, Native American Heritage, Cinco de Mayo, Unity Day, Women’s Month and Black History Month. The Diversity Office also is working to establish an Asian American Network. • 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 has been a partner of an ongoing series of community conversations. Healing Racism engages the Valley community as a whole in exploring various aspects of race, racism and their influence in our lives and communities. The Healing Racism Community Forums are hosted and coordinated through a collaboration of the Phoenix Human Relations Commission, ASU Intergroup Relations Center, ASU Department of History, ASU School of Justice and Social Inquiry, Maricopa County Community College District, Maricopa County Diversity Office, City of Tempe, and the City of Phoenix Equal Opportunity Department. Quality Workforce Strategic Goal 3 By July 2006, complete a review of the employee suggestion program and recommend methods for increasing and promoting higher levels of participation by County employees in generating creative ideas that save the County money and/or improve program and service delivery. This goal has been achieved. In early FY2007, the County completed review of the employee suggestion program. Implementation of the recommendations is underway. 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; 69 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction 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. Strategic Priority 7 Customer Satisfaction Continue to improve the County’s public image by increasing citizen satisfaction with the quality and costeffectiveness 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 FY2008, 79% of the respondents indicated they were satisfied or very satisfied with County government, which is down slightly from the rating reported in FY2006. Maricopa County Citizen Rating: Overall Satisfaction 100% 80% 75% 77% 81% 83% 83% 76% 80% 80% 79% FY06 FY07 FY08 60% 40% 20% 0% FY00 FY01 FY02 FY03 FY04 FY05 % rating satisfi ed to very satisfi ed with Maricopa County Government Source: Maricopa County General Cit izen 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. FY08 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. The module allows departments to enter performance metrics in a centralized data warehouse that can be viewed through various on-line dashboard and scorecard reports. 70 Maricopa County Annual Business Strategies FY 2009-10 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 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 all County Departments and has completed the roadmap towards the “future state” of the County network. • The Office of Enterprise Technology implemented enhanced WiFi capabilities at various Downtown Campus sites, implemented standards-based structured cabling and high-performance network technologies, established a “roadmap” for VoIP, and enterprise contact center technology, and implemented a dark fiber solution for high bandwidth connectivity between the disaster recovery site and other data centers. 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. 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 FY08, 44% of Citizen Survey respondents indicated that the County’s responsiveness was good to excellent, a slight decrease from the FY07 (45%) rating. Ma ric opa County C itizen R ating: Re sponsiv ene ss (% rating C ounty as good to e xcellent) 100 % 80 % 60 % 4 6% 48% 46% 47 % 45% 4 4% FY06 F Y0 7 F Y08 40 % 20 % 0% F Y03 FY04 F Y0 5 % r ating Re spo nsiveness as Go od to Exc elle nt So ur ce : Ma ri c op a C o un ty Ge n er al Ci tiz e n Su rv e y FY08 County Progress/Achievements: • The Maricopa County Air Quality Department provides an enhanced web site that supplies important air quality information, including an interactive air quality monitoring station map and real-time data, the ability to check on the statuses of Notices of Violation, and posts of public notices, permit notices, draft rules, the emissions inventory, and other notices. • 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. 71 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction • 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. • In FY2008, Maricopa County Animal Care and Control (MCACC) launched web-based licensing for all firsttime licensing and license renewals. Residents licensing their dogs now have four venues: walk-in to one of the County’s shelters, mail, automated phone service, and the MCACC website. • Over the last year, the County has seen increased participation at Board of Supervisor meetings. Citizen groups expressed frustration over a perceived lack of information, and lack of opportunity to provide input into County government. Representatives from the Office of Management and Budget and other County departments met with both the Maricopa County Citizens for Safety and Accountability and Valley Interfaith to answer questions and listen to feedback. Both groups were appreciative, and reported that the meetings were helpful. • 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. • Maricopa County Human Services Department Special Transportation Services implemented a mobile data computer system to provide real-time communication, vehicle location, and same-day trip scheduling/rerouting designed to eliminate the need for paper manifests and improve customer access and service. • The Treasurer’s Office launched the ParcelWatch program that will help protect property owners from becoming victims of unscrupulous investors. The Office also has adopted policies to make it more convenient for taxpayers to make payments online and at the branch banks. • Department of Public Health Epidemiology Division has redesigned its website and expanded the number of reports available online to make it easier for citizens to access public health statistics. • 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. • Maricopa County Animal Care and Control, partnered with Maddie’s Fund, PETCO Foundation, United States Post Office, City of Phoenix, Friends of Animal Care and Control, and the Arizona Humane Society to provide free or low-cost spay/neuter services, vaccination clinics, and pet behavior education to the residents in the zip code 85008 January through March 2008. • Maricopa County Human Services Department opened the new West Valley Career Center, which includes space dedicated to serving veterans with access to federal, state, and local services and benefits. • Maricopa County Department of Transportation (MCDOT) Operations have 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 distributed 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 Adult Probation Department (MCAPD) collaborated with social and community agencies and other groups to gather written materials about numerous opportunities for social services. The written material was then dispersed at all MCAPD facility lobbies for availability to all its clients. Brochures and other types of written information included: Prescription Discount Cards, Financial Assistance, AIDS Awareness and Testing Program, Tobacco Program, Arizona METH PROJECT, the American Heart Association, and the 72 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Animal Safety, Spaying and Neutering Program to name a few. information is gained by probationers. Easy availability of social services • 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. • The Office of Enterprise Technology (OET) developed a plan for a new public internet site, which includes offering the site in multiple languages, and a plan in progress for a Countywide municipal Wi-Fi system. OET also is working on a new 311 Call Center initiative. The new Call Center would provide a single point of contact where residents can get information about all non-emergency services provided in the County. • 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 District then reimburses the lending library at a rate of $29 per registered borrower not from their service area, on a net basis. Thirteen public libraries participate in this program. • The Library District 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. 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. FY08 County Progress/Achievements: • The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY2009 included directions to identify non-essential programs and recommend their elimination. The adopted budget balancing strategies totaled $114.8 million in FY2009. 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 FY08, 49% of citizens responding to the General Citizen Survey rated the communication effectiveness of County government as good or excellent, up significantly from the FY07 rating of 43%. 73 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Strategic Direction Maricopa County Citizen Rating: County Effectiveness in Communication (% rating County as good to excellent) 100% 80% 60% 48% 41% 49% 44% 45% 43% FY05 FY06 FY07 40% 20% 0% FY03 FY04 FY08 % rating Communication as Good to Excellent Source: Maricopa County General Citizen Survey FY08 County Progress/Achievements: • The Maricopa County Communications Office’s video production team helped inform the community of services by producing bi-lingual public service announcements for Public Health and Animal Care and Control departments. The team also developed a segment for television called Maricopa Moments that highlights county programs and services, and airs on 16 different TV stations around the valley. • The Communications Office has produced four Spanish language programs, Maricopa en Accion, showcasing the County, which were very well received by Channels 11. The Office also collaborated with Maricopa County Animal Care and Control and the Arizona-Mexico Commission to produced Spanish-language public service announcements. 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. 74 Maricopa County Annual Business Strategies FY 2009-10 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 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 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. 75 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 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. 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). Revenue: The amount of revenues estimated in the budget from grants, donations or intergovernmental agreements must be supported by an itemized listing of each revenue source. Grant awards and intergovernmental agreements shall be listed individually. For recurring grants and intergovernmental agreements, estimated revenue may be included prior to final agreement on funding levels, but may not include an increase from the current fiscal year. 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. Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. 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. Expenditures: a) Departments/Special Districts shall submit base expenditure requests within the budget target provided by the Office of Management and Budget. The Office of Management and Budget will develop targets for each fund budgeted by a Department/Special District according to its current budget, with adjustments as directed by the Board of Supervisors/Board of Directors. b) Requests for funding above base level must be submitted as Results Initiatives Requests, and must be directed to achievement of approved strategic goals that align with the direction of the Board of Supervisors/Board of Directors. Requests for additional funding will be considered only if departments/special districts have met the requirements for “Planning for Results” under 76 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 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. 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. Budget Process: All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their Annual budget requests. 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. Department/Special District financial reporting structures will be established by the Financial Reporting Review Committee and must be finalized prior to budget submission. 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. The Deputy County Manager (DCM) will negotiate budget recommendations with Elected Officials and Judicial Branch departments. If agreement cannot be reached with the DCM, the Presiding Judge and elected officials may first continue negotiation directly with the County Manager or, if agreement still cannot be reached, with the Board of Supervisors. Capital Improvement Projects: 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. The Board of Supervisors/Board of Directors may allocate carry-over fund balances to one-time capital items in accordance with the Reserve and Tax Reduction Policy (B1007). When requesting funding for capital improvement projects, Departments/Special Districts will provide estimates of increased operating costs associated with each individual project. 77 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 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. Internal Charges and Indirect Cost Allocations: 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. All internal 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. 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. The Department of Finance will assess Central Service Cost Allocation charges from all non-General 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. 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. Budgeting for Results Accountability Policy The purpose of the Budgeting for Results Accountability Policy is to provide guidelines and direction on managing Board-approved budgets to elected, appointed and judicial branch agencies so that they can be accountable and comply with the law. 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. 78 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 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 according to whether they are recurring vs. nonrecurring (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. 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, fund, and function. Where applicable, appropriation levels may be established by 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). 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. Departments may request amendments to appropriated budgets supported by grants, donations or intergovernmental agreements when expenditures from theses sources are forecasted to exceed the appropriation. Such requests must be supported by an updated reconciliation of all revenue sources that demonstrates the proposed expenditure level is fully funded. Appropriated budgets must be reduced if revenue is forecasted to be significantly less than the current budget. 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. 79 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 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. 13. Departments shall not exceed their appropriated expenditure budgets. Departments shall be required to reduce expenditures to offset any shortfall in their budgeted revenue. 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. If a department exceeds its annual appropriated expenditure budget or creates County liabilities that result from audit findings for which the County is responsible, 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. In accordance with the Policy for Internal Information Requests (A2007), the total costs associated with fulfilling a records request under that policy shall be charged against the budget of the department making the request. The total costs shall include staff time (calculated by adding up staff time used to gather and prepare Records for production multiplied by the hourly rate paid to the employee or employees, plus employee-related costs), fees charged by vendors or contractors for services relating to the gathering and/or preparation of Records for production, and the expense of supplies used in 80 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process gathering and/or preparing Records for production. The County Manager, at his sole discretion, has the authority to waive the transfer of costs per this paragraph if the total cost of fulfilling the records request is less than $1,000. Reserve and Tax Reduction Policy The purpose of the Reserve and Tax Reduction Policy is to provide for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. Adequate reserves allow the County to maintain services during economic downturns without drastic expenditure reductions or tax increases while longer-term budgetary adjustments are put in place. The Reserve and Tax Reduction Policy also demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. • Fund balance reserves will be maintained in the General Fund and in other funds as appropriate. Reserves will be designated for elimination of cash-flow borrowing as necessary. • Fund balances may be appropriated for acquisition of fixed assets, retirement of outstanding debt, or fiscal stabilization (offsetting revenue shortfalls due to economic downturns). Use for fiscal stabilization is acceptable 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. Policy on Use of Employee Furloughs for Budget Balancing (Approved by the Board of Supervisors on May 6, 2009) The purpose of this policy is to establish guidelines for balancing budgets with employee furlough savings for departments so that they can reduce expenditures while maintaining a sustainable, structurally-balanced budget. 81 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process Background An employee furlough is mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. An employee furlough may be imposed as an alternative to, or in conjunction with, a Reduction in Force. Employee furloughs are a means of reducing expenditures in response to a shortage of revenue and/or a lack of work. The Budgeting for Results Policy Guidelines require the County to maintain a sustainable, structurallybalanced budget in which recurring expenditures and other uses are fully supported by recurring revenues and other sources. The Funded Positions Policy requires that the full annualized cost of positions be supported by ongoing funding sources. During the budget process, Departments and the Office of Management and Budget (OMB) must verify that budgets and funding are adequate to support all authorized positions. By themselves, employee furloughs are not consistent with a sustainable, structurally-balanced budget, and therefore do not comply with the Budgeting for Results Accountability Policy and the Funded Positions Policy. Expenditure savings from employee furloughs are non-recurring. , and become an unfunded payroll liability in subsequent fiscal years because the full-time equivalent value of the affected positions is not reduced. , and use of employee furloughs must be approved by the Board of Supervisors. Policy: 1. Employee furloughs are not encouraged, but may be used under certain circumstances to reduce a department’s operating expenditures so long as there is a plan to make sustainable, recurring adjustments that will restore the budget to structural balance within one to two fiscal years. 2. In order to implement an employee furlough, Departments must prepare and submit a furlough budget plan that must be approved by the Board of Supervisors. 3. Furlough budget plans must be presented in a format to be specified by the Office of Management and Budget. Furlough budget plans will include the following information: a. An explanation of why the employee furlough is necessary, either in addition to, or instead of reductions in force, b. A list of all Market Range Titles that will undergo furloughs, as well as the anticipated frequency and duration of the proposed furloughs. c. Estimated furlough savings. d. A plan for implementing longer-term expenditure or revenue adjustments that will restore structural balance e. Estimated impacts on performance and results for the Activities that will be affected by the proposed furlough. 82 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process 4. Furlough budget plans will include a hiring freeze that will, over a period of no longer than two fiscal years, generate vacant positions through employee attrition that can be permanently eliminated to restore structural balance. Furlough budget plans will identify any critical positions that will be exempted from the hiring freeze, and will demonstrate how elimination of other positions that become vacant will be sufficient to offset the annualized payroll liability from the employee furlough. 5. Departments with Activities that are supported by fees may reduce or eliminate the requirement to eliminate vacant positions based on a conservative forecast of future revenue growth. 6. The Office of Management and Budget will review all proposed department employee furlough budget plans. OMB will forward its recommendations to the Board of Supervisors. 7. Upon implementation of an employee furlough, Departments will prepare and submit quarterly progress reports of savings generated by the furlough and progress toward achieving the expenditure and/or revenue goals established in the furlough budget plan. Department reports will be consolidated and presented to the Board of Supervisors by OMB. 8. As vacant positions are eliminated through the course of the fiscal year, the number of planned employee furlough days may be reduced if the ongoing savings will offset the cost, and the department is not forecast to exceed its appropriated expenditures. 9. Notwithstanding this policy, all employee furloughs must comply with applicable employee merit rules and personnel policies. 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 83 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process separate from the County. Each blended and discretely presented component unit discussed below 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. 84 Maricopa County Annual Business Strategies FY 2009-10 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 85 Maricopa County Annual Business Strategies FY 2009-10 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 86 Maricopa County Annual Business Strategies FY 2009-10 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 87 Maricopa County Annual Business Strategies FY 2009-10 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. 88 Maricopa County Annual Business Strategies FY 2009-10 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 function (operating vs. project, including capital improvement projects), 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 89 Maricopa County Annual Business Strategies FY 2009-10 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. 90 Maricopa County Annual Business Strategies FY 2009-10 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. 91 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process Fiscal Year 2009-10 Budget Process By the fall of 2008, it became apparent that the FY 2008-09 budget needed to brought back into balance in the face of the most significant revenue declines in living memory. As a result the FY 200910 budget development process was integrated with the process of developing mid-year budgetbalancing adjustments for FY 2008-09. Departments updated their strategic business plans in the summer and fall prior to budget preparation. Revenue collections were monitored closely, and the major revenues were forecasted quarterly. On November 17, 2008 the Board of Supervisors approved the Budgeting for Results Budget Balancing Guidelines (see the Attachments section). The Budget Balancing Guidelines articulated a strategy for mid-year adjustments in the FY 2008-09 budget along with direction for developing the budget for FY 2009-10. All departments were requested to prepare and submit plans to reduce expenditures and/or increase revenues by amounts up to 20% of their current budgets (less fixed mandated expenditures, such as elected officials’ salaries). Department budget-balancing plans were presented in December 2008, prior to the normal submission of budget requests for FY 2009-10. The Office of Management and Budget (OMB) reviewed departments’ budget balancing plans starting in December. Department budget targets and instructions for FY 2009-10 were subsequently developed and issued 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 mid-April. In a series of Board meetings in March and April, department budget balancing proposals and recommended FY 2009-10 budgets were presented to the Board of Supervisors for their review and approval. The decisions made by the Board in these meetings were then included in the overall FY 2009-10 Recommended Budget, which was presented to the Board of Supervisors on May 18, 2009 and was tentatively adopted the same day. Final Adoption of the budget occurred on June 22, 2009. Property Tax levies and rates were adopted on August 17, 2009. Fiscal Year 2010-11 Budget Process The FY 2010-11 budget process is anticipated to more closely follow the normal schedule. 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.). 92 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Policies and Process • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher-level management view of a collection of Activities. The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure. 93 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 94 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type FY 2009-10 ADOPTED BUDGET SPECIAL REVENUE GENERAL BEG. UNDESIGNATED FUND BAL. $ 124,932,450 $ 8,735,641 SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 487,350,934 $ TAX PENALTIES & INTEREST 15,500,000 SALES TAXES LICENSES AND PERMITS 2,210,000 GRANTS OTHER INTERGOVERNMENTAL 2,439,693 PAYMENTS IN LIEU OF TAXES 8,674,402 STATE SHARED SALES TAX 368,431,060 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 118,385,455 INTERGOV CHARGES FOR SERVICES 13,434,295 OTHER CHARGES FOR SERVICES 24,868,995 INTERNAL SERVICE CHARGES 3,494,653 PATIENT SERVICES REVENUE 7,200 19,597,179 FINES & FORFEITS INTEREST EARNINGS 12,288,000 MISCELLANEOUS REVENUE 3,338,106 GAIN ON FIXED ASSETS TRANSFERS IN 10,142,704 TOTAL OPERATING SOURCES $ 1,090,162,676 $ 109,246,467 36,289,867 126,479,253 14,959,386 84,301,634 8,185,047 75,938,507 60,229,270 1,390,074 18,101,306 11,954,593 37,715,614 250,000 174,318,247 759,359,265 $ - $ 2,698,636 64,152 1,081,585 3,844,373 $ - $ - $ - $ 9,065,698 9,065,698 $ - $ 1,500,000 26,095,834 97,024,276 124,620,110 $ NON-RECURRING GRANTS OTHER INTERGOVERNMENTAL INTERGOV CHARGES FOR SERVICES TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ $ 183,850,408 FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE - $ - $ TOTAL SOURCES $ 1,090,162,676 USES OF FUNDS OPERATING PERSONAL SERVICES $ 420,758,564 SUPPLIES 11,955,680 477,599,420 SERVICES CAPITAL 5,602,298 174,246,714 OTHER FINANCING USES TOTAL OPERATING USES $ 1,090,162,676 NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NON-RECURRING USES $ $ 10,712,074 10,712,074 $ $ 770,071,339 $ 12,910,071 $ 436,716,321 33,670,443 235,280,775 8,585,006 9,830,109 724,082,654 $ $ $ $ $ $ $ - $ - $ 3,440,934 $ 12,567,500 191,288,385 9,065,698 216,362,517 $ $ 18,709,110 (14,864,737) $ - $ 35,276,611 $ - $ 42,526,573 $ 2,936,602 95 $ $ 216,362,517 $ - $ 375,991,580 $ - TOTAL $ 10,712,074 $ - $ 1,500,000 26,095,834 106,089,974 (106,089,974) 144,397,882 $ (106,089,974) $ $ 852,477,216 $ - $ - $ 12,076,425 8,911,606 189,409,092 958,257 1,465,713 212,821,093 $ ELIMINATIONS $ 861,100,630 - $ 487,350,934 $ - $ 487,350,934 15,500,000 15,500,000 109,246,467 109,246,467 38,499,867 38,499,867 126,479,253 126,479,253 17,399,079 17,399,079 8,674,402 8,674,402 368,431,060 368,431,060 84,301,634 84,301,634 126,570,502 126,570,502 6,685,030 98,756,468 98,756,468 123,815,887 38,717,622 123,815,887 145,343,024 148,837,677 (148,837,677) 1,397,274 1,397,274 37,698,485 37,698,485 1,044,000 25,350,745 25,350,745 14,500 41,068,220 41,068,220 250,000 250,000 185,542,536 (185,542,536) 191,804,176 $ 2,045,170,490 $ (334,380,213) $ 1,710,790,277 - $ - $ TOTAL USES $ 1,274,013,084 $ 861,100,630 - $ 18,709,110 18,709,110 $ $ ENDING UNDESIGNATED FUND BAL. $ $ 2,189,568,372 796,108 379,262 84,821,067 6,673,839 35,724,286 128,394,562 STRUCTURAL BALANCE SUBTOTAL 75,848,144 191,804,176 $ 124,620,110 $ $ 1,735,767 110,000 96,706,631 23,998,020 61,299,990 183,850,408 $ 467,733,987 5,972,809 $ - $ 5,972,809 579,762 579,762 196,098,798 196,098,798 222,228,697 222,228,697 106,089,974 (106,089,974) 530,970,040 $ (106,089,974) $ 424,880,066 $ 2,576,745,573 (21,016,917) $ 52,468,674 $ (440,470,187) $ 1,749,098,185 869,551,310 $ - $ 869,551,310 54,537,729 (6,577,459) 47,960,270 902,289,287 (142,260,218) 760,029,069 33,854,671 33,854,671 185,542,536 (185,542,536) $ 2,045,775,533 $ (334,380,213) $ 1,711,395,320 - $ 90,500 2,003,600 268,453 2,362,553 $ 215,183,646 10,712,074 1,500,000 26,095,834 38,307,908 $ $ (440,470,187) $ 2,136,275,386 (605,043) $ 473,923,429 $ - $ (605,043) - $ 473,923,429 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Sources and Uses of Funds FY 2009-10 Adopted Budget Sources: $2,136,275,386 Property Taxes, Penalties & Interest 19.55% Fund Balances 33.48% Sales Taxes 4.25% State Shared Sales Taxes 14.33% Miscellaneous & Interest 2.59% Permits, Patient Revenue, Fees, Fines & Charges 11.67% Other Intergovernmental & Grants 5.93% State Shared Vehicle License Taxes 4.92% Highway User Revenues 3.28% FY 2009-10 Adopted Budget Uses: $2,136,275,386 Health, Welfare & Sanitation 23.11% Highways & Streets 8.57% Public Safety 59.66% General Government 7.90% Culture & Recreation 0.55% Education 0.21% 96 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2008-09 ADOPTED TO FY 2008-09 REVISED GENERAL SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE FY 2008-09 Adopted Budget $ 1,443,161,094 $ 946,735,459 $ 23,389,608 $ 273,253,604 $ 215,577,693 $ (643,229,865) $ 2,258,887,593 Total Adjustments $ $ $ $ FY 2008-09 Revised Budget $ 1,443,147,912 $ 989,372,058 $ 23,389,608 $ 273,598,604 $ 216,516,525 $ (609,678,169) $ 2,336,346,538 $ 1,166,652,302 $ 778,836,277 $ 23,389,608 $ - $ 212,317,693 $ (409,432,723) $ 1,771,763,157 $ $ $ $ - $ $ - - $ - $ 80,000 11,649,684 (306,080) 3,305 (306,080) $ 11,732,989 $ - $ $ $ - $ 212,256,525 $ (375,791,027) $ 1,816,770,594 (13,182) $ 42,636,599 $ - 345,000 938,832 ELIMINATIONS 33,551,696 TOTAL $ 77,458,945 OPERATING FY 2008-09 Adopted Budget Budget Balancing Adjustments: Budget Balancing Plan Administrative Reductions Budget Balancing $ - $ - $ $ $ - $ (61,168) (61,168) $ 33,838,833 61,168 33,900,001 $ 33,838,833 33,838,833 - $ (61,168) $ (255,000) $ (3,305) 33,641,696 $ (255,000) 80,000 11,649,684 (306,080) 45,007,437 Capital Improvement Program Donations Grants Intergovernmental Agreements Other Adjustments Total Adjustments $ FY 2008-09 Revised Budget $ 1,166,346,222 $ 790,569,266 $ 23,389,608 $ FY 2008-09 Adopted Budget $ 276,508,792 $ 167,899,182 $ - $ 273,253,604 $ 3,260,000 $ (233,797,142) $ FY09 Mandated State Contribution Capital Improvement Program Donations Grants Intergovernmental Agreements Major Maintenance Other Non-Recurring Total Adjustments $ $ 24,168,400 $ 150,000 5,084,166 (1,000,000) 2,501,044 $ 30,903,610 $ - $ 345,000 345,000 $ $ 1,000,000 1,000,000 $ $ 32,500 188,327 72,071 292,898 - $ (90,000) (90,000) $ 24,168,400 255,000 182,500 5,272,493 72,071 2,501,044 32,451,508 FY 2008-09 Revised Budget $ 276,801,690 $ 198,802,792 - $ 273,598,604 $ 4,260,000 $ (233,887,142) $ 519,575,944 $ $ NON-RECURRING $ 97 $ $ 487,124,436 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2008-09 REVISED TO FY 2009-10 ADOPTED FY 2008-09 Revised Budget GENERAL SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE $ 1,443,147,912 $ 989,372,058 $ 23,389,608 $ 273,598,604 $ 216,516,525 Total Adjustments FY 2009-10 Adopted Budget (169,134,828) (136,894,842) (4,680,498) (57,236,087) ELIMINATIONS TOTAL $ (609,678,169) $ 2,336,346,538 (1,332,879) 169,207,982 (200,071,152) $ 1,274,013,084 $ 852,477,216 $ 18,709,110 $ 216,362,517 $ 215,183,646 $ (440,470,187) $ 2,136,275,386 $ 1,166,346,222 $ 790,569,266 $ 23,389,608 $ - $ 212,256,525 $ (375,791,027) $ 1,816,770,594 $ $ - $ $ OPERATING FY 2008-09 Revised Budget Mandated State Health Contributions: ALTCS Contribution Arnold v. Sarn IGA AHCCCS Contribution Mandated State Health Contributions FY 09 Mandated State Contribution Other Mandated Expenditures: Elected Official Salary Increase New Justice Precincts Stormwater Enforcement Jail Excise Tax Maintenance of Effort Primary and General Elections Other Mandated Expenditures Budget Balancing Adjustments: Annualize FY 09 Budget Balancing Budget Balancing Plan Administrative Reductions Efficiency and Process Improvement Revenue Enhancements Pay Off Capital Leases and Other Debt Elim. Vacant Positions/Furloughs Service Reductions Shift Expenditures to Other Funds Reduce or Elim. Non-Mandated Services Budget Balancing $ $ 3,894,000 $ 1,790,635 (517,300) 5,167,335 $ $ 24,168,400 $ 658,413 $ 222,769 (1,178,149) 4,119,883 (6,742,544) (2,919,628) $ $ $ $ - - - $ $ $ - (61,154,859) $ (8,926,218) $ (35,837,053) (48,833,618) (5,228,579) (492,694) (34,263,071) (12,621,087) 50,000 (12,347,512) (471,979) (18,447,093) (6,502,126) (2,629,293) (1,320,223) (3,064,384) 476,469 (485,239) (173,407,083) $ (78,691,476) $ - 98 $ $ $ $ $ - - $ $ $ $ $ - - $ $ $ - $ (425,563) (251,104) (456,921) (34,001) (250,494) (181,450) (1,599,533) $ - $ 3,894,000 1,790,635 (517,300) 5,167,335 $ 24,168,400 - $ (4,119,883) (4,119,883) $ 658,413 222,769 (1,178,149) (6,742,544) (7,039,511) 27,370,834 27,370,834 $ $ $ (74,081,077) (53,725,400) (5,972,377) (47,341,079) 50,000 (12,853,492) (24,536,099) (4,130,966) (2,587,915) (485,239) (226,327,258) Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2008-09 REVISED TO FY 2008-09 ADOPTED SPECIAL REVENUE GENERAL DEBT SERVICE CAPITAL PROJECTS Program Revenue Adjustments Personnel Savings Ann. Mid-Year and Other Base Adjustments Debt Service Fund Transfers Property Tax Non-Recurring Increase Grants Intergovernmental Agreements Information Technology Major Maintenance Program Non-Recurring Expenditures Total Adjustments $ FY 2009-10 Adopted Budget $ 1,090,162,676 $ 724,082,654 $ 18,709,110 $ FY 2008-09 Revised Budget $ 276,801,690 $ 198,802,792 $ - FY09 Mandated State Contribution $ - $ (24,168,400) $ $ $ $ 42,581 23,998,020 250,000 24,290,601 $ - $ $ (450,504) $ 3,211,701 $ - $ 17,572,277 17,979,226 33,612,671 9,327,129 45,500 (4,680,498) (49,838) (1,128,887) 15,000,000 (18,339,572) (338,681) 53,267 1,511,005 3,935,000 451,000 (30,000) 651,000 (76,183,546) $ (66,486,612) $ (4,680,498) $ INTERNAL SERVICE - $ ELIMINATIONS - 3,574 2,160,527 - - 1,178,725 - - - 564,568 $ - TOTAL $ 16,981,138 - $ - $ 212,821,093 $ (334,380,213) $ 1,711,395,320 $ 273,598,604 $ 4,260,000 $ (233,887,142) $ 519,575,944 - $ - $ - $ - $ (24,168,400) $ $ - $ $ 55,253 55,253 $ $ - $ $ - $ 105,000 42,581 25,572,487 250,000 25,970,068 (130,000) $ - $ 38,926,107 $ - $ - $ 38,796,107 - 2,813,359 (98,975,553) $ (57,236,087) $ $ 6,183,841 10,264,339 9,158,935 (468,567) (491,963) (20,499,366) (1,982,037) (137,458,835) (94,695,878) - $ 216,362,517 $ (106,089,974) $ 424,880,066 $ 41,410,814 2,761,197 35,555,077 62,081,465 (4,634,998) 15,000,000 (18,339,572) (285,414) 1,511,005 4,386,000 621,000 (105,375,274) $ NON-RECURRING Budget Balancing Adjustments: Administrative Reductions Efficiency and Process Improvement Pay Off Capital Leases and Other Debt Reduce or Elim. Non-Mandated Services Budget Balancing Capital Improvement Program $ 105,000 1,519,214 1,624,214 $ Base Adjustments Fund Transfers Fed. Recovery Grants/Crim Justice Other Grants Intergovernmental Agreements Information Technology Major Maintenance Other Non-Recurring Total Adjustments $ 6,183,841 (86,713,681) (771,000) 9,158,935 (38,327) (430,240) (72,071) (419,892) (16,486,854) (4,012,512) (1,982,037) (13,930,950) (55,461,139) (92,951,282) $ (70,408,230) $ FY 2009-10 Adopted Budget $ 183,850,408 $ 128,394,562 $ 99 $ 94,935,661 (1,952,700) 32,861,507 (1,897,447) $ 127,797,168 2,362,553 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Summary of General Fund and Detention Fund Budget Reductions and Revenue Enhancements FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 010 - BOARD OF SUPERVISORS DIST 1 Reduction to Chairman's Fund Reduction of Supplies/Services Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 020 - BOARD OF SUPERVISORS DIST 2 Reduction to Chairman's Fund Reduction of Supplies/Services Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 030 - BOARD OF SUPERVISORS DIST 3 Reduction to Chairman's Fund Reduction of Supplies/Services Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 040 - BOARD OF SUPERVISORS DIST 4 Reduction to Chairman's Fund Reduction of Supplies/Services Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 050 - BOARD OF SUPERVISORS DIST 5 Reduction to Chairman's Fund Reduction of Supplies/Services Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 060 - CLERK OF THE BOARD Reduction to Offset Personnel Savings Elimination of Travel Expenses Elimination of Education and Training Expenses Reduce Vacant Deputy Clerk Position to Midpoint Move Electronic Document Management Coordinator to Non-Recurring Reduce Debt Service to Actual Reduce Overtime Eliminate Other Pay TfP Expiration Reduce Reprographics' Charges Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Total Changes 100 $ $ Revenue (4,000) (30,658) (1,189) (35,847) $ (4,000) (31,614) (233) (35,847) $ (4,000) (30,891) (956) (35,847) (4,000) (30,891) (956) (35,847) $ $ $ $ $ $ (4,000) (30,572) (1,275) (35,847) $ (15,199) (2,002) (1,834) (5,870) (42,581) (2,988) (1,061) (4,272) (648) (2,000) (2,383) (647) (81,485) $ $ $ - - - - - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 110 - ADULT PROBATION Reduce Multi-Lingual Pay Differential Reduce Communications Center - Eliminate 6.1 Vacant Positions Move Misdeameanors To Compliance Monitoring - Eliminate 20 Vacant Positions Increase Compliance Monitoring Case Ratio - Eliminate 1 Vacant Position Move Prop 200 Cases To Compliance Monitoring Reduce The Number Of Practice Shoots Per Year Reduce Intensive Probation Reduce Presentence Investigations Staffing Eliminate Use of Surveillance Officer For Intensive Probation Eliminate Use of Surveillance Officer For Work Furlough Eliminate Use of Surveillance Officer For In Custody Management Reduce Community Restitution Support Staff - Eliminate 2 Vacant Positions Reduce Staff Development And Research Staff Eliminate 17.6 Vacant Positions TFP debt Service Payoff Savings Reduction in Allocation-Out to Fee Fund Worker's Compensation and Unemployment Benefits Rightsize Personnnel Services Savings to 3.0% Printer Management Program Savings Total Changes 120 - ASSESSOR Eliminate 21 Vacant Real Property Positions Eliminate 7 Vacant GIS Positions Eliminate 1 Vacant Human Resources Position Eliminate 3 Vacant Customer Service Positions Eliminate 1 Vacant Mobile Home Position Eliminate 1 Vacant Appraiser Eliminate 1 Vacant CAMA Manager Position Pay off Capital Leases - 08 Desktop Refresh Pay off Capital Leases - 08 Laptop Refresh PEHPEP Reduction Personnel Savings to 3% Total Changes $ $ $ $ 140 - CALL CENTER Eliminate 2 Vacant Call Center Reps Reduce ISC's, General Supplies and Postage Eliminate 1 Training Specialist due to Reorganization (RIF) Eliminate 1 Call Center Rep due to Retirement Eliminate 2 Call Center Reps (RIF) Eliminate Contract Temp Service Eliminate Temporary Pay $ 101 Revenue (150,000) (241,458) (1,115,177) (795,834) (1,665,784) (10,000) (1,308,798) (125,234) (599,288) (260,661) (106,656) (74,198) (262,368) (704,860) (299,263) 1,812,946 485,355 (2,683,452) (6,407) (8,111,137) $ (1,376,960) (417,364) (52,926) (162,810) (43,770) (50,796) (118,194) (150,610) (9,651) (177,214) 66,685 (2,493,610) $ (65,474) (3,000) (46,365) (43,098) (67,042) (29,972) (11,307) $ $ - - $ - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Pay off Capital Leases - 08 Desktop Refresh Personnel Savings to 3% Total Changes $ 150 - EMERGENCY MANAGEMENT General Fund Supplies and Services Reduction Exercise Activity Cost Shift Pay off Capital Leases - 08 Desktop Refresh Total Changes $ $ 160 - CLERK OF THE SUPERIOR COURT Eliminate 6.5 Admin Positions, Other Pay & Other Pers. Serv. (partial) Eliminate 50.5 Positions & Non-Pers. Serv. due to Efficiencies (partial) Delete Other Pay & O ther Personnel Services (annualization) Eliminate 1.0 Vacant Temp Intern & Reduce by half a Temp I.T. Prog. Eliminate 5.0 FTE Vacant Positions Eliminate 37.5 FTE Vacant JS Clerks due to Efficiencies (annualization) Eliminate 1.0 FTE Vacant JS Clerk Supv due to Efficiencies Eliminate 13.0 FTE Vacant Ct-Room Cler ks due to Efficiencies (annualization) Reduce Mailed Minute Entries Reduce Supplies, Services & Capital Equipment (annualization) Shift Supplies & Services to Electronic Doc Mngt Fund (274) Allocate Associated I. T. Expenses to Electronic Doc Mngt Fund (274) Assess a $26 Fee to Establish & Maintain Fee-Deferral Accounts Increase Court Fees by 44% (A.R.S. 12-284) as of 9-26-08 TFP Debt Service Payoff Savings Rightsize Personal Services Savings to 3.0% Risk Management Charge Savings Total Changes 180 - FINANCE Reorganization Reduce Collections Staff and Reduce Revenues Elimination of Real Estate Temporary Staff Eliminate Accounting Specialist Eliminate Financial Business Analyst-County Eliminate Vacant Collections Staff and Reduce Revenues Eliminate Vacant EDM Supervisor Eliminate Vacant Office Assistant Eliminate Vacant Accounting Specialist Pay Off Capital Lease - 08 Desktop Refresh Reallocate Report Web Maintenance to the Office of Enterprise Technology Increase IDA Revenue in Financial Services 102 $ $ $ (49,039) 6,659 (308,638) Revenue $ (46,999) (13,156) (960) (61,115) $ (264,686) (656,414) (32,600) (23,064) (216,901) (1,203,144) (54,382) (382,241) (123,000) (5,628) (39,150) (250,000) (325,573) (1,077,857) (50,744) (4,705,384) $ (135,388) (97,975) (50,565) (43,602) (64,215) (97,608) (69,283) (39,929) (48,571) (20,721) (14,500) - $ $ $ - - 226,200 970,728 1,196,928 22,829 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Reduce Collections Activity Revenue Reduce Real Estate Activity Revenue Total Changes $ 190 - COUNTY ATTORNEY Eliminate Attorney Positions in Post Disposition Therapeutic Court Eliminate Regular Vacant Positions Eliminate Temporary Vacant Positions Eliminate Positions Vacated Through Retirement Shift personnel costs to Diversion Fund Shift personnel costs to Fill-the-Gap Fund Shift personnel costs to Criminal Justice Enhancement Fund TFP debt service payoff Reduction in expenditures in accordance with Board policies Right-size revenue from discovery Rightsize Personnel Savings to 3% Print management program copier savings Risk Management savings Total Changes 200 - COUNTY MANAGER Reduction in Supplies & Services Eliminate Urban Fellow Funding Eliminate Vacant Intern Position Eliminate Vacant Communications Officer Supervisor Eliminate Vacant Communications Director Create Communications Manager & Press Secretary Delete Vacant ( .50 FTE) Admin/Operations Specialist Eliminate 2 Vacant Positions in Justice System Planning and Infor mation Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - Studio Equipment Increased Revenue for Public Records Requests in the Media Production Activity Total Changes 210 - ELECTIONS Reduction for Election Cycle Eliminate Seminar Trainings Reduce Discretionary Costs Reduce Warehouse Supplies Eliminate Election Troubleshooter Funding Reduce Promotional Materials Reduce Campaign Filings/Campaign Finance Materials Reduce the number of Polling Sites $ $ (289,420) (2,299,502) (2,270,074) (779,094) (100,000) (150,000) (110,000) (446,345) (3,337,441) (481,840) (79,270) (68,538) $ (10,411,524) $ $ $ $ $ 103 (682,357) Revenue (35,674) (31,500) (19,106) (55,094) (79,410) 182,719 (40,151) (6,914) (7,768) (15,102) (108,000) (2,694,457) (17,000) (22,810) (270,410) (67,017) (4,500) (12,700) (34,600) $ $ $ (298,297) (169,899) (445,367) (27,400) (27,400) 600 600 (2,301,485) - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Eliminate 1 Voter Registration Scanner Eliminate 2 Early Voting Positions Eliminate 1 Voter Registration Position Eliminate Voter Registration Supplies/Services Costs Pay off Capital Leases - Elections' Voting Equipment Total Changes $ 220 - HUMAN SERVICES Olive Branch Pass-through Reduction Community Action Agency Pass-through Reduction Special Transportation Services Reduction Senior Adult Independent Living Reduction CASS Emergency Homeless Shelter Nights Reduction EASE Case Management Services Shifted to Grant Fund Total Changes $ $ 230 - INTERNAL AUDIT Eliminate 1 Internal Auditor position and supplies in the High Risk Audits Activity Eliminate 1 Internal Auditor position and supplies in the High Risk Audits Activity Reduce Services budget for Consulting in the High Risk Audits Activity Eliminate 1 Vacant Internal Auditor position and supplies in High Risk Audits Activity Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Adjust debt service according to TFP schedule Total Changes 240 - JUSTICE COURTS Increase Personnel Services Allocation-Out Increase Collections Increase Collections for FARE Program Right-size Personnel Savings Reduction In Lease Payment Reduce Risk Management Charges Total Changes $ $ $ $ 250 - CONSTABLES TFP debt service payoff Reduce personnel costs due to shift to stepped salary schedule (FY09/10) Addition of document preparation fee Right-size service of process revenue Risk Management savings Telecom savings Total Changes 104 $ $ (64,142) (117,795) (62,131) (534,716) (1,357,710) (5,259,988) Revenue $ (10,000) (62,954) (282,000) (17,686) (112,599) (18,164) (503,403) $ (83,149) (70,711) (20,000) (106,605) (6,676) (2,020) (2,000) (291,161) $ (430,022) (1,449,730) (30,000) (39,196) (1,948,948) $ (7,541) (31,002) (595) (13,079) (52,217) $ $ $ $ $ (2,301,485) - - 2,779,094 597,316 3,376,410 174,632 (379,076) (204,444) Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 260 - CORRECTIONAL HEALTH Reduce travel Reduce Power Squad Miscellaneous Personnel Cuts Reduce Unemployment and Worker 's Comp. Charges to Actual Total Changes 270 - JUVENILE PROBATION Eliminate 29 Vacant Position Reduce Multi-Lingual Pay Differential Reduce Executive Support Staff - 1 Filled (RIF) Position Eliminate Finance Clerk - 1 Filled (RIF) Position Reduce Juvenile Intensive Probation (JIPS) - 4 Filled (RIF) Positions Restructure Low risk Supervision - 14 Filled (RIF) Positions Eliminate Truancy and Deliquency Prevention Program Reduce Early Intervention Program - 2 Filled (RIF) Positions TFP Debt Service Payoff Savings Reduce Allocation to Fee Fund Rightsize departmental indir ect cost allocation to the Detention Fund Reduce Worker's Compensation and Unemployment Benefits Total Changes 290 - MEDICAL EXAMINER Eliminate 1 Vacant Chief Medicolegal Death Investigator Position Eliminate 1 Vacant Histotechnologist Position Eliminate 1 Vacant Case Information Specialist Position Eliminate 1 Vacant Forensic Technician Position Eliminate 1 Vacant Office Assistant Position Eliminate 1 Vacant Medicolegal Death Investigator Position Reduction in Travel Expenses Reduction in Training & Education Eliminate 1 Administrative Assistant Position Reduce Procurement Specialist Position to .50 FTE Eliminate 3 Temporary Part-Time Forensic Assistant Positions Eliminate 2 Medical Examiner Positions Eliminate 1 Office Assistant Position Eliminate 1 Medicolegal Death Investigator Position Eliminate 2 Forensic Technician Positions Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Pay Off Capital Lease - Lab Equipment Eliminate Transfer Out to Non Departmental Debt Fund (320) for Capital Lease Total Changes 105 $ $ $ $ $ $ Revenue (5,000) (120,490) (313,532) (4,340) (443,362) $ (1,785,534) (31,500) (50,040) (45,249) (234,861) (857,094) (156,000) (127,239) (81,037) 492,000 375,730 (63,476) (2,564,300) $ (136,885) (41,164) (39,304) (41,615) (40,516) (45,694) (13,250) (13,250) (58,963) (35,577) (20,655) (350,134) (40,516) (45,694) (83,230) (27,076) (640) (27,943) (16,478) (1,078,584) $ $ $ $ - - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 300 - PARKS & RECREATION Allocate 2 Maricopa Trail Positions to Capital Project Fund Transfer PIO Position to Enhancement Fund Transfer Trail Technician to Enhancement Fund Transfer San Tan Park Supervisor to Enhancement Transfer Usery Park Supervisor to Enhancement Fund Transfer White Tank Par k Supervisor to Enhancement Fund Transfer Cave Creek Park Supervisor to Enhancement Fund Transfer McDowell Park Supervisor to Enhancement Fund Transfer Estrella Park Supervisor to Enhancement Fund Transfer East Side Superintendent to Enhancement Transfer West Side Superintendent to Enhancement Fund Transfer Service Expenses to Enhancement Fund Pay off Capital Leases - 08 Desktop Refresh Personnel Savings to 3% Total Changes 310 - WORKFORCE MGT & DEVELOPMENT Administrative Services Program Personnel Savings Employment Services Employee Development Payroll and Records Management Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Increase Garnishment/Child Support Revenues Reduce Record Copy Revenue Total Changes $ $ $ $ 340 - PUBLIC FIDUCIARY Several Salar y Rate Changes (partial) Eliminate 2.9 FTE Vacant Positions Change Vacant Est Admn to Guard Admn - Fill at Min Start Rate ( annualization) Fill Vacant Est Admn Supv. at slightly above Min. Starting Rate (annualization) Rightsize a 0.6 FTE Guardian Admin to 0.4875 FTE Fill Vacant Operations/Program Supervisor at Min. Start Rate Reduce Vacant Guard. Estate Admin from 1.0 to 0.8 FTE - Fill at Min Start Rate Delete Vacated Position Promoted to above Estate Admin Supv (annualization) Reduce Burial Services Expenditures Allocate Personnel Costs to Office of Enterprise Tech for I.T. Support Rightsize Salary/Benefit Savings Rate from 4.34% to 3.93% Increased Fees TFP Debt Service Payoff Savings Risk Management Charge Savings Total Changes 106 $ $ (147,181) (79,434) (42,539) (47,152) (61,561) (64,104) (54,519) (71,439) (54,519) (59,895) (38,775) (33,203) (18,106) 21,634 (750,793) (152,297) (204,611) (36,940) (75,572) (75,795) (23,329) (1,921) (570,465) (24,598) (89,067) (5,026) (8,437) (7,344) (12,470) (35,481) (52,007) (8,386) 39,826 11,176 (15,050) (4,505) (211,369) Revenue $ $ $ $ $ $ - 11,900 (100) 11,800 101,152 101,152 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 360 - RECORDER Eliminate 4 Document Operations Positions Eliminate 1 Micrographics Positions Eliminate 2 Public Assistance Positions Personnel Savings to 3% Revenue Reduction based on 80,000 Recordings Total Changes $ $ 370 - SUPERINTENDENT OF SCHOOLS Transfer One Position to Fund 795 (PCN 62545) Transfer One Position to Fund 795 (PCN 1801) Reallocate Indirect Costs to Fund 795 Pay off Capital Leases - 08 Desktop Refresh Pay off Capital Leases - 08 Laptop Refresh Additional Funding for Deputy Superintendent Position Personnel Savings to 3% Total Changes $ $ 410 - ENTERPRISE TECHNOLOGY Reduce Desktop Support Software Reduction in Other Services Eliminate 4 Vacant Business Applications Positions Eliminate 2 Vacant Data Center Positions Eliminate 2 Vacant Desktop Support Positions Eliminate 3 Vacant Enterprise Programming Positions Eliminate 1 Vacant Help Desk Position Eliminate 1 Vacant Value Added Network Position Eliminate 1 Vacant Executive Management Position Allocate 50% of Department Administration Costs to Telecommunications Pay off Capital Leases - 08 Desktop Refresh Pay off Capital Leases - 08 Laptop Refresh Personnel Savings to 3% Reallocation of CAMA Budget to Non-Departmental Public Health IT Synergy Savings PeopleSoft - HST Analyst Business Application Development Personnel Support Reduction for PeopleSoft Stabilization (FY07 Addition) General Ledger - Info Crossing Reallocation of General Ledger - Advantage Maintenance to Non-Departmental Reallocation of ReportWeb Maintenance from Finance Total Changes 107 $ $ (317,393) (72,098) (106,238) 14,872 (480,857) (47,488) (62,330) (245,493) (15,082) (1,911) 14,000 1,886 (356,418) (11,300) (41,000) (411,975) (166,401) (123,264) (355,964) (61,644) (143,425) (51,239) (428,809) (37,767) (12,596) 39,417 (720,693) (192,185) (116,214) 116,214 (39,000) (395,092) (153,798) 14,500 (3,292,235) Revenue $ $ $ $ $ $ (1,852,153) (1,852,153) - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 430 - TREASURER Termination of Magnolia Lease ADT Security Payment & APS electric bill Eliminate Funding for GFOA Membership Eliminate Funding for AZ Capitol Times Subscription Reduce General Office Supplies Discontinue all Travel Reduce Temporary Pay Other Salary Reductions Eliminate 1 Vacant Accounting Specialist (PCN 2138) Eliminate 1 Vacant Office Assistant (PCN 15096) Eliminate 1 Vacant Client Services Representative (PCN 62589) Eliminate 1 Vacant Corporate Services Specialist (PCN 2103) Eliminate 1 Vacant Division Super visor- Technical (PCN 15109) Personnel Savings to 3% Eliminate 1 Chief Auditor (PCN 61638) Create 1 Finance Supervisor - County Eliminate 1 Office Assistant Specialized - Retirement (PCN 15106) Market Study for Portfolio Manager (10%) Eliminate 1 Accountant - Retirement (PCN 15092) Create 1 Finance/Business Analyst - County Temporary Pay for Office Assistant Specialized Total Changes 460 - RESEARCH & REPORTING Pay Off Capital Lease - 08 Desktop Refresh Increase surveys conducted in Outside Agencies Contracted Services Activity Adjust Personal Services for over budgeted benefits Adjust discretionar y spending for telecommunications char ges Total Changes 490 - OFFICE OF MANAGEMENT & BUDGET Reduce OMB Publications and Other Supplies and Services Eliminate Vacant Positions and Consolidate Functions Eliminate Part-Time Contract positions Right-size MFRIS Operations and Support Pay Off Capital Leases and Other Debt Total Changes 500 - SHERIFF Eliminate vacant civilian positions Eliminate vacant deputy sheriff positions Eliminate four sworn captain positions $ $ $ $ $ $ $ 108 Revenue (40,260) (1,932) (649) (99) (15,000) (3,560) (54,019) (188,900) (41,055) (33,255) (33,255) (38,976) (63,640) 6,305 (97,022) 107,881 (53,353) 9,563 (73,246) 79,286 14,601 (520,585) $ (2,596) 50,000 (1,762) (1,000) 44,642 $ $ (148,398) (244,357) (50,838) (150,000) (11,414) (605,007) $ (1,370,841) (955,455) (626,316) $ $ - 119,729 119,729 - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures TFP debt service payoff Eliminate temporary positions Reduce shift differential rate Elimination of Future Vacancies, RIFs, or Furloughs Reduce budget for supplies Eliminate uniform allowances Reduce aviation costs Reduce ammunition costs Discontinue payment of leased vehicles from the General Fund Reduce fuel budget for discontinuation of leased vehicles Reduce education and travel budgets Reduce technology repairs and maintenance Eliminate Sheriff Fund Transfer to Debt Ser vice Fund Adjustment of General Fund-Detention Fund splits Reduction in IG A revenues due to reduced personnel costs Right-size Social Security Incentive revenue Print management program copier savings Risk Management savings Service reduction of 3.0 FTE deputies for Spur Cross Reduce allocation out to Parks Department for Spur Cross Total Changes 520-570 - INDIG ENT REPRESENTATION SYSTEM Consolidate IRS Process Serving within Public Defender Office Increase Legal Advocate Dependency Attorney Caseload by 24% Use Spanish-Speaking Attys & In-House Interpreters Rather than Contracted Increase Public Defender Atty Supv Caseload & Reduce Contract Atty Costs Re-Assign Early Disposition Ct Assignments to Temp Attys Reduce 2 Public Defender Investigators to Client Services Assts Centralize Transcription, Exhibit Prep & Large Copying Jobs throughout IRS Reduce Contract Payments by 6.0% Furlough Savings - Five Days ($195,722 per day) Eliminate 13.0 FTE Regular & 2.45 FTE Temp Vacant IRS Positions Account for 5.0 Temp & a 0.5 Regular Positions Incactivated throughout Year TFP Debt Service Payoff Savings Risk Management Charge Savings Printer Management Program Savings Rightsize Personal Services Savings to 3.0% Total Changes 730 - MATERIALS MANAGEMENT Records Management Restructure Vacant Technology Position P-Card Incentive Revenue (1,571,429) (785,758) (100,000) (3,484,941) (249,000) (400,000) (100,000) (500,000) (410,641) (39,809) (98,279) (500,000) (49,838) (799,701) (39,658) (229,304) (180,252) 180,252 $ (12,310,970) $ $ (73,540) (750,000) (165,000) (200,000) (115,000) (53,000) (13,879) (1,300,000) (978,610) (816,643) (207,399) (267,912) (34,484) (30,216) (581,302) (5,586,985) $ (61,095) (84,522) - $ $ $ 109 Revenue $ (470,013) (500,000) (970,013) - 70,000 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Absorb Fund 673 Administrative Allocation Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh P-Card Rebate Enhancement Contract Administr ation Fee Revenue Reduction to Other Pay Reduce Debt Service to accurately reflect historical information Public Works Assistant County Manager Allocation Total Changes 790 - ANIMAL CARE & CONTROL Eliminate Low Priority Area Checks Total Changes 800 - SUPERIOR COURT Reduce Juror Mileage Reimbursement Downsize Court Administration and Court Technology Eliminate Multi-Lingual Pay Differential Eliminate Alternative Dispute Resolution (ADR) Unit Privatize Part of Conciliation Services Reduce Case Management Support - Eliminate 30 Vacant Positions Reduce Court Reporters - Eliminate 2 Vacant & 8 Filled (RIF) Positions Eliminate Night Courts - Eliminate 1 Vacant & 3 Filled (RIF) Positions Reduce Self-Ser vices and Law Library Services TFP Debt Service Payoff Savings Increase Personnel Allocation-Out Right-size Revenue Collections Printer Management Program Savings Reduce Glendale RCC/EDC Lease Cost Total Changes 860 - PUBLIC HEALTH Reduce Risk Manager Position to .50 FTE Eliminate Family Planning Clinic Rent Reduction Eliminate 1 PIO Assistant Position Reduce Funding to OET TB Program Revision and Reduction Decrease in SAFER Program Funding Eliminate 1 Vacant Disease Control Dir ector/Physician Position Pay off Capital Leases - 08 Desktop Refresh Shift Community Health Nursing/Child Immunization Program to Federal Grant Decrease in Refugee Program Funding 110 Revenue $ 22,163 (9,643) (2,561) (63,198) (436) 12,614 (186,678) $ $ $ (65,016) (65,016) $ $ $ (450,000) (2,928,915) (153,011) (321,492) (1,103,622) (1,500,000) (793,762) (164,303) (609,272) (346,126) (420,504) (4,506) (337,220) (9,132,733) $ $ $ (58,962) (204,057) (200,201) (82,583) (124,627) (862,992) (12,000) (105,000) (242) (287,135) (13,100) $ $ 110,849 60,000 240,849 - (420,504) (420,504) - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 General Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Dental Sealant funding shift to Ryan White Dental Insurance Grant Family Health Partnerships funding shift to Ryan White Dental Insurance grant Family Health Partnerships funding shift to Newborn Intensive Care grant Supplemental Nutrition Assistance funding shift to Women, Infants & Childr en grant Total Changes 880 - ENVIRONMENTAL SERVICES Capital Allocation Reduction Enforcement Operational Costs Reduction RDSA Allocation Reduction Vector Control Other Per sonnel Services & Services (right-size) Stormwater Legal Costs Reduction Reduction in ESD Administrative Allocation Eliminate 2 Vacant Vector Control Field Positions Eliminate 1 Vacant Vector Control Administrative Position Eliminate 1 Vacant Enforcement Specialist Move Public Information Aide to Env Serv Fee Fund (506) Pay off Capital Leases - 08 Desktop Refresh Personnel Savings to 3% RDSA IT Allocation Restatement of Stormwater Funding (C-88-09-005-2-00) Total Changes $ $ $ (9,712) (37,782) (33,437) (23,250) (2,055,080) Revenue $ (48) (12,141) (7,581) (95,820) (68,200) (43,629) (108,472) (42,424) (66,024) (46,447) (5,109) 7,901 98,248 (189,034) (578,780) $ $ $ - - 910 - FACILITIES MANAGEMENT Modify HVAC Filter Replacement Schedules Eliminate 2 Vacant Positions in Protective Services Eliminate 2 Vacant Positions in Capital Facilities Development Risk Management Reduced Charges Reduced Supplies/Services ACMO Budget Reduction Eliminate 5 Vacant Security Officers - Protective Services Eliminate 1 Vacant Project Manager - CFD Eliminate 1 Vacant Planning Manager (Retirement) - CFD Eliminate 1 Vacant Accountant Eliminate 1 Vacant Energy Conservation Engineer - CFD Eliminate 1 Vacant Office Assistant - CFD Eliminate 1 Vacant Executive Assistant Eliminate 1 Vacant Electrician - O&M Eliminate 3 Vacant Trades Specialist - (Technical, HVAC, Trades) Allocate Funding for 2 Project Managers to Major Maintenance Allocate Funding for 4 Planners to Major Maintenance Allocate Funding for 1 Engineering Aide to Major Maintenance 08-DRP Loan Personnel Savings to 3% Position Reclassifications Reduce Licensing Revenue Total Changes $ (32,000) (26,692) (42,139) (75,034) (182,163) (21,292) (182,527) (107,811) (106,808) (55,227) (97,857) (40,594) (65,348) (75,567) (177,674) (166,692) (322,582) (65,688) (25,193) 45,996 16,749 (1,806,143) $ (12,843) (12,843) TOTAL GENERAL FUND DEPARTMENTAL CHANGES $ (77,603,736) $ (1,186,741) 111 $ Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 Detention Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures 200 - COUNTY MANAGER Reduce Number of IBM Software Licenses Eliminate Support Contract for Smart Warrants by Rewriting In-House Eliminate Adobe Form Server License Maintenance Discontinue Hardware Support for IBM SML Appliances Cancel Purchase of 10 Gig Networking Reduce Software (Office and Tools) to Current Employee Levels Total Changes 260 - CORRECTIONAL HEALTH Advertising Costs Reduce Supply Expense Delete Grow Your Own Progr am Temporary Pay and Salary Transfer In/Out Reduce Travel/Education by 50% Delete Loan Repayment Program Close Clinic Hours: 4th O P change to 5a-12a Close Clinic Hours: Towers change to 5a-12a Close Clinic hour s: Durango change to 5a-12a Close Clinic Hours: LBJ OP change to 5a-12a Close Clinic Hours: Estrella OP change to 5a-12a Close Clinic Hours: Tents change from 5a-12a Reduce Dental by 20% Reduce Ultrasound Utilization Reduce Clinical O vertime Reduce Non-Clinical Overtime Reduce Services Allocation in From RTC/MH Contract Change Pay Differential Practice on RN/LPN/HUC Decrease Volume of ER Runs 15% More Aggressive Utilization Management of Referrals Reorganization in Inpatient Mental Health Activity Reorganization in Outpatient Pr ogram Miscellaneous Personnel Cuts Reduce Registry Increase Vacancy Savings Factor Reduce Radiology 0.5 FTE Delete refunded "frozen" positions Pay Off Capital Lease - 08 Desktop Refresh Total Changes $ $ $ $ 270 - JUVENILE PROBATION Eliminate 32 Vacant Position (partial) Eliminate 1 Filled (RIF) Staff Development Position Eliminate 1 Filled (RIF) Detention Supervisor Position Reduce Multi-Lingual Pay Differential $ 112 (70,157) (50,000) (25,355) (13,159) (56,677) (21,600) (236,948) Revenue $ $ (6,029) (24,405) (66,000) (90,000) (9,163) (239,000) (320,086) (88,775) (283,329) (176,386) (235,286) (41,419) (94,712) (15,088) (212,224) (25,847) (60,420) (294,218) (114,000) (228,790) (99,533) (25,191) (699,143) (1,062,303) (812,006) (20,800) (573,233) (4,080) (5,921,466) $ (1,682,338) (63,619) (62,945) (102,751) $ $ - - - Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules FY 2009-10 Detention Fund Adopted Departmental Expenditure Reductions/Revenue Enhancements Expenditures Close 1 Secure Care Unit - 15 Vacant Positions Eliminate Tr uancy and Deliquency Prevention Progr am Restructure Detention Alternative Program Eliminate 3 Filled (RIF) Rightsize Personnnel Services Savings to 3.0% Rightsize departmental indirect cost allocation from the General Fund Worker's Compensation and Unemployment Benefits Total Changes 500 - SHERIFF Eliminate vacant civilian positions Eliminate vacant lieutenant/captain/sergeant positions (retirements) Eliminate temporary positions Reduce shift differential rate Eliminate uniform allowances Reduce education and travel budgets Shift from Retherm system to heat and serve food distribution Convert DO and sergeant positions to food service workers (through attrition) Convert DO positions to general laborer (through attrition) TFP debt service payoff Revenue Enhancements Rightsize Personnel Savings to 3% Adjustment of General Fund-Detention Fund splits Print management program copier savings Risk Management savings Service reduction of 2.0 FTE detention officers for the Power Squad Reduce allocation out to Correctional Health for the Power Squad Total Changes $ $ $ (1,024,079) (78,364) (190,567) (106,680) (375,730) (2,736) (3,689,809) (2,795,771) (304,016) (282,180) (452,920) (686,000) (500,000) (925,997) (332,500) (70,000) (467,528) (770,334) 799,701 (41,608) (2,363,981) (120,490) 120,490 (9,193,134) 910 - FACILITIES MANAGEMENT Eliminate 1 Vacant Engineering Aide - O&M Eliminate 1 Vacant Secur ity Officer - Protective Services Total Changes $ (52,983) (44,886) (97,869) TOTAL DETENTION FUND DEPARTMENTAL CHANGES $ (19,139,226) 113 $ Revenue $ - $ 5,623,740 $ 5,623,740 $ $ - $ 5,623,740 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2007-08 ACTUAL ALL FUNDS JUDICIAL BRANCH 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2008-09 ADOPTED $ SUBTOTAL $ 16,363,853 22,470,467 8,595,011 14,891,130 62,320,461 ELECTED OFFICIAL 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 SUBTOTAL $ 199,809 19,167,384 13,827,630 3,910,489 1,603,775 4,543,759 14,409,966 1,888,191 3,955 70,705,775 130,260,733 $ $ $ FY 2008-09 REVISED 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 $ 19,201,843 22,028,581 13,192,751 16,833,998 71,257,173 $ 150,000 19,693,644 16,511,977 3,317,695 1,881,327 3,093,654 12,883,887 2,840,677 804,000 64,233,614 125,410,475 $ $ $ FY 2008-09 FORECAST $ $ FY 2009-10 ADOPTED 16,784,431 23,579,780 9,719,243 15,855,824 65,939,278 $ 97,472 20,706,811 15,210,199 4,449,208 1,703,114 3,969,473 11,160,743 2,043,995 1,849 64,400,415 123,743,279 $ $ $ 18,593,259 26,263,717 9,687,343 16,834,003 71,378,322 $ (608,584) 4,235,136 (3,505,408) 5 121,149 -3.2% 19.2% -26.6% 0.0% 0.2% 150,000 $ 21,700,486 16,035,334 1,071,210 1,638,556 919,121 10,544,600 3,144,795 308,341 67,755,178 123,267,621 $ 2,006,842 (476,643) (2,246,485) (242,771) (2,174,533) (2,339,287) 304,118 (495,659) 3,521,564 (2,142,854) 0.0% 10.2% -2.9% -67.7% -12.9% -70.3% -18.2% 10.7% -61.6% 5.5% -1.7% APPOINTED DEPARTMENT 150 - EMERGENCY MANAGEMENT $ 911,556 $ 1,159,532 $ 1,234,650 $ 1,324,747 $ 1,332,467 180 - FINANCE 1,150,792 1,609,843 1,609,843 1,124,242 1,057,199 200 - COUNTY MANAGER 589,174 75,500 490,500 480,615 9,160,035 220 - HUMAN SERVICES 46,995,563 54,652,376 66,259,263 52,534,979 62,527,574 230 - INTERNAL AUDIT 1,993 260 - CORRECTIONAL HEALTH 522,357 39,318 39,318 39,085 49,318 290 - MEDICAL EXAMINER 392,565 302,768 414,783 378,142 521,383 300 - PARKS AND RECREATION 5,862,772 8,460,659 8,939,390 8,469,754 5,717,324 57,422 44,700 44,700 48,757 56,500 310 - WORKFORCE MGT AND DEVELOPMEN 330 - GENERAL LITIGATION 3,014,022 340 - PUBLIC FIDUCIARY 790,035 918,848 918,848 1,012,454 1,020,000 350 - EMPLOYEE BENEFITS 125,407,210 144,601,554 144,601,554 132,973,993 131,222,607 390 - HEALTH CARE PROGRAMS 7,422,229 7,609,122 7,609,122 5,252,930 5,933,909 410 - ENTERPRISE TECHNOLOGY 20,657,676 16,557,997 16,557,997 20,377,499 15,920,669 440 - PLANNING AND DEVELOPMENT 11,540,965 13,674,233 13,677,538 5,874,079 6,780,564 460 - RESEARCH AND REPORTING 50,000 69,729 119,729 470 - NON DEPARTMENTAL 1,521,967,075 1,656,779,912 1,634,962,936 1,540,155,689 1,409,187,433 520 - PUBLIC DEFENDER 2,509,618 2,656,341 2,656,341 2,569,121 2,318,864 540 - LEGAL DEFENDER 113,171 136,894 136,894 124,031 113,255 550 - LEGAL ADVOCATE 27,601 32,500 32,500 15,417 27,349 560 - CONTRACT COUNSEL 72,738 100,000 100,000 100,000 730 - MATERIALS MANAGEMENT 1,488,950 1,213,885 1,213,885 1,325,868 1,462,560 13,883,815 740 - EQUIPMENT SERVICES 17,357,051 15,519,000 15,457,832 16,818,087 750 - RISK MANAGEMENT 40,623,935 36,172,043 36,172,043 36,172,043 29,772,374 790 - ANIMAL CARE AND CONTROL 13,302,097 12,266,834 12,398,118 13,952,898 15,517,874 850 - AIR QUALITY 17,946,893 23,464,120 22,564,275 19,161,047 20,193,157 860 - PUBLIC HEALTH 34,565,381 42,781,456 41,806,959 33,755,710 36,092,017 880 - ENVIRONMENTAL SERVICES 19,619,052 20,570,464 20,570,464 19,606,334 19,049,947 910 - PUBLIC WORKS 157,167,647 189,913,069 191,425,748 160,641,820 167,154,665 SUBTOTAL $ 2,049,113,518 $ 2,251,312,968 $ 2,241,895,501 $ 2,074,259,070 $ 1,959,306,610 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ (428,590,787) $ (428,590,787) $ $ 1,813,103,925 (568,416,251) $ (568,416,251) $ $ 1,876,342,004 (546,098,262) $ (546,098,262) $ $ 1,892,464,887 114 (541,756,198) $ (541,756,198) $ $ 1,722,185,429 ADOPTED VS REVISED VARIANCE % $ $ $ (404,854,368) $ (404,854,368) $ $ 1,749,098,185 $ 97,817 7.9% (552,644) -34.3% 8,669,535 1767.5% (3,731,689) -5.6% 10,000 25.4% 106,600 25.7% (3,222,066) -36.0% 11,800 26.4% 3,014,022 101,152 11.0% (13,378,947) -9.3% (1,675,213) -22.0% (637,328) -3.8% (6,896,974) -50.4% 119,729 (225,775,503) -13.8% (337,477) -12.7% (23,639) -17.3% (5,151) -15.8% 0.0% 248,675 20.5% (1,574,017) -10.2% (6,399,669) -17.7% 3,119,756 25.2% (2,371,118) -10.5% (5,714,942) -13.7% (1,520,517) -7.4% (24,271,083) -12.7% (282,588,891) -12.6% 141,243,894 141,243,894 -25.9% -25.9% (143,366,702) -7.6% Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2007-08 ACTUAL GENERAL FUND JUDICIAL BRANCH 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ 17,483,212 38,584 1,466,693 18,988,489 ELECTED OFFICIAL 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 SUBTOTAL $ 199,809 10,559,781 66,412 3,906,227 1,603,775 4,543,759 9,541,840 244,473 3,955 13,307,781 43,977,812 APPOINTED DEPARTMENT 180 - FINANCE $ 1,150,792 200 - COUNTY MANAGER 230 - INTERNAL AUDIT 1,993 260 - CORRECTIONAL HEALTH 156,525 290 - MEDICAL EXAMINER 290,594 310 - WORKFORCE MGT AND DEVELOPMEN 57,422 330 - GENERAL LITIGATION 340 - PUBLIC FIDUCIARY 790,035 390 - HEALTH CARE PROGRAMS 9,237 460 - RESEARCH AND REPORTING 50,000 470 - NON DEPARTMENTAL 1,084,172,997 520 - PUBLIC DEFENDER 134,421 540 - LEGAL DEFENDER 700 550 - LEGAL ADVOCATE 18,277 560 - CONTRACT COUNSEL 72,738 730 - MATERIALS MANAGEMENT 574,339 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS 677,381 SUBTOTAL $ 1,088,157,451 MARICOPA COUNTY $ 1,151,123,752 FY 2008-09 ADOPTED $ $ $ 16,763,590 29,000 2,803,584 19,596,174 FY 2008-09 REVISED $ $ 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 $ 1,609,843 500 302,768 44,700 918,848 14,400 1,103,487,668 67,000 2,100 20,000 100,000 217,000 1,000 617,670 $ 1,107,403,497 $ $ 1,168,533,450 $ $ 16,763,590 29,000 2,803,584 19,596,174 FY 2008-09 FORECAST $ $ 150,000 11,009,272 51,700 3,317,695 1,881,327 3,093,654 8,454,753 828,091 4,000 12,771,808 41,562,300 $ 1,609,843 500 302,768 44,700 918,848 14,400 1,103,670,168 67,000 2,100 20,000 100,000 217,000 1,000 617,670 $ 1,107,585,997 $ $ 1,168,744,471 $ 115 18,155,274 57,744 1,665,674 19,878,692 FY 2009-10 ADOPTED $ $ 97,472 11,219,177 32,008 4,452,719 1,703,114 3,969,473 7,099,462 606,549 1,849 12,972,440 42,154,263 $ 1,124,242 2,148 283,230 48,757 1,012,454 17,530 69,729 1,031,858,245 78,400 2,917 456,768 960 550 604,653 $ 1,035,560,583 $ $ 1,097,593,538 $ 20,140,000 29,000 2,383,080 22,552,080 ADOPTED VS REVISED VARIANCE % $ 150,000 12,206,200 24,300 1,016,210 1,638,556 919,121 6,602,600 828,091 4,000 11,391,043 34,780,121 $ 1,057,199 1,100 302,768 56,500 3,014,022 1,020,000 7,200 119,729 1,025,999,181 67,000 2,100 20,000 100,000 457,849 1,000 604,827 $ 1,032,830,475 $ $ 1,090,162,676 $ 3,376,410 20.1% 0.0% (420,504) -15.0% 2,955,906 15.1% 1,196,928 (27,400) (2,301,485) (242,771) (2,174,533) (1,852,153) (1,380,765) (6,782,179) 0.0% 10.9% -53.0% -69.4% -12.9% -70.3% -21.9% 0.0% 0.0% -10.8% -16.3% -34.3% 120.0% $ (552,644) 600 11,800 3,014,022 101,152 (7,200) 119,729 (77,670,987) 240,849 (12,843) (74,755,522) $ (78,581,795) $ 0.0% 26.4% 11.0% -50.0% -7.0% 0.0% 0.0% 0.0% 0.0% 111.0% 0.0% -2.1% -6.7% -6.7% Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2007-08 ACTUAL SPECIAL REVENUE FUND JUDICIAL BRANCH 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT SUBTOTAL $ 16,363,853 4,987,255 8,556,427 13,424,437 43,331,972 ELECTED OFFICIAL 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 8,607,603 13,761,218 4,262 4,868,126 1,643,718 57,397,994 86,282,921 APPOINTED DEPARTMENT 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 390 - HEALTH CARE PROGRAMS 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS SUBTOTAL $ 911,556 589,174 46,995,563 365,832 101,971 5,911,892 7,412,992 11,540,965 317,032,542 2,375,197 112,471 9,324 13,302,097 17,946,893 34,565,381 19,619,052 125,838,573 604,631,475 $ 734,246,368 MARICOPA COUNTY $ FY 2008-09 ADOPTED $ $ 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 75,000 54,652,376 39,318 8,525,289 7,594,722 13,674,233 357,718,690 2,589,341 134,794 12,500 12,266,834 23,464,120 42,781,456 20,569,464 169,191,439 714,449,108 $ 846,764,442 FY 2007-08 ACTUAL INTERNAL SERVICE FUND APPOINTED DEPARTMENT 350 - EMPLOYEE BENEFITS $ 410 - ENTERPRISE TECHNOLOGY 730 - MATERIALS MANAGEMENT 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ 125,407,210 20,657,676 914,611 17,357,051 40,623,935 204,960,483 $ 204,960,483 MARICOPA COUNTY MARICOPA COUNTY $ SUBTOTAL $ 98,526,599 90,246,207 188,772,806 $ 188,772,806 $ $ 144,601,554 16,557,997 996,885 15,519,000 36,172,043 213,847,479 $ 213,847,479 MARICOPA COUNTY $ 19,201,843 5,264,991 13,163,751 14,030,414 51,660,999 $ 8,684,372 16,460,277 4,429,134 2,012,586 800,000 51,461,806 83,848,175 $ $ 180,741,504 94,852,944 275,594,448 $ 275,594,448 FY 2008-09 FORECAST $ $ $ 18,593,259 6,123,717 9,658,343 14,450,923 48,826,242 $ 9,487,634 15,178,191 (3,511) 4,061,281 1,437,446 51,427,975 81,589,016 $ 9,494,286 16,011,034 55,000 3,942,000 2,316,704 304,341 56,364,135 88,487,500 $ $ 1,332,467 9,158,935 62,527,574 49,318 218,615 5,788,857 5,926,709 6,780,564 308,798,191 2,251,864 111,155 7,349 15,517,874 20,193,157 36,092,017 19,048,947 138,954,004 632,757,597 $ 97,817 7.9% 8,668,935 1769.2% (3,731,689) -5.6% 10,000 25.4% 106,600 95.2% (3,215,163) -35.7% (1,668,013) -22.0% (6,896,974) -50.4% (49,519,052) -13.8% (337,477) -13.0% (23,639) -17.5% (5,151) -41.2% 3,119,756 25.2% (2,371,118) -10.5% (5,714,942) -13.7% (1,520,517) -7.4% (31,750,114) -18.6% (94,750,741) -13.0% $ 770,071,339 $ (92,946,173) $ $ $ 1,324,747 478,467 52,534,979 39,085 94,912 8,534,384 5,235,400 5,874,079 324,542,258 2,490,721 124,031 12,500 13,952,898 19,161,047 33,754,750 19,605,784 143,189,722 630,949,764 $ 863,017,512 $ 758,599,366 FY 2008-09 REVISED $ $ 144,601,554 16,557,997 996,885 15,457,832 36,172,043 213,786,311 $ 213,786,311 $ 158,143,475 87,301,469 245,444,944 $ 245,444,944 FY 2008-09 ADOPTED $ FY 2008-09 FORECAST $ $ 132,973,993 20,377,499 869,100 16,818,087 36,172,043 207,210,722 $ 207,210,722 FY 2008-09 REVISED $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 16,784,431 5,424,506 9,661,499 14,190,150 46,060,586 1,234,650 490,000 66,259,263 39,318 112,015 9,004,020 7,594,722 13,677,538 358,317,243 2,589,341 134,794 12,500 12,398,118 22,564,275 41,806,959 20,569,464 170,704,118 727,508,338 $ FY 2008-09 ADOPTED FY 2007-08 ACTUAL DEBT SERVICE APPOINTED DEPARTMENT 470 - NON DEPARTMENTAL $ FY 2008-09 ADOPTED FY 2007-08 ACTUAL CAPITAL PROJECTS APPOINTED DEPARTMENT 470 - NON DEPARTMENTAL 910 - PUBLIC WORKS FY 2008-09 REVISED FY 2009-10 ADOPTED $ $ 166,572,284 66,680,101 233,252,385 $ 233,252,385 FY 2008-09 REVISED $ (608,584) 858,726 (3,505,408) 420,509 (2,834,757) -3.2% 16.3% -26.6% 3.0% -5.5% 9.3% -2.7% $ 809,914 (449,243) 55,000 (487,134) 304,118 (495,659) 4,902,329 4,639,325 $ -11.0% 15.1% -62.0% 9.5% 5.5% -10.8% ADOPTED VS REVISED VARIANCE % $ 131,222,607 15,920,669 1,004,711 13,883,815 29,772,374 191,804,176 $ (13,378,947) -9.3% (637,328) -3.8% 7,826 0.8% (1,574,017) -10.2% (6,399,669) -17.7% (21,982,135) -10.3% $ 191,804,176 $ (21,982,135) -10.3% FY 2008-09 FORECAST $ $ FY 2009-10 ADOPTED $ ADOPTED VS REVISED VARIANCE % $ 61,479,990 63,140,120 124,620,110 $ (96,663,485) -61.1% (24,161,349) -27.7% (120,824,834) -49.2% $ 124,620,110 $ (120,824,834) -49.2% FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 21,128,816 21,128,816 $ $ 14,832,050 14,832,050 $ $ 14,832,050 14,832,050 $ $ 16,859,291 16,859,291 $ $ 12,910,071 12,910,071 $ (1,921,979) -13.0% (1,921,979) -13.0% $ 21,128,816 $ 14,832,050 $ 14,832,050 $ 16,859,291 $ 12,910,071 $ (1,921,979) -13.0% 116 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2007-08 ACTUAL ELIMINATIONS APPOINTED DEPARTMENT 300 - PARKS AND RECREATION 910 - PUBLIC WORKS $ SUBTOTAL $ FY 2008-09 ADOPTED (49,120) $ (59,594,514) (59,643,634) $ FY 2008-09 REVISED (64,630) $ (74,748,984) (74,813,614) $ FY 2008-09 FORECAST (64,630) $ (67,197,509) (67,262,139) $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED (64,630) $ (49,832,656) (49,897,286) $ (71,533) (35,544,286) (35,615,819) $ (6,903) 10.7% 31,653,223 -47.1% 31,646,320 -47.0% ELIMINATIONS 980 - ELIMINATIONS COUNTY $ (428,590,787) $ (568,416,251) $ (546,098,262) $ (541,756,198) $ (404,854,368) $ 141,243,894 -25.9% MARICOPA COUNTY $ (488,234,421) $ (643,229,865) $ (613,360,401) $ (591,653,484) $ (440,470,187) $ 172,890,214 -28.2% Consolidated Revenues and Other Sources by Department and Fund Type FY 2009-10 ADOPTED BUDGET SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ $ SUBTOTAL $ 20,140,000 29,000 2,383,080 22,552,080 ELECTED 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 SUBTOTAL $ 150,000 12,206,200 24,300 1,016,210 1,638,556 919,121 6,602,600 828,091 4,000 11,391,043 34,780,121 $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 180 - FINANCE 1,057,199 200 - COUNTY MANAGER 1,100 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 302,768 300 - PARKS AND RECREATION T 310 - WORKFORCE MGT AND DEVELOPM 56,500 340 - PUBLIC FIDUCIARY 1,020,000 350 - EMPLOYEE HEALTH INITIATIVES 390 - HEALTH CARE PROGRAMS 7,200 410 - ENTERPRISE TECHNOLOGY 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 119,729 470 - NON DEPARTMENTAL 1,025,999,181 520 - PUBLIC DEFENDER 67,000 540 - LEGAL DEFENDER 2,100 550 - LEGAL ADVOCATE 20,000 560 - PUBLIC DEFENSE SERVICES 100,000 730 - MATERIALS MANAGEMENT 457,849 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 1,000 910 - PUBLIC WORKS 604,827 SUBTOTAL $ 1,032,830,475 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ 18,593,259 6,123,717 9,658,343 14,450,923 48,826,242 $ 9,494,286 16,011,034 55,000 3,942,000 2,316,704 304,341 56,364,135 88,487,500 $ $ 1,332,467 9,158,935 62,527,574 49,318 218,615 5,788,857 5,926,709 6,780,564 308,798,191 2,251,864 111,155 7,349 15,517,874 20,193,157 36,092,017 19,048,947 138,954,004 632,757,597 - $ $ 1,090,162,676 $ $ $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE $ $ $ - $ - $ $ 12,910,071 12,910,071 - $ 770,071,339 $ $ $ $ - $ - $ $ 61,479,990 63,140,120 124,620,110 - $ 12,910,071 $ 117 $ $ $ SUBTOTAL - $ - $ $ $ ELIMINATIONS 18,593,259 26,263,717 9,687,343 16,834,003 71,378,322 $ 150,000 21,700,486 16,035,334 1,071,210 1,638,556 919,121 10,544,600 3,144,795 308,341 67,755,178 123,267,621 $ $ $ TOTAL - $ - $ $ $ 18,593,259 26,263,717 9,687,343 16,834,003 71,378,322 150,000 21,700,486 16,035,334 1,071,210 1,638,556 919,121 10,544,600 3,144,795 308,341 67,755,178 123,267,621 $ 1,332,467 1,057,199 9,160,035 62,527,574 49,318 521,383 5,788,857 56,500 1,020,000 131,222,607 5,933,909 15,920,669 6,780,564 119,729 1,409,187,433 2,318,864 113,255 27,349 100,000 1,462,560 13,883,815 29,772,374 15,517,874 20,193,157 36,092,017 19,049,947 202,698,951 $ 1,994,922,429 $ $ 131,222,607 15,920,669 1,004,711 13,883,815 29,772,374 191,804,176 - $ - $ $ (404,854,368) $ (404,854,368) 124,620,110 $ 191,804,176 - $ 2,189,568,372 $ - $ 1,332,467 1,057,199 9,160,035 62,527,574 49,318 521,383 (71,533) 5,717,324 56,500 1,020,000 131,222,607 5,933,909 15,920,669 6,780,564 119,729 1,409,187,433 2,318,864 113,255 27,349 100,000 1,462,560 13,883,815 29,772,374 15,517,874 20,193,157 36,092,017 19,049,947 (35,544,286) 167,154,665 (35,615,819) $ 1,959,306,610 $ (440,470,187) $ 1,749,098,185 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES SUBTOTAL $ $ 456,457,388 $ 14,500,000 138,206,968 609,164,356 $ 456,457,388 $ 14,500,000 138,206,968 609,164,356 $ 456,457,388 18,387,585 116,148,473 590,993,446 37,674,754 37,674,754 $ $ 44,594,484 $ 44,594,484 $ 43,580,939 $ 43,580,939 $ 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 $ 115,400,440 41,617,765 8,604,237 460,958,772 102,751,593 148,862,870 878,195,677 $ 125,136,891 $ 27,933,003 7,661,044 459,033,619 111,458,984 147,200,868 878,424,409 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARG ES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 72,847,311 113,182,781 1,041,624 187,071,716 $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES & FOREFEITS 0637 - FINES & FORFEITS 425,923,454 14,012,182 138,063,948 577,999,584 $ SUBTOTAL $ $ 487,350,934 15,500,000 109,246,467 612,097,401 $ 30,893,546 6.8% 1,000,000 6.9% (28,960,501) -21.0% 2,933,045 0.5% 35,516,888 35,516,888 $ $ 38,499,867 38,499,867 $ $ (5,081,072) -11.7% (5,081,072) -11.7% 144,286,311 $ 26,317,378 7,661,044 459,033,619 111,458,984 147,200,868 895,958,204 $ 118,422,246 20,149,010 8,189,833 392,000,906 87,814,203 131,844,270 758,420,468 $ 137,191,327 18,899,079 8,674,402 368,431,060 84,301,634 126,570,502 744,068,004 $ $ 114,752,760 $ 127,680,285 1,382,985 243,816,030 $ 114,809,894 $ 129,500,383 1,302,316 245,612,593 $ 111,374,568 120,080,285 1,038,395 232,493,248 31,392,198 31,392,198 $ $ 32,410,860 $ 32,410,860 $ 32,410,860 $ 32,410,860 $ 68,481,218 48,840,818 117,322,036 $ 25,702,859 $ 41,829,006 67,531,865 $ 25,702,859 $ 39,635,076 65,337,935 $ ALL REVENUES $ 1,829,655,965 OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING ALL OTHER FINANCING SOURCES $ $ $ $ $ TOTAL SOURCES $ 1,829,950,028 400,000 $ 400,000 $ 400,000 $ 400,000 $ $ 35,434,010 35,434,010 $ $ 40,684,088 36,842,961 77,527,049 $ 380,057 380,057 $ 1,876,342,004 $ 1,892,464,887 $ 1,730,765,166 118 $ 124,852,302 123,815,887 1,397,274 250,065,463 $ 1,875,942,004 $ 1,892,064,887 $ 1,730,385,109 296,151 $ (2,088) 294,063 $ $ $ $ $ -4.9% -28.2% 13.2% -19.7% -24.4% -14.0% -17.0% $ 10,042,408 (5,684,496) 94,958 4,452,870 8.7% -4.4% 7.3% 1.8% 37,698,485 37,698,485 $ $ 5,287,625 5,287,625 16.3% 16.3% 25,350,745 41,068,220 66,418,965 $ $ (352,114) 1,433,144 1,081,030 -1.4% 3.6% 1.7% $ 1,748,848,185 $ (143,216,702) -7.6% $ 250,000 250,000 $ $ 1,749,098,185 $ $ $ $ $ (7,094,984) (7,418,299) 1,013,358 (90,602,559) (27,157,350) (20,630,366) (151,890,200) $ (150,000) -37.5% (150,000) -37.5% (143,366,702) -7.6% Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST SUBTOTAL $ $ 456,457,388 14,500,000 470,957,388 1,668,162 1,668,162 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 175,000 5,161,105 8,604,237 460,958,772 139,312,594 614,211,708 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 14,499,064 23,793,875 4,413,316 9,237 42,715,492 $ $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES & FOREFEITS 0637 - FINES & FORFEITS 425,923,455 14,012,182 439,935,637 $ SUBTOTAL $ $ $ $ 456,457,388 14,500,000 470,957,388 1,923,641 1,923,641 $ $ 5,307,848 7,661,044 459,033,619 137,859,289 609,861,800 $ $ $ $ 13,731,038 25,175,329 2,340,375 14,400 41,261,142 16,901,603 16,901,603 $ $ 25,290,700 7,372,260 32,662,960 $ $ ALL REVENUES $ 1,148,095,562 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ $ 3,028,190 32,982,134 TOTAL SOURCES $ 1,181,077,696 $ $ 456,457,388 18,387,585 474,844,973 1,923,641 1,923,641 $ $ 220,827 5,073,839 7,661,044 459,033,619 137,859,289 609,848,618 $ $ $ $ 13,731,038 25,175,329 2,564,578 14,400 41,485,345 16,669,467 16,669,467 $ $ 12,000,000 4,613,267 16,613,267 $ $ $ $ 487,350,934 15,500,000 502,850,934 2,329,338 2,329,338 $ $ 198,442 5,397,083 8,189,833 392,000,906 123,318,180 529,104,444 $ $ $ $ 13,871,924 25,026,089 3,933,096 17,530 42,848,639 16,669,467 16,669,467 $ $ 12,000,000 4,613,267 16,613,267 $ $ $ $ 30,893,546 1,000,000 31,893,546 6.8% 6.9% 6.8% 2,210,000 2,210,000 $ $ 286,359 286,359 14.9% 14.9% 2,439,693 8,674,402 368,431,060 118,385,455 497,930,610 $ $ (220,827) (2,634,146) 1,013,358 (90,602,559) (19,473,834) (111,918,008) ###### -51.9% 13.2% -19.7% -14.1% -18.4% (296,743) (306,334) 930,075 (7,200) 319,798 -2.2% -1.2% 36.3% -50.0% 0.8% $ $ 13,434,295 24,868,995 3,494,653 7,200 41,805,143 16,992,075 16,992,075 $ $ 19,597,179 19,597,179 $ $ 15,146,057 5,081,267 20,227,324 $ $ 12,288,000 3,338,106 15,626,106 $ 288,000 2.4% (1,275,161) -27.6% (987,161) -5.9% $ $ 2,927,712 2,927,712 17.6% 17.6% $ 1,157,286,705 $ 1,157,497,726 $ 1,086,346,793 $ 1,080,019,972 $ (77,477,754) -6.7% $ $ $ $ $ $ $ $ 10,142,704 10,142,704 $ $ (1,104,041) -9.8% (1,104,041) -9.8% $ 1,090,162,676 $ (78,581,795) -6.7% 11,246,745 11,246,745 $ 1,168,533,450 11,246,745 11,246,745 $ 1,168,744,471 119 11,246,745 11,246,745 $ 1,097,593,538 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SPECIAL REVENUE TAXES 0606 - SALES TAXES $ SUBTOTAL $ 138,063,948 138,063,948 $ $ 138,206,968 138,206,968 $ $ 138,206,968 138,206,968 $ $ 116,148,473 116,148,473 $ $ 109,246,467 109,246,467 $ $ (28,960,501) -21.0% (28,960,501) -21.0% $ SUBTOTAL $ 36,006,592 36,006,592 $ $ 42,670,843 42,670,843 $ $ 41,657,298 41,657,298 $ $ 33,187,550 33,187,550 $ $ 36,289,867 36,289,867 $ $ (5,367,431) -12.9% (5,367,431) -12.9% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 115,225,440 14,509,676 102,751,593 9,550,276 242,036,985 $ 125,136,891 22,625,155 111,458,984 9,341,579 268,562,609 $ 144,065,484 21,243,539 111,458,984 9,341,579 286,109,586 $ 118,333,666 14,751,927 87,814,203 8,526,090 229,425,886 $ 137,191,327 14,959,386 84,301,634 8,185,047 244,637,394 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 40,312,560 55,024,212 1,032,387 96,369,159 $ SUBTOTAL $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ $ 71,048,065 61,939,995 1,368,585 134,356,645 $ 71,105,199 63,760,093 1,287,916 136,153,208 14,490,595 14,490,595 $ $ 15,741,393 15,741,393 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 19,858,544 21,083,102 40,941,646 $ $ $ 12,064,335 37,199,354 49,263,689 ALL REVENUES $ 567,908,925 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 296,151 166,041,292 166,337,443 $ TOTAL SOURCES $ 734,246,368 FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ 73,810,078 56,267,107 1,020,865 131,098,050 15,741,393 15,741,393 $ $ $ $ 12,064,335 35,005,424 47,069,759 648,802,147 $ $ $ 400,000 197,562,295 197,962,295 $ 846,764,442 FY 2007-08 ACTUAL $ $ $ $ 18,441,935 18,441,935 $ $ 18,101,306 18,101,306 $ $ 2,359,913 2,359,913 $ $ 11,954,593 37,715,614 49,670,207 $ $ 13,877,827 18,583,850 32,461,677 $ (109,742) -0.9% 2,710,190 7.7% 2,600,448 5.5% 664,938,212 $ 560,763,571 $ 595,503,092 $ (69,435,120) -10.4% $ $ 250,000 174,318,247 174,568,247 $ $ 380,057 197,565,600 197,945,657 $ $ 400,000 197,679,300 198,079,300 $ (150,000) -37.5% (23,361,053) -11.8% (23,511,053) -11.9% $ 863,017,512 $ 758,709,228 $ 770,071,339 $ (92,946,173) -10.8% FY 2008-09 REVISED $ $ FY 2008-09 FORECAST FY 2009-10 ADOPTED $ $ -4.8% -29.6% -24.4% -12.4% -14.5% 75,938,507 60,229,270 1,390,074 137,557,851 FY 2008-09 ADOPTED $ $ (6,874,157) (6,284,153) (27,157,350) (1,156,532) (41,472,192) 4,833,308 6.8% (3,530,823) -5.5% 102,158 7.9% 1,404,643 1.0% 15.0% 15.0% ADOPTED VS REVISED VARIANCE % DEBT SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 3,054,932 3,054,932 $ $ 2,663,869 2,663,869 $ $ 2,663,869 2,663,869 $ $ 4,477,888 4,477,888 $ $ 2,698,636 2,698,636 $ $ $ SUBTOTAL $ 1,095,072 1,095,072 $ $ 638,524 638,524 $ $ 638,524 638,524 $ $ 851,746 851,746 $ $ 64,152 64,152 $ $ (574,372) -90.0% (574,372) -90.0% ALL REVENUES $ 4,150,003 $ 3,302,393 $ 3,302,393 $ 5,329,634 $ 2,762,788 $ (539,605) -16.3% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 16,978,813 16,978,813 $ $ 11,529,657 11,529,657 $ $ 11,529,657 11,529,657 $ $ 11,529,657 11,529,657 $ $ 10,147,283 10,147,283 $ $ (1,382,374) -12.0% (1,382,374) -12.0% TOTAL SOURCES $ 21,128,816 $ 14,832,050 $ 14,832,050 $ 16,859,291 $ 12,910,071 $ (1,921,979) -13.0% MISCELLANEOUS 0645 - INTEREST EARNINGS 120 34,767 34,767 1.3% 1.3% Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % CAPITAL PROJECTS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 21,946,984 21,946,984 $ $ - $ $ - $ $ - $ $ 1,500,000 1,500,000 $ $ 1,500,000 1,500,000 CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 7,300,482 7,300,482 $ $ 20,103,960 20,103,960 $ $ 20,103,960 20,103,960 $ $ 12,670,873 12,670,873 $ $ 26,095,834 26,095,834 $ $ 5,991,874 5,991,874 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 17,515,074 1,785,114 19,300,188 $ $ $ - $ $ 8,428,809 4,176,572 12,605,381 $ $ - $ $ - $ - ALL REVENUES $ 48,547,654 $ 20,103,960 $ 20,103,960 $ 25,276,254 $ 27,595,834 $ 7,491,874 OTHER FINANCING SOURCES 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 140,225,152 140,225,152 $ 255,490,488 255,490,488 $ 225,340,984 225,340,984 $ 207,976,131 207,976,131 $ 97,024,276 97,024,276 $ (128,316,708) -56.9% (128,316,708) -56.9% TOTAL SOURCES $ 188,772,806 $ 275,594,448 $ 245,444,944 $ 233,252,385 $ 124,620,110 $ (120,824,834) -49.2% FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 29.8% 29.8% 37.3% ADOPTED VS REVISED VARIANCE % INTERNAL SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 7,680,273 34,364,694 157,193,628 199,238,595 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 4,675,891 694,055 5,369,946 ALL REVENUES $ 204,608,541 OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ $ $ $ 1,000,000 16,385 1,016,385 $ (2,088) $ 354,030 351,942 $ 204,960,483 $ 7,205,828 40,564,961 165,060,305 212,831,094 $ FY 2007-08 ACTUAL $ 7,205,828 40,564,961 164,999,137 212,769,926 $ $ $ 1,000,000 16,385 1,016,385 213,847,479 $ - $ 213,847,479 $ $ $ 2,367,416 110,157 2,477,573 213,786,311 $ - $ $ $ 213,786,311 FY 2008-09 ADOPTED $ 6,543,805 38,787,089 159,402,255 204,733,149 $ $ $ $ $ -7.2% -4.6% -11.9% -10.4% $ $ 44,000 4.4% (1,885) -11.5% 42,115 4.1% 207,210,722 $ 191,804,176 $ (21,982,135) -10.3% - $ $ $ - $ $ 207,210,722 $ 191,804,176 $ FY 2008-09 FORECAST FY 2009-10 ADOPTED $ (520,798) (1,847,339) (19,656,113) (22,024,250) 1,044,000 14,500 1,058,500 FY 2008-09 REVISED $ 6,685,030 38,717,622 145,343,024 190,745,676 $ (21,982,135) -10.3% ADOPTED VS REVISED VARIANCE % ELIMINATIONS CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (161,606,944) $ (161,606,944) $ (167,400,680) $ (167,400,680) $ (167,563,715) $ (167,563,715) $ (163,335,351) $ (163,335,351) $ (148,837,677) $ (148,837,677) $ 18,726,038 -11.2% 18,726,038 -11.2% ALL REVENUES $ (161,606,944) $ (167,400,680) $ (167,563,715) $ (163,335,351) $ (148,837,677) $ 18,726,038 -11.2% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (326,627,477) $ (326,627,477) $ (475,829,185) $ (475,829,185) $ (445,796,686) $ (445,796,686) $ (428,318,133) $ (428,318,133) $ (291,632,510) $ (291,632,510) $ 154,164,176 -34.6% 154,164,176 -34.6% TOTAL SOURCES $ (488,234,421) $ (643,229,865) $ (613,360,401) $ (591,653,484) $ (440,470,187) $ 172,890,214 -28.2% 121 Maricopa County Annual Business Strategies FY 2009 -10 Adopted Budget Budget Summary Schedules Revenue Sources and Variance Commentary This section describes Maricopa County’s major revenue sources, along with historical collection trends and forecasts for upcoming fiscal years. Maricopa County’s major revenues include the following categories: • Taxes • Licenses and Permits • Intergovernmental Revenues • • • Charges for Service Fines and Forfeits Miscellaneous Basis for Estimating Revenue In accordance with the Budgeting for Results Budget Policy Guidelines, revenues are estimated conservatively for budgetary purposes because it is preferable to err by under-estimating revenues than by over-estimating them. For major tax-based revenues, economic forecasting models are applied. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2009-10. 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. 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. Property Tax Levies Fiscal Primary Secondary Year General Fund Debt Service 2000-01 $ 225,396,514 $ 24,051,128 $ 2001-02 252,676,223 20,071,906 2002-03 277,949,612 19,565,638 2003-04 308,122,580 19,234,591 2004-05 339,882,099 2005-06 371,224,118 2006-07 398,725,245 2007-08 430,023,735 2008-09 463,492,311 2009-10 * 492,230,736 - Total 249,447,642 272,748,129 297,515,250 327,357,171 339,882,099 371,224,118 398,725,245 430,023,735 463,492,311 492,230,736 *Forecast: Pessimistic Scenario, Elliott D. Pollack & Co. Note: Excludes Payments in Lieu of Taxes 122 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules The following schedule lists the overall primary net assessed values and tax rates for the last nine fiscal years, the preliminary tax rates for FY 2009-10, and the forecasted tax rates for the next four years (assuming rates are set at the maximum). Net Assessed Values and Tax Rates As illustrated to the right, the net assessed value has been forecasted to decrease over the next three years, due to the real estate crisis. Although the value is forecasted to show a slight increase in FY 2013-14, this value would still be 37% lower than the peak in FY 2009-10 value. Tax rates displayed for future fiscal years are the maximum allowable; the Board of Supervisors has not made a decision to adopt these rates. The FY 2009-10 primary property tax rate for Maricopa County was reduced to $0.9909 per $100 net assessed value as a result of the constitutional levy limit. This reduction was the eighth such reduction since FY 2002-03; however, the maximum rate will increase in future years. Primary Net Assessed Fiscal Value Year (Thousands) 2000-01 $ 19,362,298 2001-02 21,355,326 2002-03 22,955,865 2003-04 25,447,851 2004-05 28,070,870 2005-06 31,010,285 2006-07 33,807,465 2007-08 38,930,268 2008-09 44,881,603 2009-10* 49,679,450 2010-11* 46,664,573 2011-12* 38,643,671 2012-13* 35,376,115 2013-14* 36,146,187 Secondary Primary Tax Rate (per $100 N.A.V.) 1.3114 1.2839 1.2907 1.2607 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0995 1.3629 1.5184 1.5182 Net Assessed Value (Thousands) $ 20,877,716 22,724,309 24,457,047 27,477,988 30,066,987 33,197,218 36,294,694 49,534,573 58,303,635 57,984,052 48,876,153 40,694,729 37,136,383 37,894,794 Debt Service Tax Rate (per $100 Combined N.A.V.) Rate 0.1152 1.4266 0.0876 1.3715 0.0800 1.3707 0.0700 1.3307 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0996 1.3630 1.5850 1.5183 The chart below illustrates that, as assessed values decrease in coming years due to the housing market crisis, the constitutionally *Forecast: Source FY 2009-10 to 2013-14 Elliott D. Pollack & Co. allowable tax rate will increase significantly. As the housing market rebounds and values begin to grow again, the tax rate will naturally decline. The Board of Supervisors would be able to adopt their higher tax rates, but it is not required to do so. $1.5000 $1.3500 $1.0 995 $1.2000 $1.0500 $0.9000 $40.0 $0.7500 $30.0 $0.6000 $0.4500 $20.0 $44.882 $49.679 2007 2008 2009* 2010* $35.376 $38.930 2006 $38.644 $33.807 2005 $46.665 $31.010 $0.3000 $10.0 2012* 2013* $0.0 $0.1500 $0.0000 Fiscal Year 123 2011* Tax Rate per $100 of NAV $0.9 909 $1.0 327 $1.1 046 $1.1 794 $1.1 971 $50.0 $28.071 Net Assessed Value (Billions) $60.0 $1.2 108 $70.0 $1.5 184 $1.3 629 Primary Net Assessed Value vs. MaximumTax Rate Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules The effects of the real estate crisis on County property tax revenues are lagging the market trends due to the retrospective nature of property value assessments, as shown in the graph below. Appreciation will account for approximately 59% of the increase to the FY 2009-10 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. At the estimated maximum rates, levy growth is expected to decline substantially in FY 2009-10 and subsequently fall below zero in FY 201011. Recovery at just above zero is not expected to occur until FY 2013-14. PRIMARY PROPERTY TAX LEVY GROWTH APPRECIATION/DEPRECIATION vs. NEW CONSTRUCTION $65 $45 $25 (Millions) $5 -$15 -$35 -$55 -$75 -$95 -$115 13 12 11 10 * 14 * 13 * 12 * 11 * 10 09 08 07 06 05 04 03 02 09 08 07 06 05 04 03 02 01 Fiscal Ye ar A PPRECIA TION NEW CONSTRUCTION *Forecast: Source FY 2009-10 to 2013-14 Elliott D. Pollack & Co. The FY 2009-10 primary property tax levy (excluding Salt River Project) is $492,273,671, an increase of $28,781,360 (6.21%) from the FY 2008-09 adopted primary levy. Property tax revenue is budgeted in FY 2009-10 based on prior years’ collection trends in relation to the adopted levy. Property Tax Collection Analysis Maricopa County Primary Levy Amount $ 492,273,671 Estimated Collections $ 487,350,934 124 Collection Rate 99% Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules Levy Limit and Truth-in-Taxation Comparisons FY 2009-10 PRELIMINARY PRIMARY PROPERTY TAX LEVY VS. LEVY LIMIT FY 2009-10 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assess Value) $ 492,273,671 $ 0.9909 FY 2009-10 Preliminary Primary Levy (excluding SRP): Primary Tax Rate (per $100 Assess Value) $ 492,273,671 $ 0.9909 Amount Under/(Over) Limit: $ - PRELIMINARY FY 2009-10 LEVY VS. TRUTH-IN-TAXATION LEVY Current NAV Subject to Taxation in Prior Year FY 2008-09 Primary Property Tax Levy FY 2009-10 Truth-in-Taxation Tax Rate FY 2009-10 Primary Net Assessed Value FY 2009-10 Truth-in-Taxation Primary Levy $ 47,711,742,868 $ 463,492,311 $ 0.9714 $ 49,679,450,134 $ 482,586,179 FY 2009-10 Primary Levy FY 2009-10 Primary Rate $ $ Amount Under/(Over) Truth-in-Taxation Levy Amount Under/(Over) Truth-in-Taxation Rate $ $ (9,687,492) (0.0195) Truth-in-Taxation Assessment on a $250,000 Home: Recommended Primary Levy on a $250,000 Home: (Increase)/Decrease $ 242.85 247.73 (4.87) -2.0% $ 301.18 290.73 10.45 3.5% Impact of County Rate on a $250,000 home: FY 2008-09 FY 2009-10 Net Impact on Taxpayer 125 492,273,671 0.9909 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules 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 2009-10 budget is a conservative estimate based on current interest rates and historical trends. Jail Excise Tax Jail Excise Tax The County levies a Jail Excise Tax that is collected by the State of Arizona and transmitted to the County Treasurer monthly. The only special sales tax in Maricopa County at this time is 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. Jail Excise Tax revenue is budgeted based on the pessimistic forecast. FY 2008-09 Jail Excise Tax revenues are forecasted at 15.9% below FY 2008-09 collections. This trend is expected to continue in FY 2009-10 with a 6% reduction and, as a result, the revenue forecast has been lowered to just over the FY 2003-04 level. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 * * * * * Annual Collections $ 97,752,375 98,029,348 98,932,138 107,441,209 119,143,065 137,876,660 145,389,195 138,063,949 116,148,473 109,246,467 115,801,255 121,591,318 127,670,884 134,054,428 Growth Rate 6.3% 0.3% 0.9% 8.6% 10.9% 15.7% 5.4% -5.0% -15.9% -5.9% 6.0% 5.0% 5.0% 5.0% * Forecast: Elliott D. Pollack & Co. Licenses and Permits Maricopa County collects revenue from a variety of licenses and permits that are issued through various County departments. Rates for licenses and permits are approved by the Board of Supervisors, unless otherwise set forth in State statutes. The revenue generated from Licenses & Permits Revenues licenses and permits is generally used to offset the cost Special of issuance. Examples of licenses and permits include Fiscal General Revenue building permits, marriage licenses, dog licenses, and Year Fund Funds Total environmental health permits. Listed in the chart to the 2000-01 501,811 22,004,141 22,505,952 left are the actual license and permit revenues recorded 2001-02 415,821 23,930,149 24,345,970 for the last nine fiscal years, along with estimated 2002-03 52,000 26,381,649 26,433,649 revenues for FY 2009-10. 2003-04 1,306,694 28,322,351 29,629,045 2004-05 1,494,043 30,955,888 32,449,930 Special Revenue Fund Licenses and Permits are expected to grow by approximately 9% in FY 2010. This 2005-06 2,349,225 36,276,380 38,625,605 is primarily due to a newly automated notice of licensing 2006-07 2,510,840 35,224,846 37,735,686 system implemented by Animal Care and Control in 2007-08 1,668,162 36,006,592 37,674,754 January of 2009. The additional licensing revenue will 2008-09* 2,329,338 33,187,550 68,704,438 offset substantial increases in expenditures related to an 2009-10** 2,210,000 36,289,867 38,499,867 increase in postage fees. *Forecast **Budget 126 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules General Fund license and permit revenues, shown in detail below, include license fees paid by cable television companies for operation in unincorporated areas which are being aggressively developed. Licenses and Permits General Fund FY 2008-09 FY 2009-10 Department Forecast Budget Non-Departmental $ 45,000 $ 50,000 Non-Departmental 1,768,864 1,650,000 Clerk of Superior Court 437,924 444,000 Sheriff 77,550 66,000 Total $ 2,329,338 $ 2,210,000 Description Liquor Licenses Cable Television Franchise Fees Marriage Licenses Pawnshop & Peddler's Licenses 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 2008-09, and the amounts budgeted for FY 2009-10. Intergovernmental Revenues Fiscal Year 2000-01 $ 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09* 2009-10** General Fund Special Revenue Funds 421,036,415 $ 261,793,910 $ 439,548,553 270,074,384 486,655,500 257,064,915 489,807,845 259,928,320 626,232,433 250,103,881 694,985,741 285,620,779 652,535,569 308,701,512 621,647,990 253,183,631 609,861,800 268,562,609 609,861,800 268,562,609 Enterprise Funds Internal Service Funds 8,093,439 $ 34,434 $ 93,391,643 873,340 3,062,855 1,118,844 5,302,492 1,215,513 9,647,024 284,611 13,365,808 8,228,148 - Capital Projects Funds Debt Service Total 278,259 $ - $ 691,236,457 12,784,358 399,224 817,071,502 7,320,885 339,376 755,562,375 9,384,689 339,376 765,978,235 8,820,531 2,036,360 896,840,230 8,847,363 1,395,932 1,004,500,234 39,089,704 3,346,367 1,011,901,300 22,047,877 896,879,498 878,424,409 878,424,409 *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. Payments in Lieu of Taxes FY 2008-09 FY 2009-10 Budget Budget Salt River Project $ 5,885,873 $ 6,370,442 Federal Bureau of Land Management 1,858,155 1,858,155 Cities 283,903 283,903 Arizona State Retirement System 161,902 161,902 $ 8,189,833 $ 8,674,402 127 Maricopa County Annual Business Strategies FY 2009-10 Recommended 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 0.516 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, 40.51 percent is allocated to Arizona counties based on the larger of two different distribution base calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on State Shared Sales Tax population. Counties also receive a portion of an additional 2.43 percent Fiscal of the distribution base, distributed based on a 50% point of sale + 50% Year Annual Collections Growth Rate population. 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 $ * * * * * 322,429,593 325,728,202 330,260,143 357,526,559 397,712,843 457,785,985 480,411,951 460,958,749 392,000,906 368,431,060 390,536,924 410,063,770 430,566,958 452,095,306 *Forecast: Elliott D. Pollack & Co. 4.3% 1.0% 1.4% 8.3% 11.2% 15.1% 4.9% -4.0% -15.0% -6.0% 6.0% 5.0% 5.0% 5.0% Listed to the left are the actual State Shared Sales Tax collections for the last nine fiscal years, forecasted totals for FY 2008-09 plus the budget for FY 2009-10. 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 FY 2008-09 and FY 2009-10. Recovery at just above FY 2005-06 levels is not expected to occur until FY 2013-14 (see table to the left). Declining revenues are attributable to two primary factors: 1) prior to FY 2006-07, consumer spending was driven to recordhigh levels by unusually high capital gains and construction activity, both of which were transitory in nature. Beginning in FY 2006-07, this trend reversed, causing sales tax growth to slow considerably. 2) The economic 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 a -6.0% decline over economist Pollack’s FY 2008-09 forecast, resulting in a $23.6 million reduction in revenue. State Shared Highway User Revenues The State of Arizona collects highway user revenue, principally from a $0.18 per gallon tax on the motor fuel sold within the state. The primary purpose of highway user revenue is to fund construction and maintenance of streets and highways. The State distributes these highway user funds in approximately the following proportions: 50 percent to the State Highway Fund, 30 percent to cities and towns and 20 percent to counties. The highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption as well as population. Maricopa County Highway User Revenue Funds (HURF) are deposited in the Transportation Operations Fund. Listed to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2008-09, and the budget for FY 2009-10. HURF revenue is budgeted based on the pessimistic forecast. FY 2008-09 HURF revenues are forecasted at -14.5% below the prior year’s collections. This trend is expected to continue in FY 2009-10, which is mostly due to the State shifting HURF revenues to its General Fund for other purposes. Due to the huge budget deficit faced by the State of Arizona, the forecast presented here remains unpredictable. Recovery is expected to occur in FY 2010-11; however this value is still lower than the FY 2004-05 value. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 * * * * * State Shared Highway User Growth Revenues Rate $ 78,243,269 1.2% 78,285,212 0.1% 82,153,376 4.9% 86,598,735 5.4% 90,566,136 4.6% 96,972,512 7.1% 107,593,116 11.0% 102,751,593 -4.5% 87,814,202 -14.5% 84,301,634 -4.0% 87,673,699 4.0% 90,284,637 3.0% 92,986,412 3.0% 95,733,908 3.0% * Forecast: Source Elliott D. Pollack & Co. 128 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules State Shared Vehicle License Taxes State Shared Vehicle License Tax Fiscal G eneral Growth Year Fund Rate 2000-01 $ 93,389,137 5.9% 2001-02 99,372,045 6.4% 2002-03 103,532,057 4.2% 2003-04 116,054,332 12.1% 2004-05 122,637,826 5.7% 2005-06 138,003,052 18.9% 2006-07 143,543,616 4.0% 2007-08 139,312,595 -2.9% 2008-09 123,318,182 -11.5% 2009-10 * 118,385,455 -4.0% 2010-11 * 125,488,582 6.0% 2011-12 * 130,508,126 4.0% 2012-13 * 135,728,451 4.0% 2013-14 * 141,157,589 4.0% *Fo recast: Source Elliott D. Pollack & Co. The State of Arizona levies Vehicle License Taxes (VLT) annually on all vehicles, based upon their estimated value. The Vehicle License Tax is essentially a personal property tax on cars and trucks. VLT is paid as part of the annual auto license renewal process, billed and payable during the month in which the vehicle was first registered. VLT rates are applied to a vehicle’s depreciated value and as a result, revenue growth depends greatly on the volume of new car sales. VLT revenue is shared with counties and cities, and a portion is also deposited in the Highway User Revenue Fund (HURF), which is also shared with local governments. The table to the left shows actual and forecasted vehicle license tax collections from FY 2000-01 to FY 2013-14. FY 2008-09 VLT forecasted collections are lower than the collections in FY 2004-05. The trend of negative growth is expected to continue through FY 2009-10, based on the pessimistic forecast. Revenues are not expected to rebound until FY 2010-11, while still being below the FY 2006-07 levels until FY 2014-15, as shown in the table to the left. 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 Detail of General Fund Other Intergovernmental Revenue. Revenue is projected to decrease by $3,000,000 (-55%) in FY 2009-10 from the FY 2008-09. Department County Attorney Civil Elections Research and Reporting Non-Departmental Juvenile Probation Legal Defender Legal Advocate Contract Counsel Public Defender Sheriff’s Office Superintendent of Schools Superior Court Total FY 2008-09 Budget $ 36,377 4,418,890 269,506 48,998 2,917 12,600 569,613 36,692 1,490 $ 5,397,083 Other Intergovernmental Revenue General Fund FY 2009-10 Budget Description $ Legal services to Housing Authority and Others 993,600 Election Services 119,729 Surveys for other gover nmental agencies 224,760 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 100,000 State Grand Jury Reimbursements 5,950 State Grand Jury Reimbursements 460,000 Social Security Administration pay for inmate information 488,081 National Forest Fees for Schools 4,474 Intergovernmental Agreement Revenue $ 2,439,693 129 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Budget Summary Schedules Charges for Services Charges for Services are a broad category of program revenues that include charges to customers, applicants, or other governments who purchase, use, or directly benefit from the goods, services, or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. Listed below are the revenues recorded for the last nine fiscal years, forecasted revenue for FY 2008-09 and the budget amount for FY 2009-10 for: • Other Charges for Service • Internal Service Charges • • Patient Service Charges 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 transfer of the Maricopa Integrated Health Care System to a special distinct governmental entity and the termination of the County’s long-term health care plan. In FY 2007-08, the County began self-funding employee health and dental benefits, which resulted in an increase in Internal Service Fund revenue. This increase was almost exclusively due to budgeting and accounting procedural changes necessitated by the transition from insured benefits to self-insurance, rather than actual rate increases. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09* 2009-10** General Fund $ 22,344,319 23,066,442 25,932,256 30,266,056 29,955,025 33,156,418 31,719,127 59,617,095 59,840,714 61,402,322 Special Revenue Funds $ 43,356,914 31,204,270 36,564,318 41,510,912 46,588,972 53,563,330 55,826,076 110,859,754 149,539,985 155,659,157 Charges for Service Debt Capital Service Projects Enterprise Fund Funds Funds $ 125,432 $ 1,526 $ 582,350,811 - 577,445,943 - 695,504,915 - 773,743,235 - 355,475,219 78,515,094 62,873 3,054,932 7,300,482 4,477,888 12,670,873 2,698,636 26,095,834 - * Forecast ** Budget 130 Internal Service Funds Eliminations Total $ 47,269,363 $ - $695,448,365 48,199,803 (138,734,084) 541,182,374 73,435,665 (74,326,480) 757,110,673 86,558,352 (161,468,141) 770,610,414 86,706,148 (76,001,438) 442,723,926 74,861,880 (72,564,571) 167,532,151 78,091,596 (70,498,458) 95,201,214 199,238,595 (161,606,944) 218,463,914 204,733,149 (163,335,351) 267,927,258 190,745,676 (148,837,677) 287,763,948 Maricopa County Annual Business Strategies FY 2009-10 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. Detail of Intergovernmental Charges for Service is shown in the following table. Intergovernmental Charges for Service General Fund FY 2008-09 FY 2009-10 Department Budget Budget Description Finance $ 221,017 $ 245,111 Lease revenue, reimbursement from Industrial Development Authority County Attorney - Civil 151,054 Retainers for Legal Services Workforce Management and Development 2,000 6,000 Training purchased by Housing Authority and Special Health Care District General Litigation 287,436 District Legal Retainers Superintendent of Schools 33,416 234,960 National Forest Fees for Schools Research and Reporting 69,729 - Surveys Performed for non-County Entities Non-Departmental 855,872 889,866 District Reimbursements Sheriff 11,349,043 10,115,543 Patrol Services Public Works 309,078 335,141 Security Services to Library District Superior Court 1,031,769 1,169,184 IGAs for Court Security Tot al $ 13,871,924 $ 13,434,295 Patient Charges y In the General Fund, the residual long-term care program generates patient service revenues. y 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 program. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09* 2009-10** General Fund 101,118 66,046 49,448 18,746 29,583 13,742 7,271 6,730 17,530 7,200 Patient Serv ices Revenue Special Internal Revenue Enterprise Service Funds Funds Funds 1,242,215 187,203,802 1,228,270 577,401,082 1,142,428 695,449,087 12,424,598 1,504,145 773,534,090 7,871,064 905,752 355,475,219 2,205,319 78,480,454 927,916 964,015 1,020,865 1,390,074 - *Forecast ** Budget 131 Eliminations (91,278,716) (5,248,439) (79,149,895) - Total 188,547,135 487,416,682 703,817,091 703,778,150 356,410,554 80,699,515 935,187 970,745 1,038,395 1,397,274 Maricopa County Annual Business Strategies FY 2009-10 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 2009-10, Internal Service Fund revenue is budgeted to grow 10.5% 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. The reduction is due to a transfer of civil litigation to the new General Litigation Department. 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 2008-09 FY 2009-10 Budget Budget Equipment Services $ 12,999,919 $ 10,055,200 Materials Management 869,100 1,004,711 Employee Health Initiatives 100,152,053 97,943,127 Telecom 19,383,076 15,224,405 Risk Management 25,998,107 21,115,581 County Attorney- Civil 3,933,096 768,067 Other Charges for Services FY 2009-10 collections of Other Charges for Service in the General Fund are anticipated to be slightly less than FY2008-09. This is primarily due to a substantial reduction in Document Recording Fee revenue resulting from the slowdown in the housing market and a substantial reduction in Justice Court Fee revenue resulting from the current state of the economy, but will be partially offset by increases in filings fees and civil jury trial fees, as shown in the table below. 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 Public Health Superior Court Justice Courts Total FY 2008- 09 Budget $ 6,267,053 47,450 1,679,692 5,126 2,772,492 182,661 46,290 8,746 FY 2009-10 Budget $ 6,832,200 34,800 1,638,556 1,602 2,500,000 186,974 50,000 8,001 283,230 65,800 1,012,454 6,497,347 483,830 350,315 1,849 960 618,179 4,702,615 302,768 61,050 1,020,000 6,060,002 408,000 105,050 4,000 1,202,396 4,453,596 $ 25,026,089 $ 24,868,995 132 Description Filing fees Collections Fee Constable fees Certifications Tax Sale Fees Security Ser vices 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 Pr obate Fees Document Recording Fees Other tax sales fees and various civil fees Garnishment & Support Processing Fees Miscellaneous charges Miscellaneous payments for Child Care Family Court filing and Civil trial jury fees Defensive Driving fees, Civil Trial Jury fees and other miscellaneous court fees Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as citations, and court fines. Fiscal Year 2000-01 $ 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09* 2009-10** Fines & Forfeits Special General Revenue Fund Funds 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 18,220,355 12,817,700 16,884,503 14,490,595 16,969,975 18,441,935 19,597,179 18,101,306 Total 14,688,341 16,088,831 15,992,480 16,687,250 21,331,294 22,744,322 31,038,055 31,375,098 35,411,910 37,698,485 * Forecast ** Budget The largest source of General Fund fine and forfeit revenue is Justice Courts. Overall, fine revenue is expected to grow at a rate of 15.3% in FY 2009-10. This is primarily due to the implementation of the Fines/Fees and Restitution Enforcement (FARE) Program, which allows the court to place registration holds on defendants who do not pay. This is expected to generate increased revenue for the courts. The FARE program also allows defendants to pay fines through the web and over the phone, increasing payment options. The table below summarizes the sources of General Fund Fines and Forfeits: Fines and Forfeits Summary General Fund FY 2008-09 FY 2009-10 Department Budget Budget Description Clerk of the Superior Court $ 4,444,299 $ 4,800,000 Superior Court Fines Elections 20,882 15,600 Campaign Finance Penalty Fees Environmental Services 550 1,000 Code Enforcement Fines Sheriff 836 2,500 Civil Sanctions and Traffic Fines Non Departmental 22,100 - Trip Reduction and Various Fines Superior Court 819 900 Juror Fines Justice Courts 12,502,589 14,777,179 Justice Court Traffic and Misdemeanor Fines Total $ 16,992,075 $ 19,597,179 133 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Miscellaneous Revenue Maricopa County classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include 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 2008-09, plus the budget for FY 2009-10. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09* 2009-10** General Fund 20,448,749 16,376,321 11,657,516 9,818,704 15,154,769 22,714,174 39,820,376 25,842,336 20,227,324 15,626,106 Special Revenue Funds 30,668,984 18,781,108 16,902,830 15,901,534 19,078,397 24,869,157 35,303,667 32,789,580 32,461,677 49,670,207 Miscellaneous Revenue Debt Capital Service Projects Funds Funds 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 7,242,328 851,746 12,605,381 64,152 - Enterprise Funds 26,279,616 8,543,553 4,857,068 7,081,380 591,581 456,261 684,104 - Internal Service Funds 2,344,981 2,230,495 1,672,982 625,811 1,345,006 4,101,900 3,789,038 3,355,781 2,367,416 1,044,000 Total 197,690,898 64,214,978 44,279,083 45,519,428 43,942,989 56,448,842 87,935,481 70,647,864 68,513,544 66,404,465 * 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 2009-10. Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Department Assessor Clerk of the Superior Court County Attorney Elections Facilities Management Finance Non-Departmental Workforce Mangement and Development Internal Audit Materials Management Recorder Correctional Health Superintendent of Schools Sheriff County Manager's Office Justice Court Superior Court Total Miscellaneous Revenue General Fund FY 2008-09 FY 2009-10 Description Budget Budget $ 97,472 $ 150,000 Sale of maps, copies, etc. 69,901 130,000 Sale of copies & bad check fees, interest 855,775 24,300 Fees to private defense for discovery information 5,408 5,408 Sale of copies and maps 7,821 82,712 Parking fees 855,775 777,288 Building Rental 12,115,000 12,200,000 Interest and sale of fixed assets 467 500 Sale of copies, W-2 fees - Sale of instructional videos 456,768 457,849 Vendor rebates & copy sales 602,115 542,598 Micrographics & photocopy sales - IGA with Pima County 186,126 - Indirect Cost Recovery 491,568 339,000 Sale of copies and reimbursement for ID cards 2,148 1,100 Sale of copies 948,580 904,751 Sale of copies 14,907 10,600 Sale of copies $ 16,709,831 $ 15,626,106 134 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Proceeds of Financing No revenues are budgeted for Proceeds of Financing in FY 2009-10. 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 listed later in this document. In FY 2009-10, budgeted fund transfers in to the General Fund are comprised of Central Service Allocation charges to non-General Fund departments. For further detail refer to the Fund Transfer section. 135 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Balance Summary and Variance Commentary The following schedule lists estimated beginning fund balances, estimated sources and uses for the upcoming fiscal year, along with resulting estimated fund balances at the end of the upcoming fiscal year. “Beginning fund balance” represents resources accumulated within each fund as of the start of the fiscal year, based on actual and projected revenues and expenditures for prior fiscal years. 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 work with affected departments to improve their financial reporting practices, and to ensure that annual expenditures remain within authorized grant awards and that any reimbursements due 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 2009-10: Emergency Management (215) The Emergency Management Fund (215) which is listed as a non-grant Special Revenue fund receives both grant and fee revenue. Grant revenue received after 60 days following the close of the year has resulted in a deficit balance. County Improvement Debt 2 (321) The negative fund balance results from debt service expenditures that will be paid for with cash that exists in other debt service funds. County Improvement Debt (320). Financing Series 2007 (440), Financing Series 2008 (441) The negative fund balance results from project expenditures that will be paid for with cash in another capital project fund, General Fund County Improvement (445). Benefits Trust (Funds 601 through 632) The Benefits Trust is an Internal Service Fund comprised of several funds used to account for specific employee benefit plans. Most plans in the trust are achieving favorable financial results, as demonstrated by their positive fund balances. The performance of a few benefit plans has been unfavorable; those funds are anticipated to have negative fund balances. Collectively, the employee benefit plan funds have a significant positive fund balance. 136 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Balance Summary FUND GENERAL MARICOPA COUNTY FY 2009-10 ADOPTED BUDGET SOURCES: USES: UNDESIG. BEG. FUND NON NON BALANCE OPERATING RECURRING OPERATING RECURRING $ 183,850,408 $ 1,090,162,676 SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES $ 866,814 $ 14,116,202 203 SHERIFF DONATIONS 105,573 84,640 204 JUSTICE CT JUDICIAL ENHANCEMNT 626,843 916,686 205 COURT DOCUMENT RETRIEVAL 455,492 1,229,100 207 PALO VERDE 420,415 404,459 208 JUDICIAL ENHANCEMENT 407,896 1,388,117 209 PUBLIC DEFENDER TRAINING 196,866 496,645 210 ECONOMIC DEVELOOPMENT 588,334 65,000 212 SHERIFF RICO 1,155,000 213 COUNTY ATTORNEY RICO 2,012,243 2,750,000 214 SHERIFF JAIL ENHANCEMENT 1,057,853 2,205,000 215 EMERGENCY MANAGEMENT (94,233) 908,008 218 CLERK OF COURT FILL THE GAP 80,214 2,206,000 220 DIVERSION 1,040,642 1,108,810 221 COUNTY ATTORNEY FILL THE GAP 813 1,964,388 225 SPUR CROSS RANCH CONSERVATION 534,747 305,000 226 PLANNING AND DEVELOPMENT FEES 3,568,321 6,752,764 228 JUVENILE PROBATION SPECIAL FEE 809,196 4,204,187 229 JUVENILE RESTITUTION 87,986 25,000 232 TRANSPORTATION OPERATIONS 96,392,000 235 DEL WEBB 515,565 27,800 236 RECORDERS SURCHARGE 3,531,359 3,942,000 239 PARKS SOUVENIR 26,755 170,000 240 LAKE PLEASANT RECREATION SVCS 1,549,763 1,766,010 241 PARKS ENHANCEMENT FUND 1,957,407 3,435,027 243 PARKS DONATIONS 807,198 108,000 245 JUSTICE COURTS SPECIAL REVENUE 3,611,381 5,207,031 252 INMATE SERVICES 9,375,731 14,520,364 254 INMATE HEALTH SERVICES 466,531 149,715 255 DETENTION OPERATIONS 52,443,440 322,818,421 256 PROBATE FEES 445,535 389,531 257 CONCILIATION COURT FEES 695,581 1,695,930 259 TRIAL COURTS SPECIAL REVENUE 2,704,718 6,100,817 261 LAW LIBRARY FEES 813,656 940,000 262 PUBLIC DEFENDER FILL THE GAP 880,888 1,472,536 263 LEGAL DEFENDER FILL THE GAP 1,799 59,000 264 SUPERIOR COURT FILL THE GAP 228,540 2,010,454 265 PUBLIC HEALTH FEES 3,404,792 6,609,352 266 CHECK ENFORCEMENT PROGRAM 85,584 346,000 267 CRIM JUSTICE ENHANCEMENT 1,071,646 1,909,746 268 VICTIM COMP AND ASSISTANCE 655,473 100,000 269 VICTIM COMP RESTITUTION INT 612,938 40,000 270 CHILD SUPPORT ENHANCEMENT 353,383 95,000 271 EXPEDITED CHILD SUPPORT 536,921 445,580 273 VICTIM LOCATION 175,344 24,000 274 CLERK OF THE COURT EDMS 1,265,588 3,370,000 275 JUVENILE PROBATION DIVERSION 948,756 386,633 276 SPOUSAL MAINT ENF ENHANCEMENT 142,866 115,921 281 CHILDRENS ISSUES EDUCATION 306,171 115,007 282 DOM REL MEDIATION EDUCATION 267,807 190,682 290 WASTE TIRE 2,871,519 5,173,154 376 EVENTS CENTER OPERATIONS 40,381 504 AIR QUALITY FEES 4,706,717 16,167,772 506 ENVIRONMTL SVCS ENV HEALTH 4,474,208 18,146,947 572 ANIMAL CONTROL LICENSE/SHELTER 3,855,068 10,649,387 574 ANIMAL CONTROL FIELD OPERATION 870,393 3,295,702 580 SOLID WASTE MANAGEMENT 11,194,798 725,000 669 SMALL SCHOOL SERVICE 55,793 104,204 741 TAXPAYER INFORMATION 387,878 304,341 780 SCHOOL TRANSPORTATION 353,200 792,887 782 SCHOOL COMMUNICATION 42,517 102,240 795 COUNTY SCHOOL INDIRECT COST 39,594 355,311 988 PUBLIC WORKS FLOOD CONTROL 35,718,850 SUBTOTAL NON-GRANT FUNDS $ 131,541,197 $ 608,773,358 $ - $ 20,000 20,000 $ 137 $ 1,090,162,676 $ 183,850,408 $ $ $ $ 14,116,202 84,640 916,686 1,229,100 404,459 1,388,117 496,645 1,155,000 2,750,000 2,205,000 908,008 2,206,000 1,108,810 1,964,388 305,000 7,705,691 4,204,187 25,000 60,847,714 2,753 3,498,813 170,000 1,766,010 3,434,284 108,000 5,207,031 14,520,364 149,715 322,818,421 389,531 1,695,930 6,100,817 940,000 1,472,536 59,000 2,010,454 6,609,352 431,584 1,909,746 100,000 40,000 445,580 10,000 3,370,000 386,633 115,921 115,007 190,682 5,173,154 15,722,207 18,053,147 9,777,524 3,295,702 2,008,369 104,204 304,341 792,887 102,240 355,311 35,718,850 $ 573,496,747 347,701 200,000 255,000 163,129 504,483 750,000 20,000 40,000 1,000,000 285,000 35,544,286 364,485 345,000 1,330,742 40,000 2,012,824 1,328,541 52,443,440 384,000 158,064 156,436 800,000 75,000 933,582 2,608,000 1,271,501 187,750 225,000 5,629,000 $ 109,402,964 UNDESIG. ENDING FUND BALANCE STRUCTURAL BALANCE $ - $ - $ 65,000 (952,927) 35,544,286 25,047 443,187 743 (85,584) 95,000 14,000 445,565 93,800 871,863 (1,283,369) 35,276,611 $ - 519,113 105,573 626,843 255,492 420,415 152,896 33,737 148,851 1,262,243 1,057,853 (94,233) 40,214 40,642 813 249,747 2,615,394 809,196 87,986 540,612 3,610,061 26,755 1,204,763 627,408 767,198 1,598,557 8,047,190 466,531 445,535 695,581 2,320,718 813,656 722,824 1,799 228,540 3,248,356 271,646 655,473 612,938 373,383 536,921 189,344 332,006 948,756 142,866 306,171 267,807 2,871,519 40,381 2,544,282 3,296,507 4,539,181 645,393 4,282,429 55,793 387,878 353,200 42,517 39,594 57,434,844 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Balance Summary (continued) MARICOPA COUNTY FY 2009-10 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 $ (54,092) $ 4,477,057 216 CLERK OF THE COURT GRANTS (41,568) 1,615,346 217 CDBG HOUSING TRUST 483,503 23,202,613 219 COUNTY ATTORNEY GRANTS (61,687) 7,792,090 222 HUMAN SERVICES GRANTS (4,212,162) 39,324,961 223 TRANSPORTATION GRANTS (57,196) 224 MEDICAL EXAMINER GRANT (88) 218,615 227 JUVENILE PROBATION GRANTS (595,635) 5,042,523 230 PARKS & REC. GRANTS 2,649 4,820 233 PUBLIC DEFENDER GRANTS 14,192 342,187 238 TRIAL COURTS GRANTS 25,277 2,013,724 248 ELECTIONS GRANT (31,321) 249 NON DEPARTMENTAL GRANT 18,785,010 251 SHERIFF GRANTS (405,161) 4,852,537 292 CORRECTIONAL HEALTH GRANT (1,106) 42,818 503 AIR QUALITY GRANT (537,975) 4,025,385 505 ENVIRONMENTAL SERVICES GRANT 312,265 902,000 532 PUBLIC HEALTH GRANTS (2,055,545) 35,409,374 573 ANIMAL CONTROL GRANTS 700,699 1,572,785 581 SOLID WASTE GRANTS 18,317 715 SCHOOL GRANT (112,113) 962,062 SUBTOTAL GRANTS $ (6,608,747) $ 150,585,907 SPECIAL REVENUE $ 124,932,450 $ 759,359,265 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE CAPITAL PROJECT 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT 440 FINANCING SERIES 2007 441 FINANCING SERIES 2008 445 GENERAL FUND CTY IMPROV CAPITAL PROJECT 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 ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL 630 DEPENDENT LIFE $ $ $ $ $ 2,762,788 1,081,585 3,844,373 52,450,583 $ 3,382,499 181 39,994,850 (51,833,462) 423,739,336 $ 467,733,987 $ - $ 34,499,958 1,230,506 17,737,642 28,880,575 1,886,671 719,447 5,468,592 13,683,010 2,355,443 1,749,290 576,713 722,524 541,457 2,408,542 1,845,120 462,416 2,426,506 2,019,833 791,577 1,263,399 40,744 517,592 1,043,794 3,766,274 198,058 3,258,138 399,282 $ $ 8,028,803 706,838 8,735,641 $ $ $ $ 1,917,990 $ 814,358 (2,483,655) 4,922,277 789,975 (357,442) 51,497 16,792,374 2,345,568 3,582,620 863,049 669,196 350,361 1,534,090 1,987,628 527,045 1,239,289 1,982,218 504,651 213,528 265,334 (171) 91,995 7,768 214,240 2,619 4,434,046 5,911 $ $ 755,000 55,000 9,158,935 533,139 190,000 10,692,074 10,712,074 $ 4,477,057 1,615,346 23,202,613 7,792,090 39,324,961 218,615 5,042,523 4,820 342,187 2,013,724 18,785,010 4,852,537 42,818 4,025,385 902,000 35,409,374 1,572,785 962,062 $ 150,585,907 $ 724,082,654 $ 755,000 84,524 17,428,935 533,139 190,000 $ 18,991,598 $ 128,394,562 $ 3,476,103 5,589,595 9,065,698 $ 11,297,930 7,411,180 18,709,110 $ - $ 63,140,120 180,000 61,299,990 124,620,110 $ - $ 85,728,037 857,075 47,900,000 66,088,797 15,788,608 $ 216,362,517 $ - $ 37,373,246 1,166,616 21,753,998 31,459,236 1,756,417 792,524 5,560,052 13,713,239 2,374,116 1,749,290 576,713 722,524 541,457 4,856,970 1,092,840 462,416 2,426,506 2,019,833 791,577 1,323,793 40,744 517,592 1,043,794 3,766,274 198,058 3,328,534 399,282 $ $ 138 $ $ $ UNDESIG. ENDING FUND BALANCE STRUCTURAL BALANCE 1,000,000 19,033 - $ $ $ $ 35,276,611 $ $ (54,092) (41,568) 483,503 (61,687) (4,212,162) (57,196) (88) (595,635) 2,649 14,192 25,277 (60,845) (8,270,000) (405,161) (1,106) (537,975) 312,265 (2,055,545) 700,699 18,317 (112,113) (14,908,271) 42,526,573 (8,535,142) $ (6,329,595) (14,864,737) $ 2,969,764 (33,162) 2,936,602 - $ $ 29,862,666 2,705,424 181 (7,905,150) (117,922,259) 469,250,718 $ 375,991,580 (2,873,288) $ 63,890 (4,016,356) (2,578,661) 130,254 (73,077) (91,460) (30,229) (18,673) (2,448,428) 752,280 (60,394) (70,396) - (955,298) 878,248 (6,500,011) 2,343,616 920,229 (430,519) (39,963) 16,762,145 2,326,895 3,582,620 863,049 669,196 350,361 (914,338) 2,739,908 527,045 239,289 1,963,185 504,651 213,528 204,940 (171) 91,995 7,768 214,240 2,619 4,363,650 5,911 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Balance Summary (continued) MARICOPA COUNTY FY 2009-10 ADOPTED BUDGET SOURCES: USES: UNDESIG. BEG. FUND NON NON BALANCE OPERATING RECURRING OPERATING RECURRING FUND INTERNAL SERVICE (CONT'D) 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 652 HS SELF-INSURED TRUST FUND 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS INTERNAL SERVICE $ 2,576 19,890 1,279,919 1,399,055 304,121 20,957,481 8,616,743 75,848,144 ELIMINATIONS $ - ALL FUNDS $ 861,100,630 256,284 473,220 13,883,815 1,004,711 29,772,374 15,920,669 $ 191,804,176 - $ 256,284 473,220 13,192,006 1,004,711 40,186,672 15,900,559 $ 212,821,093 $ 233,300 7,915 1,102,305 2,362,553 $ $ (334,380,213) $ (106,089,974) $ (334,380,213) $ (106,089,974) $ $ 1,710,790,277 $ 38,307,908 139 $ 1,711,395,320 $ 424,880,066 UNDESIG. ENDING FUND BALANCE STRUCTURAL BALANCE $ 691,809 (10,414,298) 20,110 (21,016,917) $ - $ 2,576 19,890 1,279,919 1,857,564 304,121 10,535,268 7,534,548 52,468,674 - (605,043) $ 473,923,429 Maricopa County Annual Business Strategies FY 2009-10 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 17% of the operating budget. The designations in the Detention Fund are for budget stabilization and future capital improvements. Fund/Designation FY 2009-10 Fund Balance Designations FY 2007-08 FY 2008-09 GENERAL FUND (100) Budget Stabilization: Cash Flow/Property Tax Reserve $ FY 2009-10 (Inc.)/Dec. 54,000,000 157,809,663 211,809,663 $ 58,000,000 118,549,851 $ 176,549,851 $ 62,000,000 125,306,776 $ 187,306,776 $ $ 34,300,000 $ 210,849,851 $ $ 187,306,776 $ $ 34,300,000 3,433,900 249,543,563 $ 34,300,000 (3) 23,543,075 Planning and Development Fees (226) Future Capital Projects $ 10,000,000 $ 9,000,000 $ - $ 9,000,000 (4) Transportation Operations (232) Budget Stabilization $ - $ - $ 7,600,304 $ (7,600,304) (2) $ $ $ 35,000,000 124,887,547 $ 159,887,547 $ $ 35,000,000 50,000,000 85,000,000 $ - (2) (74,887,547) (4) (74,887,547) $ Benefits Self-Funding Reserve Sheriff Court Remodel Major Maintenance Project $ $ (4,000,000) (1) (6,756,925) (2) (10,756,925) SPECIAL REVENUE FUNDS Detention Operations (255) Budget Stabilization Future Capital Projects $ 75,000,000 75,000,000 Public Health Fees (265) Future Capital Projects $ 634,000 $ 634,000 $ - $ 634,000 (4) Air Quality Fees (504) Future Capital Projects $ 3,000,000 $ 2,700,000 $ - $ 2,700,000 (4) $ - $ - $ 53,173,539 28,391,973 81,565,512 $ (53,173,539) (4) (28,391,973) (4) (81,565,512) CAPITAL PROJECT FUNDS Detention Capital Projects Fund (455) Future Capital Projects Detention Facilities Court Tower Inmate Holding $ $ $ $ NOTES: (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. (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. 140 Maricopa County Annual Business Strategies FY 2009-10 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 2009-10 Expenditure Limitation $ 1,147,551,545 FY 2009-10 Est. Expenditures Subject to Limitation $ 1,147,551,544 Expenditures (Over)/Under Limitation $ 141 1 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class FY 2007-08 ACTUAL GENERAL FUND JUDICIAL BRANCH 110 - ADULT PROBATION OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ DEPT TOTAL $ 65,669,617 65,669,617 $ $ 60,982,903 60,982,903 $ $ 61,112,616 61,112,616 $ $ 61,112,613 61,112,613 $ $ 58,854,159 58,854,159 $ $ $ DEPT TOTAL $ 13,525,602 13,525,602 $ $ 14,115,672 14,115,672 $ $ 14,234,238 14,234,238 $ $ 13,805,222 13,805,222 $ $ 14,488,923 14,488,923 $ $ $ DEPT TOTAL $ 21,466,054 21,466,054 $ $ 17,220,629 17,220,629 $ $ 17,562,469 17,562,469 $ $ 16,568,646 16,568,646 $ $ 16,449,965 16,449,965 $ $ 1,112,504 1,112,504 6.3% 6.3% $ DEPT TOTAL $ JUDICIAL BRANCH TOTAL $ 71,911,618 71,911,618 172,572,891 $ $ $ 70,347,261 70,347,261 162,666,465 $ $ $ 69,997,261 69,997,261 162,906,584 $ $ $ 68,071,976 68,071,976 159,558,457 $ $ $ 62,531,673 62,531,673 152,324,720 $ $ $ 7,465,588 7,465,588 10,581,864 10.7% 10.7% 6.5% $ $ 360,165 360,165 $ $ 372,646 372,646 $ $ 372,646 372,646 $ $ 358,344 358,344 $ $ 346,428 346,428 $ $ 26,218 26,218 7.0% 7.0% $ $ 361,785 361,785 $ $ 372,649 372,649 $ $ 372,649 372,649 $ $ 363,644 363,644 $ $ 346,428 346,428 $ $ 26,221 26,221 7.0% 7.0% $ $ 332,767 332,767 $ $ 372,649 372,649 $ $ 372,649 372,649 $ $ 340,915 340,915 $ $ 346,428 346,428 $ $ 26,221 26,221 7.0% 7.0% $ $ 322,750 322,750 $ $ 372,648 372,648 $ $ 372,648 372,648 $ $ 337,967 337,967 $ $ 346,428 346,428 $ $ 26,220 26,220 7.0% 7.0% $ $ 370,925 370,925 $ $ 372,643 372,643 $ $ 372,643 372,643 $ $ 357,321 357,321 $ $ 346,428 346,428 $ $ 26,215 26,215 7.0% 7.0% $ $ 24,292,822 24,292,822 $ $ 24,923,302 24,923,302 $ $ 24,064,278 24,064,278 $ $ 23,883,882 23,883,882 $ $ 22,816,543 22,816,543 $ $ 1,247,735 1,247,735 5.2% 5.2% $ $ 1,701,399 1,701,399 $ $ 1,628,190 1,628,190 $ $ 1,606,369 1,606,369 $ $ 1,591,281 1,591,281 $ $ 1,363,590 1,363,590 $ $ 242,779 242,779 15.1% 15.1% $ $ 32,973,970 32,973,970 $ $ 32,343,816 32,343,816 $ $ 31,293,003 31,293,003 $ $ 30,987,830 30,987,830 $ $ 30,056,139 30,056,139 $ $ 1,236,864 1,236,864 4.0% 4.0% $ $ 64,866,489 64,866,489 $ $ 62,837,039 62,837,039 $ $ 62,837,039 62,837,039 $ $ 61,882,173 61,882,173 $ $ 56,599,487 56,599,487 $ $ 6,237,552 6,237,552 9.9% 9.9% $ $ 13,303,841 13,303,841 $ $ 20,096,904 20,096,904 $ $ 20,096,904 20,096,904 $ $ 19,454,352 19,454,352 $ $ 8,212,297 8,212,297 $ $ 11,884,607 11,884,607 59.1% 59.1% $ 2,304,339 2,304,339 $ 2,361,217 2,361,217 $ 2,361,217 38,327 2,399,544 $ 2,244,708 23,422 2,268,130 $ 2,403,317 2,403,317 $ $ $ $ $ 10,793,578 961,514 11,755,092 $ $ 10,012,600 1,100,000 11,112,600 $ $ 15,915,927 15,915,927 $ $ 14,768,872 14,768,872 $ 4,013,122 4,013,122 $ $ $ 5,999,478 1,100,000 7,099,478 59.9% 100.0% 63.9% $ $ 2,326,088 2,326,088 $ $ 2,279,710 2,279,710 $ $ 2,279,710 2,279,710 $ $ 2,050,707 2,050,707 $ $ 2,095,117 2,095,117 $ $ 184,593 184,593 8.1% 8.1% $ $ 2,272,739 2,272,739 $ $ 2,320,833 2,320,833 $ $ 2,320,833 2,320,833 $ $ 2,084,572 2,084,572 $ $ 2,035,900 2,035,900 $ $ 284,933 284,933 12.3% 12.3% $ $ 5,021,146 5,021,146 $ $ 3,396,965 3,396,965 $ $ 2,909,938 2,909,938 $ $ 2,968,286 2,968,286 $ $ 2,618,874 2,618,874 $ $ 291,064 291,064 10.0% 10.0% $ 69,542,707 69,542,707 235,122,804 $ 72,529,713 72,529,713 242,496,851 $ 72,223,633 72,071 551,843 2,038,434 74,885,981 237,669,434 $ 71,230,295 72,472 183,947 1,358,954 72,845,668 233,530,164 $ 62,324,473 62,324,473 196,270,999 $ 9,899,160 72,071 551,843 2,038,434 12,561,508 41,398,435 13.7% 100.0% 100.0% 100.0% 16.8% 17.4% 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 140 - CALL CENTER 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 NON RECURRING NON PROJECT DEPT TOTAL 280 - COUNTY ATTORNEY CIVIL OPERATING NON RECURRING NON PROJECT DEPT TOTAL 360 - RECORDER OPERATING DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS OPERATING DEPT TOTAL 430 - TREASURER OPERATING DEPT TOTAL 500 - SHERIFF OPERATING NON RECURRING NON PROJECT SHERIFF CEN SVC COMP VOICE SYS SHERIFF MOBILE DATA COMPUTING DEPT TOTAL ELECTED TOTAL $ $ $ $ $ $ $ $ $ $ 142 $ $ $ $ $ $ $ $ 2,258,457 2,258,457 (254,685) (254,685) (42,100) 38,327 (3,773) 3.7% 3.7% -1.8% -1.8% -1.8% 100.0% -0.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL GENERAL FUND (cont'd) APPOINTED 060 - CLERK OF THE BOARD OPERATING $ 725,110 NON RECURRING NON PROJECT DEPT TOTAL $ 725,110 150 - EMERGENCY MANAGEMENT OPERATING $ 268,218 DEPT TOTAL $ 268,218 180 - FINANCE OPERATING $ 3,936,346 DEPT TOTAL $ 3,936,346 200 - COUNTY MANAGER OPERATING $ 2,795,446 2,795,446 DEPT TOTAL $ 220 - HUMAN SERVICES OPERATING $ 2,702,376 NON RECURRING NON PROJECT DEPT TOTAL $ 2,702,376 230 - INTERNAL AUDIT OPERATING $ 1,845,053 DEPT TOTAL $ 1,845,053 260 - CORRECTIONAL HEALTH OPERATING $ 3,731,743 3,731,743 DEPT TOTAL $ 290 - MEDICAL EXAMINER OPERATING $ 7,779,563 7,779,563 DEPT TOTAL $ 300 - PARKS AND RECREATION OPERATING $ 1,760,561 1,760,561 DEPT TOTAL $ 310 - WORKFORCE MGT AND DEVELOPMENT OPERATING $ 3,169,232 DEPT TOTAL $ 3,169,232 320 - SPECIAL LITIGATION OPERATING $ NON RECURRING NON PROJECT DEPT TOTAL $ 330 - GENERAL LITIGATION OPERATING $ NON RECURRING NON PROJECT DEPT TOTAL $ 340 - PUBLIC FIDUCIARY OPERATING $ 2,705,465 NON RECURRING NON PROJECT 2,705,465 DEPT TOTAL $ 390 - HEALTH CARE PROGRAMS OPERATING $ 220,745,891 DEPT TOTAL $ 220,745,891 410 - ENTERPRISE TECHNOLOGY OPERATING $ 10,550,573 DEPT TOTAL $ 10,550,573 460 - RESEARCH AND REPORTING OPERATING $ 373,009 DEPT TOTAL $ 373,009 FY 2008-09 ADOPTED $ FY 2008-09 REVISED $ $ 716,421 716,421 $ $ 234,996 234,996 $ $ FY 2008-09 FORECAST $ $ 716,421 716,421 $ $ 219,330 219,330 3,787,037 3,787,037 $ $ $ $ 2,904,116 2,904,116 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 689,833 689,833 $ 66,286 (696,056) (629,770) $ $ 207,252 207,252 -87.9% $ $ 45,449 45,449 20.7% 20.7% 3,787,037 3,787,037 $ $ 3,282,573 3,282,573 $ $ 504,464 504,464 13.3% 13.3% $ $ 2,538,228 2,538,228 $ $ 2,434,692 2,434,692 $ $ 103,536 103,536 4.1% 4.1% $ $ 2,517,013 2,517,013 $ 2,517,013 2,517,013 $ $ 453,403 (250,000) 203,403 18.0% $ 2,063,610 250,000 2,313,610 $ $ 2,517,013 2,517,013 $ $ 1,843,786 1,843,786 $ $ 1,843,786 1,843,786 $ $ 1,836,699 1,836,699 $ $ 1,553,494 1,553,494 $ $ 290,292 290,292 15.7% 15.7% $ $ 3,581,457 3,581,457 $ $ 3,423,762 3,423,762 $ $ 3,211,035 3,211,035 $ $ 3,049,876 3,049,876 $ $ 373,886 373,886 10.9% 10.9% $ $ 7,738,016 7,738,016 $ $ 7,565,426 7,565,426 $ $ 7,298,209 7,298,209 $ $ 6,659,432 6,659,432 $ $ 905,994 905,994 12.0% 12.0% $ $ 1,426,304 1,426,304 $ $ 1,176,016 1,176,016 $ $ 1,265,217 1,265,217 $ $ 694,615 694,615 $ $ 481,401 481,401 40.9% 40.9% $ $ 6,145,531 6,145,531 $ $ 6,145,531 6,145,531 $ $ 6,071,424 6,071,424 $ $ 3,049,142 3,049,142 $ $ 3,096,389 3,096,389 50.4% 50.4% $ - $ $ $ 1,979,828 156,000 2,135,828 $ $ - $ $ - $ (1,979,828) (156,000) (2,135,828) - $ 721,871 721,871 $ 721,871 721,871 $ 5,041,817 164,000 5,205,817 $ $ $ $ $ $ $ $ 2,612,944 2,612,944 $ $ $ $ 650,135 696,056 1,346,191 $ $ 173,881 173,881 3,716,401 3,716,401 $ $ $ $ 2,331,236 2,331,236 $ $ $ $ 2,556,334 37,640 2,593,974 234,768,067 234,768,067 $ $ $ $ 10,785,417 10,785,417 $ $ 327,743 327,743 $ $ $ 2,538,768 37,068 2,575,836 232,265,570 232,265,570 $ $ $ $ 10,340,526 10,340,526 $ $ 327,743 327,743 143 $ (4,319,946) (164,000) (4,483,946) 8.1% -598.4% -621.2% $ $ 2,477,439 2,477,439 229,023,904 229,023,904 $ $ 237,341,157 237,341,157 $ $ (5,075,587) (5,075,587) -2.2% -2.2% $ $ 9,652,436 9,652,436 $ $ 7,614,262 7,614,262 $ $ 2,726,264 2,726,264 26.4% 26.4% $ $ 318,212 318,212 $ $ 391,970 391,970 $ $ $ 78,895 37,640 116,535 9.3% (64,227) (64,227) 3.1% 100.0% 4.5% -19.6% -19.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL GENERAL FUND (cont'd) APPOINTED (cont'd) 470 - NON DEPARTMENTAL OPERATING $ NON RECURRING NON PROJECT 11TH AVE BLDG RESTORATIO N 333 WEST HATCHER ADMIN BUILDING IMPROVEMENTS APACHE LAKE AVONDALE SHERIFF SUB BUILDING SECURITY PROJECTS CANYON LAKE CARPET AND PAINTING PROGRAM CENTRAL COURT BLDG CHAMBERS BUILDING CODE COMPLIANCE RESERVE COURTS AREA GENERAL DOWNTOWN JUSTICE CENTER DRNGO ADMIN BLDG AND SHOPS DURANGO PARKING GARAGE EASTSIDE VETERINARY CENTER EMERGENCY SVCS ADMIN IMP ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS EQUIPMENT SERVICES FIRST AVENUE JAIL FORENSIC SCIENCE CENTER GENERAL INVESTIGATION AND TOU GLENDALE REGIONAL DAY JUVENILE DETENTION BLDG 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 PROGRAM FEES PUBLIC HEALTH CLINIC SAGUARO LAKE SCOTTSDALE ADULT PROBATION SE REG INFRASTRUC IMPRVMTS SOUTHPORT ADULT PROBATION VEHICLE PROCESSING CENTER WEST COURT DEPT TOTAL $ 288,529,063 $ 65,058 1,437,403 542,625 417,484 (1) 169,113 1,654,331 440,757 53,737 268,351 275,366 102,197 207,570 135,959 153,264 245,204 95,954 448,594 (2) 276,748 89,258 257,056 2,310,955 79,295 1,530,069 1,073,593 52,749 209,807 301,997,174 $ 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 67,000 647,572,100 FY 2008-09 REVISED $ $ 383,106,110 265,998,375 414,000 323,000 400,000 400,000 712,000 150,000 159,000 900,000 67,000 350,000 92,000 500,000 30,000 200,000 26,000 599,000 656,069,485 144 FY 2008-09 FORECAST $ $ 284,556,302 $ 163,443,733 138,000 270,941 242,380 (43) 277,690 52,672 497,050 61,338 365,494 89,243 333,912 80,881 273,547 10,000 167,333 8,672 171,595 451,818,813 $ FY 2009-10 ADOPTED 360,444,251 173,936,446 93,612 500,000 1,225,800 400,000 161,269 207,756 155,268 425,250 875,000 500,000 200,000 540,624 72,360 542,958,603 ADOPTED VS REVISED VARIANCE % $ $ 22,661,859 92,061,929 414,000 323,000 (93,612) (100,000) (1,225,800) (161,269) (207,756) (155,268) (425,250) 712,000 (725,000) 159,000 900,000 67,000 350,000 92,000 30,000 26,000 58,376 (72,360) 113,110,882 5.9% 34.6% 100.0% 100.0% -25.0% 0.0% 100.0% -483.3% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 100.0% 0.0% 100.0% 9.7% 17.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL GENERAL FUND (cont'd) APPOINTED (cont'd) 490 - MANAGEMENT AND BUDGET OPERATING DEPT TOTAL 520 - PUBLIC DEFENDER OPERATING DEPT TOTAL 540 - LEGAL DEFENDER OPERATING DEPT TOTAL 550 - LEGAL ADVOCATE OPERATING DEPT TOTAL 560 - CONTRACT COUNSEL OPERATING DEPT TOTAL 570 - JUVENILE DEFENDER OPERATING DEPT TOTAL 730 - MATERIALS MANAGEMENT OPERATING DEPT TOTAL 790 - ANIMAL CARE AND CONTROL OPERATING DEPT TOTAL 860 - PUBLIC HEALTH OPERATING DEPT TOTAL 880 - ENVIRONMENTAL SERVICES OPERATING NON RECURRING NON PROJECT DEPT TOTAL 910 - PUBLIC WORKS OPERATING DEPT TOTAL APPOINTED TOTAL GENERAL FUND TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 3,707,502 3,707,502 $ $ 3,746,301 3,746,301 $ $ 3,597,903 3,597,903 $ $ 3,346,825 3,346,825 $ $ 3,186,167 3,186,167 $ $ 411,736 411,736 11.4% 11.4% $ $ 35,972,532 35,972,532 $ $ 36,768,742 36,768,742 $ $ 36,141,386 36,141,386 $ $ 35,447,733 35,447,733 $ $ 34,713,248 34,713,248 $ $ 1,428,138 1,428,138 4.0% 4.0% $ $ 9,333,498 9,333,498 $ $ 10,511,194 10,511,194 $ $ 10,511,194 10,511,194 $ $ 9,789,935 9,789,935 $ $ 9,855,901 9,855,901 $ $ 655,293 655,293 6.2% 6.2% $ $ 8,174,964 8,174,964 $ $ 9,529,764 9,529,764 $ $ 9,529,764 9,529,764 $ $ 8,369,847 8,369,847 $ $ 8,770,615 8,770,615 $ $ 759,149 759,149 8.0% 8.0% $ $ 23,162,362 23,162,362 $ $ 15,414,886 15,414,886 $ $ 15,414,886 15,414,886 $ $ 25,812,769 25,812,769 $ $ 14,353,929 14,353,929 $ $ 1,060,957 1,060,957 6.9% 6.9% $ $ 4,494,280 4,494,280 $ $ 3,654,409 3,654,409 $ $ 4,281,765 4,281,765 $ $ 4,281,765 4,281,765 $ $ 4,164,849 4,164,849 $ $ 116,916 116,916 2.7% 2.7% $ $ 2,039,807 2,039,807 $ $ 2,029,600 2,029,600 $ $ 1,979,326 1,979,326 $ $ 1,915,965 1,915,965 $ $ 1,884,254 1,884,254 $ $ 95,072 95,072 4.8% 4.8% $ $ 360,115 360,115 $ $ 322,919 322,919 $ $ 301,247 301,247 $ $ 257,919 257,919 $ $ 257,903 257,903 $ $ 43,344 43,344 14.4% 14.4% $ $ 11,164,401 11,164,401 $ $ 12,462,708 12,462,708 $ $ 12,388,109 12,388,109 $ $ 11,333,426 11,333,426 $ $ 10,787,840 10,787,840 $ $ 1,600,269 1,600,269 12.9% 12.9% $ 4,388,509 4,388,509 $ 3,687,644 3,687,644 $ 3,569,613 3,569,613 $ 3,557,034 3,557,034 $ 3,350,072 70,000 3,420,072 $ $ $ 11,340,005 $ 11,340,005 $ 925,417,365 $ 1,274,013,084 $ $ $ $ $ $ 13,811,487 $ 13,811,487 $ 681,695,217 $ 1,089,390,912 $ $ 12,908,663 $ 12,908,663 $ 1,037,997,778 $ 1,443,161,094 $ $ 12,829,165 $ 12,829,165 $ 1,042,796,077 $ 1,443,372,095 145 $ $ 12,756,881 $ 12,756,881 $ 840,125,490 $ 1,233,214,111 $ 219,541 (70,000) 149,541 1,489,160 1,489,160 117,378,712 169,359,011 6.2% 4.2% 11.6% 11.6% 11.3% 11.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE GRANTS JUDICIAL 110 - ADULT PROBATION 211 ADULT PROBATION GRANTS OPERATING FUND TOTAL DEPT TOTAL 270 - JUVENILE PROBATION 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL DEPT TOTAL 800 - SUPERIOR COURT 238 SUPERIOR COURT 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 NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS 715 SCHOOL GRANT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 500 - SHERIFF 251 SHERIFF GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL ELECTED TOTAL APPOINTED 200 - COUNTY MANAGER 249 NON DEPARTMENTAL GRANT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 220 - HUMAN SERVICES 217 CDBG HOUSING TRUST OPERATING FUND TOTAL 222 HUMAN SERVICES GRANTS OPERATING FUND TOTAL DEPT TOTAL 260 - CORRECTIONAL HEALTH 292 CORRECTIONAL HEALTH GRANT OPERATING FUND TOTAL DEPT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ $ 4,183,823 4,183,823 4,183,823 $ $ $ 4,577,481 4,577,481 4,577,481 $ $ $ 4,952,703 4,952,703 4,952,703 $ $ $ 4,299,918 4,299,918 4,299,918 $ $ $ 4,477,057 4,477,057 4,477,057 $ $ $ 475,646 475,646 475,646 9.6% 9.6% 9.6% $ $ $ 6,116,353 6,116,353 6,116,353 $ $ $ 6,227,304 6,227,304 6,227,304 $ $ $ 8,125,930 8,125,930 8,125,930 $ $ $ 5,431,536 5,431,536 5,431,536 $ $ $ 5,042,523 5,042,523 5,042,523 $ $ $ 3,083,407 3,083,407 3,083,407 37.9% 37.9% 37.9% $ $ $ $ 1,443,081 1,443,081 1,443,081 11,743,257 $ $ $ $ 2,013,724 2,013,724 2,013,724 12,818,509 $ $ $ $ 2,013,724 2,013,724 2,013,724 15,092,357 $ $ $ $ 1,300,677 1,300,677 1,300,677 11,032,131 $ $ $ $ 2,013,724 2,013,724 2,013,724 11,533,304 $ $ $ $ 3,559,053 0.0% 0.0% 0.0% 23.6% $ $ $ 1,504,211 1,504,211 1,504,211 $ $ $ 1,635,833 1,635,833 1,635,833 $ $ $ 1,635,833 1,635,833 1,635,833 $ $ $ 1,486,225 1,486,225 1,486,225 $ $ $ 1,615,346 1,615,346 1,615,346 $ $ $ 20,487 20,487 20,487 1.3% 1.3% 1.3% $ $ $ 6,761,658 6,761,658 6,761,658 $ $ $ 8,347,330 8,347,330 8,347,330 $ $ $ 8,347,330 8,347,330 8,347,330 $ $ $ 7,342,807 7,342,807 7,342,807 $ $ $ 7,792,090 7,792,090 7,792,090 $ $ $ 555,240 555,240 555,240 6.7% 6.7% 6.7% $ 4,261 4,261 4,261 $ 29,524 29,524 29,524 $ 29,524 29,524 29,524 $ 27,810 27,810 27,810 $ 84,524 84,524 84,524 $ 29,524 (84,524) (55,000) (55,000) $ $ $ $ $ $ $ $ $ $ 1,011,026 1,011,026 1,011,026 6,274,206 6,274,206 6,274,206 15,555,362 $ $ 508,000 508,000 508,000 $ $ $ $ $ $ $ $ $ $ $ $ 1,027,016 785,000 1,812,016 1,812,016 7,548,150 7,548,150 7,548,150 19,372,853 $ $ - 7,601,704 7,601,704 $ $ $ $ $ 39,930,287 39,930,287 47,531,991 $ $ $ 361,604 361,604 361,604 $ $ $ 1,027,016 1,144,561 2,171,577 2,171,577 $ $ $ $ $ $ 6,085,927 6,085,927 6,085,927 18,270,191 $ $ $ 415,000 415,000 415,000 12,709,280 12,709,280 $ $ $ $ $ 41,943,098 41,943,098 54,652,378 $ $ $ 32,818 32,818 32,818 $ $ $ $ $ $ $ $ $ 5,371,707 5,371,707 5,371,707 14,836,640 $ $ 415,000 415,000 415,000 22,683,547 22,683,547 $ $ $ $ $ 43,575,718 43,575,718 66,259,265 $ $ $ 32,818 32,818 32,818 146 $ 608,091 608,091 608,091 $ $ $ $ $ $ $ $ $ $ 962,062 962,062 962,062 4,852,537 533,139 5,385,676 5,385,676 15,839,698 $ $ $ $ $ $ $ $ $ $ $ 9,158,935 9,158,935 9,158,935 $ $ $ 8,022,296 8,022,296 $ $ 23,202,613 23,202,613 $ $ $ $ $ 44,250,080 44,250,080 52,272,376 $ $ $ 39,324,961 39,324,961 62,527,574 $ $ $ $ $ $ 35,582 35,582 35,582 $ $ $ 42,818 42,818 42,818 $ $ $ 100.0% -186.3% -186.3% 64,954 1,144,561 1,209,515 1,209,515 6.3% 100.0% 55.7% 55.7% 1,233,390 (533,139) 700,251 700,251 2,430,493 20.3% 11.5% 11.5% 13.3% (8,743,935) -2107.0% (8,743,935) -2107.0% (8,743,935) -2107.0% (519,066) (519,066) 4,250,757 4,250,757 3,731,691 (10,000) (10,000) (10,000) -2.3% -2.3% 9.8% 9.8% 5.6% -30.5% -30.5% -30.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE GRANTS (contd.) APPOINTED (contd.) 290 - MEDICAL EXAMINER 224 MEDICAL EXAMINER GRANT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 300 - PARKS AND RECREATION 230 PARKS AND RECREATION GRANTS OPERATING NON RECURRING NON PROJECT 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 NON PROJECT FUND TOTAL DEPT TOTAL 520 - PUBLIC DEFENDER 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL DEPT TOTAL 790 - ANIMAL CARE AND CONTROL 573 ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT 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 - ENVIRONMENTAL SERVICES 505 ENVIRONMENTAL SERVICES GRANT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 910 - PUBLIC WORKS 223 TRANSPO RTATION GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL 581 SOLID WASTE GRANTS NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL APPOINTED TOTAL SPECIAL REVENUE GRANTS TOTAL $ FY 2008-09 ADOPTED 15,352 15,352 15,352 $ $ $ $ 115,171 115,171 115,171 $ $ $ $ FY 2008-09 REVISED FY 2008-09 FORECAST - $ $ $ $ 14,965 14,965 14,965 7,412,990 7,412,990 7,412,990 $ $ $ 7,594,722 7,594,722 7,594,722 $ $ $ 7,594,722 7,594,722 7,594,722 $ $ $ $ $ $ 9,654,668 $ 6,568,541 16,223,209 $ 16,223,209 $ 9,576,083 1,703,016 11,279,099 11,279,099 $ $ $ - $ $ $ $ $ 380,489 380,489 380,489 $ $ $ 387,251 387,251 387,251 $ $ $ 387,251 387,251 387,251 $ $ $ $ $ $ $ 879,460 879,460 879,460 $ $ $ 1,055,697 1,055,697 1,055,697 $ $ $ 3,749,550 3,749,550 3,749,550 $ $ $ $ $ $ 28,445,228 28,445,228 28,445,228 $ $ $ $ 1,334,882 1,334,882 1,334,882 $ 537,294 537,294 $ $ $ $ $ $ $ $ $ $ $ 537,294 $ 91,448,248 $ 118,746,867 $ $ $ $ ADOPTED VS REVISED VARIANCE % (123,615) 17,015 (106,600) (106,600) -130.1% 100.0% -95.2% -95.2% $ $ 10,145 176,269 186,414 186,414 67.8% 100.0% 97.5% 97.5% 5,926,709 5,926,709 5,926,709 $ $ $ 1,668,013 1,668,013 1,668,013 22.0% 22.0% 22.0% 18,785,010 8,270,000 27,055,010 27,055,010 $ $ $ (9,208,927) (6,566,984) (15,775,911) (15,775,911) $ $ $ 342,187 342,187 342,187 $ $ $ 45,064 45,064 45,064 11.6% 11.6% 11.6% 1,472,753 $ 1,472,753 $ 1,472,753 $ 1,572,785 1,572,785 1,572,785 $ $ $ 879,460 $ 150,000 1,029,460 $ 1,029,460 $ $ $ (693,325) 150,000 (543,325) (543,325) -78.8% 100.0% -52.8% -52.8% 4,132,151 4,132,151 4,132,151 $ $ $ 4,132,151 4,132,151 4,132,151 $ $ $ 3,676,915 3,676,915 3,676,915 $ $ $ 4,025,385 4,025,385 4,025,385 $ $ $ 106,766 106,766 106,766 2.6% 2.6% 2.6% 38,006,654 38,006,654 38,006,654 $ $ $ 37,112,826 37,112,826 37,112,826 $ $ $ 29,349,450 29,349,450 29,349,450 $ $ $ 29,482,665 29,482,665 29,482,665 $ $ $ 7,630,161 7,630,161 7,630,161 20.6% 20.6% 20.6% 482,998 $ 425,000 907,998 $ 907,998 $ 482,998 452,525 935,523 935,523 $ 592,727 $ 815 593,542 $ 593,542 $ 902,000 902,000 902,000 $ 755,000 755,000 $ $ $ 190,000 $ 190,000 $ 945,000 $ 142,204,503 $ 169,577,505 $ $ $ $ $ $ $ $ $ 665,308 665,308 $ $ $ 665,308 $ $ 123,496,914 $ 155,688,276 $ $ $ $ $ $ FY 2009-10 ADOPTED 95,000 $ 17,015 112,015 $ 112,015 $ 95,000 $ 95,000 $ 95,000 $ 218,615 218,615 218,615 $ 14,965 $ 176,269 191,234 $ 191,234 $ 84,892 $ 24,013 108,905 $ 108,905 $ 4,820 4,820 4,820 $ $ $ $ - $ - $ - $ $ $ 665,308 $ 1,077,093 1,742,401 $ $ 435,586 435,586 2,177,987 131,659,351 165,021,899 147 $ $ $ $ $ 5,878,321 5,878,321 5,878,321 326,715 326,715 326,715 472,739 690,050 1,162,789 163,079 163,079 1,325,868 95,550,427 121,419,198 $ $ $ $ $ $ -96.2% -385.6% -139.9% -139.9% (419,002) 452,525 33,523 33,523 -86.8% 100.0% 3.6% 3.6% 665,308 322,093 987,401 100.0% 29.9% 56.7% 245,586 245,586 1,232,987 (10,545,152) (4,555,606) 56.4% 56.4% 56.6% -8.0% -2.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER JUDICIAL 110 - ADULT PROBATION 201 ADULT PRO BATION FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 240 - JUSTICE COURTS 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON RECURRING NON PROJECT FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 270 - JUVENILE PROBATION 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT 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 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 256 PRO BATE FEES OPERATING FUND TOTAL 257 CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT JURY SYSTEM REWRITE FUND TOTAL $ FY 2008-09 ADOPTED 12,752,967 12,752,967 12,752,967 $ 610,856 610,856 $ 2,969,207 2,969,207 3,580,063 $ $ $ 2,850,693 2,850,693 $ $ FY 2008-09 REVISED FY 2008-09 FORECAST 14,249,145 $ 394,823 14,643,968 $ 14,643,968 $ 14,249,145 2,355,882 16,605,027 16,605,027 $ 657,480 $ 657,480 $ 657,480 2,427,171 3,084,651 $ 3,776,505 $ 3,776,505 $ 4,433,985 $ 4,607,009 2,666,359 7,273,368 10,358,019 $ 4,696,187 779,609 5,475,796 $ $ 4,696,187 $ 4,696,187 $ 17,967 17,967 $ $ 25,000 $ 25,000 $ $ $ 34,665,501 34,665,501 $ $ $ $ $ 297,595 297,595 37,831,756 $ $ $ $ $ 27,289 27,289 $ $ $ $ $ 599,249 599,249 $ $ $ $ $ $ $ $ $ $ $ $ $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 14,244,700 2,013,707 16,258,407 16,258,407 $ 614,302 2,421,326 3,035,628 $ 4,520,115 1,652,802 6,172,917 9,208,545 $ $ $ 4,684,513 779,609 5,464,122 $ 25,000 25,000 $ $ 21,443 21,443 $ $ 35,714,330 $ 35,714,330 $ 34,651,905 34,651,905 $ $ 33,037,268 33,037,268 $ $ 33,651,118 33,651,118 316,635 $ 316,635 $ 40,752,152 $ 316,635 316,635 40,469,336 $ $ $ 258,814 258,814 38,781,647 $ $ $ 386,633 $ 386,633 $ 38,266,938 $ $ $ - $ $ - $ - $ - $ - $ 433,286 677,777 1,111,063 $ $ 433,286 $ 433,286 $ 321,557 321,557 $ $ 389,531 $ 389,531 $ 1,585,752 1,585,752 $ 5,780,456 5,780,456 $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ 132,943 2,008,181 2,141,124 2,141,124 0.9% 85.2% 12.9% 12.9% 916,686 $ 916,686 $ (259,206) 2,427,171 2,167,965 -39.4% 100.0% 70.3% 5,207,031 $ 2,012,824 7,219,855 $ 8,136,541 $ (600,022) 653,535 53,513 2,221,478 -13.0% 24.5% 0.7% 21.4% 4,204,187 4,204,187 $ 492,000 779,609 1,271,609 10.5% 100.0% 23.2% 25,000 $ 25,000 $ - 0.0% 0.0% 1,000,787 1,000,787 2.9% 2.9% $ 421,876 657,949 1,079,825 $ 433,277 433,277 389,531 389,531 $ $ 389,524 389,524 1,695,930 $ 1,695,930 $ 1,695,930 64,000 1,759,930 $ 5,680,313 $ 5,680,313 $ 5,680,313 1,168,516 370,000 7,218,829 $ 148 $ $ $ 14,116,202 347,701 14,463,903 14,463,903 $ $ $ $ $ $ -22.1% -22.1% 5.4% - $ 9 677,777 677,786 0.0% 100.0% 61.0% $ $ 389,531 $ 389,531 $ - 0.0% 0.0% 1,695,926 1,695,926 $ 1,695,930 $ 1,695,930 $ 64,000 64,000 0.0% 100.0% 3.6% 5,576,488 864,716 6,441,204 $ $ $ $ (69,998) (69,998) 2,202,398 6,100,817 $ 384,000 6,484,817 $ (420,504) 1,168,516 (14,000) 734,012 -7.4% 100.0% -3.8% 10.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER (Contd.) JUDICIAL (Contd.) 800 - SUPERIOR COURT (Contd.) 261 LAW LIBRARY OPERATING $ NON RECURRING NON PROJECT FUND TOTAL $ 264 SUPERIOR COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 271 EXPEDITED CHILD SUPPORT OPERATING 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 ELECTED 160 - CLERK OF THE SUPERIOR COURT 205 COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 218 CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 270 CHILD SUPPORT ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 273 VICTIM LOCATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 274 CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL $ FY 2008-09 ADOPTED 854,565 854,565 $ $ FY 2008-09 REVISED 940,000 $ 940,000 $ 940,000 559,256 1,499,256 2,010,454 180,567 2,191,021 $ $ $ 1,734,516 1,734,516 $ 2,010,454 $ 2,010,454 $ $ $ 340,848 340,848 $ $ 445,580 $ 445,580 $ $ $ 86,680 86,680 $ $ $ $ 78,509 78,509 $ $ $ $ $ $ 182,247 182,247 11,591,668 65,756,454 $ $ $ $ $ 1,097,877 1,097,877 $ $ $ $ $ $ $ $ $ $ $ $ $ 777,583 777,583 2,167,646 2,167,646 74,000 74,000 $ $ $ $ $ $ $ - $ 3,032,133 3,032,133 7,149,239 $ $ $ $ FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 823,916 244,256 1,068,172 $ $ 940,000 $ 940,000 $ 559,256 559,256 0.0% 100.0% 37.3% 180,567 180,567 0.0% 100.0% 8.2% $ $ 1,731,247 180,567 1,911,814 $ 2,010,454 $ 2,010,454 $ 445,580 445,580 $ $ 445,574 445,574 $ $ 445,580 $ 445,580 $ - 0.0% 0.0% 115,921 $ 115,921 $ 115,921 115,921 $ $ 115,919 115,919 $ $ 115,921 $ 115,921 $ - 0.0% 0.0% 115,007 $ 115,007 $ 115,007 115,007 $ $ 114,999 114,999 $ $ 115,007 $ 115,007 $ - 0.0% 0.0% $ $ $ $ 190,682 190,682 15,036,820 82,469,202 $ $ $ $ 190,680 190,680 13,453,637 77,702,236 $ $ $ $ 190,682 $ 190,682 $ 12,821,199 $ 73,688,581 $ 2,215,621 8,780,621 0.0% 0.0% 14.7% 10.6% 1,150,236 $ 1,150,236 $ 1,150,236 44,001 1,194,237 $ 912,764 44,001 956,765 $ 1,229,100 $ 200,000 1,429,100 $ (78,864) (155,999) (234,863) -6.9% -354.5% -19.7% 744,438 $ 415,000 1,159,438 $ 744,438 415,000 1,159,438 954,840 $ 255,000 1,209,840 $ (210,402) 160,000 (50,402) -28.3% 38.6% -4.3% 2,155,862 $ 275,000 2,430,862 $ 2,155,862 467,722 2,623,584 2,206,000 $ 40,000 2,246,000 $ (50,138) 427,722 377,584 -2.3% 91.4% 14.4% 80,000 $ 77,500 157,500 $ 80,000 77,500 157,500 75,000 75,000 80,000 2,500 82,500 100.0% 3.2% 52.4% 3,302 $ 50,000 53,302 $ 3,302 50,000 53,302 $ 10,000 $ 10,000 $ (6,698) 50,000 43,302 -202.8% 100.0% 81.2% 2,900,005 $ 550,000 3,450,005 $ 8,401,343 $ 2,900,005 703,777 3,603,782 8,791,843 $ 3,370,000 $ 933,582 4,303,582 $ 9,273,522 $ (469,995) (229,805) (699,800) (481,679) -16.2% -32.7% -19.4% -5.5% 190,682 190,682 12,016,704 71,846,809 149 $ $ $ $ $ $ $ $ $ $ 744,320 412,398 1,156,718 2,093,850 400,849 2,494,699 $ $ $ $ $ 45,600 $ 56,805 102,405 $ - $ 2,702,278 466,610 3,168,888 7,879,475 $ $ $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER (Contd.) ELECTED (Contd.) 190 - COUNTY ATTORNEY 213 COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT FUND TOTAL 220 DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL 267 CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 268 VICTIM COMP AND ASSISTANCE OPERATING NON RECURRING NON PROJECT FUND TOTAL 269 VICTIM COMP RESTITUTION INT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 360 - RECORDER 236 RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 370 - SUPERINTENDENT OF SCHOOLS 669 SMALL SCHOOL SERVICE OPERATING FUND TOTAL 780 SCHOOL TRANSPORTATION OPERATING FUND TOTAL 782 SCHOOL COMMUNICATION OPERATING FUND TOTAL 795 COUNTY SCHOOL INDIRECT COST OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 430 - TREASURER 741 TAXPAYER INFORMATION OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL $ $ $ $ $ FY 2008-09 ADOPTED 2,316,248 2,316,248 722,414 722,414 $ $ $ $ FY 2008-09 FORECAST 2,750,000 $ 2,750,000 $ 2,750,000 600,768 3,350,768 $ $ 2,397,892 600,768 2,998,660 1,008,810 $ 1,008,810 $ 1,008,810 $ 1,008,810 $ 1,201,968 1,201,968 2,314,388 717,657 3,032,045 $ 2,210,403 717,657 2,928,060 $ 1,528,857 1,528,857 $ 2,314,388 $ 2,314,388 $ $ $ 447,809 447,809 $ $ 599,997 $ 599,997 $ 599,997 599,997 $ $ $ 1,535,466 1,535,466 $ 2,384,928 $ 2,384,928 $ 2,384,928 556,328 2,941,256 $ 100,000 $ 400,000 500,000 $ 100,000 400,000 500,000 40,000 $ 400,000 440,000 $ 9,998,123 $ 40,000 400,000 440,000 11,872,876 $ 3,863,298 2,510,359 6,373,657 6,373,657 $ $ $ $ $ 1,296 1,296 $ FY 2008-09 REVISED $ $ $ 1,459 1,459 6,553,549 $ $ $ $ 6,288,737 6,288,737 6,288,737 $ $ 3,863,298 $ 639,000 4,502,298 $ 4,502,298 $ $ $ - $ $ 110,000 $ 110,000 $ $ $ 497,470 497,470 $ $ $ $ 81,067 81,067 $ 578,537 $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ -9.9% -109.0% 15.1% 100.0% 35.2% $ $ 431,584 431,584 $ $ 168,413 168,413 28.1% 28.1% 2,253,626 556,328 2,809,954 $ 1,909,746 800,000 2,709,746 $ 475,182 (243,672) 231,510 19.9% -43.8% 7.9% 100,000 $ 100,000 $ 400,000 400,000 0.0% 100.0% 80.0% 40,000 $ 40,000 $ 10,854,528 $ 400,000 400,000 1,018,348 0.0% 100.0% 90.9% 8.6% 9.4% 85.5% 39.4% 39.4% $ $ $ 110,000 110,000 $ $ 792,887 $ 792,887 $ 792,887 792,887 $ $ 82,680 $ 82,680 $ 82,680 82,680 $ - $ 1,881,148 1,881,148 $ 2,866,715 $ $ $ (100,000) (1,000,000) (1,100,000) 454,264 454,264 $ $ 800,000 $ 800,000 $ 800,000 $ 1,108,810 $ 1,000,000 2,108,810 $ $ $ $ 0.0% -24.8% -4.5% $ 3,616,769 2,281,859 5,898,628 5,898,628 $ $ (149,232) (149,232) 350,000 717,657 1,067,657 $ $ $ 2,750,000 $ 750,000 3,500,000 $ 1,964,388 1,964,388 182 133,328 133,510 $ 8,278 133,328 141,606 10,668,022 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ $ $ $ 3,498,813 364,485 3,863,298 3,863,298 $ $ 364,485 2,145,874 2,510,359 2,510,359 85,079 85,079 $ $ 104,204 104,204 $ $ 5,796 5,796 5.3% 5.3% $ $ 703,822 703,822 $ $ 792,887 $ 792,887 $ - 0.0% 0.0% $ $ 90,699 90,699 $ $ 102,240 $ 102,240 $ (19,560) (19,560) -23.7% -23.7% - $ 1,881,148 1,881,148 $ 2,866,715 $ 1,881,148 1,881,148 2,760,748 $ 355,311 $ 355,311 $ 1,354,642 $ (355,311) 1,881,148 1,525,837 1,512,073 100.0% 81.1% 52.7% 495,659 211,980 707,639 707,639 62.0% 100.0% 69.9% 69.9% 800,000 211,980 1,011,980 1,011,980 150 $ $ $ 211,980 211,980 211,980 $ $ $ $ $ 304,341 304,341 304,341 $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER (Contd.) ELECTED (Contd.) 500 - SHERIFF 203 SHERIFF DONATIONS OPERATING FUND TOTAL 212 SHERIFF RICO OPERATING FUND TOTAL 214 SHERIFF JAIL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 252 INMATE SERVICES OPERATING NON RECURRING NON PROJECT JMS MIG RATION FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING JMS MIG RATION SHERIFF CEN SVC COMP VOICE SYS FUND TOTAL DEPT TOTAL ELECTED TOTAL APPOINTED 150 - EMERGENCY MANAGEMENT 207 PALO VERDE OPERATING FUND TOTAL 215 EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 200 - COUNTY MANAGER 255 DETENTION OPERATIONS OPERATING FUND TOTAL 376 EVENTS CENTER OPERATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 260 - CORRECTIONAL HEALTH 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 16,574 16,574 $ $ 25,800 $ 25,800 $ 105,800 105,800 $ $ 48,254 48,254 $ $ 84,640 84,640 $ $ 21,160 21,160 20.0% 20.0% $ $ 903,518 903,518 $ $ 1,155,000 $ 1,155,000 $ 1,155,000 1,155,000 $ $ 893,038 893,038 $ $ 1,155,000 $ 1,155,000 $ - 0.0% 0.0% $ 761,697 761,697 $ 2,205,000 $ 2,205,000 $ 2,205,000 517,954 2,722,954 $ $ $ 1,817,935 517,954 2,335,889 2,205,000 $ 2,205,000 $ 517,954 517,954 0.0% 100.0% 19.0% 16,812,421 $ 11,665,077 28,477,498 $ 17,828,865 10,439,988 28,268,853 $ $ $ $ $ $ 10,940,446 10,940,446 - $ $ $ $ $ 16,812,421 $ 2,300,000 19,112,421 $ 149,715 $ 150,000 299,715 $ $ 197,592 197,592 $ $ $ $ $ 149,715 $ 149,715 $ 297,597 297,597 0.0% 100.0% 66.5% 2,192,907 236,703 174,457 2,604,067 16,069,371 21,336,111 1.2% 100.0% 100.0% 1.4% 7.3% 8.5% 354,560 354,560 $ $ 316,401 316,401 $ $ 404,459 $ 404,459 $ (49,899) (49,899) -14.1% -14.1% $ $ 819,308 89,584 908,892 1,263,452 $ $ 817,922 36,228 854,150 1,170,551 $ $ $ 804,974 $ 804,974 $ 1,159,534 $ $ $ $ 695,888 695,888 917,687 $ $ 908,008 $ 20,000 928,008 $ 1,332,467 $ (88,700) 69,584 (19,116) (69,015) -10.8% 77.7% -2.1% -5.5% $ $ 1,449,571 1,449,571 $ $ 1,695,804 $ 1,695,804 $ 1,695,804 1,695,804 $ $ 1,583,624 1,583,624 $ $ 1,458,856 1,458,856 $ $ 236,948 236,948 14.0% 14.0% $ 77,034 77,034 1,526,605 $ 75,000 $ 75,000 $ 1,770,804 $ 75,000 20,581 95,581 1,791,385 $ 60,745 $ 20,581 81,326 $ 1,664,950 $ 1,458,856 $ 75,000 20,581 95,581 332,529 100.0% 100.0% 100.0% 18.6% 49,084,489 $ 145,460 49,229,949 $ 49,229,949 $ 48,958,271 145,460 49,103,731 49,103,731 153,612 145,460 299,072 299,072 0.3% 100.0% 0.6% 0.6% $ $ $ $ 151 $ $ $ 48,795,864 145,460 48,941,324 48,941,324 $ $ $ 48,804,659 48,804,659 48,804,659 $ 44.3% 354,560 $ 354,560 $ $ $ 183,677,997 183,677,997 203,121,257 228,771,588 13.6% 100.0% $ $ $ $ $ $ 185,115,398 78,903 58,153 185,252,454 216,996,080 244,414,933 $ 2,292,057 11,665,077 (1,328,541) 12,628,593 221,799 221,799 48,474,679 48,474,679 48,474,679 $ $ $ 185,870,904 236,703 174,457 186,282,064 219,190,628 250,107,699 $ $ $ $ $ $ $ 14,520,364 1,328,541 15,848,905 $ $ $ $ $ $ $ $ 193,917,586 193,917,586 206,539,821 227,109,883 $ $ $ 185,870,904 $ 185,870,904 $ 208,668,840 $ 235,237,319 149,715 297,597 447,312 $ $ $ $ $ $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER (Contd.) APPOINTED (Contd.) 300 - PARKS AND RECREATION 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT FUND TOTAL 243 PARKS DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 440 - PLANNING AND DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL 235 DEL WEBB OPERATING FUND TOTAL DEPT TOTAL 470 - NON DEPARTMENTAL 210 WASTE MANAGEMENT NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT 4th AVE JAIL MAINTENANCE BUILDING SECURITY PROJECTS CODE COMPLIANCE RESERVE DATA EXCHANGES ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS INMATE COURT HOLDING JUVENILE DETENTION BLDG LBJ COMPLEX LIFE SAFETY PROJECTS LOWER BUCKEYE JAIL PROGRAM FEES PROJECT OVERHEAD DURANGO JAIL INFR IMPROVEMENTS ESTRELLA JAIL INFR IMPROVEMENT SE JUVENILE INFR IMPROVEMENTS TOWERS JAIL INFR IMPROVEMENTS PUP TENTS FUND TOTAL DEPT TOTAL $ $ 445,009 445,009 $ $ $ $ $ $ $ FY 2008-09 ADOPTED $ 452,501 $ 250,000 702,501 $ 452,501 250,000 702,501 136,297 136,297 $ $ 130,000 $ 130,000 $ 2,361,800 2,361,800 $ 3,637,762 3,637,762 $ $ $ $ 852,550 852,550 7,433,418 $ $ $ 15,808,152 15,808,152 $ $ $ $ $ $ FY 2008-09 REVISED $ $ FY 2008-09 FORECAST $ $ 317,154 317,154 190,000 190,000 $ $ 1,803,630 $ 40,000 1,843,630 $ 1,803,630 40,000 1,843,630 $ 3,035,409 $ 2,980,794 6,016,203 $ 3,205,391 3,948,081 7,153,472 $ 108,000 $ 108,000 $ 8,800,334 $ FY 2009-10 ADOPTED $ 305,000 285,000 590,000 141,256 141,256 $ $ 170,000 170,000 1,663,364 25,000 1,688,364 $ $ $ 2,715,610 3,948,081 6,663,691 108,000 $ 108,000 $ 9,997,603 $ 115,352 115,352 8,925,817 $ $ $ $ $ 20,000 20,000 10.5% 10.5% 3,434,284 $ 1,330,742 4,765,026 $ (228,893) 2,617,339 2,388,446 -7.1% 66.3% 33.4% 108,000 $ 40,000 148,000 $ 7,784,036 $ (40,000) (40,000) 2,213,567 0.0% -37.0% 22.1% $ 7,705,691 7,705,691 $ 7,130,087 1,453,497 8,583,584 48.1% 100.0% 52.7% 2,753 2,753 7,708,444 $ $ $ 74,483 74,483 8,658,067 96.4% 96.4% 52.9% $ $ $ $ $ $ 108,017 108,017 15,916,169 $ $ $ 77,236 $ 77,236 $ 16,366,511 $ 77,236 77,236 16,366,511 $ $ $ 11,637 11,637 13,584,294 $ $ $ $ $ 146,412 146,412 $ $ 452,522 $ 452,522 $ 452,522 452,522 $ $ 102,762 102,762 $ $ $ 51,416,693 95,714 181,906 946,474 39,299 131,662 285,448 306,269 110,598 498,195 693,044 542,247 2,255,884 3,470,970 34,061 61,008,464 61,154,876 $ 152 32.6% -14.0% 16.0% 2.1% -762.5% -14.5% 12,294,160 1,278,497 13,572,657 $ $ $ 147,501 (35,000) 112,501 37,620 (305,000) (267,380) 14,835,778 1,453,497 16,289,275 95,321,611 $ 50,671,008 514,000 200,000 200,000 250,000 215,000 100,000 413,000 500,000 100,000 2,689,000 1,619,000 1,974,000 154,766,619 $ 155,219,141 $ $ 1,766,010 $ 345,000 2,111,010 $ 14,835,778 $ 1,453,497 16,289,275 $ 94,132,968 $ 48,059,685 514,000 200,000 200,000 250,000 215,000 100,000 413,000 500,000 2,689,000 1,619,000 2,074,000 $ 150,966,653 $ $ 151,419,175 $ $ $ ADOPTED VS REVISED VARIANCE % 25,913,354 $ (3,110,366) 171,336 66,672 45,565 200,280 71,672 33,336 365,289 286,869 2,431,703 1,014,300 1,099,344 28,589,354 $ 28,692,116 $ $ 504,483 $ 504,483 $ 52,580,133 45,502,677 300,000 200,000 250,000 200,000 95,400 500,000 200,000 2,846,317 1,371,128 131,541 846,377 105,023,573 105,528,056 $ $ $ (51,961) (51,961) -11.5% -11.5% 42,741,478 5,168,331 514,000 (100,000) 15,000 100,000 317,600 (100,000) (157,317) 247,872 (131,541) 1,127,623 49,743,046 49,691,085 44.8% 10.2% 100.0% -50.0% 0.0% 0.0% 7.0% 100.0% 76.9% 0.0% -100.0% -5.9% 15.3% 57.1% 32.1% 32.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL SPECIAL REVENUE OTHER (Contd.) APPOINTED (Contd.) 520 - PUBLIC DEFENDER 209 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT FUND TOTAL 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 540 - LEGAL DEFENDER 209 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT FUND TOTAL 263 LEGAL DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 550 - LEGAL ADVOCATE 209 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 790 - ANIMAL CARE AND CONTROL 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT FUND TOTAL 574 ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 850 - AIR QUALITY 504 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 860 - PUBLIC HEALTH 265 PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 880 - ENVIRONMENTAL SERVICES 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 910 - PUBLIC WORKS 232 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 290 WASTE TIRE OPERATING NON RECURRING NON PROJECT FUND TOTAL 580 SOLID WASTE MANAGEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TOTAL DEPT TOTAL APPOINTED TOTAL SPECIAL REVENUE OTHER TOTAL SPECIAL REVENUE TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 392,423 392,423 FY 2008-09 ADOPTED $ $ 1,398,575 1,398,575 1,790,998 $ $ $ 47,461 47,461 $ $ 58,997 58,997 106,458 $ $ $ 7,028 7,028 7,028 $ $ 7,601,909 7,601,909 $ 3,456,880 3,456,880 11,058,789 $ $ $ $ $ 16,198,206 16,198,206 16,198,206 $ 3,851,373 3,851,373 3,851,373 $ 16,575,377 16,575,377 16,575,377 $ $ $ $ $ $ $ $ $ 119,398,935 119,398,935 $ $ 2,772,479 2,772,479 $ 6,125,137 6,125,137 $ $ 1,429,810 1,429,810 $ $ $ $ $ $ 129,726,361 314,738,024 607,604,361 726,351,228 $ $ 545,353 545,353 FY 2008-09 REVISED $ 1,630,593 526,150 2,156,743 2,702,096 $ $ 75,794 75,794 $ $ $ $ 12,500 12,500 12,500 $ $ 8,156,441 51,000 8,207,441 $ 2,962,071 192,000 3,154,071 11,361,512 $ $ 17,952,308 4,761,707 22,714,015 22,714,015 $ $ 18,988,768 2,841,113 21,829,881 21,829,881 75,794 75,794 $ $ $ $ $ $ $ $ $ $ $ $ $ 2,743,527 2,743,527 $ 5,730,000 975,000 6,705,000 $ $ 1,612,369 6,010,000 7,622,369 $ $ $ $ $ $ 35,962,289 35,962,289 191,360,883 483,963,055 791,047,183 946,735,459 $ $ 59,000 16,313 75,313 151,107 $ $ 12,500 12,500 12,500 $ $ 8,199,361 51,000 8,250,361 $ 3,050,435 192,000 3,242,435 11,492,796 $ $ 16,938,763 4,761,707 21,700,470 21,700,470 $ $ $ 63,578,714 74,748,984 138,327,698 $ $ $ $ $ $ $ 1,630,593 696,889 2,327,482 2,944,307 $ 59,000 59,000 134,794 4,774,809 326,258 5,101,067 5,101,067 545,353 71,472 616,825 $ FY 2008-09 FORECAST 4,694,140 1,843,384 6,537,524 6,537,524 18,988,768 3,161,113 22,149,881 22,149,881 $ $ $ $ $ $ $ $ $ $ $ $ $ 63,609,364 67,197,509 130,806,873 $ $ 2,743,527 2,743,527 $ 5,475,000 2,757,032 8,232,032 $ $ 1,867,369 6,010,000 7,877,369 $ $ $ $ $ $ 35,962,289 35,962,289 185,622,090 484,352,498 816,929,399 981,951,298 $ 153 449,265 71,472 520,737 $ $ 1,153,958 300,000 1,453,958 1,974,695 $ $ 45,538 45,538 $ $ $ 58,715 16,313 75,028 120,566 $ $ 12,500 12,500 12,500 $ $ 8,779,626 8,779,626 $ 3,180,746 3,180,746 11,960,372 $ $ 15,518,196 3,701,814 19,220,010 19,220,010 $ $ 3,886,124 2,085,849 5,971,973 5,971,973 18,224,493 2,539,689 20,764,182 20,764,182 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ $ $ $ $ $ $ $ $ 437,141 134,339 571,480 $ $ 1,472,536 158,064 1,630,600 2,202,080 $ $ 52,155 23,639 75,794 $ 59,000 59,000 134,794 $ $ $ $ $ 7,349 5,151 12,500 12,500 $ $ 9,777,524 187,750 9,965,274 $ 3,295,702 225,000 3,520,702 13,485,976 $ $ 15,722,207 2,608,000 18,330,207 18,330,207 $ $ 6,609,352 156,436 6,765,788 6,765,788 18,053,147 1,271,501 19,324,648 19,324,648 $ $ $ $ $ $ $ $ $ $ $ $ 57,533,671 49,832,656 107,366,327 $ $ 2,573,512 2,573,512 $ 5,316,813 2,757,032 8,073,845 $ 1,946,731 1,010,006 2,956,737 $ 2,008,369 5,629,000 7,637,369 $ $ $ $ $ $ $ $ 34,128,864 34,128,864 155,099,285 318,102,635 640,219,804 761,639,002 $ $ $ $ $ $ 35,718,850 35,718,850 147,567,031 380,439,542 682,899,711 852,477,216 $ $ $ $ $ $ $ 108,212 (62,867) 45,345 19.8% -88.0% 7.4% 158,057 538,825 696,882 742,227 9.7% 77.3% 29.9% 25.2% 23,639 (23,639) - 31.2% 16,313 16,313 16,313 0.0% 100.0% 21.7% 10.8% 5,151 (5,151) - 41.2% (1,578,163) (136,750) (1,714,913) -19.2% -268.1% -20.8% (245,267) (33,000) (278,267) (1,993,180) -8.0% -17.2% -8.6% -17.3% 1,216,556 2,153,707 3,370,263 3,370,263 7.2% 45.2% 15.5% 15.5% (1,915,212) 1,686,948 (228,264) (228,264) -40.8% 91.5% -3.5% -3.5% 935,621 1,889,612 2,825,233 2,825,233 4.9% 59.8% 12.8% 12.8% 4.3% 47.1% 26.3% 0.0% 0.0% 0.0% $ $ 60,847,714 35,544,286 96,392,000 $ 2,761,650 31,653,223 34,414,873 $ $ 2,645,658 2,645,658 $ $ 97,869 97,869 3.6% 3.6% $ 5,173,154 5,173,154 $ $ 301,846 2,757,032 3,058,878 5.5% 100.0% 37.2% $ $ (141,000) 381,000 240,000 243,439 243,439 38,055,059 103,912,956 134,029,688 129,474,082 -7.6% 6.3% 3.0% 0.7% 0.7% 20.5% 21.5% 16.4% 13.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL DEBT SERVICE FUNDS APPOINTED 470 - NON DEPARTMENTAL 320 COUNTY IMPROVEMENT DEBT OPERATING NON RECURRING NON PROJECT FUND TOTAL 321 COUNTY IMPROVEMENT DEBT 2 OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL DEBT SERVICE TOTAL $ $ $ $ $ $ 13,949,099 13,949,099 7,410,218 7,410,218 21,359,317 21,359,317 FY 2008-09 ADOPTED $ $ $ $ $ $ FY 2007-08 ACTUAL CAPITAL PRO JECTS FUNDS APPOINTED 470 - NON DEPARTMENTAL 422 INTERGOVERNMENTAL CAP PROJ OPERATING NON RECURRING NON PROJECT BUCKEYE HILLS SHOOTING RANGE CAVE CREEK TRANSFER STATION HASSAYAMPA TRANSFER STATION MARICOPA REGIONAL TRAIL SYSTEM MORRISTOWN TRANSFER STATION NEW RIVER TRANSFER STATION RAINBOW VALLEY TRANSFER STATION VISITOR CTRS AND AMPHITHEATERS FUND TOTAL 440 FINANCING SERIES 2007 CENTRAL COURT BUILDING COURT TOWER DURANGO ANIMAL CARE AND CNTRL SAN TAN CONSOL JUSTICE CRT SOUTHEAST CONSOL JUSTICE CRT SOUTHWEST CONSOL JUSTICE CRT SUNNYSLOPE PROB FACILITY FUND TOTAL 441 FINANCING SERIES 2008 COURT TOWER DURANGO 911 AND CRIME LAB FUND TOTAL 445 GENERAL FUND CTY IMPROV OPERATING NON RECURRING NON PROJECT BUCKEYE HILLS SHOOTING RANGE CHAMBERS BLDG BASEMENT REMODEL COURT TOWER DWNTWN CONSOLIDATD JSTICE CRTS EMERGENCY SVCS HVAC UPGRADES ENTRY STATIONS MONUMENTS RR LB CENT PLANT CHILLED WATER MARICOPA REGIONAL TRAIL SYSTEM OLD ACC BUILDING DEMO PARKS SYSTEM MASTER PLAN PUBLIC HEALTH GENERATOR RESTROOM PROJECTS PHASE 3 SAGUARO LAKE AID STATION SECURITY BLDG PLUMBING UPGRADE SECURITY BUILDING SHERIFF COURT REMO DEL VISITOR CTRS AND AMPHITHEATERS VULTURE MOUNTAIN FUND TOTAL $ $ $ $ $ $ $ $ 4,183,962 2,490,441 836,104 452,275 7,962,782 15,976,228 15,976,228 $ $ $ $ 7,578,928 395,577 7,974,505 $ $ $ $ $ 15,976,228 15,976,228 $ 7,413,380 7,413,380 23,389,608 23,389,608 $ 7,413,380 7,413,380 23,389,608 23,389,608 $ $ $ FY 2008-09 ADOPTED 2,528,159 13,381,825 165,976 18,610,110 549,932 1,271,637 36,507,639 6,775,900 8,123,806 24,671 85,182 113,406 271,060 113,193 1,205,322 3,843,613 2,803,356 23,359,509 FY 2008-09 REVISED FY 2008-09 FORECAST $ $ $ $ $ $ FY 2008-09 REVISED - $ 1,500,000 975,000 975,000 3,450,000 $ 15,976,228 15,976,228 7,413,380 7,413,380 23,389,608 23,389,608 FY 2009-10 ADOPTED $ $ $ $ $ $ FY 2008-09 FORECAST 1,265,908 6,880 39,729 653,423 216,642 2,182,582 7,556,380 300,000 7,856,380 $ 6,656,380 $ 298,974 179,763 7,135,117 $ $ $ 58,713,727 132,781 58,846,508 - $ 6,252,339 1,200,000 550,000 2,484,959 1,692,086 250,000 212,344 325,000 750,000 760,000 3,109,314 2,433,900 4,306,859 100,000 24,426,801 $ 6,252,339 1,451,285 550,000 2,484,959 1,692,086 250,000 132,344 325,000 750,000 760,000 3,109,314 2,433,900 4,386,859 100,000 24,678,086 7,556,380 300,000 59,770,396 67,626,776 $ 55,213,727 11,908,300 67,122,027 $ $ 154 $ $ $ $ 43,539,460 285,879 43,825,339 6,252,339 1,686,757 135,432 1,849,383 860,496 242,005 260,000 304,449 330,977 701,165 1,407,741 881,941 4,379,941 100,000 19,392,626 11,297,930 $ 11,297,930 $ 4,678,298 4,678,298 7,411,180 7,411,180 18,709,110 18,709,110 2,200 2,200 4,680,498 4,680,498 FY 2009-10 ADOPTED - $ 90,000 1,500,000 1,180,000 35,000 35,000 680,000 275,000 3,795,000 $ $ $ $ $ $ $ ADOPTED VS REVISED VARIANCE % $ $ $ $ 29.3% 0.0% 0.0% 20.0% 20.0% ADOPTED VS REVISED VARIANCE % - $ 767,075 90,000 857,075 $ 90,000 1,500,000 412,925 35,000 35,000 680,000 275,000 (90,000) 2,937,925 900,000 $ 6,656,380 47,000,000 (47,000,000) 300,000 47,900,000 $ (40,043,620) 66,088,797 66,088,797 29.3% $ $ (7,375,070) 132,781 (7,242,289) - $ 9,065,698 1,177,321 2,485,392 43,428 100,000 2,632,401 184,368 100,000 15,788,608 $ (2,813,359) 1,451,285 550,000 1,307,638 (793,306) 250,000 88,916 325,000 650,000 760,000 476,913 2,433,900 4,202,491 8,889,478 100.0% 100.0% 35.0% 100.0% 100.0% 100.0% 100.0% 77.4% 88.1% 100.0% -509.7% -12.6% 100.0% -12.3% -45.0% 100.0% 100.0% 52.6% -46.9% 100.0% 67.2% 100.0% 86.7% 100.0% 15.3% 100.0% 95.8% 0.0% 36.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL CAPITAL PRO JECTS FUNDS (cont'd) APPOINTED (cont'd) 470 - NON DEPARTMENTAL 455 DETENTION CAPITAL PROJECTS JUVENILE DURANGO $ LB FOOD FACTORY BOILER ROOM LB LAUNDRY DUST COLLECTION PUP TENTS RESTROOM BLDG RETHERM FOOD DELIVERY SYSTEM FUND TOTAL $ DEPT TOTAL $ 910 - PUBLIC WORKS 234 TRANSPO RTATION CAPITAL PROJECT BRIDGE PRESERVATION COUNTY ARTERIALS DUST MITIGATION INTELLIGENT TRANS SYST ITS MAG ALCP PROJECTS OCOTILLO RD EOM PALO VERDE OLIVE AVE AT AGUA FRIA PARTNERSHIP SUPPORT PAVEMENT PRESERVATION PM10 PH4 IN SW VALLEY RIGGS RD AT SR 347 RIGHT-OF-WAY SAFETY PROJECTS SR303 AT WADDELL TRAFFIC IMPROVEMENTS TRANSPORTATION ADMINISTRATION TRANSPORTATION PLANNING ALL FUNCTIONS BRIDGE PRESERVATION COUNTY ARTERIALS DUST MITIGATION INTELLIGENT TRANS SYST ITS MAG ALCP PROJECTS OCOTILLO RD EOM PALO VERDE OLIVE AVE AT AGUA FRIA PARTNERSHIP SUPPORT PAVEMENT PRESERVATION PM10 PH4 IN SW VALLEY RIGGS RD AT SR 347 RIGHT-OF-WAY SAFETY PROJECTS SR303 AT WADDELL TRAFFIC IMPROVEMENTS TRANSPORTATION ADMINISTRATION TRANSPORTATION PLANNING FUND TOTAL DEPT TOTAL CAPITAL PROJECTS TOTAL $ $ $ $ FY 2008-09 ADOPTED FY 2008-09 REVISED (5,193) $ 137,000 314,000 500,000 78,247 5,000,000 73,054 $ 5,951,000 75,877,489 $ 168,576,604 22,453,551 16,663,386 6,561,648 1,714,859 9,348,330 300,282 140 3,151,757 3,850,647 344 12,607 917,767 545,270 1,216 6,978,790 466,832 1,985,703 74,953,129 22,453,551 16,663,386 6,561,648 1,714,859 9,348,330 300,282 140 3,151,757 3,850,647 344 12,607 917,767 545,270 1,216 6,978,790 466,832 1,985,703 74,953,129 74,953,129 150,830,618 $ $ $ $ 3,290,000 27,490,000 10,885,500 1,510,000 16,780,000 10,011,000 6,280,000 2,150,000 580,000 11,545,500 12,525,000 1,630,000 104,677,000 3,290,000 27,490,000 10,885,500 1,510,000 16,780,000 10,011,000 6,280,000 2,150,000 580,000 11,545,500 12,525,000 1,630,000 104,677,000 104,677,000 273,253,604 $ 137,000 314,000 793,421 143,570 1,387,991 96,563,965 $ $ $ $ $ $ 6,290,000 22,990,000 10,885,500 1,510,000 18,130,000 8,911,000 6,730,000 2,150,000 580,000 13,045,500 11,625,000 1,830,000 104,677,000 6,290,000 22,990,000 10,885,500 1,510,000 18,130,000 8,911,000 6,730,000 2,150,000 580,000 13,045,500 11,625,000 1,830,000 104,677,000 104,677,000 201,240,965 155 FY 2008-09 FORECAST $ $ $ $ $ $ $ 100,586 318,525 927,268 1,788,579 3,134,958 75,670,622 4,653,465 18,232,264 6,122,864 561,074 15,484,252 8,118,154 1,961,334 388,020 324,271 8,851,551 353,824 1,455,744 66,506,817 4,653,465 18,232,264 6,122,864 561,074 15,484,252 8,118,154 1,961,334 388,020 324,271 8,851,551 353,824 1,455,744 66,506,817 66,506,817 142,177,439 FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ - $ 137,000 314,000 793,421 143,570 $ - $ 1,387,991 $ 130,634,480 $ (34,070,515) $ 2,513,000 $ 3,777,000 8,280,000 14,710,000 6,050,000 4,835,500 1,470,000 40,000 35,030,000 (16,900,000) 1,530,000 7,381,000 5,270,000 1,460,000 585,000 1,565,000 530,000 50,000 6,879,500 6,166,000 15,960,537 (4,335,537) 1,630,000 200,000 85,728,037 18,948,963 2,513,000 3,777,000 8,280,000 14,710,000 6,050,000 4,835,500 1,470,000 40,000 35,030,000 (16,900,000) 1,530,000 7,381,000 5,270,000 1,460,000 585,000 1,565,000 530,000 50,000 6,879,500 6,166,000 15,960,537 (4,335,537) 1,630,000 200,000 $ 85,728,037 $ 18,948,963 $ 85,728,037 $ 18,948,963 $ 216,362,517 $ (15,121,552) 100.0% 100.0% 100.0% 100.0% 100.0% -35.3% 60.0% 64.0% 44.4% 2.6% -93.2% 82.8% 21.7% 72.8% 8.6% 47.3% -37.3% 10.9% 18.1% 60.0% 64.0% 44.4% 2.6% -93.2% 82.8% 21.7% 72.8% 8.6% 47.3% -37.3% 10.9% 18.1% 18.1% -7.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL INTERNAL SERVICE FUNDS APPOINTED 350 - EMPLOYEE BENEFITS 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 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ FUND TOTAL $ 34,467,709 34,467,709 $ $ 38,565,052 38,565,052 $ $ 38,565,052 38,565,052 $ $ 35,353,190 35,353,190 $ $ 37,373,246 37,373,246 $ $ 1,191,806 1,191,806 3.1% 3.1% $ FUND TOTAL $ 1,184,005 1,184,005 $ $ 1,736,357 1,736,357 $ $ 1,736,357 1,736,357 $ $ 1,023,584 1,023,584 $ $ 1,166,616 1,166,616 $ $ 569,741 569,741 32.8% 32.8% $ FUND TOTAL $ 18,547,446 18,547,446 $ $ 18,217,871 18,217,871 $ $ 18,217,871 18,217,871 $ $ 18,591,388 18,591,388 $ $ 21,753,998 21,753,998 $ $ $ FUND TOTAL $ 26,632,709 26,632,709 $ $ 32,384,265 32,384,265 $ $ 32,384,265 32,384,265 $ $ 28,241,903 28,241,903 $ $ 31,459,236 31,459,236 $ $ 925,029 925,029 2.9% 2.9% $ FUND TOTAL $ 1,052,625 1,052,625 $ $ 1,640,272 1,640,272 $ $ 1,640,272 1,640,272 $ $ 1,542,304 1,542,304 $ $ 1,756,417 1,756,417 $ $ (116,145) (116,145) -7.1% -7.1% $ FUND TOTAL $ 892,960 892,960 $ $ 460,207 460,207 $ $ 460,207 460,207 $ $ 752,254 752,254 $ $ 792,524 792,524 $ $ (332,317) (332,317) -72.2% -72.2% $ FUND TOTAL $ 5,086,498 5,086,498 $ $ 5,942,253 5,942,253 $ $ 5,942,253 5,942,253 $ $ 5,303,207 5,303,207 $ $ 5,560,052 5,560,052 $ $ 382,201 382,201 6.4% 6.4% $ FUND TOTAL $ 11,698,828 11,698,828 $ $ 15,586,712 15,586,712 $ $ 15,586,712 15,586,712 $ $ 12,596,883 12,596,883 $ $ 13,713,239 13,713,239 $ $ 1,873,473 1,873,473 12.0% 12.0% $ FUND TOTAL $ 1,754,269 1,754,269 $ $ 2,550,358 2,550,358 $ $ 2,550,358 2,550,358 $ $ 1,805,684 1,805,684 $ $ 2,374,116 2,374,116 $ $ 176,242 176,242 6.9% 6.9% $ FUND TOTAL $ 1,532,949 1,532,949 $ $ 2,069,203 2,069,203 $ $ 2,069,203 2,069,203 $ $ 1,495,317 1,495,317 $ $ 1,749,290 1,749,290 $ $ 319,913 319,913 15.5% 15.5% $ FUND TOTAL $ 262,909 262,909 $ $ 651,142 651,142 $ $ 651,142 651,142 $ $ 321,940 321,940 $ $ 576,713 576,713 $ $ 74,429 74,429 11.4% 11.4% $ FUND TOTAL $ 133,541 133,541 $ $ 768,660 768,660 $ $ 768,660 768,660 $ $ 402,084 402,084 $ $ 722,524 722,524 $ $ 46,136 46,136 6.0% 6.0% $ FUND TOTAL $ 89,261 89,261 $ $ 594,994 594,994 $ $ 594,994 594,994 $ $ 216,329 216,329 $ $ 541,457 541,457 $ $ 53,537 53,537 9.0% 9.0% $ FUND TOTAL $ 1,387,915 1,387,915 $ $ 2,658,521 2,658,521 $ $ 2,658,521 2,658,521 $ $ 1,862,011 1,862,011 $ $ 4,856,970 4,856,970 $ $ (2,198,449) (2,198,449) -82.7% -82.7% $ $ 89,982 89,982 $ $ 806,304 806,304 $ $ 806,304 806,304 $ $ 753,804 753,804 $ $ 1,092,840 1,092,840 $ $ (286,536) (286,536) -35.5% -35.5% $ $ 173,468 173,468 $ $ 419,092 419,092 $ $ 419,092 419,092 $ $ 332,901 332,901 $ $ 462,416 462,416 $ $ (43,324) (43,324) -10.3% -10.3% $ 3,202 3,202 $ $ 615 WELLNESS OPERATING FUND TOTAL 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL 617 MED INCENTIVE AND PENALTIES OPERATING NON RECURRING NON PROJECT FUND TOTAL 618 BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL $ $ $ $ - $ 1,000,000 1,000,000 $ - $ 1,000,000 1,000,000 $ - $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 3,026,622 $ 3,026,622 $ 2,201,047 $ 2,201,047 $ 2,426,506 19,033 2,445,539 1,994,563 1,994,563 2,283,389 2,283,389 2,019,833 2,019,833 $ 2,176,723 2,176,723 $ 3,026,622 $ 3,026,622 $ $ 1,677,060 1,677,060 $ 1,994,563 1,994,563 $ 156 $ $ $ $ (3,536,127) (3,536,127) - -19.4% -19.4% 0.0% 0.0% $ 600,116 (19,033) 581,083 19.8% 19.2% $ (25,270) (25,270) -1.3% -1.3% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL INTERNAL SERVICE FUNDS (cont'd) APPOINTED (cont'd) 350 - EMPLOYEE BENEFITS (cont'd) 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL 623 VISION OPERATING FUND TOTAL 624 STAND ALONE VISION OPERATING FUND TOTAL 625 FI PREPAID DENTAL OPERATING FUND TOTAL 626 FI LIFE AND AD AND D OPERATING FUND TOTAL 627 SUPPLEMENTAL LIFE OPERATING FUND TOTAL 628 EMPLOYEE ASSISTANCE OPERATING FUND TOTAL 629 SI DENTAL OPERATING FUND TOTAL 630 DEPENDENT LIFE OPERATING FUND TOTAL 631 VOLUNTARY BENEFITS OPERATING FUND TOTAL 632 CIGNA FOR SENIORS OPERATING FUND TOTAL 652 HEALTH SELECT SI TRUST OPERATING FUND TOTAL DEPT TOTAL 410 - ENTERPRISE TECHNOLOGY 681 TELECOMMUNICATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 730 - MATERIALS MANAGEMENT 673 REPROGRAPHICS OPERATING FUND TOTAL DEPT TOTAL 740 - EQUIPMENT SERVICES 654 EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT LOWER BUCKEYE JAIL FUND TOTAL DEPT TOTAL 750 - RISK MANAGEMENT 675 RISK MANAGEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL INTERNAL SERVICE FUNDS TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 719,873 719,873 $ $ 725,872 725,872 $ $ 725,872 725,872 $ $ 804,086 804,086 $ $ 791,577 791,577 $ $ (65,705) (65,705) -9.1% -9.1% $ $ 1,206,345 1,206,345 $ $ 1,477,962 1,477,962 $ $ 1,477,962 1,477,962 $ $ 1,405,443 1,405,443 $ $ 1,323,793 1,323,793 $ $ 154,169 154,169 10.4% 10.4% $ $ - $ $ 94,074 94,074 $ $ 94,074 94,074 $ $ 27,343 27,343 $ $ 40,744 40,744 $ $ 53,330 53,330 56.7% 56.7% $ $ 576,171 576,171 $ $ 658,626 658,626 $ $ 658,626 658,626 $ $ 511,802 511,802 $ $ 517,592 517,592 $ $ 141,034 141,034 21.4% 21.4% $ $ 957,224 957,224 $ $ 1,065,588 1,065,588 $ $ 1,065,588 1,065,588 $ $ 944,973 944,973 $ $ 1,043,794 1,043,794 $ $ 21,794 21,794 2.0% 2.0% $ $ 3,353,725 3,353,725 $ $ 4,105,572 4,105,572 $ $ 4,105,572 4,105,572 $ $ 3,572,916 3,572,916 $ $ 3,766,274 3,766,274 $ $ 339,298 339,298 8.3% 8.3% $ $ 187,219 187,219 $ $ 217,224 217,224 $ $ 217,224 217,224 $ $ 193,432 193,432 $ $ 198,058 198,058 $ $ 19,166 19,166 8.8% 8.8% $ $ 2,356,902 2,356,902 $ $ 3,280,311 3,280,311 $ $ 3,280,311 3,280,311 $ $ 2,849,247 2,849,247 $ $ 3,328,534 3,328,534 $ $ (48,223) (48,223) -1.5% -1.5% $ $ 405,036 405,036 $ $ 394,414 394,414 $ $ 394,414 394,414 $ $ 422,583 422,583 $ $ 399,282 399,282 $ $ (4,868) (4,868) -1.2% -1.2% $ $ 229,722 229,722 $ $ 507,318 507,318 $ $ 507,318 507,318 $ $ 318,893 318,893 $ $ 256,284 256,284 $ $ 251,034 251,034 49.5% 49.5% $ $ 598,552 598,552 $ $ 487,080 487,080 $ $ 487,080 487,080 $ $ 473,178 473,178 $ $ 473,220 473,220 $ $ 13,860 13,860 2.8% 2.8% $ $ $ 3,000,000 3,000,000 122,434,828 $ $ $ 530,311 0.4% $ $ $ 20,902,846 20,902,846 20,902,846 $ $ $ 1,697,695 1,898,289 1,898,289 60.6% 10.0% 10.0% $ $ $ $ $ $ $ $ $ $ $ $ $ 144,086,489 $ $ $ 144,086,489 $ $ $ 127,603,115 $ $ $ 143,556,178 $ $ $ $ $ $ 16,101,153 1,800,000 17,901,153 17,901,153 1,027,548 1,027,548 1,027,548 $ $ $ 16,332,430 16,332,430 16,332,430 $ 29,030,276 29,030,276 29,030,276 189,727,928 $ $ $ $ $ $ $ $ 16,101,153 2,800,000 18,901,153 18,901,153 983,793 983,793 983,793 $ $ $ 13,522,007 460,000 13,982,007 13,982,007 $ 38,624,251 38,624,251 38,624,251 215,577,693 $ $ $ $ $ $ $ $ 15,650,028 2,564,392 18,214,420 18,214,420 $ $ 15,900,559 1,102,305 17,002,864 17,002,864 983,793 983,793 983,793 $ $ $ 1,036,285 1,036,285 1,036,285 $ $ $ 1,004,711 1,004,711 1,004,711 $ $ $ (20,918) (20,918) (20,918) -2.1% -2.1% -2.1% 13,460,839 460,000 13,920,839 13,920,839 $ 15,986,444 89,200 16,075,644 16,075,644 $ 13,192,006 233,300 13,425,306 13,425,306 $ $ $ $ 226,700 495,533 495,533 49.3% $ (1,562,421) (7,915) (1,570,336) (1,570,336) 1,332,879 -4.0% 38,624,251 38,624,251 38,624,251 216,516,525 157 $ $ $ $ $ $ 34,265,836 34,265,836 34,265,836 197,195,300 $ $ $ 40,186,672 7,915 $ 40,194,587 $ 40,194,587 $ 215,183,646 $ $ $ 3.6% 3.6% -4.1% -4.1% 0.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2007-08 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 900 ELIMINATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL 910 - PUBLIC WORKS 900 ELIMINATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL APPOINTED TOTAL $ $ $ ELIMINATIONS 980 - ELIMINATIONS COUNTY 900 ELIMINATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL DEPT TOTAL ELIMINATIONS TOTAL $ (428,590,787) $ (428,590,787) $ (428,590,787) $ (488,234,421) $ $ $ $ FY 2008-09 ADOPTED (49,120) $ (49,120) $ (49,120) $ (59,594,514) (59,594,514) (59,594,514) (59,643,634) MARICOPA COUNTY ALL FUNDS TOTAL $ 1,689,425,582 $ $ $ $ FY 2008-09 REVISED - $ (64,630) (64,630) $ (64,630) $ (74,748,984) (74,748,984) (74,748,984) (74,813,614) $ $ $ $ FY 2008-09 FORECAST - $ (64,630) (64,630) $ (64,630) $ (67,197,509) (67,197,509) (67,197,509) (67,262,139) $ $ $ $ FY 2009-10 ADOPTED (64,630) $ (64,630) $ (64,630) $ ADOPTED VS REVISED VARIANCE % (71,533) $ (71,533) $ (71,533) $ $ 71,533 (64,630) 6,903 6,903 100.0% -10.7% -10.7% (49,832,656) (49,832,656) (49,832,656) (49,897,286) (35,544,286) $ (35,544,286) $ (35,544,286) $ (35,615,819) $ (31,653,223) $ (31,653,223) $ (31,653,223) $ (31,646,320) 47.1% 47.1% 47.1% 47.0% $ (409,432,723) (158,983,528) $ (568,416,251) $ (568,416,251) $ (643,229,865) $ (386,911,034) (159,187,228) $ (546,098,262) $ (546,098,262) $ (613,360,401) $ (392,882,375) (148,873,823) $ (541,756,198) $ (541,756,198) $ (591,653,484) $ (334,308,680) (70,545,688) $ (404,854,368) $ (404,854,368) $ (440,470,187) $ (52,602,354) (88,641,540) $ (141,243,894) $ (141,243,894) $ (172,890,214) 13.6% 55.7% 25.9% 25.9% 28.2% $ 2,219,373,991 $ 2,213,096,488 $ 1,729,716,948 $2,099,174,741 $ 113,921,747 5.1% 158 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department FY 2009-10 ADOPTED BUDGET SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT SUBTOTAL $ 58,854,159 14,488,923 16,449,965 62,531,673 152,324,720 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 020 - BOARD OF SUPERVISORS DIST 2 030 - BOARD OF SUPERVISORS DIST 3 040 - BOARD OF SUPERVISORS DIST 4 050 - BOARD OF SUPERVISORS DIST 5 120 - ASSESSOR 140 - CALL CENTER 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 280 - COUNTY ATTORNEY CIVIL 360 - RECORDER 370 - SUPERINTENDENT OF SCHOOLS 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 30,056,139 56,599,487 8,212,297 2,403,317 4,013,122 2,095,117 2,035,900 2,618,874 62,324,473 196,270,999 APPOINTED 060 - CLERK OF THE BOARD $ 150 - EMERGENCY MANAGEMENT 180 - FINANCE 200 - COUNTY MANAGER 220 - HUMAN SERVICES 230 - INTERNAL AUDIT 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 330 - GENERAL LITIGATION 310 - WORKFORCE MGT AND DEVELOPM 340 - PUBLIC FIDUCIARY 350 - EMPLOYEE HEALTH INITIATIVES 390 - HEALTH CARE PROGRAMS 410 - ENTERPRISE TECHNOLOGY 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 490 - MANAGEMENT AND BUDGET 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 560 - PUBLIC DEFENSE SERVICES 570 - JUVENILE DEFENDER 730 - MATERIALS MANAGEMENT 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS SUBTOTAL $ 1,346,191 173,881 3,282,573 2,434,692 2,313,610 1,553,494 3,049,876 6,659,432 694,615 5,205,817 3,049,142 2,477,439 237,341,157 7,614,262 391,970 542,958,603 3,186,167 34,713,248 9,855,901 8,770,615 14,353,929 4,164,849 1,884,254 257,903 10,787,840 3,420,072 11,340,005 925,417,365 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ $ $ $ $ $ $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE 18,940,960 8,136,541 43,309,461 14,834,923 85,221,885 $ $ 10,888,868 18,646,618 84,524 3,863,298 2,316,704 304,341 208,506,933 244,611,286 $ 1,332,467 10,617,791 62,527,574 48,847,477 218,615 7,788,856 5,926,709 7,708,444 132,583,066 2,544,267 134,794 12,500 15,058,761 22,355,592 36,248,453 20,226,648 148,512,031 522,644,045 $ $ $ - $ $ - $ 18,709,110 18,709,110 $ $ $ - $ $ - $ 130,634,480 85,728,037 216,362,517 $ $ $ SUBTOTAL - $ - $ 143,556,178 17,002,864 1,004,711 13,425,306 40,194,587 215,183,646 $ - $ - $ - $ - $ - $ 1,274,013,084 $ 852,477,216 $ 18,709,110 $ 216,362,517 $ 215,183,646 159 $ ELIMINATIONS 77,795,119 22,625,464 59,759,426 77,366,596 237,546,605 $ $ 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 40,945,007 75,246,105 8,296,821 2,403,317 4,013,122 5,958,415 4,352,604 2,923,215 270,831,406 440,882,285 $ 1,346,191 1,506,348 3,282,573 13,052,483 64,841,184 1,553,494 51,897,353 6,878,047 8,483,471 5,205,817 3,049,142 2,477,439 143,556,178 243,267,866 24,617,126 7,708,444 391,970 824,885,259 3,186,167 37,257,515 9,990,695 8,783,115 14,353,929 4,164,849 2,888,965 13,425,306 40,194,587 15,316,664 22,355,592 47,036,293 23,646,720 245,580,073 $ 1,898,316,683 $ $ $ - $ 2,576,745,573 $ $ - - TOTAL $ $ $ $ 77,795,119 22,625,464 59,759,426 77,366,596 237,546,605 346,428 346,428 346,428 346,428 346,428 22,816,543 1,363,590 40,945,007 75,246,105 8,296,821 2,403,317 4,013,122 5,958,415 4,352,604 2,923,215 270,831,406 440,882,285 - $ 1,346,191 1,506,348 3,282,573 13,052,483 64,841,184 1,553,494 51,897,353 6,878,047 (71,533) 8,411,938 5,205,817 3,049,142 2,477,439 143,556,178 243,267,866 24,617,126 7,708,444 391,970 824,885,259 3,186,167 37,257,515 9,990,695 8,783,115 14,353,929 4,164,849 2,888,965 13,425,306 40,194,587 15,316,664 22,355,592 47,036,293 23,646,720 (35,544,286) 210,035,787 (35,615,819) $ 1,862,700,864 $ (404,854,368) $ (404,854,368) $ (440,470,187) $ 2,136,275,386 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 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 $ 643,702,337 $ 4,171,098 13,732,354 217,235,131 14,084,680 (75,861,782) 71,785,851 888,849,669 $ 660,047,010 $ 12,066,428 10,760,409 222,334,909 28,306,069 (88,152,579) 84,632,109 929,994,355 $ 652,325,651 $ 12,066,428 10,571,136 221,842,002 17,059,177 (87,607,521) 84,359,277 910,616,150 $ 641,576,830 $ 6,378,207 7,271,720 223,697,133 13,209,715 (82,867,038) 84,054,844 893,321,411 $ 633,555,389 $ 4,267,028 9,241,815 218,806,765 13,684,725 (91,187,266) 87,155,663 875,524,119 $ 18,770,262 7,799,400 1,329,321 3,035,237 3,374,452 3,579,745 (2,796,386) 35,092,031 2.9% 0.0% 0.0% 1.4% 0.0% -4.1% -3.3% 3.9% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 41,148,534 $ 7,314,357 9,074,232 3,420,015 (4,966,823) 4,583,760 60,574,075 $ 40,212,277 $ 15,304,001 6,197,535 1,613,660 (2,891,936) 3,064,488 63,500,025 $ 40,243,489 $ 15,420,009 6,234,295 2,421,923 (2,891,936) 3,052,859 64,480,639 $ 40,484,393 $ 7,026,220 8,784,881 2,536,330 (3,855,671) 3,466,775 58,442,928 $ 34,049,937 $ 7,234,964 5,613,889 1,770,014 (3,463,891) 3,335,119 48,540,032 $ 6,193,552 8,185,045 620,406 651,909 571,955 (282,260) 15,940,607 15.4% 0.0% 10.0% 26.9% -19.8% -9.2% 24.7% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 45,979,385 $ 30,868,461 122,582,870 18,190,524 46,054,167 235,222,815 4,654,458 3,982,878 5,570,112 1,411,420 30,037,853 17,410 (5,959,180) 5,718,095 544,331,268 $ 41,458,186 $ 37,242,571 $ 41,379,085 40,511,748 497,221,563 538,020,604 18,137,580 18,080,440 69,011,195 69,085,066 246,276,770 280,881,347 (1,440,661) (1,376,692) 5,469,946 5,549,140 5,111,469 5,145,211 4,455,948 4,223,183 849,732 848,831 33,816,614 33,868,162 40,000 (21,763,213) (21,763,213) 21,161,261 21,172,499 961,185,475 $ 1,031,488,897 $ 50,248,689 $ 28,935,747 162,572,881 18,309,856 58,408,462 267,171,140 4,612,989 3,493,441 4,947,720 1,436,061 35,210,056 (13,633,988) 13,627,635 635,340,689 $ 39,469,211 $ 53,220,745 438,103,039 16,469,129 67,139,778 295,413,141 (547,677) 4,385,766 4,463,558 4,156,399 1,719,306 32,761,608 (23,174,467) 22,548,331 956,127,867 $ 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 $ 329,334 329,334 $ $ 12,331,761 $ 71,514,656 35,691,099 12,743,226 61,644,955 33,938,785 ( 620,322) 621,859 227,866,019 $ TOTAL USES $ 1,721,950,365 - $ $ 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 - $ $ 10,652,500 $ 94,104,795 8,355,679 13,207,759 73,899,510 46,152,288 (679,584) 331,457 246,024,404 $ $ 2,252,610,090 160 - $ $ 2,734,261 $ 68,885,444 16,820,011 8,986,767 48,955,335 44,066,929 (1,123,175) 412,371 189,737,943 $ $ 1,776,842,971 - $ $ 17,146,000 $ 122,671,385 4,663,852 7,576,380 52,131,000 51,967,288 (773,600) 701,063 256,083,368 $ $ 2,136,275,386 $ (2,226,640) -6.0% (12,708,997) -31.4% 99,917,565 18.6% 1,611,311 0.0% 1,945,288 2.8% (14,531,794) -5.2% (829,015) 60.2% 1,163,374 0.0% 681,653 13.2% 66,784 1.6% (870,475) -102.5% 1,106,554 3.3% 1,411,254 -6.5% (1,375,832) -6.5% 75,361,030 7.3% - (6,493,500) -61.0% (28,566,590) 0.0% 3,691,827 44.2% 5,631,379 42.6% 21,768,510 29.5% (5,815,000) 0.0% 94,016 -13.8% (369,606) -111.5% (10,058,964) 0.0% 116,334,704 5.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 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 $ 367,444,606 $ 3,236,102 5,177,897 121,565,921 6,436,036 (44,225,220) 8,905,495 468,540,837 $ 365,614,537 $ 9,362,463 3,634,189 122,009,036 16,322,195 (57,910,454) 8,564,268 467,596,234 $ 361,729,404 $ 9,362,463 3,597,389 121,704,247 8,923,636 (57,293,339) 8,612,321 456,636,121 $ 360,798,362 $ 4,969,706 2,556,283 123,449,940 5,927,953 (57,329,871) 9,088,343 449,460,716 $ 345,294,791 $ 2,677,880 2,348,059 116,017,001 7,504,514 (60,533,890) 9,185,976 422,494,331 $ 16,434,613 6,684,583 1,249,330 5,687,246 1,419,122 3,240,551 (573,655) 34,141,790 4.5% 0.0% 0.0% 4.7% 0.0% -5.7% -6.7% 7.5% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 12,036,964 $ 886,653 3,773,819 677,019 (2,989,994) 908,983 15,293,444 $ 11,031,876 $ 796,337 2,697,856 381,583 (1,373,066) 255,068 13,789,654 $ 10,979,452 $ 787,337 2,697,855 402,483 (1,373,066) 248,984 13,743,045 $ 9,164,116 $ 639,307 3,925,003 594,812 (1,347,211) 223,606 13,199,633 $ 9,312,026 $ 822,376 2,750,269 303,861 (1,390,773) 267,921 12,065,680 $ 1,667,426 (35,039) (52,414) 98,622 17,707 (18,937) 1,677,365 15.2% 0.0% -1.9% 24.5% -1.3% -7.6% 12.2% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - PO STAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 38,792,779 $ 3,208,877 35,162,887 8,629,454 17,673,983 224,554,171 20,080,777 1,929,308 2,395,634 4,689,150 509,867 8,481,996 (3,116,982) 599,353 363,591,254 $ 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 $ 28,530,632 $ 2,848,493 258,901,336 7,580,457 25,714,734 228,143,806 23,333,990 2,170,454 2,843,890 3,341,583 557,085 9,467,408 (8,047,272) 7,177,241 592,563,837 $ 40,026,766 $ 3,011,898 50,486,381 7,448,147 24,495,360 228,157,638 23,590,160 1,674,629 2,123,925 3,942,853 428,052 8,509,328 (5,790,806) 4,585,877 392,690,208 $ 28,580,134 $ 6,972,773 208,775,512 7,312,363 26,817,016 257,464,053 21,008,304 1,614,545 2,476,184 2,990,705 637,674 10,607,684 (10,847,104) 9,896,208 574,306,051 $ (49,502) (4,124,280) 50,125,824 268,094 (1,102,282) (29,320,247) 2,325,686 555,909 367,706 350,878 (80,589) (1,140,276) 2,799,832 (2,718,967) 18,257,786 -0.2% -144.8% 19.4% 0.0% -4.3% -12.9% 10.0% 0.0% 12.9% 10.5% -14.5% -12.0% -34.8% -37.9% 3.1% 217,206,425 217,206,425 379,416,476 379,416,476 356,476,752 356,476,752 356,476,752 356,476,752 235,546,704 235,546,704 120,930,048 120,930,048 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 $ $ $ 11,185,581 $ 31,434,061 3,430,080 214,020 8,957,208 ( 530,796) 22,743 54,712,897 $ TOTAL USES $ 1,119,344,857 $ $ - $ 455,156 4,137,383 9,643,704 (402,049) 4,017 13,838,211 $ $ 1,443,161,094 - $ 2,657,330 4,134,078 333,760 16,725,204 (402,049) 4,017 23,452,340 $ $ 1,442,872,095 161 $ $ $ $ 919,666 $ 12,343,139 3,678,835 222,506 15,815,183 (715,093) 3,561 32,267,797 $ $ 1,244,095,106 $ $ 50,000 $ 15,000 2,000,000 28,104,129 (579,099) 10,288 29,600,318 $ $ 1,274,013,084 $ 33.9% 33.9% (50,000) 0.0% 2,642,330 99.4% 2,134,078 51.6% 333,760 100.0% (11,378,925) 0.0% 177,050 -44.0% (6,271) -156.1% (6,147,978) 0.0% 168,859,011 11.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 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 $ 268,401,107 $ 895,749 8,388,479 93,209,622 7,554,604 (30,788,852) 57,417,723 405,078,432 $ 286,176,509 $ 2,662,874 7,046,978 97,781,010 11,963,244 (29,050,640) 70,743,032 447,323,007 $ 282,360,383 $ 2,662,874 6,894,505 97,592,892 8,114,911 (29,122,697) 70,422,147 438,925,015 $ 272,776,249 $ 1,379,652 4,536,917 97,687,959 7,193,608 (24,594,109) 69,045,636 428,025,912 $ 280,343,786 $ 1,589,148 6,751,514 100,208,881 6,149,986 (29,838,923) 72,308,037 437,512,429 $ 2,016,597 1,073,726 142,991 (2,615,989) 1,964,925 716,226 (1,885,890) 1,412,586 0.7% 0.0% 0.0% -2.7% 0.0% -2.5% -2.7% 0.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 23,307,088 $ 6,427,704 3,605,870 2,224,514 (1,953,778) 3,651,039 37,262,437 $ 24,242,881 $ 14,507,664 3,786,171 1,188,202 (1,495,246) 2,784,861 45,014,533 $ 24,327,585 $ 14,632,672 3,822,932 1,975,565 (1,495,246) 2,779,316 46,042,824 $ 27,000,345 $ 6,386,913 3,730,355 1,917,480 (2,484,712) 3,213,079 39,763,460 $ 21,440,973 $ 6,412,588 3,786,987 1,428,378 (2,051,440) 3,032,219 34,049,705 $ 2,886,612 8,220,084 35,945 547,187 556,194 (252,903) 11,993,119 11.9% 0.0% 0.9% 27.7% -37.2% -9.1% 26.0% 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 $ 785,047 $ 19,921,975 51,082,822 8,457,733 21,800,953 10,251,884 29,428,799 2,705,880 1,549,643 853,237 901,553 13,870,302 (2,672,866) 4,872,583 163,809,545 $ 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 $ 1,914,700 $ 17,955,921 220,756,087 10,436,776 40,744,803 52,087,541 24,953,286 3,347,242 2,227,629 840,383 291,746 16,337,506 (12,872,286) 12,961,763 391,983,097 $ 3,977,128 $ 17,417,906 63,488,641 10,812,651 30,876,868 38,363,502 23,914,054 2,917,621 1,318,363 980,703 1,008,009 18,592,897 (7,471,972) 8,658,154 214,854,525 $ 2,368,078 $ 16,233,468 175,116,236 9,100,859 37,834,097 37,291,088 20,341,185 2,747,193 1,901,446 1,117,846 1,081,632 14,766,821 (11,276,225) 11,478,118 320,101,842 $ 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 $ 95,107,161 95,107,161 $ $ 8,439,323 $ 4,151,810 9,313,146 1,629,709 3,621,839 (82,163) 590,827 27,664,491 $ 728,922,066 $ 88,673,364 88,673,364 $ $ 81,580,589 81,580,589 3,409,804 $ 3,497,288 8,102,043 4,673,226 (85,273) 307,509 19,904,597 $ 946,735,459 $ $ $ 4,043,169 $ 4,829,684 8,833,681 500,000 4,991,003 (85,273) 307,509 23,419,773 $ 981,951,298 162 $ 64,102,036 64,102,036 $ $ 1,104,348 $ 3,643,914 5,280,334 392,992 4,575,453 (392,832) 288,860 14,893,069 $ 761,639,002 $ 45,554,395 45,554,395 $ $ 1,230,000 $ 3,932,187 5,363,180 4,413,418 (190,208) 510,268 15,258,845 $ 852,477,216 $ (453,378) -23.7% 1,722,453 9.6% 45,639,851 20.7% 1,335,917 0.0% 2,910,706 7.1% 14,796,453 28.4% 4,612,101 18.5% 600,049 0.0% 326,183 14.6% (277,463) -33.0% (789,886) -270.7% 1,570,685 9.6% (1,596,061) 12.4% 1,483,645 11.4% 71,881,255 18.3% 36,026,194 36,026,194 44.2% 44.2% 2,813,169 0.0% 897,497 18.6% 3,470,501 39.3% 500,000 100.0% 577,585 0.0% 104,935 -123.1% (202,759) -65.9% 8,160,928 0.0% 129,474,082 13.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % DEBT SERVICE CAPITAL 0950 - DEBT SERVICE $ SUBTOTAL $ 21,359,317 21,359,317 $ $ 23,389,608 23,389,608 $ $ 23,389,608 23,389,608 $ $ 23,389,608 23,389,608 $ $ 18,709,110 18,709,110 $ $ 4,680,498 4,680,498 0.0% 0.0% TOTAL USES $ 21,359,317 $ 23,389,608 $ 23,389,608 $ 23,389,608 $ 18,709,110 $ 4,680,498 20.0% FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED CAPITAL PROJECTS PERSONAL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN $ SUBTOTAL $ 4,006,380 4,006,380 $ $ 3,562,000 3,562,000 $ $ 3,562,000 3,562,000 $ $ 4,488,290 4,488,290 $ $ 3,440,934 3,440,934 $ $ 121,066 121,066 SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 602,730 4,248 606,978 $ - $ - $ 178,446 178,446 $ - $ - SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 27,188 7,118,905 3,800,084 111,194 72,060 11,129,431 $ $ $ 12,567,500 12,567,500 $ $ 11,926,758 660,854 32,335 12,619,947 $ $ 17,026,750 17,026,750 $ $ 17,726,750 17,726,750 $ SUBTOTAL $ 10,959,862 10,959,862 $ $ 6,252,339 6,252,339 $ $ 6,252,339 6,252,339 $ $ 6,252,339 6,252,339 $ $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0940 - INFRASTRUCTURE SUBTOTAL $ 12,331,761 51,889,752 105,228 59,801,226 124,127,967 $ $ $ 2,734,261 66,861,430 702,889 48,339,837 118,638,417 $ $ 10,652,500 90,061,626 620,000 73,065,750 174,399,876 $ $ 12,152,500 162,074,265 620,000 70,865,750 245,712,515 TOTAL USES $ 150,830,618 $ 273,253,604 $ 201,240,965 $ 142,177,439 OTHER FINANCING USES 0880 - TRANSFERS OUT $ $ 163 $ $ $ 3.4% 3.4% $ 4,459,250 4,459,250 26.2% 9,065,698 9,065,698 $ $ (2,813,359) (2,813,359) -45.0% -45.0% $ $ 17,146,000 121,391,385 620,000 52,131,000 191,288,385 $ (6,493,500) (31,329,759) 20,934,750 (16,888,509) -61.0% 0.0% 0.0% 28.7% 0.0% $ 216,362,517 $ (15,121,552) -7.5% 26.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % INTERNAL SERVICE FUNDS PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 7,856,624 $ 39,247 165,978 2,459,588 94,040 (847,710) 1,456,253 11,224,020 $ 8,255,964 $ 41,091 79,242 2,544,863 20,630 (1,191,485) 1,762,809 11,513,114 $ 8,235,864 $ 41,091 79,242 2,544,863 20,630 (1,191,485) 1,762,809 11,493,014 $ 8,002,219 $ 28,849 178,520 2,559,234 88,154 (943,058) 1,432,575 11,346,493 $ 7,916,812 $ 142,242 2,580,883 30,225 (814,453) 2,220,716 12,076,425 $ 319,052 41,091 (63,000) (36,020) (9,595) (377,032) (457,907) (583,411) 3.9% 0.0% 0.0% -1.4% 0.0% 31.6% -26.0% -5.1% SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 5,201,752 $ 9,106,987 514,234 (23,051) 23,738 14,823,660 $ 4,937,520 $ 6,229,314 43,875 (23,624) 24,559 11,211,644 $ 4,936,452 $ 6,229,314 43,875 (23,624) 24,559 11,210,576 $ 4,141,486 $ 8,820,333 24,038 (23,748) 30,090 12,992,199 $ 3,296,938 $ 5,654,092 37,775 (21,678) 34,979 9,002,106 $ 1,639,514 575,222 6,100 (1,946) (10,420) 2,208,470 33.2% 9.2% 13.9% 8.2% -42.4% 19.7% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,374,371 $ 109,583,730 29,218,256 1,103,337 2,779,147 416,760 2,727,609 19,270 37,601 27,725 7,685,555 17,410 (169,332) 174,099 159,995,538 $ 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 $ 6,797,239 $ 128,700,170 41,560,634 63,207 2,625,529 650,000 2,166,902 31,444 73,692 41,217 8,063,248 (843,655) 1,033,495 190,963,122 $ 6,244,795 $ 114,624,878 36,671,101 49,058 2,375,380 650,000 1,989,057 20,739 51,153 24,164 8,107,831 (371,210) 383,604 170,820,550 $ 8,520,999 $ 128,364,902 41,643,791 55,907 2,488,665 658,000 2,012,654 24,028 85,928 47,848 7,387,103 (1,051,138) 1,174,005 191,412,692 $ (1,723,760) 335,268 (83,157) 7,300 136,864 (8,000) 154,248 7,416 (12,236) (6,631) 676,145 207,483 (140,510) (449,570) -25.4% 0.3% -0.2% 0.0% 5.2% -1.2% 7.1% 0.0% -16.6% -16.1% 8.4% OTHER FINANCING USES 0861 - GAIN/LOSS ON FIXED ASSETS $ SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ 3,683,363 3,683,363 $ $ - $ 421 (7,363) 8,289 1,347 $ 189,727,928 $ 1,487,006 1,487,006 $ $ 1,487,006 1,487,006 248,665 $ 240,000 1,046,473 (192,262) 19,931 1,362,807 $ 215,577,693 $ $ $ 248,665 $ 240,000 1,046,473 (192,262) 19,931 1,362,807 $ 216,516,525 164 $ 1,487,006 1,487,006 $ $ 130,069 $ 27,598 286,685 (15,250) 119,950 549,052 $ 197,195,300 $ 1,465,713 1,465,713 $ $ 96,665 $ 213,200 740,631 (4,293) 180,507 1,226,710 $ 215,183,646 $ 21,293 21,293 -24.6% -13.6% -0.2% 1.4% 1.4% 152,000 61.1% 26,800 11.2% 305,842 0.0% (187,969) 97.8% (160,576) -805.7% 136,097 0.0% 1,332,879 0.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % ELIMINATIONS SUPPLIES 0803 - FUEL $ SUBTOTAL $ (7,412,444) $ (7,412,444) $ (6,515,806) $ (6,515,806) $ (6,515,806) $ (6,515,806) $ (7,690,810) $ (7,690,810) $ (6,577,459) $ (6,577,459) $ SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (101,846,121) $ (52,348,379) (154,194,500) $ (108,992,836) $ (51,892,038) (160,884,874) $ (108,992,836) $ (51,830,870) (161,047,909) $ (106,118,935) $ (49,525,606) (155,644,541) $ (98,350,398) $ (43,909,820) (142,260,218) $ (10,642,438) (7,921,050) (18,787,691) 9.8% 15.3% 11.7% $ SUBTOTAL $ (326,627,477) $ (326,627,477) $ (475,829,185) $ (475,829,185) $ (445,796,686) $ (445,796,686) $ (428,318,133) $ (428,318,133) $ (291,632,510) $ (291,632,510) $ (154,164,176) (154,164,176) 34.6% 34.6% TOTAL USES $ (488,234,421) $ (643,229,865) $ (613,360,401) $ (591,653,484) $ (440,470,187) $ (172,890,214) 28.2% OTHER FINANCING USES 0880 - TRANSFERS OUT 165 61,653 61,653 -0.9% -0.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary - Operating FY2008-09 Adopted Description FY2008-09 Revised Operating General Fund (100) Contingency Unreserved Contingency $ Compensation Reserve/Pay for Performance Court Tower Maintenance and Operating Reserve FMLA Post Employment Health Plan Payout Reserve Jail Population Reserve Adult Probation Reserve for Criminal Justice Caseload Reserve for Non-Recurring Property Tax Reserve for Revenue Shortfall Retirement Contribution Increases Stormwater Enforcement Subtotal $ 25,611,216 7,398,559 10,895,804 800,000 2,600,000 3,000,000 3,000,000 53,305,579 $ Other Programs Anthem Sheriff Sub Station $ Board NW Regional Service Charges Board of Equalization CAMA Reserve for Future Years CASS County Single Audit Countywide Emergency Issues Fund Downtown Juror/Employee Shuttle Funding for Reduction in Force Homeless Campus Security Human Resource System Operations Improvement District Allocation Jail Excise Tax, Maintenance of Effort Additional Detention Fund Subsidy Maricopa HMIS - Project Orthophotography Program Pappas School Security and Utilities Property Tax Bill/Info. Statement Printing and Postage Reserved for Potential Treasurer Budget Overrun Real Estate Evaluation, Acquisition & Divestiture Relocations/New Facility Startup Ryan White Counsel background checks Sheriff Defendant Calls for Bail Project Sheriff GIITM Match Special Health Care District Performance Bond Staff Development Training Room PC's State Contribution Stormwater Management Vehicle Replacement Workforce Development Peak Performers Subtotal $ 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 $ $ Central Service Costs Annual County Wide Operation Maintenance Program $ Automated Inventory Management Base-Level Internal Service Charges CGI Maintenance Program Email Subscription Program Enterprise Software License HP Treasurer System Maintenance IT Infrastructure IT Infrastructure Future Years Lobbyist Contracts Maintenance Contracts Ombudsman Sustainability Manager Utilities Subtotal $ Infrastructure/CIP CIP Fund Transfer FY2008-09 Forecast 18,048,009 10,895,804 800,000 2,600,000 61,154,859 2,795,997 96,294,669 $ $ $ 40,000 5,280 80,000 790,312 50,000 201,504 250,000 543,759 250,000 87,621 146,017 170,081,831 27,370,834 25,000 348,954 238,000 487,027 108,968 100,000 250,000 7,500 10,512 281,000 50,000 8,500 204,003 3,943,428 375,000 206,335,050 28,017,521 $ 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 $ $ $ FY 2009-10 Adopted - $ $ $ 40,000 5,280 150,000 50,000 342,304 250,000 543,759 250,000 87,621 146,017 170,081,831 27,370,834 25,000 348,954 238,000 487,024 100,000 70,000 7,500 281,000 33,764 8,500 204,003 3,440,958 375,000 204,937,349 - $ 3,705,000 180,000 19,728,060 2,589,967 13,680,344 5,397,917 457,730 7,673,112 43,489 8,979,584 62,435,203 $ 166 $ $ Variance Revised to Adopted 30,915,674 11,000,000 800,000 20,000,000 15,000,000 77,715,674 $ $ $ 40,000 5,280 150,000 200,000 100,000 570,947 1,000,000 90,000 2,965,312 150,000 174,201,714 25,000 288,579 250,000 665,722 100,000 1,000,000 10,000 6,000 24,168,400 1,821,851 2,000,000 375,000 210,183,805 $ 0.00% 0.00% (70,000) -46.67% 790,312 50,000 1,504 0.75% 150,000 150.00% (27,188) -4.76% (750,000) -75.00% (2,379) -2.64% (2,965,312) -100.00% (3,983) -2.66% (4,119,883) -2.37% 27,370,834 0.00% 60,375 20.92% (12,000) -4.80% (178,695) -26.84% 108,968 0.00% (750,000) -75.00% (2,500) -25.00% 10,512 281,000 50,000 2,500 41.67% (24,168,400) -100.00% (1,617,848) -88.80% 1,943,428 97.17% 0.00% (3,848,755) -1.83% 10,895,804 $ - $ - 3,705,000 180,000 19,728,060 2,614,188 10,000,000 457,730 7,814,059 44,000 8,979,584 53,522,621 $ 3,705,000 180,000 17,849,668 140,458 60,000 2,614,188 460,000 11,700,000 820,000 460,000 7,025,694 44,000 80,000 10,070,000 55,209,008 $ $ $ $ $ (12,867,665) -41.62% (104,196) -0.95% 0.00% 2,600,000 (20,000,000) -100.00% (15,000,000) -100.00% 61,154,859 2,795,997 18,578,995 23.91% 1,878,392 (140,458) (60,000) (24,221) (460,000) 1,980,344 4,577,917 (2,270) 647,418 (511) (80,000) (1,090,416) 7,226,195 0.00% 0.00% 10.52% -100.00% -100.00% -0.93% -100.00% 16.93% 558.28% -0.49% 9.22% -1.16% -100.00% -10.83% 13.09% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (continued) FY2008-09 Adopted Description Technology Projects CAMA FY2008-09 Revised FY2008-09 Forecast FY 2009-10 Adopted Variance Revised to Adopted $ - $ - $ - $ 1,511,005 $ (1,511,005) -100.00% $ 15,000 125,000 5,821,312 5,961,312 $ 15,000 125,000 140,000 $ 15,000 125,000 140,000 $ 23,000 17,500 60,000 85,000 185,500 $ (8,000) -34.78% 107,500 614.29% (60,000) -100.00% (85,000) -100.00% (45,500) -24.53% $ $ 70,011 5,000 10,000 163,000 5,000 43,000 45,000 4,000 345,011 $ $ 73,700 5,000 10,000 162,816 42,880 45,000 339,396 $ $ 73,770 5,000 10,000 162,816 43,447 45,000 10,000 350,033 $ Subtotal $ 73,770 10,000 148,015 43,447 45,000 15,000 335,232 $ Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. $ 175,000 $ 175,000 $ 134,774 $ 175,000 $ - 0.00% Non-Departmental Consultants Non-Departmental Consultants $ 5,616,718 $ 5,422,377 $ 1,449,104 $ 2,818,066 $ 2,604,311 92.41% Tuition Reimbursement Tuition Reimbursement $ 1,850,000 $ 1,850,000 $ 1,850,000 $ 1,850,000 $ - 0.00% Major Maintenance Major Maintenance $ 6,065,000 $ 6,065,000 $ 9,882,478 $ 8,577,906 $ Judgments Judgments $ 500,000 $ 500,000 $ - $ 500,000 $ - 0.00% $ $ $ 31,500 31,500 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% $ 25,000 15,000 165,000 250,000 644,776 22,500 3,000 3,000 15,000 1,143,276 $ $ 25,000 15,000 165,000 250,000 644,776 22,500 3,000 3,000 15,000 31,500 1,174,776 $ $ 25,000 15,000 165,000 250,000 644,776 22,500 3,000 3,000 15,000 31,500 1,174,776 $ Subtotal $ 25,000 15,000 165,000 250,000 644,776 22,500 3,000 3,000 15,000 31,500 1,174,776 2.76% $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - 0.00% Total General Fund (100) $ 371,063,308 $ 380,972,108 $ 284,556,302 $ 360,444,251 $ 20,527,857 5.70% $ 9,654,668 $ 8,622,538 $ - $ 18,785,010 $ (10,162,472) -54.10% $ 15,000,000 3,800,000 4,400,000 45,000,000 $ 15,041,840 8,926,218 45,000,000 $ - $ $ (8,097,530) 8,926,218 45,000,000 -34.99% Subtotal $ 68,200,000 $ 68,968,058 $ - $ 23,139,370 5,000,000 28,139,370 $ 40,828,688 145.09% Debt Service/Cap Lease Admin. Fee Arbitrage Bond Counsel Court Tower Debt Financial Advisor Subtotal $ Dues and Memberships Arizona Association of Counties Arizona Community Foundation Arizona-Mexican Commission County Supervisors Association Govt. Finance Officers Assoc. Maricopa Association of Government National Association of Counties Reserve for Increases Non-Profit Support Collaboration for a New Century East Valley partnership Bid Source Greater Phoenix Convention & Visitors Center Greater Phoenix Economic Council Phoenix Regional Sports Commission Southwest Valley Chamber of Commerce Wickenberg Chamber of Commerce Western Maricopa Enterprise Zone Unallocated Cooperative Extension Cooperative Extension Non-Departmental Grants (249) Potential Fee increases Detention Fund (255) Contingency Contingency Compensation Reserve/Pay for Performance Reserve for Revenue Shortfall Retirement Contribution Increases Jail Population Reserve Juvenile Diversion Reserve $ $ 167 $ $ $ 3,759 5.37% 0.00% 0.00% (184) -0.11% (5,000) -100.00% 447 1.04% 0.00% 6,000 150.00% 5,022 1.46% (2,512,906) -29.30% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Operating (continued) Other Programs Vehicle Replacement FY2008-09 Revised FY2008-09 Adopted Description FY2008-09 Forecast FY 2009-10 Adopted Variance Revised to Adopted $ 199,900 $ 199,900 $ 180,286 $ - $ 199,900 $ 3,865,000 1,349,693 13,469,375 18,684,068 $ 3,865,000 1,349,693 13,469,375 18,684,068 $ 3,865,000 1,349,693 13,469,375 18,684,068 $ 3,900,000 1,400,000 12,200,000 17,500,000 $ (35,000) (50,307) 1,269,375 1,184,068 $ 7,049,000 $ 7,049,000 $ 7,049,000 $ 6,940,763 $ 108,237 1.56% Total Detention Fund (255) $ 94,132,968 $ 94,901,026 $ 25,913,354 $ 52,580,133 $ 42,320,893 80.49% Total $ 15,976,228 $ 15,976,228 $ 15,976,228 $ 11,297,930 $ 4,678,298 41.41% Total $ 7,413,380 $ 7,413,380 $ 7,413,380 $ 7,411,180 $ 2,200 0.03% Total Operating All Funds $ 498,240,552 $ 507,885,280 $ 333,859,264 $ 450,518,504 $ 57,366,776 12.73% Central Service Costs Annual Detention Facilities Operational Program Maintenance Contracts Utilities Subtotal $ Major Maintenance Major Maintenance $ $ $ $ -0.90% -3.59% 10.40% 6.77% County Improvement Debt Fund (320) County Improvement Debt Fund #2 (321) 168 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Non-Recurring FY 2008-09 Adopted Description Non-Recurring General Fund (100) 4711 - Contingency Contingency Subtotal Other Programs Adult Probation Grant Bridge Funding ASRS Contributions Not Withheld Call Center Temporary Staff CDBG Legal Costs Chandler County Island Fire District City of Chandler inteim Emergency Services County Attorney Civil - Career Center Crime Prevention Grants Deputy Constable Downtown Utility Connection (APS) Executive Compensation/Deferred Comp International Genomics Consortium Meth Project New Magma Irrigation & Drainage District Pending Legal Settlements Public Health Preventative Medicine Residency Influenza Response Sheriff Property and Evidence Bar Coding System Transfer to CIP Funds Workforce Development Peak Performers Subtotal Infrastructure/CIP Transfers Out Technology Projects Assessor CAMA Clerk of the Board - Agenda System Clerk of the Board - Imaging System GDACS Human Resource System IT Infrastructure MFRIS OET - Backup Power Supply Schools New Financial System Subtotal Debt Service/Cap Lease Capital Lease Payoff Debt Payoff to Fund 320 Debt Payoff to Fund 445 Transfer to Fund 445 FY 2008-09 Revised FY 2009-10 Adopted 9,389,024 9,389,024 $ $ 5,434,758 5,434,758 $ $ - $ $ 14,725,211 14,725,211 $ $ (9,290,453) (9,290,453) -63.09% -63.09% $ 500,000 - $ 430,851 20,000 35,000 68,975 $ 100,000 20,000 35,000 40,281 $ $ -100.00% 330.85% $ (100,000) 330,851 20,000 (500,000) 35,000 (6,025) (693,186) 1,690,835 (25,851) 1,000,000 282,500 6,500 28,000,000 63,000 (4,000,000) 66,419 85,000,000 100,000 111,270,043 4,570,000 - 4,570,000 24,149 1,440,835 24,419 950,000 4,000,000 100,000 80,000,000 63,000 4,000,000 282,500 6,500 80,000,000 63,000 1,000,000 125,000 6,500 - 66,419 85,000,000 $ 175,249,419 66,419 85,000,000 950,000 $ 175,517,394 $ 42,029 85,000,000 950,000 88,784,064 $ 100,000 100,000 500,000 75,000 693,186 2,879,165 50,000 3,000,000 52,000,000 4,000,000 850,000 64,247,351 $ 8,753,859 $ 8,753,859 $ 8,753,859 $ 21,299,990 $ (12,546,131) $ 2,320,458 484,109 248,525 2,073,897 5,000,717 15,115,326 2,000,000 550,000 163,646 27,956,678 $ 2,320,458 484,109 248,525 2,073,897 5,000,717 15,115,326 2,000,000 1,009,183 545,337 28,797,552 $ 198,275 79,109 2,073,897 2,318,309 7,212,302 2,000,000 1,201,193 381,691 15,464,776 $ 2,122,183 3,936,472 7,903,024 2,000,000 231,000 16,192,679 $ 198,275 484,109 248,525 2,073,897 1,064,245 7,212,302 1,009,183 314,337 12,604,873 4,012,000 50,247,812 54,259,812 $ $ 23,998,020 40,000,000 63,998,020 - $ 2,000,000 - $ - $ 900,000 $ 51,101 $ (51,101) -100.00% $ 182,514,352 $ $ $ $ $ Non-Departmental Consultants Non-Departmental Consultants 4,012,000 50,247,812 54,259,812 $ $ $ 4,012,000 50,247,812 54,259,812 - $ 900,000 $ $ $ - $ 900,000 $ Non-Profit Support Meth Project Total General Fund (100) Waste Management Fund (210) 4751 - District 1 4752 - District 2 4753 - District 3 4754 - District 4 4755 - District 5 4757 - Illegal Dumping Program 4758 - Mobile Community Council Requests Total Waste Management Fund Variance Revised to Adopted $ $ $ Major Maintenance Major Maintenance FY 2008-09 Forecast $ 276,508,792 $ 273,663,375 $ 167,262,511 $ $ $ 41,042 29,820 31,900 102,762 $ 59,557 59,066 75,815 111,868 59,470 30,000 56,746 452,522 $ 169 59,557 59,066 75,815 111,868 59,470 30,000 56,746 452,522 $ $ $ 48,120 88,671 105,419 111,652 63,875 30,000 56,746 504,483 $ $ $ -100.00% -8.03% -100.00% 58.73% -51.70% 33.33% 53.85% -100.00% 11.76% 173.19% -58.90% 9.34% 27.04% 91.26% 0.00% 136.08% 77.84% (23,998,020) -100.00% 4,012,000 50,247,812 (40,000,000) -100.00% (9,738,208) -15.22% - 91,149,023 11,437 (29,605) (29,604) 216 (4,405) (51,961) 0.00% 49.94% 23.77% -33.39% -28.08% 0.19% -6.90% 0.00% 0.00% -10.30% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Non-Departmental Expenditure Summary – Non-Recurring (continued) Description Non-Departmental Grants (249) Total Non-Departmental Grants Detention Fund (255) Contingency Contingency Jail Population Reserve (Non-Recurring) Detention Initaatives Subtotal Other Programs Retherm Project Sheriff Carryover Vehicles Sheriff JMS Migration FY 2008-09 Adopted FY 2008-09 Revised FY 2008-09 Forecast FY 2009-10 Adopted Variance Revised to Adopted $ 6,568,541 $ 1,752,491 $ - $ 8,270,000 $ (6,517,509) -78.81% $ 13,939,023 40,000,000 53,939,023 $ 13,746,525 40,000,000 3,022,483 56,769,008 $ - $ 10,000,000 40,000,000 50,000,000 $ 3,746,525 3,022,483 6,769,008 37.47% 0.00% $ $ $ 31,915 186,747 218,662 Infrastructure/CIP CIP Fund Transfer $ Debt Service/Cap Lease Capital Lease Payoff Major Maintenance Major Maintenance $ $ $ 951,000 $ 951,000 $ $ - $ - $ 1,725,000 $ $ 56,833,685 Total $ Total $ $ 13.54% $ 924,968 924,968 $ 951,000 $ - $ $ - $ 1,518,472 $ 1,725,000 $ 1,725,000 $ - $ 1,725,000 $ 59,445,008 $ 2,676,000 $ 52,443,440 $ 7,001,568 13.35% 3,450,000 $ 3,795,000 $ 2,182,582 $ 857,075 $ 2,937,925 342.79% $ 67,626,776 $ 67,082,070 $ 24,969,949 $ 47,900,000 $ 19,182,070 40.05% Total $ 67,122,027 $ 67,122,027 $ 43,825,339 $ 66,088,797 $ 1,033,230 1.56% Total $ 24,426,801 $ 24,678,086 $ 19,274,891 $ 15,788,608 $ 8,889,478 56.30% $ 5,951,000 $ 6,244,421 $ 3,134,958 $ - $ 6,244,421 $ 504,235,000 $ 263,428,992 $ 374,366,755 $ 129,868,245 Total Detention Fund $ $ - $ - Subtotal $ $ (924,968) -100.00% (924,968) -100.00% 951,000 (1,518,472) -100.00% Intergovernmental Capital Projects (422) Financing Series 2007 (440) Financing Series 2008 (441) Capital Improvement Fund (445) Detention Capital Projects (455) Subtotal Total Non-Recurring All Funds $ 508,940,144 170 34.69% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules 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 2009-10 are listed in the following schedule: Agency Supported Greater Phoenix Economic Council 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 International Genomics Consortium* Unallocated Total Economic Development Funding Program 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 To put Maricopa County in the forefront of the bio-industry FY 2008-09 Budget $ 644,776 3,000 3,000 165,000 250,000 22,500 15,000 FY 2008-09 Actual $ 644,776 3,000 3,000 165,000 250,000 22,500 15,000 FY 2009-10 Budget $ 644,776 3,000 3,000 165,000 250,000 22,500 15,000 15,000 25,000 15,000 25,000 15,000 25,000 $ 1,000,000 31,500 2,174,776 $ 1,000,000 31,500 2,174,776 $ 1,000,000 2,143,276 $ $ 230,000 230,000 $ $ 230,000 230,000 $ $ 230,000 230,000 *$5,000,000 was appropriated over 5 years, beginning in FY 200708, at $1,000,000 per year University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding Health Care Programs Summary FY 2008-09 Adopted Description FY 2008-09 Revised FY 2008-09 Forecast FY2009-10 Adopted Variance - Adopted to Revised % Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Local Alcholism Reception Center (LARC) Subtotal Arnold v. Sarn IGA 35,812,695 3,366,705 1,489,871 40,669,271 $ 35,812,695 3,366,705 1,489,871 40,669,271 $ 35,812,695 3,366,705 1,489,871 40,669,271 $ 37,603,330 3,366,705 1,489,871 42,459,906 $ (1,790,635) (1,790,635) -4.76% 0.00% 0.00% -4.22% AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 21,552,700 162,118,900 183,671,600 $ 21,552,700 160,744,800 182,297,500 $ 21,552,700 160,744,800 182,297,500 $ 21,035,400 164,638,800 185,674,200 $ 517,300 (3,894,000) (3,376,700) 2.46% -2.37% -1.82% $ $ $ 900,000 50,000 3,547,900 4,497,900 $ (3,000) (3,000) 0.00% -5.66% 0.00% -0.07% County Residual Long Term Care $ Arnold v. Sarn Court Monitor Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training $ 900,000 50,000 3,547,900 4,497,900 200,000 $ $ 87,309 Tuberculosis Services $ Litigation Support MMCS Run Out Operations $ $ $ $ $ 900,000 53,000 3,547,900 4,500,900 200,000 $ 170,000 $ 307,200 $ (107,200) -34.90% $ 87,309 $ 188,040 $ 188,040 $ (100,731) -53.57% 500,000 $ 500,000 $ 110,000 $ 500,000 $ $ 5,104,166 $ 3,975,769 $ 1,722,000 $ 3,684,538 $ 291,231 7.90% $ 37,821 $ 37,821 $ 32,166 $ 26,373 $ 11,448 43.41% Subtotal General Fund $ 234,768,067 $ 232,265,570 $ 229,571,877 $ 237,341,157 $ (5,075,587) -2.14% $ 7,594,722 $ 7,594,722 $ 7,038,426 $ 5,926,709 $ 1,668,013 28.14% Total Health Care Programs $ 242,362,789 $ 239,772,983 $ 236,422,263 $ 243,079,826 $ (3,306,843) -1.36% 171 $ $ 790,000 45,000 3,547,900 4,382,900 Public Health Grant Fund Services for People with HIV/AIDS $ $ - 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Transfers In SUMMARY OF FUND TRANSFERS - IN FY 2008-09 ADOPTED $ 11,246,745 FY 2008-09 REVISED $ 11,246,745 FY 2008-09 FORECAST $ 11,246,745 FY 2009-10 ADOPTED $ 10,142,704 $ Operating Central Service Allocation $ 9,365,597 9,365,597 $ 9,365,597 9,365,597 $ 9,365,597 9,365,597 $ 10,142,704 10,142,704 $ Non-Recurring Non-Recurring from 715 Schools Indirect Cost Fund $ 1,881,148 1,881,148 $ 1,881,148 1,881,148 $ 1,881,148 1,881,148 $ - $ (1,881,148) (1,881,148) GENERAL FUND SPECIAL REVENUE VARIANCE (1,104,041) 777,107 777,107 $ 197,562,295 $ 197,565,600 $ 197,565,600 $ 174,318,247 $ (23,247,353) Operating $ 197,562,295 $ 197,565,600 $ 197,565,600 $ 174,318,247 $ (23,247,353) 226 PLANNING AND DEVELOPMENT FEES Operating Reimbursement for Vehicles $ $ - $ 3,305 3,305 3,305 $ 3,305 3,305 3,305 $ - $ (3,305) (3,305) (3,305) 241 PARKS ENHANCEMENT FUND Operating Transfer from 239 Parks Souvenir Fund $ $ 64,630 64,630 64,630 $ 64,630 64,630 64,630 $ 64,630 64,630 64,630 $ 71,533 71,533 71,533 $ 6,903 6,903 6,903 255 DETENTION OPERATIONS Operating Maint. of Effort from General Fund Additional Transfer from General Fund $ $ 197,452,665 197,452,665 170,081,831 27,370,834 $ 197,452,665 197,452,665 170,081,831 27,370,834 $ 197,452,665 197,452,665 170,081,831 27,370,834 $ 174,201,714 174,201,714 174,201,714 - $ 265 PUBLIC HEALTH FEES Operating Vital Statistics $ $ 45,000 45,000 45,000 $ 45,000 45,000 45,000 $ 45,000 45,000 45,000 $ 45,000 45,000 45,000 $ DEBT SERVICE $ 11,529,657 $ 11,529,657 $ 11,529,657 $ 10,147,283 $ (1,382,374) Operating Non-Recurring $ $ 11,529,657 - $ 11,529,657 - $ 11,529,657 - $ 1,081,585 9,065,698 $ (10,448,072) 9,065,698 $ $ 4,078,307 4,078,307 49,838 16,469 4,012,000 $ 4,078,307 4,078,307 49,838 16,469 4,012,000 $ 4,078,307 4,078,307 49,838 16,469 4,012,000 $ 3,476,103 - $ (602,204) (4,078,307) (49,838) (16,469) (4,012,000) $ - $ - $ 3,476,103 3,476,103 $ 3,476,103 3,476,103 $ 7,451,350 7,451,350 6,252,339 1,087,154 111,857 $ 7,451,350 7,451,350 6,252,339 1,087,154 111,857 $ 6,671,180 1,081,585 980,559 101,026 $ (780,170) (6,369,765) (6,252,339) (106,595) (10,831) $ - $ - $ 5,589,595 5,589,595 $ 5,589,595 5,589,595 320 COUNTY IMPROVEMENT DEBT Operating Sheriff Transfer from Gen Fund for COPS/Cap Lease Refinancing Medical Examiner Transfer from Gen Fund for COPS/Cap Lease Refinancing Non-Recurring Transfer from General Fund to Reduce Operating Debt Non-Recurring Transfer from 445 General Fund Cty Improv 321 COUNTY IMPROVEMENT DEBT 2 Operating Transfer from 445 General Fund Cty Improv Transfer from 572 Animal Control License/Shelter Transfer from 574 Animal Control Field Operation Non-Recurring Transfer from 445 General Fund Cty Improv CAPITAL PROJECTS $ $ $ 7,451,350 7,451,350 6,252,339 1,087,154 111,857 $ - (23,250,951) (23,250,951) 4,119,883 (27,370,834) - $ 255,490,488 $ 221,996,655 $ 207,976,131 $ 97,024,276 $ (124,972,379) $ $ 255,490,488 $ 255,000 221,741,655 $ 11,150,804 196,825,327 $ 97,024,276 $ (255,000) (124,717,379) 234 TRANSPORTATION CAPITAL PROJECT Non-Recurring Transfer from 232 Transportation Operations $ $ 74,748,984 74,748,984 74,748,984 $ 74,748,984 74,748,984 74,748,984 $ 49,832,656 49,832,656 49,832,656 $ 35,544,286 35,544,286 35,544,286 $ (39,204,698) (39,204,698) (39,204,698) 422 INTERGOVERNMENTAL CAP PROJ Operating Transfer from 580 Solid Waste $ $ 1,950,000 - $ 2,295,000 255,000 255,000 $ 2,295,000 255,000 255,000 $ 180,000 - $ (2,115,000) (255,000) (255,000) $ 1,950,000 975,000 975,000 $ 2,040,000 90,000 975,000 975,000 $ 2,040,000 90,000 975,000 975,000 $ 180,000 180,000 $ (1,860,000) (90,000) (975,000) (795,000) Operating Non-Recurring Non-Recurring Transfer from 241 Parks Enhancement Fund Transfer from 290 Waste Tire Transfer from 580 Solid Waste Management 172 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) SUMMARY OF FUND TRANSFERS - IN 445 GENERAL FUND CTY IMPROV Operating Transfer from General Fund Operating Non-Recurring Recurring Transfer from General Fund 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 from Gen Fund for Reclass Major Maint. 455 DETENTION CAPITAL PROJECTS Non-Recurring Transfer from 255 Detention Operations TOTAL BEFORE ELIMINATIONS Operating Non-Recurring ELIMINATIONS $ FY 2008-09 ADOPTED 177,840,504 - $ FY 2008-09 REVISED 144,001,671 - FY 2008-09 FORECAST $ 144,001,671 10,895,804 10,895,804 FY 2009-10 ADOPTED $ 61,299,990 - $ 61,299,990 61,299,990 - $ (82,701,681) (50,247,812) (23,700,010) (8,753,859) - $ (951,000) (951,000) (951,000) $ 177,840,504 28,017,521 5,821,312 50,247,812 85,000,000 8,753,859 $ 144,001,671 50,247,812 85,000,000 8,753,859 $ 144,001,671 50,247,812 85,000,000 8,753,859 $ $ 951,000 951,000 951,000 $ 951,000 951,000 951,000 $ 951,000 951,000 951,000 $ - $ 475,829,185 $ 442,338,657 $ 428,318,133 $ 291,632,510 $ (150,706,147) $ $ 218,457,549 257,371,636 $ $ 218,715,854 223,622,803 $ $ 229,611,658 198,706,475 $ $ 185,542,536 106,089,974 $ $ (33,173,318) (117,532,829) $ (475,829,185) $ (442,338,657) $ (428,318,133) $ (291,632,510) $ Operating Parks and Recreation County-wide Eliminations $ (218,457,549) $ (64,630) (218,392,919) (218,715,854) $ (64,630) (218,651,224) (229,611,658) $ (64,630) (229,547,028) (185,542,536) $ (71,533) (185,471,003) Non-Recurring Public Works County-wide Eliminations $ (257,371,636) $ (74,748,984) (182,622,652) (223,622,803) $ (74,748,984) (148,873,819) (198,706,475) $ (74,748,984) (123,957,491) (106,089,974) $ (35,544,286) (70,545,688) ALL FUNDS VARIANCE (82,701,681) - $ - 173 $ - $ - $ - $ 150,706,147 33,173,318 (6,903) 33,180,221 117,532,829 39,204,698 78,328,131 - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Transfers Out SUMMARY OF FUND TRANSFERS - OUT FY 2008-09 ADOPTED GENERAL FUND FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED VARIANCE $ 379,416,476 $ 345,580,948 $ 356,476,752 235,546,704 $ 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 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 Transfer to Fund 226 for Vehicle to Legal Advocate $ 231,402,805 170,081,831 27,370,834 28,017,521 5,821,312 45,000 49,838 16,469 - $ 197,567,277 170,081,831 27,370,834 45,000 49,838 16,469 3,305 $ 208,463,081 170,081,831 27,370,834 10,895,804 45,000 49,838 16,469 3,305 174,246,714 174,201,714 45,000 - $ 23,320,563 (4,119,883) 27,370,834 49,838 16,469 3,305 Non-Recurring Transfer to 320 County Improvement Debt Reduce Operating Debt Transfer to 445 General Fund Cty Improv to Reduce Debt Transfer to 445 General Fund Cty Improv for Court Tower Transfer to 445 General Fund Cty Improv for Major Maint. Reclass $ 148,013,671 4,012,000 50,247,812 85,000,000 8,753,859 $ 148,013,671 4,012,000 50,247,812 85,000,000 8,753,859 $ 148,013,671 4,012,000 50,247,812 85,000,000 8,753,859 61,299,990 61,299,990 - $ $ 88,673,364 $ 89,018,364 $ 64,102,036 45,554,395 $ 86,713,681 4,012,000 50,247,812 23,700,010 8,753,859 43,463,969 $ $ 9,142,232 79,531,132 $ $ 9,397,232 79,621,132 $ $ 9,397,232 54,704,804 9,830,109 35,724,286 $ $ (432,877) 43,896,846 207 PALO VERDE Operating Central Service Allocation - General Fund $ 20,897 20,897 20,897 $ 20,897 20,897 20,897 $ 20,897 20,897 20,897 $ 15,394 15,394 15,394 $ 5,503 5,503 5,503 215 EMERGENCY MANAGEMENT Operating Central Service Allocation - General Fund $ 52,762 52,762 52,762 $ 52,762 52,762 52,762 $ 52,762 52,762 52,762 $ 61,238 61,238 61,238 $ (8,476) (8,476) (8,476) 217 CDBG, HOUSING TRUST Operating Central Service Allocation - General Fund $ 39,292 39,292 39,292 $ 39,292 39,292 39,292 $ 39,292 39,292 39,292 $ 60,609 60,609 60,609 $ (21,317) (21,317) (21,317) 222 HUMAN SERVICES GRANTS Operating Central Service Allocation - General Fund $ 1,092,166 1,092,166 1,092,166 $ 1,092,166 1,092,166 1,092,166 $ 1,092,166 1,092,166 1,092,166 $ 1,185,829 1,185,829 1,185,829 $ (93,663) (93,663) (93,663) 226 PLANNING AND DEVELOPMENT FEES Operating Central Service Allocation - General Fund $ 462,814 462,814 462,814 $ 462,814 462,814 462,814 $ 462,814 462,814 462,814 $ 491,441 491,441 491,441 $ (28,627) (28,627) (28,627) 232 TRANSPORTATION OPERATIONS Operating Central Service Allocation - General Fund $ 76,711,865 1,962,881 1,962,881 $ 76,711,865 1,962,881 1,962,881 $ 51,795,537 1,962,881 1,962,881 $ 37,552,722 2,008,436 2,008,436 $ 39,159,143 (45,555) (45,555) $ 74,748,984 74,748,984 $ 74,748,984 74,748,984 $ 49,832,656 49,832,656 $ 35,544,286 35,544,286 $ 39,204,698 39,204,698 235 DEL WEBB SPECIAL FUND Operating Central Service Allocation - General Fund $ 5,088 5,088 5,088 $ 5,088 5,088 5,088 $ 5,088 5,088 5,088 $ 2,400 2,400 2,400 $ 2,688 2,688 2,688 239 PARKS SOUVENIR FUND Operating Transfer to 241 Parks Enhancement Fund $ 64,630 64,630 64,630 $ 64,630 64,630 64,630 $ 64,630 64,630 64,630 $ 71,533 71,533 71,533 $ (6,903) (6,903) (6,903) 241 PARKS ENHANCEMENT FUND Non-Recurring Transfer to 422 Intergovernmental Capital Projects $ - $ 90,000 90,000 90,000 $ 90,000 90,000 90,000 $ - $ 90,000 90,000 90,000 255 DETENTION OPERATIONS Non-Recurring Transfer to Detention Capital Projects $ 951,000 951,000 951,000 $ 951,000 951,000 951,000 $ 951,000 951,000 951,000 $ - $ 951,000 951,000 951,000 265 PUBLIC HEALTH FEES Operating Central Service Allocation - General Fund $ 180,420 180,420 180,420 $ 180,420 180,420 180,420 $ 180,420 180,420 180,420 $ 237,201 237,201 237,201 $ (56,781) (56,781) (56,781) SPECIAL REVENUE Operating Non-Recurring Non-Recurring Transfer to 234 Transportation Capital Projects 174 $ 110,034,244 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) SUMMARY OF FUND TRANSFERS - OUT FY 2008-09 ADOPTED $ 1,032,322 57,322 57,322 FY 2008-09 REVISED $ 1,032,322 57,322 57,322 FY 2008-09 FORECAST $ 1,032,322 57,322 57,322 FY 2009-10 ADOPTED $ 59,482 59,482 59,482 $ $ 975,000 975,000 $ 975,000 975,000 $ 975,000 975,000 $ - $ 975,000 975,000 503 AIR QUALITY GRANT Operating Central Service Allocation - General Fund $ 69,161 69,161 69,161 $ 69,161 69,161 69,161 $ 69,161 69,161 69,161 $ 56,137 56,137 56,137 $ 13,024 13,024 13,024 504 AIR QUALITY FEES Operating Central Service Allocation - General Fund $ 323,418 323,418 323,418 $ 323,418 323,418 323,418 $ 323,418 323,418 323,418 $ 538,130 538,130 538,130 $ (214,712) (214,712) (214,712) 505 ENVIRONMENTAL SERVICES GRANT Operating Central Service Allocation - General Fund $ - $ - $ - $ 27,663 27,663 27,663 $ (27,663) (27,663) (27,663) 506 ENVIRONMENTAL SVCS ENV HEALTH Operating Central Service Allocation - General Fund $ 481,622 481,622 481,622 $ 481,622 481,622 481,622 $ 481,622 481,622 481,622 $ 561,686 561,686 561,686 $ (80,064) (80,064) (80,064) 532 PUBLIC HEALTH GRANTS Operating Central Service Allocation - General Fund $ 1,246,839 1,246,839 1,246,839 $ 1,246,839 1,246,839 1,246,839 $ 1,246,839 1,246,839 1,246,839 $ 1,230,300 1,230,300 1,230,300 $ 16,539 16,539 16,539 572 ANIMAL CONTROL LICENSE/SHELTER Operating Central Service Allocation - General Fund Transfer to 321 County Improvement Debt 2 $ 1,501,633 1,501,633 414,479 1,087,154 $ 1,501,633 1,501,633 414,479 1,087,154 $ 1,501,633 1,501,633 414,479 1,087,154 $ 1,488,718 1,488,718 508,159 980,559 $ 12,915 12,915 (93,680) 106,595 573 ANIMAL CONTROL GRANTS Operating Central Service Allocation - General Fund $ 24,759 24,759 24,759 $ 24,759 24,759 24,759 $ 24,759 24,759 24,759 $ 45,802 45,802 45,802 $ (21,043) (21,043) (21,043) 574 ANIMAL CONTROL FIELD OPERATION Operating Central Service Allocation - General Fund Transfer to 321 County Improvement Debt 2 $ 284,609 284,609 172,752 111,857 $ 284,609 284,609 172,752 111,857 $ 284,609 284,609 172,752 111,857 $ 316,805 316,805 215,779 101,026 $ (32,196) (32,196) (43,027) 10,831 580 SOLID WASTE MANAGEMENT Operating Central Service Allocation - General Fund Transfer to 422 Intergovernmental Capital Projects $ 1,014,587 39,587 39,587 - $ 1,269,587 294,587 39,587 255,000 $ 1,269,587 294,587 39,587 255,000 $ 244,434 64,434 64,434 - $ 1,025,153 230,153 (24,847) 255,000 Non-Recurring Transfer to 422 Intergovernmental Capital Projects $ 975,000 975,000 $ 975,000 975,000 $ 975,000 975,000 $ 180,000 180,000 $ 795,000 795,000 795 COUNTY SCHOOL INDIRECT COST Non-Recurring Non-Recurring Transfer to General Fund $ 1,881,148 1,881,148 1,881,148 $ 1,881,148 1,881,148 1,881,148 $ 1,881,148 1,881,148 1,881,148 $ - $ 1,881,148 1,881,148 1,881,148 988 PUBLIC WORKS FLOOD CONTROL Operating Central Service Allocation - General Fund $ 1,232,332 1,232,332 1,232,332 $ 1,232,332 1,232,332 1,232,332 $ 1,232,332 1,232,332 1,232,332 $ 1,306,871 1,306,871 1,306,871 $ 290 WASTE TIRE Operating Central Service Allocation - General Fund Non-Recurring Transfer to 422 Intergovernmental Capital Projects CAPITAL PROJECTS Non-Recurring 445 GENERAL FUND CTY IMPROV Non-Recurring Transfer to 321 County Improvement Debt 2 VARIANCE 972,840 (2,160) (2,160) (74,539) (74,539) (74,539) $ 6,252,339 $ 6,252,339 $ 6,252,339 $ 9,065,698 $ (2,813,359) $ 6,252,339 $ 6,252,339 $ 6,252,339 $ 9,065,698 $ (2,813,359) $ 6,252,339 6,252,339 6,252,339 $ 6,252,339 6,252,339 6,252,339 $ 6,252,339 6,252,339 6,252,339 $ 9,065,698 9,065,698 9,065,698 $ (2,813,359) (2,813,359) (2,813,359) 175 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) SUMMARY OF FUND TRANSFERS - OUT FY 2008-09 ADOPTED $ 1,487,006 FY 2008-09 REVISED $ 1,487,006 FY 2008-09 FORECAST $ 1,487,006 FY 2009-10 ADOPTED $ 1,465,713 $ VARIANCE 21,293 $ 1,487,006 $ 1,487,006 $ 1,487,006 $ 1,465,713 $ 21,293 618 BENEFIT ADMINISTRATION Operating Central Service Allocation - General Fund $ 172,936 172,936 172,936 $ 172,936 172,936 172,936 $ 172,936 172,936 172,936 $ 295,856 295,856 295,856 $ (122,920) (122,920) (122,920) 654 EQUIPMENT SERVICES Operating Central Service Allocation - General Fund $ 667,146 667,146 667,146 $ 667,146 667,146 667,146 $ 667,146 667,146 667,146 $ 608,074 608,074 608,074 $ 59,072 59,072 59,072 673 REPROGRAPHICS Operating Central Service Allocation - General Fund $ 43,238 43,238 43,238 $ 43,238 43,238 43,238 $ 43,238 43,238 43,238 $ 31,230 31,230 31,230 $ 12,008 12,008 12,008 675 RISK MANAGEMENT Operating Central Service Allocation - General Fund $ 181,216 181,216 181,216 $ 181,216 181,216 181,216 $ 181,216 181,216 181,216 $ 186,696 186,696 186,696 $ (5,480) (5,480) (5,480) 681 TELECOMMUNICATIONS Operating Central Service Allocation - General Fund $ 422,470 422,470 422,470 $ 422,470 422,470 422,470 $ 422,470 422,470 422,470 $ 343,857 343,857 343,857 $ 78,613 78,613 78,613 $ 475,829,185 $ 442,338,657 $ 428,318,133 $ 291,632,510 $ 150,706,147 Operating Non-Recurring $ $ 242,032,043 233,797,142 $ $ 208,451,515 233,887,142 $ $ 219,347,319 208,970,814 $ $ 185,542,536 106,089,974 $ $ 22,908,979 127,797,168 ELIMINATIONS $ (475,829,185) $ (442,338,657) $ (428,318,133) $ (291,632,510) $ (150,706,147) Operating Parks and Recreation County-wide Eliminations $ (242,032,043) $ (64,630) (241,967,413) (208,451,515) $ (64,630) (208,386,885) (219,347,319) $ (64,630) (219,282,689) (185,542,536) $ (71,533) (185,471,003) (22,908,979) 6,903 (22,915,882) Non-Recurring Public Works County-wide Eliminations $ (233,797,142) $ (76,711,865) (157,085,277) (233,887,142) $ (76,711,865) (157,175,277) (208,970,814) $ (51,795,537) (157,175,277) (106,089,974) $ (37,552,722) (68,537,252) (127,797,168) (39,159,143) (88,638,025) INTERNAL SERVICE Operating TOTAL BEFORE ELIMINATIONS ALL FUNDS $ - 176 $ - $ - $ - $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Eliminations Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. One example is the interdepartmental charges from the Reprographics (print shop) fund to various County departments. Departments pay the County print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. The expenditures and revenues are therefore budgeted twice within the overall County budget. Budgeting eliminations removes these duplicated revenues and expenditures from the budget as a whole in order to provide a more accurate picture of total net expenditures and revenues. The following schedule lists the various items that are eliminated in the budget: FY 2008-09 ADOPTED DESCRIPTION FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Fund Transfers (see schedule): Operating $ (218,457,549) $ (229,611,658) $ (268,548,510) $ (229,547,024) Non-Recurring $ $ (257,371,636) (216,185,028) (148,873,819) (148,873,823) (475,829,185) $ (445,796,686) $ (417,422,329) $ (378,420,847) $ (167,400,680) $ (167,563,715) $ (163,335,351) $ (163,335,351) Total $ (643,229,865) $ (613,360,401) $ (580,757,680) $ (541,756,198) Internal Service Charges 177 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Department FULL TIME EQUIVALENT (FTE) 010 - BOARD OF SUPERVISORS DIST 1 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.00% 0.00% 020 - BOARD OF SUPERVISORS DIST 2 100 - GENERAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.00% 0.00% 030 - BOARD OF SUPERVISORS DIST 3 100 - GENERAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.00% 0.00% 040 - BOARD OF SUPERVISORS DIST 4 100 - GENERAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.00% 0.00% 050 - BOARD OF SUPERVISORS DIST 5 100 - GENERAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.00% 0.00% 10.50 10.50 10.50 10.50 10.50 10.50 9.50 9.50 (1.00) (1.00) -9.52% -9.52% 1,173.00 4.00 69.00 1,246.00 1,173.00 4.00 69.00 1,246.00 1,122.00 4.00 72.00 1,198.00 975.00 4.00 71.00 1,050.00 (198.00) 2.00 (196.00) -16.88% 0.00% 2.90% -15.73% 120 - ASSESSOR 100 - GENERAL DEPARTMENT TOTAL 361.00 361.00 361.00 361.00 359.00 359.00 322.00 322.00 (39.00) (39.00) -10.80% -10.80% 140 - CALL CENTER 100 - GENERAL DEPARTMENT TOTAL 33.00 33.00 33.00 33.00 31.00 31.00 27.00 27.00 (6.00) (6.00) -18.18% -18.18% 150 - EMERGENCY MANAGEMENT 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT DEPARTMENT TOTAL 2.00 3.00 8.50 13.50 2.00 3.00 8.50 13.50 2.00 3.00 8.50 13.50 2.00 3.00 8.50 13.50 645.50 23.00 4.00 5.00 48.00 42.00 767.50 645.50 23.00 4.00 5.00 48.00 42.00 767.50 602.50 22.00 4.00 5.00 48.00 42.00 723.50 558.00 22.00 4.00 5.00 48.00 42.00 679.00 060 - CLERK OF THE BOARD 100 - GENERAL DEPARTMENT TOTAL 110 - ADULT PRO BATION 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS DEPARTMENT TOTAL 160 - CLERK OF THE SUPERIOR COURT 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS DEPARTMENT TOTAL 178 - (87.50) (1.00) (88.50) 0.00% 0.00% 0.00% 0.00% -13.56% -4.35% 0.00% 0.00% 0.00% 0.00% -11.53% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Department (continued) FULL TIME EQUIVALENT (FTE) 180 - FINANCE 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 49.00 49.00 49.00 49.00 49.79 49.79 39.79 39.79 (9.21) (9.21) -18.80% -18.80% 794.50 71.00 3.00 31.00 12.60 28.00 940.10 794.50 71.00 3.00 31.00 12.60 28.00 940.10 793.50 70.00 3.00 31.00 12.60 28.00 938.10 744.00 71.00 3.00 31.00 12.60 28.00 889.60 (50.50) (50.50) -6.36% 0.00% 0.00% 0.00% 0.00% 0.00% -5.37% 200 - COUNTY MANAGER 100 - GENERAL 255 - DETENTION OPERATIONS DEPARTMENT TOTAL 26.80 16.00 42.80 26.80 16.00 42.80 24.28 4.00 28.28 23.40 4.00 27.40 (3.40) (12.00) (15.40) -12.69% -75.00% -35.98% 210 - ELECTIONS 100 - GENERAL DEPARTMENT TOTAL 58.00 58.00 58.00 58.00 58.00 58.00 54.00 54.00 (4.00) (4.00) -6.90% -6.90% 230 - INTERNAL AUDIT 100 - GENERAL DEPARTMENT TOTAL 20.00 20.00 20.00 20.00 20.00 20.00 17.00 17.00 (3.00) (3.00) -15.00% -15.00% 286.53 4.00 290.53 286.53 4.00 290.53 337.03 6.00 343.03 292.03 2.00 4.00 298.03 5.50 (2.00) 4.00 7.50 1.92% -50.00% 30.00 30.00 30.00 30.00 31.00 31.00 30.00 30.00 260 - CORRECTIONAL HEALTH 100 - GENERAL 255 - DETENTION OPERATIONS DEPARTMENT TOTAL 25.00 426.80 451.80 25.00 426.80 451.80 23.00 430.55 453.55 18.00 386.25 404.25 (7.00) (40.55) (47.55) -28.00% -9.50% -10.52% 270 - JUVENILE PROBATION 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION DEPARTMENT TOTAL 354.00 68.00 475.10 5.00 902.10 354.00 68.00 475.10 5.00 902.10 353.00 62.00 472.10 5.00 892.10 281.50 61.00 410.10 5.00 757.60 (72.50) (7.00) (65.00) (144.50) -20.48% -10.29% -13.68% 0.00% -16.02% 83.00 83.00 83.00 83.00 83.00 83.00 83.00 83.00 190 - COUNTY ATTORNEY 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT DEPARTMENT TOTAL 240 - JUSTICE COURTS 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE DEPARTMENT TOTAL 250 - CONSTABLES 100 - GENERAL DEPARTMENT TOTAL 280 - COUNTY ATTORNEY CIVIL 100 - GENERAL DEPARTMENT TOTAL 179 - - 2.58% 0.00% 0.00% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Department (continued) FULL TIME EQUIVALENT (FTE) 290 - MEDICAL EXAMINER 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 91.00 91.00 91.00 91.00 89.00 89.00 75.50 75.50 (15.50) (15.50) -17.03% -17.03% 300 - PARKS AND RECREATION 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND DEPARTMENT TOTAL 13.00 3.00 18.00 56.00 90.00 13.00 3.00 18.00 56.00 90.00 3.00 3.00 18.00 66.00 90.00 3.00 3.00 17.00 62.00 85.00 (10.00) (1.00) 6.00 (5.00) -76.92% 0.00% -5.56% 10.71% -5.56% 310 - WORKFORCE MGT AND DEVELOPMENT 100 - GENERAL DEPARTMENT TOTAL 52.00 52.00 52.00 52.00 51.00 51.00 47.00 47.00 (5.00) (5.00) -9.62% -9.62% - - - 4.00 4.00 4.00 4.00 340 - PUBLIC FIDUCIARY 100 - GENERAL DEPARTMENT TOTAL 34.75 34.75 34.75 34.75 34.00 34.00 33.30 33.30 (1.45) (1.45) -4.17% -4.17% 360 - RECORDER 100 - GENERAL 236 - RECORDERS SURCHARGE DEPARTMENT TOTAL 43.00 34.00 77.00 43.00 34.00 77.00 37.00 29.00 66.00 36.00 27.00 63.00 (7.00) (7.00) (14.00) -16.28% -20.59% -18.18% 370 - SUPERINTENDENT OF SCHOOLS 100 - GENERAL 715 - SCHOOL GRANT 795 - COUNTY SCHOOL INDIRECT COST DEPARTMENT TOTAL 30.00 7.00 37.00 30.00 7.00 37.00 30.00 6.00 36.00 27.00 6.00 2.00 35.00 (3.00) (1.00) 2.00 (2.00) -10.00% -14.29% 98.00 44.00 142.00 98.00 44.00 142.00 109.00 44.00 153.00 79.00 40.00 119.00 (19.00) (4.00) (23.00) -19.39% -9.09% -16.20% 47.00 47.00 47.00 47.00 48.00 48.00 41.00 41.00 (6.00) (6.00) -12.77% -12.77% 460 - RESEARCH AND REPORTING 100 - GENERAL DEPARTMENT TOTAL 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 490 - MANAGEMENT AND BUDGET 100 - GENERAL DEPARTMENT TOTAL 32.90 32.90 32.90 32.90 31.67 31.67 31.77 31.77 330 - GENERAL LITIGATION 100 - GENERAL DEPARTMENT TOTAL 410 - ENTERPRISE TECHNOLOGY 100 - GENERAL 681 - TELECOMMUNICATIONS DEPARTMENT TOTAL 430 - TREASURER 100 - GENERAL DEPARTMENT TOTAL 180 - (1.14) (1.14) -5.41% 0.00% 0.00% -3.45% -3.45% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Department (continued) FULL TIME EQUIVALENT (FTE) 500 - SHERIFF 100 - GENERAL 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 967.00 35.00 126.00 2,681.50 3,809.50 967.00 35.00 126.00 2,681.50 3,809.50 965.00 20.00 164.00 2,643.00 3,792.00 908.50 29.00 164.00 2,561.00 3,662.50 (58.50) (6.00) 38.00 (120.50) (147.00) -6.05% -17.14% 30.16% -4.49% -3.86% 520 - PUBLIC DEFENDER 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP DEPARTMENT TOTAL 441.13 4.00 14.00 459.13 441.13 4.00 14.00 459.13 428.13 4.00 4.00 13.00 449.13 414.13 4.00 4.00 13.00 435.13 (27.00) 4.00 (1.00) (24.00) -6.12% 540 - LEGAL DEFENDER 100 - GENERAL DEPARTMENT TOTAL 109.00 109.00 109.00 109.00 110.00 110.00 109.00 109.00 550 - LEGAL ADVOCATE 100 - GENERAL DEPARTMENT TOTAL 92.00 92.00 92.00 92.00 90.50 90.50 91.50 91.50 (0.50) (0.50) -0.54% -0.54% 560 - CONTRACT COUNSEL 100 - GENERAL DEPARTMENT TOTAL 15.00 15.00 15.00 15.00 25.00 25.00 25.00 25.00 10.00 10.00 66.67% 66.67% 570 - JUVENILE DEFENDER 100 - GENERAL DEPARTMENT TOTAL 43.50 43.50 43.50 43.50 43.50 43.50 43.50 43.50 - 0.00% 0.00% 730 - MATERIALS MANAGEMENT 100 - GENERAL 673 - REPROGRAPHICS DEPARTMENT TOTAL 26.00 11.00 37.00 26.00 11.00 37.00 25.00 11.00 36.00 23.00 11.00 34.00 (3.00) (3.00) -11.54% 0.00% -8.11% 1,141.75 5.00 27.50 32.00 1,206.25 1,141.75 5.00 27.50 32.00 1,206.25 1,141.00 5.00 25.00 32.00 1,203.00 1,101.00 5.00 25.50 32.00 1,163.50 (40.75) (2.00) (42.75) -3.57% 0.00% -7.27% 0.00% -3.54% 860 - PUBLIC HEALTH 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS DEPARTMENT TOTAL 149.05 49.00 334.35 532.40 149.05 49.00 334.35 532.40 143.25 49.80 318.95 512.00 127.25 55.00 325.70 507.95 (21.80) 6.00 (8.65) (24.45) -14.63% 12.24% -2.59% -4.59% 880 - ENVIRONMENTAL SERVICES 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH DEPARTMENT TOTAL 44.00 6.00 220.75 270.75 44.00 6.00 220.75 270.75 46.00 6.00 236.00 288.00 42.00 6.00 217.00 265.00 (2.00) (3.75) (5.75) -4.55% 0.00% -1.70% -2.12% 800 - SUPERIOR COURT 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 264 - SUPERIOR COURT FILL THE GAP DEPARTMENT TOTAL 181 - 0.00% -7.14% -5.23% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Department (continued) FULL TIME EQUIVALENT (FTE) 910 - PUBLIC WORKS 100 - GENERAL 232 - TRANSPORTATION OPERATIONS 255 - DETENTION OPERATIONS 290 - WASTE TIRE 580 - SOLID WASTE MANAGEMENT 988 - PUBLIC WORKS FLOOD CONTROL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 197.50 522.00 34.00 7.00 16.00 192.75 969.25 197.50 522.00 34.00 7.00 16.00 192.75 969.25 180.50 522.00 32.00 11.50 17.00 184.75 947.75 181.50 522.00 32.00 12.50 18.00 184.75 950.75 (16.00) (2.00) 5.50 2.00 (8.00) (18.50) -8.10% 0.00% -5.88% 78.57% 12.50% -4.15% -1.91% 220 - HUMAN SERVICES 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS DEPARTMENT TOTAL 7.00 435.00 442.00 7.00 435.00 442.00 7.00 370.00 377.00 7.00 335.00 342.00 (100.00) (100.00) 0.00% -22.99% -22.62% 440 - PLANNING AND DEVELOPMENT 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB DEPARTMENT TOTAL 176.00 1.00 177.00 176.00 1.00 177.00 124.00 124.00 102.00 102.00 (74.00) (1.00) (75.00) -42.05% -100.00% -42.37% 850 - AIR QUALITY 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES DEPARTMENT TOTAL 25.00 223.00 248.00 25.00 223.00 248.00 25.00 187.00 212.00 25.00 180.00 205.00 (43.00) (43.00) 0.00% -19.28% -17.34% 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 - 0.00% 0.00% 109.00 6.00 52.00 167.00 109.00 6.00 52.00 167.00 110.00 6.00 52.00 168.00 110.00 6.00 52.00 168.00 1.00 1.00 0.92% 0.00% 0.00% 0.60% 618 - BENEFIT ADMINISTRATION DEPARTMENT TOTAL 28.00 28.00 28.00 28.00 28.00 28.00 24.00 24.00 (4.00) (4.00) -14.29% -14.29% 350 - EMPLOYEE BENEFITS 654 - EQUIPMENT SERVICES DEPARTMENT TOTAL 54.00 54.00 54.00 54.00 54.00 54.00 52.00 52.00 (2.00) (2.00) -3.70% -3.70% 750 - RISK MANAGEMENT 675 - RISK MANAGEMENT DEPARTMENT TOTAL 24.25 24.25 24.25 24.25 23.00 23.00 23.90 23.90 (0.35) (0.35) -1.44% -1.44% 14,616.26 14,616.26 14,343.64 13,470.71 (1,145.55) -7.84% 390 - HEALTH CARE PROGRAMS 532 - PUBLIC HEALTH GRANTS DEPARTMENT TOTAL 790 - ANIMAL CARE AND CONTROL 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS 574 - ANIMAL CONTROL FIELD OPERATION DEPARTMENT TOTAL MARICOPA COUNTY TOTAL 182 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title FULL TIME EQUIVALENT (FTE) Accountant Accounting Specialist Admin & Operations Mgr Admin Svcs Director - County Admin/Office Support Admin/Office Support Supv Admin/Operations Specialist Admin/Operations Supv Administrative Assistant Administrative Manager Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Animal Care Supervisor Animal Care Technician Animal Care Technician - Ld Animal Control Officer Animal Control Sergeant Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Applications Development Mgr Applications Development Supv Appraiser Appraiser Manager Appraiser Supervisor Assistant County Manager Attorney Attorney - Associate Attorney - General Counsel Attorney - Senior Attorney - Senior Associate Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Bailiff Benefits Specialist - County BOS Press Secretary Budget Analyst Budget Supervisor Business/Systems Analyst Business/Systems Analyst-Sr/Ld Call Ctr Representative CAMA Manager Chaplain Chemical Applicatns Tech Chemist Chemist Supervisor Chief Administrator - Bos Chief Deputy - Assessor Chief Deputy - Clk of Crt Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 51.00 92.00 38.00 1.00 51.00 92.00 38.00 1.00 48.00 97.00 36.00 1.00 46.00 88.90 36.00 1.00 (5.00) (3.10) (2.00) - 2.00 5.00 194.25 39.00 1.00 16.00 11.50 57.00 74.00 27.00 3.00 42.00 2.00 5.00 194.25 39.00 1.00 16.00 11.50 57.00 74.00 27.00 3.00 42.00 2.00 5.00 195.75 30.00 14.00 5.00 51.00 82.00 25.00 2.00 40.00 2.00 3.00 186.25 34.00 16.00 3.50 50.00 77.00 23.00 3.00 40.00 (2.00) (8.00) (5.00) (1.00) (8.00) (7.00) 3.00 (4.00) (2.00) 3.00 32.00 4.00 3.00 1.00 7.00 2.00 8.00 7.00 148.00 9.00 20.00 3.00 32.00 4.00 3.00 1.00 7.00 2.00 8.00 7.00 148.00 9.00 20.00 39.00 3.00 1.00 12.00 10.00 9.00 147.00 6.00 21.00 39.00 3.00 1.00 12.00 9.00 9.00 127.00 8.00 19.00 (3.00) 7.00 (4.00) 5.00 (2.00) 1.00 2.00 (21.00) (1.00) (1.00) 3.75 5.00 230.50 6.00 195.99 142.50 42.00 39.50 14.00 50.14 120.00 3.75 5.00 230.50 6.00 195.99 142.50 42.00 39.50 14.00 50.14 120.00 4.00 1.00 240.50 7.00 187.49 142.00 43.00 38.50 12.00 47.14 120.00 3.00 5.00 230.50 7.00 184.49 139.00 43.00 38.50 11.00 47.14 114.00 (0.75) 1.00 (11.50) (3.50) 1.00 (1.00) (3.00) (3.00) (6.00) 6.00 13.00 4.00 26.00 10.75 27.00 2.00 5.00 32.00 - 6.00 13.00 4.00 26.00 10.75 27.00 2.00 5.00 32.00 - 6.00 1.00 12.00 4.00 28.00 15.00 25.00 1.00 5.00 32.00 7.00 2.00 4.00 12.00 4.00 26.00 12.00 22.00 1.00 5.00 30.00 7.00 2.00 (2.00) (1.00) 1.25 (5.00) (1.00) (2.00) 7.00 2.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 183 - % (9.80%) (3.37%) (5.26%) 0.00% 0.00% (40.00%) (4.12%) (12.82%) (100.00%) 0.00% (69.57%) (12.28%) 4.05% (14.81%) 0.00% (4.76%) (100.00%) 21.88% (100.00%) 0.00% 0.00% 71.43% (100.00%) 12.50% 28.57% (14.19%) (11.11%) (5.00%) (20.00%) 0.00% 0.00% 16.67% (5.87%) (2.46%) 2.38% (2.53%) (21.43%) (5.98%) (5.00%) (33.33%) (7.69%) 0.00% 0.00% 11.63% (18.52%) (50.00%) 0.00% (6.25%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE ( 2.00) ( 8.10) ( 2.00) ( 9.50) 4.00 2.00 ( 1.50) ( 1.00) ( 5.00) ( 2.00) 1.00 ( 1.00) ( 20.00) 2.00 ( 2.00) ( 1.00) 4.00 ( 10.00) ( 3.00) ( 3.00) ( 1.00) ( 6.00) ( 2.00) ( 1.00) ( 2.00) ( 3.00) ( 3.00) ( 2.00) - % (4.17%) (8.35%) 0.00% 0.00% 0.00% (40.00%) (4.85%) 13.33% 14.29% (30.00%) (1.96%) (6.10%) (8.00%) 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% (10.00%) 0.00% (13.61%) 33.33% (9.52%) (25.00%) 400.00% (4.16%) 0.00% (1.60%) (2.11%) 0.00% 0.00% (8.33%) 0.00% (5.00%) (33.33%) (100.00%) 0.00% 0.00% (7.14%) (20.00%) (12.00%) 0.00% 0.00% (6.25%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) Chief Deputy - Treasurer Chief Medical Examiner Chief Technology Officer Chief Veterinarian Claims Adjuster Code Enforcement Officer Collections Supervisor Collector Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Community Svcs Specialist Compensation Analyst Compensation Supervisor Computer Forensic Specialist Computer Operations Supv Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Consultant Counseling Supervisor Counselor County Manager Court Commissioner Court Reporter Courtroom Clerk Crew Leader Crime Scene Specialist Crime Scene Specialist-Sheriff Crime Scene Supervisor Data Security Analyst Data Security Analyst Sr/Ld Database Administrator Database Report Writer Analyst Dental Assistant Dental Hygienist Dentist Deputy Administrator - Bos Deputy County Manager Deputy Director Deputy Director - Budget/Fin Detention Ofcr Coord-Probation Detention Ofcr Supv -Probation Detention Officer Detention Officer - Probation Detention Officer Captain Detention Officer Lieutenant Detention Officer Sergeant Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Dietitian/Nutritionist Director Director - Air Quality Director - Animal Care & Ctrl Director - Clerk of the Board Director - Community Dev FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 10.00 3.00 20.00 23.50 8.00 81.00 5.80 1.00 1.00 5.00 10.00 3.00 20.00 23.50 8.00 81.00 5.80 1.00 1.00 3.75 5.00 3.00 21.50 1.00 25.00 7.00 5.18 1.00 3.00 1.00 4.75 5.00 3.00 19.50 22.00 7.00 5.18 1.00 3.00 1.00 (0.25) (5.00) (0.50) (1.50) (1.00) (81.00) (0.63) 3.00 - 17.00 4.00 12.00 13.00 2.10 12.00 98.00 1.00 58.00 66.50 230.50 16.00 17.00 4.00 12.00 13.00 2.10 12.00 98.00 1.00 58.00 66.50 230.50 16.00 16.00 4.00 12.00 13.00 5.27 11.00 93.00 1.00 58.00 66.50 230.50 16.00 14.00 5.00 10.00 13.00 6.88 8.00 69.00 1.00 58.00 56.50 217.50 16.00 (3.00) 1.00 (2.00) 4.78 (4.00) (29.00) (10.00) (13.00) - 72.00 7.00 3.00 3.00 15.00 5.00 4.00 1.00 2.00 5.00 72.00 7.00 3.00 3.00 15.00 5.00 4.00 1.00 2.00 5.00 21.00 10.00 3.00 3.00 2.00 17.00 6.00 4.00 1.00 2.00 5.00 19.00 4.00 3.00 2.00 3.00 15.00 6.00 4.00 1.00 1.00 5.00 (53.00) 4.00 (4.00) (1.00) 1.00 (1.00) - 1.00 43.00 4.00 13.00 16.00 1,898.50 313.10 14.00 73.00 216.00 47.00 12.00 1.00 43.00 4.00 13.00 16.00 1,898.50 313.10 14.00 73.00 216.00 47.00 12.00 1.00 45.00 4.00 13.00 16.00 1,898.00 312.10 14.00 73.00 216.00 38.00 9.00 1.00 42.00 4.00 12.00 13.00 1,896.00 266.10 13.00 72.00 215.00 30.00 9.00 (1.00) (1.00) (3.00) (2.50) (47.00) (1.00) (1.00) (1.00) (17.00) (3.00) 127.00 3.70 3.00 1.00 1.00 1.00 1.00 127.00 3.70 3.00 1.00 1.00 1.00 1.00 118.00 8.70 4.00 1.00 1.00 1.00 108.00 8.70 4.00 1.00 1.00 1.00 (19.00) 5.00 1.00 (1.00) - 184 - % 0.00% 0.00% 0.00% 0.00% (5.00%) (50.00%) 0.00% (2.50%) (6.38%) (12.50%) (100.00%) (10.78%) 0.00% 0.00% (17.65%) 25.00% (16.67%) 0.00% 227.62% (33.33%) (29.59%) 0.00% 0.00% (15.04%) (5.64%) 0.00% (73.61%) (57.14%) (33.33%) 0.00% 0.00% 20.00% 0.00% 0.00% (50.00%) 0.00% 0.00% (2.33%) 0.00% (7.69%) (18.75%) (0.13%) (15.01%) (7.14%) (1.37%) (0.46%) (36.17%) (25.00%) (14.96%) 135.14% 33.33% 0.00% (100.00%) 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 26.67% 1.00 0.00% 0.00% (9.30%) ( 2.00) ( 1.00) (100.00%) (12.00%) ( 3.00) 0.00% - ( 2.00) 1.00 ( 2.00) 1.61 ( 3.00) ( 24.00) ( 10.00) ( 13.00) ( 2.00) ( 6.00) ( 1.00) 1.00 ( 2.00) ( 1.00) ( 3.00) ( 1.00) ( 3.00) ( 2.00) ( 46.00) ( 1.00) ( 1.00) ( 1.00) ( 8.00) ( 10.00) - 0.00% 0.00% 0.00% 0.00% (12.50%) 25.00% (16.67%) 0.00% 30.55% (27.27%) (25.81%) 0.00% 0.00% (15.04%) (5.64%) 0.00% (9.52%) (60.00%) 0.00% (33.33%) 50.00% (11.76%) 0.00% 0.00% 0.00% (50.00%) 0.00% 0.00% (6.67%) 0.00% (7.69%) (18.75%) (0.11%) (14.74%) (7.14%) (1.37%) (0.46%) (21.05%) 0.00% (8.47%) 0.00% 0.00% 0.00% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) Director - Correctional Health Director - EHI Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt Director - Flood Control Dist Director - Govt Relations Director - Human Services Director - Information Tech Director - Internal Audit Director - Legal Defense Director - Litigation Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Probation Director - Public Fiduciary Director - Public Health Director - Research & Report Director - Risk Management Director - Solid Waste Director - STAR Call Center Director - Transportation Director - Trial Courts Director - Workforce Mgt Dev Dispatcher Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Elected Electrician Electronic Technician Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Employee Relations Analyst-Cty Engineer Engineer - Senior Engineering Aide Engineering Associate Engineering Manager Engineering Supervisor Engineering Technician Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Epidemiologist Equipment Operator Ergonomist - County Events Operation Manager Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Finan/Business Analyst -County FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) (100.00%) 0.00% 0.00% (1.00) (100.00%) 0.00% 1.00 25.00% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 42.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32.00 (12.00) 44.00 23.00 70.00 31.00 36.00 35.00 12.00 7.00 4.00 29.00 6.00 44.00 23.00 70.00 31.00 36.00 35.00 12.00 7.00 4.00 29.00 6.00 42.00 23.00 41.00 31.00 32.00 37.00 11.00 9.00 4.00 29.00 6.00 42.00 23.00 41.00 31.00 32.00 37.00 11.00 7.00 4.00 25.00 5.00 (2.00) (29.00) (4.00) 2.00 (1.00) (4.00) (1.00) 43.00 27.75 8.00 49.00 7.00 27.00 60.00 17.00 31.00 227.75 13.00 43.00 27.75 8.00 49.00 7.00 27.00 60.00 17.00 31.00 227.75 13.00 6.00 70.75 1.00 63.00 6.00 21.00 62.00 21.00 34.00 203.00 9.00 6.00 41.00 27.75 7.00 44.00 4.00 28.00 58.00 18.00 33.00 193.00 12.00 6.00 (2.00) (1.00) (5.00) (3.00) 1.00 (2.00) 1.00 2.00 (34.75) (1.00) 60.00 3.00 1.00 31.80 32.00 24.40 16.00 60.00 3.00 1.00 31.80 32.00 24.40 16.00 59.00 3.00 1.00 25.00 31.00 25.00 15.00 58.00 3.00 1.00 23.80 32.00 22.50 14.00 (2.00) (8.00) (1.90) (2.00) 185 % FORECAST VS ADOPTED VARIANCE - - 1.00 - 1.00 - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (27.27%) (4.55%) 0.00% (41.43%) 0.00% (11.11%) 5.71% (8.33%) 0.00% 0.00% (13.79%) (16.67%) (4.65%) 0.00% (12.50%) (10.20%) (42.86%) 3.70% (3.33%) 5.88% 6.45% (15.26%) (7.69%) (3.33%) 0.00% 0.00% (25.16%) 0.00% (7.79%) (12.50%) ( 10.00) ( 2.00) ( 4.00) ( 1.00) ( 29.75) 27.75 6.00 ( 19.00) ( 2.00) 7.00 ( 4.00) ( 3.00) ( 1.00) ( 10.00) 3.00 ( 1.00) ( 1.20) 1.00 ( 2.50) ( 1.00) % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (23.81%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (22.22%) 0.00% (13.79%) (16.67%) 0.00% (42.05%) 600.00% (30.16%) (33.33%) 33.33% (6.45%) (14.29%) (2.94%) (4.93%) 33.33% (1.69%) 0.00% 0.00% (4.80%) 3.23% (10.00%) (6.67%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) Financial Manager - County Financial Supervisor - County Financial Supervisor - Dept Financial Support Supv - Dept Fingerprint Analyst Fingerprint Supervisor Fingerprint Technician Food Service Supervisor Food Service Worker Forensic Technician General Laborer General Laborer Supervisor General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Government Relations Liaison Govt/Commun Affairs Ofcr Grant-Contract Admin Supv Grant-Contract Administrator Guardian/Estate Administrator Health Educator Health Services Aide Heavy Equipment Operator Heavy Equipment Operator - Sr. Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Infection Control Specialist Info Systems Manager Inspection Supervisor Inspector Instrumentation Technician Air Instrumentation Tech-Water Intern Internal Audit Manager Internal Audit Supervisor Internal Auditor Interpreter Interpreter Supervisor Interpretive Ranger Investigation Commander - MCAO Investigations Supv - Defense Investigations Supv - MCAO Investigator Investigator Investigator - Defense Investigator - MCAO Investigator Chief - Defense Investigator Chief - MCAO IS Architect FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE % 0.00% 20.00% (5.56%) (25.00%) 4.00 5.00 18.00 4.00 5.00 18.00 5.00 5.00 17.00 4.00 6.00 17.00 1.00 (1.00) 12.00 12.00 10.00 129.00 5.00 88.00 19.00 2.00 12.00 12.00 10.00 129.00 5.00 88.00 19.00 2.00 9.00 19.00 4.00 23.00 12.00 10.00 10.00 108.00 5.00 89.00 19.00 2.00 9.00 16.00 3.00 12.00 10.00 7.00 7.00 71.00 4.00 89.00 18.00 2.00 (3.00) 16.00 3.00 12.00 (2.00) (3.00) 7.00 (58.00) (1.00) 1.00 (1.00) - 32.00 1.00 1.00 2.00 19.00 18.60 52.50 101.20 32.00 8.00 26.00 9.00 32.00 1.00 1.00 2.00 19.00 18.60 52.50 101.20 32.00 8.00 26.00 9.00 28.00 2.00 19.00 18.00 27.50 102.60 41.00 25.00 9.00 22.00 2.00 19.00 16.80 28.50 106.60 40.00 23.00 8.00 (10.00) (1.00) (1.00) (1.80) (24.00) 5.40 8.00 (8.00) (3.00) (1.00) 2.00 28.00 6.00 3.00 39.00 16.00 9.00 35.00 1.00 15.00 55.00 2.00 28.00 6.00 3.00 39.00 16.00 9.00 35.00 1.00 15.00 55.00 3.00 17.00 14.00 3.00 40.00 13.00 11.00 32.00 12.00 59.00 1.00 17.00 12.00 3.00 34.00 12.00 10.00 32.00 12.00 42.00 (1.00) (11.00) 6.00 (5.00) (4.00) 1.00 (3.00) (1.00) (3.00) (13.00) 12.00 4.00 5.10 2.00 5.00 13.00 30.50 4.00 12.00 1.00 5.00 4.00 12.00 4.00 5.10 2.00 5.00 13.00 30.50 4.00 12.00 1.00 5.00 4.00 12.00 4.00 5.10 2.00 5.00 13.00 31.50 3.00 12.00 1.00 4.00 5.00 12.00 4.00 4.10 2.00 4.00 10.00 31.50 3.00 11.00 1.00 4.00 5.00 (1.00) (1.00) (3.00) 1.00 (1.00) (1.00) (1.00) 1.00 (44.96%) (20.00%) 1.14% (5.26%) 0.00% (31.25%) (100.00%) (100.00%) 0.00% 0.00% (9.68%) (45.71%) 5.34% 25.00% (100.00%) (11.54%) (11.11%) (50.00%) (39.29%) 100.00% 0.00% (12.82%) (25.00%) 11.11% (8.57%) (100.00%) (20.00%) (23.64%) 0.00% 0.00% (19.61%) 0.00% (20.00%) (23.08%) 3.28% (25.00%) (8.33%) 0.00% (20.00%) 25.00% 73.00 45.00 2.00 1.00 2.00 4.00 73.00 45.00 2.00 1.00 2.00 4.00 2.00 41.00 43.00 2.00 1.00 2.00 3.00 5.00 39.00 43.00 2.00 1.00 2.00 3.00 5.00 (34.00) (2.00) (1.00) (46.58%) (4.44%) 0.00% 0.00% 0.00% (25.00%) 186 (16.67%) (30.00%) FORECAST VS ADOPTED VARIANCE ( 1.00) 1.00 ( 3.00) ( 1.00) ( 11.00) ( 2.00) ( 3.00) ( 3.00) ( 37.00) ( 1.00) ( 1.00) ( 6.00) ( 1.20) 1.00 4.00 ( 1.00) ( 2.00) ( 1.00) ( 2.00) ( 2.00) ( 6.00) ( 1.00) ( 1.00) ( 17.00) ( 1.00) ( 1.00) ( 3.00) ( 1.00) 3.00 ( 2.00) - % (20.00%) 20.00% 0.00% 0.00% (15.79%) (25.00%) (47.83%) (16.67%) (30.00%) (30.00%) (34.26%) (20.00%) 0.00% (5.26%) 0.00% (21.43%) 0.00% 0.00% (6.67%) 3.64% 3.90% (2.44%) (8.00%) (11.11%) (66.67%) 0.00% (14.29%) 0.00% (15.00%) (7.69%) (9.09%) 0.00% 0.00% (28.81%) 0.00% 0.00% (19.61%) 0.00% (20.00%) (23.08%) 0.00% 0.00% (8.33%) 0.00% 0.00% 0.00% 150.00% (4.88%) 0.00% 0.00% 0.00% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) IS Project Management Mgr IS Project Manager IS Project Manager - Sr/Ld IT Consultant IT Division Manager IT Operations Manager IT Senior Manager IT Services Supv Judicial Assistant Justice Of The Peace Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement Sergeant Legal Assistant Legal Assistant Supv Legal Order Server Legal Support Specialist Legal Support Supervisor Librarian Library Clerk Library Manager Library Paraprofessional Licensed Practical Nurse Management Analyst Management Assistant Managing Physician Materials Handling Worker Materials Inventory Specialist Materials Testing Technician Mechanic - Automotive Mechanic - Aviation Mechanic - Heavy Equipment Mechanic Lead Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Medical Assistant Medical Director Medical Examiner Medical Transcriber Mitigation Specialist Mitigation Specialist-Capital Network Engineer Network Engineer - Sr/Ld Nurse - Correctional Nurse - Public Health Nurse Pract/Phys Asst Nursing Director Nursing Manager Nursing Supervisor FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 1.00 10.00 11.00 9.00 1.00 10.00 11.00 9.00 1.00 10.00 9.00 10.00 1.00 8.00 9.00 8.00 (2.00) (2.00) (1.00) 9.00 5.00 10.00 11.00 151.00 23.00 1,003.03 79.00 96.00 1.00 2.00 2.50 9.00 5.00 10.00 11.00 151.00 23.00 1,003.03 79.00 96.00 1.00 2.00 2.50 11.00 4.00 10.00 11.00 154.00 25.00 982.53 83.00 96.00 1.00 1.00 3.00 10.00 4.00 9.00 11.00 151.00 25.00 880.53 81.00 92.00 1.00 1.00 2.50 1.00 (1.00) (1.00) 2.00 (122.50) 2.00 (4.00) (1.00) - 6.25 22.00 36.00 655.00 93.00 166.00 10.00 8.00 194.50 57.00 6.00 1.50 6.25 22.00 36.00 655.00 93.00 166.00 10.00 8.00 194.50 57.00 6.00 1.50 6.25 23.00 35.00 641.00 91.00 165.00 10.00 9.00 198.50 57.00 6.00 1.50 6.25 19.00 36.00 632.00 92.00 161.00 10.00 8.00 189.00 57.00 6.00 1.50 (3.00) (23.00) (1.00) (5.00) (5.50) - 1.00 7.00 62.00 62.00 2.00 2.60 34.00 12.00 5.00 14.00 2.00 1.00 7.00 62.00 62.00 2.00 2.60 34.00 12.00 5.00 14.00 2.00 1.00 7.00 64.75 75.00 3.80 46.00 11.00 5.00 15.00 2.00 1.00 6.00 57.15 65.00 3.00 43.00 11.00 5.00 15.00 2.00 (1.00) (4.85) 3.00 1.00 (2.60) 9.00 (1.00) 1.00 - 11.00 3.00 3.00 15.00 77.90 11.00 6.00 33.00 2.00 11.00 3.00 3.00 15.00 77.90 11.00 6.00 33.00 2.00 13.00 2.00 1.00 19.00 78.90 1.00 11.00 13.00 20.00 2.00 13.00 2.00 1.00 16.00 68.15 1.00 9.00 13.00 20.00 1.00 2.00 (3.00) (1.00) 1.00 1.00 (9.75) 1.00 (2.00) (6.00) (20.00) 20.00 (1.00) 2.00 105.90 45.40 24.00 1.00 5.00 22.00 2.00 105.90 45.40 24.00 1.00 5.00 22.00 2.00 107.90 41.60 25.00 1.00 5.00 20.00 2.00 98.30 32.30 25.00 1.00 5.00 19.00 (7.60) (13.10) 1.00 (3.00) 187 % 0.00% (20.00%) (18.18%) (11.11%) 11.11% (20.00%) (10.00%) 0.00% 0.00% 8.70% (12.21%) 2.53% (4.17%) 0.00% (50.00%) 0.00% 0.00% (13.64%) 0.00% (3.51%) (1.08%) (3.01%) 0.00% 0.00% (2.83%) 0.00% 0.00% 0.00% 0.00% (14.29%) (7.82%) 4.84% 50.00% (100.00%) 26.47% (8.33%) 0.00% 7.14% 0.00% 18.18% (100.00%) (33.33%) 6.67% (12.52%) (18.18%) (100.00%) (60.61%) (50.00%) 0.00% (7.18%) (28.85%) 4.17% 0.00% 0.00% (13.64%) FORECAST VS ADOPTED VARIANCE ( 2.00) ( 2.00) ( 1.00) ( 1.00) ( 3.00) (102.00) ( 2.00) ( 4.00) ( 0.50) ( 4.00) 1.00 ( 9.00) 1.00 ( 4.00) ( 1.00) ( 9.50) ( 1.00) ( 7.60) ( 10.00) ( 0.80) ( 3.00) ( 3.00) ( 10.75) ( 2.00) ( 1.00) ( 9.60) ( 9.30) ( 1.00) % 0.00% (20.00%) 0.00% (20.00%) (9.09%) 0.00% (10.00%) 0.00% (1.95%) 0.00% (10.38%) (2.41%) (4.17%) 0.00% 0.00% (16.67%) 0.00% (17.39%) 2.86% (1.40%) 1.10% (2.42%) 0.00% (11.11%) (4.79%) 0.00% 0.00% 0.00% 0.00% (14.29%) (11.74%) (13.33%) (21.05%) (6.52%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (15.79%) (13.62%) 0.00% (18.18%) 0.00% 0.00% (50.00%) 0.00% (8.90%) (22.36%) 0.00% 0.00% 0.00% (5.00%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) Office Assistant Office Assistant Specialized Operations Manager Operations Supervisor - PW Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor Parks Specialist Payroll Specialist - County PC/LAN Analyst PC/LAN Tech Support Pharmacist Pharmacy Technician Photographer Physician Pilot Planner Planner - Emergency Services Planner - Facilities Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Supervisor Polygraph Examiner Presentence Screener Preventive Maintenance Tech Prgrm Coordination Spec Probation Assistant Probation Manager Probation Officer Probation Officer Supervisor Procurement Officer - County Procurement Officer - Dept Procurement Specialist Procurement Supervisor - Dept Procurement Supervisor -County Program Coordinator Program Coordinator - RN Program Manager Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Project Administrator Project Manager Project Manager Psychiatrist Psychologist Psychometrist Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist Real Estate Manager - County Real Property Specialist Records Specialist - County Recruiter Regression Modeler Reprographic Technician Risk Mgmt Supervisor Road Technician FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 598.75 350.25 5.00 8.00 598.75 350.25 5.00 8.00 573.25 377.25 2.00 15.00 511.40 358.50 4.00 8.00 (87.35) 8.25 (1.00) - 9.00 3.00 29.75 52.00 4.00 5.00 10.00 55.50 2.00 1.00 14.00 9.00 3.00 29.75 52.00 4.00 5.00 10.00 55.50 2.00 1.00 14.00 8.00 3.00 40.49 60.00 4.00 5.00 12.00 56.50 2.00 1.00 2.00 12.60 6.00 3.00 28.60 59.00 2.00 5.00 10.00 52.50 2.00 1.00 2.00 12.60 (3.00) (1.15) 7.00 (2.00) (3.00) 2.00 (1.40) 2.00 35.50 13.00 11.00 7.00 1.00 4.00 8.00 15.00 2.00 35.50 13.00 11.00 7.00 1.00 4.00 8.00 15.00 2.00 33.00 6.50 2.00 10.00 5.00 1.00 4.00 53.00 8.00 - 2.00 29.50 13.00 10.00 5.00 1.00 3.00 50.00 7.50 15.00 (6.00) (1.00) (2.00) (1.00) 50.00 (0.50) - 38.00 18.00 951.00 130.00 10.00 3.00 34.00 4.00 2.00 60.50 2.00 38.00 18.00 951.00 130.00 10.00 3.00 34.00 4.00 2.00 60.50 2.00 39.00 18.00 901.00 128.00 10.00 2.00 33.00 5.00 2.00 54.50 - 32.00 17.00 781.00 124.00 10.00 2.00 32.50 5.00 2.00 48.50 - (6.00) (1.00) (170.00) (6.00) (1.00) (1.50) 1.00 (12.00) (2.00) 1.75 6.00 50.00 34.00 31.00 8.00 20.00 3.00 1.00 1.75 6.00 50.00 34.00 31.00 8.00 20.00 3.00 1.00 1.00 3.00 59.00 39.00 2.00 17.00 3.00 9.00 17.00 2.00 3.00 1.00 1.00 4.00 49.00 35.00 2.00 23.00 3.00 7.00 14.00 1.00 3.00 1.00 (0.75) (2.00) (1.00) 1.00 2.00 (8.00) 3.00 (1.00) (6.00) 1.00 - 4.00 1.00 12.00 5.00 4.00 7.00 7.00 3.00 21.00 4.00 1.00 12.00 5.00 4.00 7.00 7.00 3.00 21.00 4.50 1.00 12.00 4.00 5.00 7.00 7.00 5.00 21.00 4.00 1.00 12.00 4.00 5.00 7.00 7.00 3.50 21.00 (1.00) 1.00 0.50 - 188 % (14.59%) 2.36% (20.00%) 0.00% (33.33%) 0.00% (3.87%) 13.46% (50.00%) 0.00% 0.00% (5.41%) 0.00% 0.00% (10.00%) 0.00% (16.90%) 0.00% (9.09%) (28.57%) 0.00% (25.00%) (6.25%) 0.00% (15.79%) (5.56%) (17.88%) (4.62%) 0.00% (33.33%) (4.41%) 25.00% 0.00% (19.83%) (100.00%) (42.86%) (33.33%) (2.00%) 2.94% (25.81%) (12.50%) (30.00%) 0.00% 0.00% 0.00% 0.00% 0.00% (20.00%) 25.00% 0.00% 0.00% 16.67% 0.00% FORECAST VS ADOPTED VARIANCE ( 61.85) ( 18.75) 2.00 ( 7.00) ( 2.00) ( 11.89) ( 1.00) ( 2.00) ( 2.00) ( 4.00) ( 3.50) ( 6.50) ( 2.00) 13.00 ( 1.00) ( 3.00) ( 0.50) 15.00 % (10.79%) (4.97%) 100.00% (46.67%) (25.00%) 0.00% (29.37%) (1.67%) (50.00%) 0.00% (16.67%) (7.08%) 0.00% 0.00% 0.00% 0.00% 0.00% (10.61%) (100.00%) (100.00%) 0.00% 0.00% 0.00% (25.00%) (5.66%) (6.25%) ( 7.00) ( 1.00) (120.00) ( 4.00) ( 0.50) ( 6.00) - (17.95%) (5.56%) (13.32%) (3.13%) 0.00% 0.00% (1.52%) 0.00% 0.00% (11.01%) 1.00 ( 10.00) ( 4.00) 6.00 ( 2.00) ( 3.00) ( 1.00) - 0.00% 33.33% (16.95%) (10.26%) 0.00% 35.29% 0.00% (22.22%) (17.65%) (50.00%) 0.00% 0.00% (11.11%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (30.00%) 0.00% ( 0.50) ( 1.50) - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) FULL TIME EQUIVALENT (FTE) Safety Representative Security Officer Security Officer Manager Security Officer Supervisor Sheriff Record Specialist Sheriff Record Specialist Lead Sheriff Record Specialist Supv Social Worker Social Worker Supervisor Software Sys Engineer Software Sys Engineer - Sr/Ld Superior Court Judge Surveillance Officer Survey Technician Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Tech Support Specialist Technical Program Supv Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Technician Trainer Veterinarian Web Designer/Developer Web Designer/Developer-Sr/Ld Workforce Development Spec MARICOPA COUNTY TOTAL FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED REVISED VS ADOPTED VARIANCE 6.00 198.50 8.00 15.00 6.00 198.50 8.00 15.00 6.00 192.50 7.00 15.00 6.00 188.50 7.00 13.00 (10.00) (1.00) (2.00) 50.00 6.00 8.00 170.00 24.00 1.00 1.00 95.00 187.00 9.00 4.00 6.00 50.00 6.00 8.00 170.00 24.00 1.00 1.00 95.00 187.00 9.00 4.00 6.00 50.00 6.00 8.00 170.50 22.00 1.00 95.00 180.00 4.00 7.00 46.00 5.00 7.00 169.50 21.00 1.00 95.00 159.00 9.00 4.00 4.00 (4.00) (1.00) (1.00) (0.50) (3.00) (1.00) (28.00) (2.00) 30.00 25.00 1.00 4.00 7.00 5.00 1.00 2.00 2.00 7.00 11.00 44.00 30.00 25.00 1.00 4.00 7.00 5.00 1.00 2.00 2.00 7.00 11.00 44.00 30.00 25.00 1.00 2.00 7.00 5.00 1.00 2.00 2.00 7.00 12.00 42.00 23.00 24.00 1.00 4.00 6.00 5.00 1.00 2.00 2.00 7.00 10.00 40.00 (7.00) (1.00) (1.00) (1.00) (4.00) 60.00 12.00 9.00 28.00 2.00 12.00 6.00 60.00 12.00 9.00 28.00 2.00 12.00 6.00 58.00 12.00 9.00 31.00 2.00 16.00 7.00 53.00 12.00 9.00 28.00 2.00 13.00 7.00 (7.00) 1.00 1.00 23.00 (1.00) (1,145.55) 24.00 14,616.26 24.00 14,616.26 23.00 14,343.64 189 13,470.71 % 0.00% (5.04%) (12.50%) (13.33%) (8.00%) (16.67%) (12.50%) (0.29%) (12.50%) 0.00% (100.00%) 0.00% (14.97%) 0.00% 0.00% (33.33%) (23.33%) (4.00%) 0.00% 0.00% (14.29%) 0.00% 0.00% 0.00% 0.00% 0.00% (9.09%) (9.09%) (11.67%) 0.00% 0.00% 0.00% 0.00% 8.33% 16.67% (4.17%) (7.84%) FORECAST VS ADOPTED VARIANCE ( 4.00) ( 2.00) ( 4.00) ( 1.00) ( 1.00) ( 1.00) ( 1.00) ( 21.00) 9.00 ( 3.00) ( 7.00) ( 1.00) 2.00 ( 1.00) ( 2.00) ( 2.00) ( 5.00) ( 3.00) ( 3.00) (872.93) % 0.00% (2.08%) 0.00% (13.33%) (8.00%) (16.67%) (12.50%) (0.59%) (4.55%) 0.00% 0.00% (11.67%) 0.00% (42.86%) (23.33%) (4.00%) 0.00% 100.00% (14.29%) 0.00% 0.00% 0.00% 0.00% 0.00% (16.67%) (4.76%) (8.62%) 0.00% 0.00% (9.68%) 0.00% (18.75%) 0.00% 0.00% (6.09%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 190 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Mandates Introduction Approximately 93.83% of the services provided by Maricopa County government are mandated or provide administrative support for mandated services. Mandated services drive Maricopa County’s strategic planning process, operating policies and financial structure. Mandates are functions or services that are required by the Federal or State government via statute, court order or constitutional provision. Mandates are often not directly funded by either the State or the Federal government. As such, they comprise the portion of the County budget over which the Board of Supervisors has limited discretion. The Board cannot eliminate funding for a mandated service, but in many cases can reduce the cost of mandated services through efficiency and/or reducing the level of service within the scope of the applicable legal requirements. Administrative mandates, as used in this document, refer to essential support functions for mandated services, without which the mandated services could not be provided. Because these services are necessary to provide mandated services, all of the summary schedules, charts and tables provided in 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 Business Plans and Budgets section of this document. Please refer to the table of contents to find information on specific departments and their Programs and Activities. Summary The current economic downturn has required the County to significantly reduce expenditures in all areas, including mandated services. For FY 2009-10, total expenditures have been reduced by 5.4%, while expenditures for mandated are reduced by 5.5%. In response to declining revenues, the County has had to critically examine the provision of mandated services to identify efficiencies and opportunities for limiting service levels In this section expenditures are categorized into the functional areas of Mandated State Payments, Education, Culture and Recreation, General Government, Highways and Streets, Health, Welfare and Sanitation, or Public Safety so that readers have a broad sense of the types of services provided. As illustrated in the table below, nearly $1.3 billion (60.75%) of Maricopa County’s budget directly supports mandated services. Of the remaining budget, $706 million (33.08%) is associated with administrative mandates. Only $131 million 6.17% of the County’s budgeted expenditures are for truly non-mandated services. Summary of FY 2009-10 Mandated and Non-Mandated Expenditures Category Public Safety Mandated State Payments Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation Totals Mandated $ 745,004,233 252,306,007 134,105,025 126,920,897 35,321,833 4,135,387 $ 1,297,793,382 % of Administrative Budget Mandates 34.87% $ 161,155,053 11.81% 6.28% 10,757,199 5.94% 26,576,273 1.65% 506,296,174 0.19% 678,217 0.00% 1,266,431 60.75% $ 706,729,347 % of Budget Not Mandated 7.54% $ 27,502,563 0.00% 0.50% 377,520 1.24% 89,042,868 23.70% 4,758,511 0.03% 0.06% 10,071,195 33.08% $ 131,752,657 % of Budget 1.29% 0.00% 0.02% 4.17% 0.22% 0.00% 0.47% 6.17% 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 191 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary by category is relatively consistent year-to-year as shown by the graph below, except for the notable increase in Mandated State Payment expenditures and the decrease in expenditures for Culture and Recreation. These and other significant change will be discussed in the sections that follow. Mandates $1400 $1200 $1000 $800 $600 $400 $200 $0 FY09 Mandated State Payments General Government Public Safety FY10 Education Health, Welfare and Sanitation Culture and Recreation Highways and Streets Administrativ e M andate s $800 $700 $600 $500 $400 $300 $200 $100 $0 FY09 FY10 Education Culture and Recreation General Government Health, Welfare and Sanitation Highways and Streets Public Safety Mandated State Payments Non-M andate d $140 $120 $100 $80 $60 $40 $20 $0 FY09 FY10 Education Culture and Recreation General Government Health, Welfare and Sanitation Highways and Streets Public Safety Mandated State Payments 192 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Mandated State Payments Mandated State Payment expenditures are merely required contributions, mainly to health care programs that are managed and directed by the State of Arizona. State contributions include the payments to the Arizona Long Term Care System (ALTCS) of $164 million, the Arizona Health Care Cost Containment System (AHCCCS) of $21 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $42.5 million, and a mandated contribution to the State General Fund of $24 million. These payments total $252.3 million for FY 2009-10, an increase of $27.9 million (12%) from FY 2008-09. These figures, however, do not include substantial savings to the State which will be passed on to Maricopa County as a result of the American Recovery and Reinvestment Act (ARRA). The ARRA increases the share of Medicaid (ALTCS and AHCCCS) costs that are supported with Federal funds. The impact to Maricopa County will be in the tens of millions of dollars. However, at the time of budget adoption, Maricopa County had not been notified of the benefit it would receive through this funding. It should be noted that any savings would be non-recurring, and would only temporarily reduce County expenditures. Mandated State Payments ALTCS Contribution Arnold v Sarn AHCCCS Contribution State Contribution Total FY 2008-09 $ 162,118,900 40,756,580 21,552,700 $ 224,428,180 FY 2009-10 % Chg $ 164,638,800 2% 42,463,407 4% 21,035,400 -2% 24,168,400 $ 252,306,007 12% Public Safety Public Safety expenditures provide for the safety of Maricopa County citizens while protecting their constitutional rights through due process in the courts. Maricopa County funds prosecutors, defenders, courts, jails and police. The departments that carry out these functions include the Sheriff, County Attorney, Superior Court, Justice Courts, Adult Probation, Juvenile Probation, Correctional Health Services, Emergency Management, and Public Defense Services, Public Defender, Legal Defender, Legal Advocate, Juvenile Defender and Contract Counsel, Clerk of the Superior Court, and Constables. Public Safety mandates total $906 million or 45.21% of the County’s total mandated expenditures. Less than 1.3% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2008-09 and FY 2009-10. Public Safety Mandated Administrative Mandates Not Mandated Total FY 2008-09 FY 2009-10 % Chg $ 800,747,233 $ 745,004,233 -7% 168,056,353 161,155,053 -4% 30,448,485 27,502,563 -10% $ 999,252,071 $ 933,661,849 -7% The decrease in Public Safety expenditures is primarily due to a $45 million decrease in jail population reserves and a $4.5 million spend-down of one-time funding for crime prevention grants. 193 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Health, Welfare & Sanitation Maricopa County is responsible for funding and/or providing a broad range of health, human services and environmental services. Health, Welfare, and Sanitation Not Mandated, $89,042,868 37% The Public Health Department provides a variety of mandated health care services such as testing and treatment for communicable diseases, immunizations, lab and pharmacy services. This department is responsible for aggregating and reporting disease and health statistics, and maintaining birth and death records. Expenditures for the Medical Examiner’s Office, which provides medico-legal investigations, are also included in this category. Mandated, $126,920,897 52% Administrative Mandates, $26,576,273 11% The Air Quality and Environmental Services departments enforce standards related to air pollution, water contamination, and food handling, and provide preventative health services such as mosquito abatement and trip reduction coordination. The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. The FY 2009-10 budget includes over $89 million for non-mandated Health, Welfare and Sanitation services. Non-mandated services in this area are primarily grant-funded, and include community development, Head Start, workforce development, HIV/AIDS services, tobacco cessation, and nutrition programs. These services are expanding with additional Federal funding through the American Recovery and Reinvestment Act. Mandated expenditures for Health, Welfare and Sanitation activities total $158 million or 7.9% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated services within the category of Health, Welfare & Sanitation in the FY 2008-09 and FY 2009-10 budgets is shown in the table below. Health, Welfare & Sanitation Mandated Administrative Mandates Not Mandated Total FY 2008-09 FY 2009-10 % Chg $ 164,539,660 $ 126,920,897 -23% 33,078,035 26,576,273 -20% 79,859,299 89,042,868 11% $ 277,476,994 $ 242,540,038 -13% Health, Welfare and Sanitation mandates decreased in FY 2009-10 due to budget cuts, reduction of a reserve for outstanding health care litigation of $28 million, and an accounting change that reduced expenditures for childhood immunization that did not reflect a real decrease in effort or funding. Highways and Streets Maricopa County receives a share of the State Highway User Revenue Fund (HURF) to use for transportation purposes. The Public Works Department 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 $144 million, or 7.23% of the County’s mandated expenditures. The table below reflects the FY 2008-09 and FY 2009-10 expenditures for Highways and Streets. 194 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Highways & Streets Mandated Administrative Mandates Not Mandated Total FY 2008-09 FY 2009-10 % Chg $ 154,301,617 $ 134,105,025 -13% 11,888,211 10,757,199 -10% 332,100 377,520 0% $ 166,521,928 $ 145,239,744 -13% The Highways and Streets mandates have stayed relatively even from year-to-year, except for the notable decline in mandated services for FY 2009-10. This is primarily due to a decrease of approximately $20 million in roadway construction and maintenance due to a reduction in HURF revenue. General Government General Government includes a broad range of mandated Services. Property tax collection, property assessment, elections, document recording, revenue and expenditure accountability, and legal representation make up the majority of these Services. This category also includes budgeted contingencies. The governing body of the County, the Board of Supervisors, is also a mandated function. General Government Expenditures Not Mandated $4,758,511 1% Of the $563 million budgeted for General Government expenditures, $546 million is mandated. General Government mandates comprise 27.02% of total mandated expenditures. The table below illustrates the mandated versus non-mandated expenditures in FY 2008-09 and FY 2009-10. Mandated $35,321,833 6% Administrative Mandates $506,296,174 93% General Government Mandated Administrative Mandates Not Mandated Total FY 2008-09 $ 49,616,843 507,530,406 5,711,008 $ 562,858,257 FY 2009-10 % Chg $ 35,321,833 -29% 506,296,174 0% 4,758,511 -17% $ 546,376,518 -3% General Government expenditures have decreased primarily due to budget cuts. 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. None of the activities in the category of Culture and Recreation are mandated. Less than 0.6% of the County’s total budget is spent in this functional area. The table below reflects the FY 2008-09 and FY 2009-10 expenditures for Culture and Recreation. 195 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Mandates Summary Culture & Recreation Mandated Administrative Mandates Not Mandated Total FY 2008-09 FY 2009-10 % Chg $ $ 0% 1,162,424 1,266,431 8.9% 21,675,677 10,071,195 -54% $ 22,838,101 $ 11,337,626 -50% Expenditures for the Culture and Recreation have decreased due to reduction in spending for park facilities projects. 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 $4.8 million, less than 0.3% of the County’s total mandated expenditures. The distribution of mandated versus non-mandated expenditures for Education in FY 2008-09 and FY 2009-10 is shown in the table below. Education Mandated Administrative Mandates Not Mandated Total FY 2008-09 FY 2009-10 % Chg $ 4,830,601 $ 4,135,387 -14% 681,461 678,217 -0.5% 0% $ 5,512,062 $ 4,813,604 -13% The overall decrease in expenditures in the Education is due to budget reductions, including grant funds. 196 Maricopa County Annual Business Strategies FY 2009-10 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 policies of the Board of Supervisors and existing laws. The forecast is prepared and updated for three major fund groups, and incorporates both external impacts of economic and demographic trends as well as the impacts of current or proposed internal policy choices. The 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 2009-10 Adopted 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. The five-year financial forecast reflects the same conservative scenario used in development of the FY 2009-10 Adopted Budget. 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 slow economic recovery, coupled with the delayed impact of the real estate downturn on the property tax base. The forecast includes several significant trends: • Significant declines in property tax assessed values, amounting to $10.2 billion (20.5%). Maricopa County’s primary (general operating) property tax levy is limited to 2% annual increases on existing property, plus taxes on new properties. The Board of Supervisors is not required to increase tax rates and has made no decision to do so. As a result, three scenarios are presented for the General Fund in relation to tax rate options: o “Truth in Taxation” scenario: The amount of primary property taxes levied in a given year reflects no increase from the amount of taxes levied on properties taxed in the preceding year. In this scenario, revenue increases are limited to taxes collected on any new property added to the tax rolls. With declining assessed values, the primary property tax rate increases from $0.9909 per $100 assessed value to $1.4308. o Flat rate scenario: The primary property tax rate is held constant at the FY 2009-10 rate of $0.9909 per $100 assessed value. 197 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget o Financial Forecast Maximum Levy scenario: Primary property taxes are levied at the legal limit, which allows for a 2% increase from the amount of taxes levied on properties taxed in the preceding year, plus additional taxes collected on any new property added to the tax rolls. In this scenario, the primary property tax rate increases from $0.9909 per $100 assessed value to $1.5182. • State Shared Sales Tax, Vehicle License Tax, Highway User Revenues and County Jail Excise Tax revenues stop declining in FY 2009-10, and begin to increase in the years thereafter. However, annual collections generally do not regain the peak levels of 2004-2006 until after the forecast period. • Staggering State budget deficits continue to pose a significant risk to Maricopa County’s fiscal stability. As in the FY 2009-10 Adopted Budget, the forecast assumes continuation of the $24.1 million FY 2008-09 mandated contribution to the State, along with sizable increases in mandated healthcare contributions, in particular the ALTCS program. At the time the County budget was adopted, a State budget had still not been approved by the Legislature and signed by the Governor. The final outcome of the $24.1 million contribution was not resolved. In addition, the forecast does not incorporate savings due to additional Federal funding for AHCCCS and ALTCS, which by Federal law are to be shared with local governments that contribute to the non-Federal match for these programs. As a result, the forecast indicates that Maricopa County will continue to face challenges in maintaining a structurally-balanced budget as demand for ever-higher expenditures could exceed growth in revenues. Operating deficits are forecasted beginning in FY 2010-11 in both the General Fund (flat tax rate scenario) and the Detention Fund. No deficits are forecasted in the Transportation Fund, but slower growth in Highway User Revenue Funds will limit the County’s ability to fund transportation projects. Forecast Drivers Population Millions Annual Change Aside from policy assumptions, the five-year Maricopa County Population financial forecast is driven by forecasted population growth, inflation, retail sales 4.7 4.5% and real estate values. Due 4.0% to record job losses and the 4.5 real estate slowdown, 3.5% 4.0% population growth has 3.5% 4.3 3.0% slowed from historically high 3.0% 2.5% rates to a low of 1.6% in FY 4.1 2.5% 2.5%2.5% 2.0% 2008-09. Annual population 2.2% growth will not increase to 3.9 1.5% 2.0% 1.8% 2.5% per year until FY 20121.6% 1.0% 13. By FY 2013-14, the total 3.7 0.5% County population will reach nearly 4.5 million, an 3.5 0.0% increase of almost 388,000 FY FY FY FY FY FY FY FY FY FY new residents. Population 05 06 07 08 09 10 11 12 13 14 growth, even at lower rates, and inflationary pressures continue to push forecasted expenditures higher, while the growth in County revenues will be lower than historic trends. Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI) will hit a low of 2.2% in FY 2009-10, but will peak at 4.5% in FY 2013- 198 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast 14; Medical CPI is forecasted to spike to 5.6% the same year. Medical inflation is a factor not only in the cost of health care provided by County programs, but also in the cost of employee health and dental benefits. Retail sales will decline a further 6.0% in FY 2009-10, and increase 6.0% in FY 2010-11. The decline in retail sales reduces forecasted revenues from State Shared Sales Taxes and Jail Excise Taxes. Maricopa County building permits are forecasted to grow by large percentages, but small absolute numbers. The five-year forecast assumes that permits will increase 10% in FY 2009-10, but only to 10,759, a far cry from the 54,000 plus permits in FY 2004-05. Permits will increase to just under 40,000, but not until 2013-14. Maricopa County Building Permits 60.0% 50.0% 40.0% Permits 50,000 10.0% 40,000 6.1% 30,000 10.0% -10.9% -24.5% -33.5% 80.0% 60.0% 40.0% 20.0% 0.0% -20.0% 20,000 10,000 -40.0% -60.0% 0 -80.0% -60.0% FY FY FY FY FY FY FY FY FY FY 05 06 07 08 09 10 11 12 13 14 Annual Change 60,000 Due to the property tax valuation cycle, the slowdown in the housing market was not felt until FY 2009-10. Full-cash value, which increased 36.9% for FY 2007-08 and 17.7% in FY 2009-10, dropped 0.5% in FY 2009-10, beginning a long slide until FY 2013-14. By that year, secondary net assessed value will have dropped by almost $21.2 billion (36.3%) from its peak in FY 2008-09. The primary property tax, which supports the general fund, is based on the limited cash value, and will not experience the same fluctuations but will still decline significantly. Forecast Assumptions The five-year forecast is based on three 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 continue to be 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 forecasted separately for each category of property. Market and growth estimates are based on historical trends; the impacts of legislative changes are also factored in where they are known. The forecasts should be considered conservative. 199 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast FY 2009-10 net assessed values began to show the impact of the real estate downturn. The forecast for FY 2010-11 and beyond reflects an unprecedented reduction property values. Regardless of the amount of increase or decrease in overall net assessed value, 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. However, with the tax base actually declining, the opposite will occur – the maximum allowable tax rate will increase. Three tax rate scenarios are presented, as described above. Property Tax Penalties and Interest: The forecast assumes that revenue from this source will remain at current levels relative to property tax collections, depending on the tax rate scenario. Licenses and Permits: Most sources of license and permit revenue are forecast to grow in line with the County population. Cable TV Franchise fees are forecasted to increase consistent with the Consumer Price Index. Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted 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 unprecedented record declines of 4% in FY 2007-08 and 15% in FY2008-09, State Shared Sales Taxes are forecasted to decline a further 6% in FY 2009-10. Collections will begin to grow again in FY 2010-11, but only by 5%. The rate of growth is forecasted to increase to 10% in FY 2011-12 and 2012-13, then subside to 4.5 to 5% annually thereafter. Nonetheless, the base has been reduced so much that revenues do not regain FY 2006-07 levels until FY 2013-14, a recovery period of seven years altogether. State Shared Vehicle License Taxes: Vehicle License Tax (VLT) collections have also experienced dramatic declines. Because the existing stock of vehicles continually depreciates, growth in VLT is dependent on sales of new vehicles and importation of vehicles from out of state by new residents. VLT is forecasted to decline by an additional 4% in FY 2009-10, followed by only 6% growth in FY 2010-11. Growth levels out to 4.0% 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 Superior Court fees for copies and other miscellaneous services, Recorder fees for micrographics, 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 to reimburse for central administrative and support services. The forecast assumes that Central Service transfers-in will increase with inflation. Expenditures Wages & Salaries: Wages and salaries assume that most salaries increase by an average of 3.0%, but only starting FY 2012-13. Higher rates of increase are assumed for health care workers. No staffing growth is forecast until FY 2012-13, and from that point based on population growth. 200 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Employee Benefits: After a number of years of rate increases, retirement system contribution rates are assumed to continue at FY 2009-10 levels. There is risk that retirement rates will increase, but there is no basis at this time for forecast such increases. Employee health and dental insurance costs are forecasted to increase based on Medical CPI, consistent with recent trends. Supplies and Services: Supplies and services are forecasted to increase at the anticipated rates of inflation and staffing growth. Capital Outlay: Capital outlay expenditures are also forecasted to increase at the anticipated rates of inflation and staffing growth. 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 or expanded jail facilities. 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. Beginning in FY 2008-09, an additional contribution of $24.1 million was required, and was included in the General Fund operating budget for FY 2009-10, and is forecasted to continue at the current amount. 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. Federal legislation requires that the County share in any savings to the State due to increased Federal funding for AHCCCS and ALTCS under the American Recovery and Reinvestment Act (ARRA). This one-time savings is not fully known at this time and so has been included from the forecast. Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. The forecast therefore includes the impact of constructing and operating a new downtown criminal court tower. At this point, no major jail or juvenile detention projects are planned for the Detention Capital Projects Fund. 201 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Financial Forecast Schedules GENERAL FUND Adopted FY 2010 2 FY 2011 3 FY 2012 4 FY 2013 5 FY 2014 371,157,184 $ (62,000,000) (125,306,776) 183,850,408 $ 187,306,776 $ (63,400,000) (105,600,000) 18,306,776 $ 169,000,000 $ (63,800,000) (113,000,000) (7,800,000) $ 170,343, 922 $ (63,800, 000) (121,100, 000) (14,556, 078) $ 155, 671, 714 (65, 100, 000) (125, 800, 000) (35, 228, 286) "TRUTH IN TAXATION" SCENARIO Beginning Unreserved Balance Designation/Cas h Flow Designation/Budget Stab. Beginning Undesignated Balance Sources of Funds: Recurring Prop. Taxes, Pen. & Int eres t Licenses & Permits $ $ $ Other I ntergovernment al Payment s in Lieu of Taxes State Shared Sales Tax State Shared Vehicle Lic. Tax Intergovernmental Charges Other Charges f or Services Internal Service Charges Fines & Forfeit s Interes t Earnings Miscellaneous Revenue Transf ers I n Total Recurring Sources Net Growth Rate Total Sources Uses of Funds Recurring: Personal Services Supplies Services Capit al Mandat ed St at e Cont ributions Detent ion Fund Maintenance of Effort Other Financing Uses Total Recur ring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capit al Other Financing Uses Total Non-Recur ring Uses Total Uses 502,850,934 2,210,000 $ 2,439,693 8,674,402 368,431,060 118,385,455 13,434,295 24,876,195 $ $ $ $ $ 2,529,760 9,233,720 386,852,613 127,242,164 13,729,849 26,619,000 420,758,564 $ 427,321,551 $ 12,374,556 236,696,938 5,736,753 264,334,875 178,382,555 45,000 $ - 19,997,330 $ 19,997,330 $ 1,144,889,559 449,270,544 $ $ $ $ Structural Balance $ - $ 1,690,554 $ 1,343,922 Ending Undesignated Balance Ending Unreserved Fund Balance $ $ 187,306,776 $ $ 169,000,000 $ $ $ 3,856, 000 21,094, 840 5,639, 622 3,455, 288 11,190, 000 1,232,470, 487 $ 4. 54% 1,232,470, 487 $ 474,205, 847 $ $ $ $ 1,177,646,851 $ $ 1,247,142, 695 4, 029, 000 21, 653, 880 5, 153, 865 3, 503, 288 11, 694, 000 1,272, 764, 429 3. 27% 1,272, 764, 429 500, 843, 755 14, 670, 280 284, 497, 281 18, 206, 314 305, 387, 925 198, 528, 967 45, 000 1,247,142, 695 $ 5. 90% - 528, 934, 841 2, 515, 747 2, 900, 760 11, 502, 495 489, 155, 787 143, 130, 129 15, 148, 637 33, 442, 000 13,765, 708 265,606, 051 12,158, 061 290,835, 188 190,526, 839 45, 000 1,177,646,851 $ 4.69% - 518,027, 835 2,418, 865 2,753, 760 11,502, 495 468,091, 662 137,625, 124 14,565, 997 32,249, 000 3,707,000 20,550,130 5,595,128 3,407,288 10,760,000 1,178,990,772 $ 4.65% 1,178,990,772 $ 96,706,631 23,998,020 61,299,990 183,850,408 1,274,013,084 202 $ 12,979,254 249,161,399 5,880,172 277,111,598 183,198,884 45,000 1,090,162,676 $ 1,124,892,228 $ -9.49% 3.19% 1,735,767 110,000 517,952,511 2,334,251 2,625,760 10,725,235 425,537,874 132,331,850 14,141,745 29,322,000 3,494,653 3,599,000 19,597,179 20,063,010 12,288,000 6,201,215 3,338,106 3,366,288 10,142,704 10,447,000 1,090,162,676 $ 1,126,582,783 $ -6.56% 3.34% 1,090,162,676 $ 1,126,582,783 $ 11,955,680 225,296,914 5,602,298 252,302,506 174,201,714 45,000 $ 514,428,463 2,270,700 $ 1,322, 179, 523 6. 02% - $ $ 1,322, 179, 523 $ (14,672, 207) $ (49, 415, 094) (6,456,078) $ 170,343,922 $ (29,228, 286) $ 155,671, 714 $ (84, 643, 380) 106, 256, 620 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted FY 2010 GENERAL FUND 2 FY 2011 3 FY 2012 4 FY 2013 5 FY 2014 FLAT RATE SCENARIO Beginning Unreserved Balance Designation/Cas h Flow Designation/Budget Stab. Beginning Undesignated Balance Sources of Funds: Recurring Prop. Taxes, Pen. & Interes t Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared Vehicle Lic. Tax Intergovernmental Charges Other Charges for Services Internal Service Charges Fines & Forfeits Interes t Earnings Miscellaneous Revenue Transfers In Total Recurring Sources Net Growth Rate Total Sources Uses of Funds Recurring: Personal Services Supplies Services Capital Mandated State Contributions Detention Fund Maintenance of Effort Other Financing Uses Total Recur ring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recur ring Uses Total Uses $ $ $ 371,157,184 $ (62,000,000) (125,306,776) 183,850,408 $ 502,850,934 2,210,000 2,439,693 8,674,402 368,431,060 118,385,455 13,434,295 24,876,195 3,494,653 19,597,179 12,288,000 3,338,106 10,142,704 $ 187,306,776 $ (58,500,000) (104,400,000) 24,406,776 $ 474,236,265 2,270,700 2,529,760 8,674,402 386,852,613 127,242,164 13,729,849 26,619,000 3,599,000 20,063,010 6,201,215 3,536,000 10,447,000 $ 148,415,527 $ (48,700,000) (109,200,000) (9,484,473) $ 394,553,934 2,334,251 2,625,760 8,674,402 425,537,874 132,331,850 14,141,745 29,103,000 3,707,000 20,550,130 4,913,632 3,407,000 10,760,000 $ $ (157,637,272) (44,400,000) (115,500,000) (136,490,745) $ 23,409,255 (45,200,000) (120,000,000) (322,837,272) 359,841,501 2,418,865 2,753,760 8,674,402 468,091,662 137,625,124 14,565,997 31,584,000 3,856,000 21,094,840 775,016 3,625,000 11,190,000 $ 366,312,836 2,515,747 2,900,760 8,674,402 489,155,787 143,130,129 15,148,637 32,602,000 4,029,000 21,653,880 3,503,000 11,694,000 $ 1,090,162,676 $ 1,086,000,979 $ 1,052,640,579 $ 1,066,096,168 $ 1,101,320,178 -6.56% -0.38% -3.07% 1.28% 3.30% $ 1,090,162,676 $ 1,086,000,979 $ 1,052,640,579 $ 1,066,096,168 $ 1,101,320,178 $ 420,758,564 11,955,680 225,296,914 5,602,298 252,302,506 174,201,714 $ 427,321,551 12,374,556 236,696,938 5,736,753 264,334,875 178,382,555 $ 449,270,544 12,979,254 249,161,399 5,880,172 277,111,598 183,198,884 $ 474,205,847 13,765,708 265,606,051 12,158,061 290,835,188 190,526,839 $ 500,843,755 14,670,280 284,497,281 18,206,314 305,387,925 198,528,967 45,000 45,000 45,000 45,000 45,000 $ 1,090,162,676 $ 1,124,892,228 $ 1,177,646,851 $ 1,247,142,695 $ 1,322,179,523 -9.49% 3.19% 4.69% 5.90% 6.02% $ 1,735,767 $ - $ - - $ $ 1,247,142,695 $ - $ $ 1,124,892,228 Structural Balance $ - $ (38,891,249) $ (125,006,272) $ (181,046,527) $ (220,859,344) Ending Undesignated Balance Ending Unreserved Fund Balance $ $ 187,306,776 $ $ (14,484,473) $ 148,415,527 $ (134,490,745) $ 23,409,255 $ (317,537,272) $ (157,637,272) $ (543,696,616) (378,496,616) 203 $ $ 1,177,646,851 $ 110,000 96,706,631 23,998,020 61,299,990 $ 183,850,408 $ 1,274,013,084 $ $ 1,322,179,523 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) GENERAL FUND Adopted FY 2010 2 FY 2011 3 FY 2012 4 FY 2013 5 FY 2014 371,157,184 $ (62,000,000) (125,306,776) 183,850,408 $ 187, 306,776 $ (64, 700,000) (105, 800,000) 16, 806,776 $ 170,500,000 $ (66,400,000) (113,600,000) (9,500,000) $ 180,000,000 $ (67,700,000) (122,000,000) (9,700,000) $ 189,700,000 (69,200,000) (126,800,000) (6,300,000) 549,392,416 2,418,865 2,753,760 12,065,670 468,091,662 137,625,124 14,565,997 561,246,690 2,515,747 2,900,760 12,064,385 489,155,787 143,130,129 15,148,637 MAXIMUM LEVY Beginning Unreserved Balance Designation/Cas h Flow Designation/Budget Stab. Beginning Undesignated Balance Sources of Funds: Recurring: Prop. Taxes, Pen. & Interes t Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared Vehicle Lic. Tax Intergovernmental Charges Other Charges f or Services Internal Service Charges Fines & Forfeits Interes t Earnings Miscellaneous Revenue Transfers I n Total Recurr ing Sour ces Net Growth Rate Total Sour ces Uses of Funds Recurring: Personal Services Supplies Services Capit al Mandated State Contributions Detention Fund Maintenance of Effort Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capit al Other Financing Uses Total Non-Recurring Uses Total Uses $ $ $ 502,850,934 2,210,000 2,439,693 8,674,402 368,431,060 118,385,455 13,434,295 $ 524, 407,215 2, 270,700 2, 529,760 9, 372,585 386, 852,613 127, 242,164 13, 729,849 $ 538,565,845 2,334,251 2,625,760 11,065,969 425,537,874 132,331,850 14,141,745 $ $ 24,876,195 26, 619,000 3,494,653 3, 599,000 19,597,179 20, 063,010 12,288,000 6, 201,215 3,338,106 3, 536,000 10,142,704 10, 447,000 $ 1,090,162,676 $ 1,136, 870,112 $ -6.56% 4.28% $ 1,090,162,676 $ 1,136, 870,112 $ 29,376,000 3,707,000 20,550,130 5,644,789 3,407,000 10,760,000 1,200,048,213 $ 5.56% 1,200,048,213 $ 32,359,000 3,856,000 21,094,840 5,959,308 3,625,000 11,190,000 1,264,997,642 $ 5.41% 1,264,997,642 $ 33,608,000 4,029,000 21,653,880 6,280,449 3,503,000 11,694,000 1,306,930,463 3.31% 1,306,930,463 $ 449,270,544 $ 12,979,254 249,161,399 5,880,172 277,111,598 183,198,884 45,000 1,177,646,851 $ 4.69% 474,205,847 $ 13,765,708 265,606,051 12,158,061 290,835,188 190,526,839 45,000 1,247,142,695 $ 5.90% 500,843,755 14,670,280 284,497,281 18,206,314 305,387,925 198,528,967 45,000 1,322,179,523 6.02% 420,758,564 $ 427, 321,551 $ 11,955,680 12, 374,556 225,296,914 236, 696,938 5,602,298 5, 736,753 252,302,506 264, 334,875 174,201,714 178, 382,555 45,000 45,000 $ 1,090,162,676 $ 1,124, 892,228 $ -9.49% 3.19% $ 28, 784,660 28, 784,660 $ 12,901,363 12,901,363 $ 8,154,947 8,154,947 $ - $ 1,274,013,084 $ 1,153, 676,888 $ 1,190,548,213 $ 1,255,297,642 $ 1,322,179,523 Structural Balance $ - $ 11, 977,884 $ 22,401,363 $ 17,854,947 $ (15,249,059) Ending Undesignated Balance Ending Unreserved Fund Balance $ $ 187,306,776 $ $ 170, 500,000 $ $ 180,000,000 $ $ 189,700,000 $ $ (21,549,059) 174,450,941 $ 1,735,767 110,000 96,706,631 23,998,020 61,299,990 183,850,408 $ $ 204 $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) DETENTION FUND Adopted 2 3 4 5 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 OPERATIONS (255) Beginning Unreserved Balance Designation/Budget Stab. Future Capital Projects Beginning Undesignated Balance Sources of Funds Recurring: J ail Excise Tax J ail Per Diem & Other Charges $ $ $ Interest Income General Fund Maintenance of Effort Total Recurring Sources Net Growth Rate Total Sources 212,330,987 $ 159,887,547 $ 160,197,013 $ 156,350,435 $ 147,909,747 (35,000,000) (36,100,000) (37,400,000) (39,000,000) (40,700,000) (124,887,547) (124,887,547) (124,887,547) (124,887,547) (124,887,547) 52,443,440 $ (1,100,000) $ (2,090,534) $ (7,537,112) $ (17,677,800) 109,246,467 32,870,240 $ 115,730,338 33,806,700 $ 121,516,855 34,806,900 $ 127,592,698 36,207,180 $ 133,972,333 37,807,500 6,500,000 174,201,714 322,818,421 $ -7.02% 322,818,421 $ 4,894,571 178,382,555 332,814,164 $ 3.10% 332,814,164 $ 4,904,044 183,198,884 344,426,683 $ 3.49% 344,426,683 $ 4,786,291 190,526,839 359,113,008 $ 4.26% 359,113,008 $ 4,527,899 198,528,967 374,836,699 4.38% 374,836,699 228,841,454 $ 92,786,076 1,190,891 322,818,421 $ -12.67% 234,632,736 $ 96,631,712 1,240,249 332,504,698 $ 3.00% 245,809,821 $ 101,165,008 1,298,433 348,273,262 $ 4.74% 258,772,367 $ 106,985,148 1,796,181 367,553,696 $ 5.54% 272,563,457 113,688,560 2,299,904 388,551,921 5.71% $ $ $ 332,504,698 $ $ $ 50,924,968 1,518,472 52,443,440 375,261,861 348,273,262 367,553,696 $ $ 388,551,921 Structur al Balance $ - $ 309,466 $ (3,846,578) $ (8,440,688) $ (13,715,222) Ending Undesignated Balance Ending Unreser ved Fund Balance $ $ 159,887,547 $ $ (790,534) $ 160,197,013 $ (5,937,112) $ 156,350,435 $ (15,977,800) $ 147,909,747 $ (31,393,022) 134,194,525 $ 81,565,512 $ (81,565,512) - $ 81,565,512 $ (81,565,512) - $ 81,565,512 $ (81,565,512) - $ 81,565,512 $ (81,565,512) - $ 81,565,512 (81,565,512) - Uses of Funds Recurring: Personal Services Supplies & Services Capital Outlay $ $ $ Total Recurr ing Uses $ Net Growth Rate Non-Recur ring: Services Capital $ Total Non-Recurr ing Uses Total Uses $ $ $ $ $ $ CAPITAL PROJECTS (455) Beginning Unreserved Balance Future Capital Projects Beginning Undesignated Balance $ Total Sources $ - $ - $ - $ - $ - Total Uses: $ - $ - $ - $ - $ - $ $ 81,565,512 $ $ 81,565,512 $ $ 81,565,512 $ $ 81,565,512 $ $ 81,565,512 Ending Undesignated Balance Ending Unreser ved Fund Balance 205 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopte d FY 20 10 TRANSPOR TATION FUN D 2 FY 2 01 1 3 FY 2 01 2 4 FY 20 13 5 FY 20 14 OP ERATIONS (2 32) Begi nni ng Unres erve d Bal anc e B ud ge t Sta bilizat io n Begi nni ng Undes ignate d Ba lance Sourc es of Funds Rec urring: L icen se s & Pe rmits S ta te Sh ared Highway Use r Rev. S ta te Sh ared V ehicle L icen se Taxe s I nte rgo vern me nt al Charges for S ervice I nte rest Ea rning s Misce lla ne ou s Revenue G ain on Fixed A sset s Tota l Re cur ring S ources Ne t Grow th Ra te Tota l S ources Use s of Funds Rec urring: P erso na l Se rvice s S up plie s & Se rvice s Ca pita l Ou tla y O the r Fina nc in g Uses Tota l Re curri ng Uses Ne t Grow th Ra te $ $ 7 ,6 00 ,3 04 $ (7 ,6 00 ,3 04 ) - $ $ 1 ,0 63 ,0 89 $ 84 ,3 01 ,634 8 ,1 85 ,0 47 55 ,5 00 2 ,0 00 ,0 00 5 36 ,7 30 2 50 ,0 00 $ 96 ,3 92 ,000 $ -23 .5 2% $ 96 ,3 92 ,000 $ $ 28 ,2 75 ,9 02 $ 27 ,1 60 ,4 08 3 ,4 02 ,9 68 2 ,0 08 ,436 $ 60 ,8 47 ,714 $ -1 .25% 7, 60 0, 30 4 $ (8, 30 0, 00 0) (69 9, 69 6) $ 8, 30 0, 00 0 $ 8, 600,00 0 $ 8,9 0 0,0 00 (8, 600, 000) (8, 900,00 0) (9,2 0 0,0 00 ) (300, 000) $ (300,00 0) $ (3 0 0,0 00 ) 1, 08 4, 35 1 $ 1, 10 8, 20 6 $ 1, 135,91 2 $ 1,1 6 4,3 09 9 3, 42 9, 07 6 9 6, 21 1, 410 99, 090,54 4 10 2,0 1 8,4 00 9, 50 5, 99 1 9, 886, 230 10, 281,68 0 1 0,6 9 2,9 47 5 6, 72 1 58, 423 60,17 5 6 2,5 82 1, 24 7, 70 7 2, 329, 430 2, 21 6,8 2 9 2,1 3 0,3 44 54 8, 53 8 56 4, 994 581,94 4 6 0 5,2 22 1 105, 872, 38 4 $ 11 0, 158, 694 $ 11 3, 36 7,0 8 3 $ 11 6,6 7 3,8 06 9. 84 % 4. 05 % 2.9 1 % 2.9 2% 105, 872, 38 4 $ 11 0, 158, 694 $ 11 3, 36 7,0 8 3 $ 11 6,6 7 3,8 06 2 8, 32 7, 44 9 $ 2 8, 53 4, 72 5 3, 57 5, 15 8 2, 06 9, 00 0 6 0, 43 7, 33 2 $ -0. 67 % Non-Re curr ing: Tran sfe r to Cap ital Proje cts Total Non-Re curri ng Use s Total Uses $ 35 ,5 44 ,286 $ 35 ,5 44 ,286 $ 96 ,3 92 ,000 $ $ $ 4 4, 73 5, 35 6 4 4, 73 5, 35 6 105, 172, 68 8 Struc tur al Ba la nce $ 35 ,5 44 ,286 $ Endi ng Undes ignate d Bal ance Endi ng Unres erv ed Fund Bal ance $ $ 7 ,6 00 ,3 04 CAP ITAL P RO JE CTS (23 4) Begi nni ng Unres erve d Bal anc e Begi nni ng Undes ignate d Ba lance 2 8, 89 1, 88 5 $ 2 9, 71 6,5 1 4 $ 3 0,5 9 6,4 47 3 0, 03 7, 363 32, 019,82 9 3 4,2 9 7,2 40 4,2 9 7,1 52 3, 763, 426 4, 01 1,8 1 2 2, 131, 000 2, 21 6,0 0 0 2,3 1 6,0 00 6 2, 69 2, 67 5 $ 6 5, 74 8,1 5 5 $ 6 9,1 9 0,8 39 3. 73% 4.87 % 5.2 4% $ 4 7, 16 6, 02 0 $ 4 7, 16 6, 02 0 $ 10 9, 858, 694 $ 4 7, 31 8,9 2 8 $ 4 7, 31 8,9 2 8 $ 11 3, 06 7,0 8 3 $ 4 7,1 8 2,9 67 $ 4 7,1 8 2,9 67 $ 11 6,3 7 3,8 06 4 5, 43 5, 05 2 $ 4 7, 46 6, 02 0 $ 4 7, 61 8,9 2 8 $ 4 7,4 8 2,9 67 $ $ 8, 30 0, 00 0 $ $ 8, 60 0, 00 0 $ $ $ $ $ 52 ,4 50 ,583 $ 52 ,4 50 ,583 $ $ 2 9, 86 2, 66 6 2 9, 86 2, 66 6 $ $ 3 5, 33 3, 69 1 3 5, 33 3, 69 1 $ 3 8, 98 8,6 6 0 $ 3 8, 98 8,6 6 0 $ 4 0,7 2 5,2 57 $ 4 0,7 2 5,2 57 $ $ $ $ 9, 02 2,6 6 7 47, 318,92 8 $ 5 6, 34 1,5 9 5 $ $ 40 0, 000 2 7, 83 4, 947 4 7, 16 6, 020 7 5, 40 0, 96 7 1 1,9 8 8,6 67 4 7,1 8 2,9 67 $ 5 9,1 7 1,6 34 8, 900,00 0 9,2 0 0,0 00 Sourc es : O the r In te rg ove rnme nta l I nte rgo vern me nt al Charges for S ervice Tran sfe r from Trans. Op erat ion s Tota l S ources 1 ,5 00 ,000 26 ,0 95 ,8 34 35 ,5 44 ,286 $ 63 ,1 40 ,120 $ 2, 47 3, 00 0 1 5, 37 6, 66 7 4 4, 73 5, 35 6 6 2, 58 5, 02 3 Total Uses $ 85 ,7 28 ,037 $ 5 7, 11 3, 99 8 $ 7 1, 74 5, 99 8 $ 5 4, 60 4,9 9 8 $ 5 9,7 4 8,9 98 $ 29 ,8 62 ,666 $ 29 ,8 62 ,666 $ $ 3 5, 33 3, 69 1 3 5, 33 3, 69 1 $ $ 3 8, 98 8, 66 0 3 8, 98 8, 66 0 $ 4 0, 72 5,2 5 7 $ 4 0, 72 5,2 5 7 $ 4 0,1 4 7,8 93 $ 4 0,1 4 7,8 93 Endi ng Undes ignate d Bal ance Endi ng Unres erv ed Fund Bal ance 206 Maricopa County Annual Business Strategies FY 2009-10 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 is to provide assistance and adult pretrial and probation services to neighborhoods, courts, offenders and victims so that they experience enhanced safety and well being. Vision An agency of professionals committed to continuous improvement in the quality of community life by offering hope to neighborhoods, victims and offenders. Strategic Goals By the end of fiscal year 2012, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmarks: • Maintain the rate of successful completions from probation at 60% or higher • Reduce the number of probationers convicted of a new felony offense from 8.5% to 8% • Reduce the number of probationers committed to the Department of Corrections from 39% to 33% • Increase the rate of successful completions from Pretrial Supervision from 80% to 82% Status: Currently Adult Probation has decreased their commitment rate to the Department of Corrections in FY 2009 to 25.35%, and continues to make improvements in this area. They are currently meeting the 8% range of new felony convictions and exceeding the goal for successful completions from standard probation with 72.86%. Pretrial Services is meeting the goal given current staffing resources. By the end of fiscal year 2012, MCAPD will recruit, hire and retain a quality and diverse workforce, and improve employee satisfaction by achieving the following benchmarks: • Provide employment opportunities to help achieve employee diversity similar to the Maricopa County population that it serves. • Increase the Employee Satisfaction Survey overall satisfaction score for MCAPD staff from 5.47 to 5.6 (8 = total score) • Increase the average department years of service for badge staff retention rates from 8.55 to 8.9 years Status: 97% of all staff completed the Employee Satisfaction Survey in FY 2009. 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 9.69 years. 207 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation By the end of fiscal year 2012, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmarks: • Maintain the on-time rate for submitting presentence reports to the Court without a continuance at 98% or higher • Increase victim restitution payments collected from 59% to 65% • Increase community restitution work hours completed from 55% to 65% • Increase the use of the Offender Screening Tool for probation eligible offenders from 88% to 90% • Increase the use of the Field Reassessment Offender Screening Tool for scheduled case assessments will increase from 89% to 90% Status: Presentence reports have continually been reported on time with a year to date of 99.10%. 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 2012, MCAPD will improve services to neighborhoods, courts, offenders, and victims as evidenced by achieving the following benchmarks: • Increase victim satisfaction from 53% to 60% • Increase offender satisfaction from 86% to 89% • Maintain criminal court bench satisfaction at 95% • Increase community and criminal justice partner satisfaction from 82% to 85% 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 2012, MCAPD will have industry standard equipment, adequate facilities, and technological interconnectivity with agencies to provide efficient and effective probation services and promote staff and public safety by achieving the following benchmarks: • Increase staff satisfaction with MCAPD equipment, facilities, and support services from an overall satisfaction survey score of 5.93 to 5.96 (8 = total score) • Increase staff satisfaction with MCAPD safety services from the survey satisfaction score of 5.4 to 5.7 (8 = total score) 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. 208 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 11BC - BEHAVIORAL CHANGE EDUC - ADULT EDUCATION PRES - PRESENTENCE PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT $ 3,464,648 269,875 158,890 173,797 136,597 2,725,489 $ 3,727,877 313,794 173,430 189,344 189,344 2,861,965 $ 4,103,099 313,794 173,430 189,344 189,344 3,237,187 $ 3,471,644 352,575 21,692 89,283 38,552 2,969,542 $ 3,805,833 309,214 158,890 3,337,729 $ (297,266) -7.2% (4,580) -1.5% (14,540) -8.4% (189,344) -100.0% (189,344) -100.0% 100,542 3.1% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION WARR - FUGITIVE APPREHENSION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION $ 10,651,851 115,716 3,921 974,990 2,158,324 213,768 7,185,132 $ 13,088,571 174,700 14,587 1,114,411 2,219,422 185,195 9,380,256 $ 13,088,571 174,700 14,587 1,114,411 2,219,422 185,195 9,380,256 $ 10,049,452 103,968 30,631 1,002,200 1,637,270 141,336 7,134,047 $ 11,664,570 99,443 51,400 976,210 1,781,275 178,425 8,577,817 $ (1,424,001) (75,257) 36,813 (138,201) (438,147) (6,770) (802,439) -10.9% -43.1% 252.4% -12.4% -19.7% -3.7% -8.6% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 37,856 37,856 $ 60,173 60,173 $ 60,173 60,173 $ 46,526 16,000 30,526 $ 24,856 $ 4,754 20,102 (35,317) 4,754 (40,071) -58.7% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 2,209,498 2,209,498 $ 1,950,000 1,950,000 $ 1,950,000 1,950,000 $ 3,216,809 3,216,809 $ 3,098,000 3,098,000 $ TOTAL PROGRAMS $ 16,363,853 $ 18,826,621 $ 19,201,843 $ 16,784,431 $ 18,593,259 $ (608,584) -3.2% 1,148,000 1,148,000 -66.6% 58.9% 58.9% USES 11BC - BEHAVIORAL CHANGE EDUC - ADULT EDUCATION PRES - PRESENTENCE PTBB - PRETRIAL BAIL BOND REVIEW PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT $ 19,179,775 799,471 8,464,817 266,752 1,835,495 3,582,819 4,230,421 $ 18,668,825 969,507 8,054,443 57,350 1,762,464 3,472,573 4,352,488 $ 19,288,760 969,507 8,184,156 57,350 1,762,464 3,472,573 4,842,710 $ 19,125,169 816,958 8,322,095 19,030 1,783,020 3,436,374 4,747,692 $ 19,255,695 943,995 8,152,629 1,814,134 3,522,337 4,822,600 $ 33,065 25,512 31,527 57,350 (51,670) (49,764) 20,110 0.2% 2.6% 0.4% 100.0% -2.9% -1.4% 0.4% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION DVIO - DOMESTIC VIOLENCE WARR - FUGITIVE APPREHENSION ICMA - IN CUSTODY MANAGEMENT INDS - INDIRECT SERVICES INPB - INTENSIVE PROBATION RPRT - REPORT AND REVIEW SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION TYTH - TRANSFER YOUTH $ 58,461,401 3,287,170 1,211,104 1,664,754 3,395,170 899,659 10,187,126 2,579,230 1,313,232 3,704,269 29,872,060 347,627 $ 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 $ 57,319,799 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 29,418,755 363,201 $ 56,204,832 3,230,126 1,239,990 1,781,948 3,343,141 905,825 9,130,611 2,924,901 1,267,335 4,017,024 28,027,765 336,166 $ 50,969,872 3,197,121 1,282,432 1,849,022 3,257,368 892,432 6,799,268 2,324,504 1,311,771 4,217,200 25,503,817 334,937 $ 6,349,927 128,208 (99,857) (30,712) 24,053 (30,725) 2,263,874 727,096 (87,796) (487,416) 3,914,938 28,264 11.1% 3.9% -8.4% -1.7% 0.7% -3.6% 25.0% 23.8% -7.2% -13.1% 13.3% 7.8% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 2,429,170 133,395 929,284 418,815 377,075 145,535 425,066 $ 2,238,335 126,106 876,303 411,869 357,225 136,168 330,664 $ 2,283,335 126,106 921,303 411,869 357,225 136,168 330,664 $ 2,592,039 129,310 974,706 394,198 339,322 147,475 607,028 $ 4,572,077 $ 190,140 1,319,887 508,612 352,696 176,259 2,024,483 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 1,002,540 1,002,540 $ 1,002,540 1,002,540 $ 2,229,599 1,227,059 1,002,540 $ 2,151,647 1,227,059 924,588 $ 1,403,524 1,403,524 $ 826,075 1,227,059 (400,984) 37.1% 100.0% -40.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 1,533,521 258,754 1,090,000 42,386 76,616 65,765 $ 1,548,853 275,987 1,082,226 52,996 69,570 68,074 $ 1,548,853 275,987 1,082,226 52,996 69,570 68,074 $ 1,597,251 306,043 1,086,283 58,156 73,727 73,042 $ 1,593,951 309,089 1,085,878 55,248 72,801 70,935 $ (45,098) (33,102) (3,652) (2,252) (3,231) (2,861) -2.9% -12.0% -0.3% -4.2% -4.6% -4.2% TOTAL PROGRAMS $ 82,606,407 $ 80,204,352 $ 82,670,346 $ 81,670,938 $ 77,795,119 $ 209 (2,288,742) -100.2% (64,034) -50.8% (398,584) -43.3% (96,743) -23.5% 4,529 1.3% (40,091) -29.4% (1,693,819) -512.2% 4,875,227 5.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2008-09 ADOPTED 3,389,618 $ (1) 3,389,617 $ $ SUBTOTAL $ $ $ 2,200,099 2,200,099 $ $ $ SUBTOTAL $ 233,629 233,629 ALL REVENUES $ TOTAL SOURCES $ FY 2008-09 FORECAST $ $ $ $ 599,517 12,243,478 12,842,995 2,053,100 2,053,100 $ $ $ $ 276,000 276,000 16,363,853 $ 16,363,853 $ FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,029,748 4,029,748 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 3,654,526 3,654,526 599,517 12,243,478 12,842,995 FINES & FOREFEITS 0637 - FINES & FORFEITS 483,961 10,056,547 10,540,508 FY 2008-09 REVISED SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 838,000 35,322 140,785 28,581 1,042,688 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 $ 2,603 330,216 1,680,176 295,561 554,042 11,762 742,121 381,224 56,665 109,591 111,671 1,690 4,277,322 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 106,810 29,362 56,660 530,199 723,031 $ TOTAL USES $ 82,606,407 $ $ $ $ $ 2,053,100 2,053,100 $ $ $ $ 276,000 276,000 18,826,621 $ 18,826,621 $ ADOPTED VS REVISED % 4,024,277 4,024,277 $ $ $ 3,305,551 3,305,551 $ $ 3,183,000 3,183,000 $ $ 1,129,900 1,129,900 $ $ 135,248 135,248 $ $ - $ $ (276,000) -100.0% (276,000) -100.0% 19,201,843 $ 16,784,431 $ 18,593,259 $ (608,584) -3.2% 19,201,843 $ 16,784,431 $ 18,593,259 $ (608,584) -3.2% FY 2008-09 FORECAST ADOPTED VS REVISED % FY 2009-10 ADOPTED 49,723,182 $ 308,336 63,512 17,324,417 386,891 (12,388,332) 14,574,626 69,992,632 $ 625,547 40,000 151,000 816,547 625,547 40,000 151,000 816,547 545,063 23,201 155,551 441 724,256 672,672 23,220 165,000 860,892 $ $ 696,650 696,650 $ 80,204,352 $ $ 305,500 2,153,629 297,910 502,700 1,227,059 745,000 444,400 45,000 107,120 135,000 2,000 5,965,318 $ $ $ 499,000 45,000 696,650 1,240,650 $ 82,670,346 $ 210 55.0% 55.0% $ 53,503,375 $ 316,346 68,866 18,363,832 402,050 (14,185,875) 15,032,024 73,500,618 $ $ -67.7% -8.6% -11.3% (405,627) (1,051,386) (1,457,013) 53,296,523 $ 568,271 400,900 18,130,058 874,200 (14,516,107) 15,893,986 74,647,831 $ $ -0.1% 0.0% -0.1% $ 53,204,109 $ 568,271 400,900 18,092,759 874,200 (14,516,107) 15,893,986 74,518,118 $ $ (5,471) (5,471) 193,890 11,192,092 11,385,982 FY 2008-09 REVISED 305,500 1,588,407 297,910 502,700 745,000 444,400 45,000 107,120 135,000 2,000 4,173,037 $ $ 196,054 9,415,838 9,611,892 FY 2008-09 ADOPTED 55,617,099 $ 293,827 286,559 18,473,671 920,928 (12,381,506) 13,352,788 76,563,366 $ 3,731,740 3,731,740 FY 2009-10 ADOPTED $ $ 115 210,175 2,215,947 305,736 591,413 1,683,551 696,953 354,956 14,246 95,753 2,800 770 6,172,415 $ $ $ 848,091 45,000 741,478 1,273,649 $ 81,670,938 $ $ 232,706 2,190,137 303,155 578,639 1,891,532 704,000 373,237 32,120 96,556 95,000 2,004 6,499,086 $ $ $ $ 3,573,341 259,935 337,388 805,641 487,309 (2,127,775) 1,319,360 4,655,199 6.7% 45.7% 84.2% 4.4% 55.7% 14.7% 8.3% 6.2% (47,125) 16,780 (14,000) (44,345) -7.5% 42.0% -9.3% 0.0% -5.4% 72,794 (36,508) (5,245) (75,939) (664,473) 41,000 71,163 12,880 10,564 40,000 (4) (533,768) 0.0% 23.8% -1.7% -1.8% -15.1% -54.2% 5.5% 16.0% 28.6% 9.9% 29.6% -0.2% -8.9% 100.0% 0.0% 100.0% 36.5% 64.3% 5.9% $ $ 442,509 442,509 $ 499,000 45,000 254,141 798,141 $ 77,795,119 $ 4,875,227 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sources and Uses by Fund and Function FY 2007-08 ACTUAL 201 ADULT PROBATION FEES OPERATING FUND TOTAL SOURCES 211 ADULT PROBATION GRANTS OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 12,177,793 12,177,793 $ $ 14,249,148 14,249,148 $ $ 14,249,148 14,249,148 $ $ 12,484,513 $ 12,484,513 $ 14,116,202 $ 14,116,202 $ 132,946 132,946 0.9% 0.9% $ $ 4,186,060 4,186,060 $ $ 4,577,473 4,577,473 $ $ 4,952,695 4,952,695 $ $ 4,299,918 $ 4,299,918 $ 4,477,057 $ 4,477,057 $ 475,638 475,638 9.6% 9.6% DEPARTMENT OPERATING TOTAL SOURCES $ 16,363,853 $ 18,826,621 $ 19,201,843 $ 16,784,431 $ 18,593,259 $ 608,584 3.2% DEPARTMENT TOTAL SOURCES $ 16,363,853 $ 18,826,621 $ 19,201,843 $ 16,784,431 $ 18,593,259 $ 608,584 3.2% FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 201 ADULT PROBATION FEES OPERATING NON-RECURRING FY 2008-09 ADOPTED FY 2008-09 REVISED ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 65,669,617 65,669,617 $ $ 60,982,903 60,982,903 $ $ 61,112,616 61,112,616 $ $ 61,112,613 $ 61,112,613 $ 58,854,159 $ 58,854,159 $ 2,258,457 2,258,457 3.7% 3.7% $ $ $ $ 14,249,145 2,355,882 16,605,027 $ $ 14,249,145 394,823 14,643,968 $ 14,244,700 $ 2,013,707 16,258,407 $ 14,116,202 $ 347,701 14,463,903 $ 132,943 2,008,181 2,141,124 0.9% 85.2% 12.9% $ $ 4,299,918 $ 4,299,918 $ 4,477,057 $ 4,477,057 $ 475,646 475,646 9.6% 9.6% FUND TOTAL USES $ 12,752,967 12,752,967 FUND TOTAL USES $ $ 4,183,823 4,183,823 $ $ 4,577,481 4,577,481 $ $ 4,952,703 4,952,703 211 ADULT PROBATION GRANTS OPERATING FY 2008-09 FORECAST DEPARTMENT OPERATING TOTAL USES $ 82,606,407 $ 79,809,529 $ 80,314,464 $ 79,657,231 $ 77,447,418 $ 2,867,046 3.6% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 394,823 $ 2,355,882 $ 2,013,707 $ 347,701 $ 2,008,181 85.2% DEPARTMENT TOTAL USES $ 82,606,407 $ 80,204,352 $ 82,670,346 $ 81,670,938 $ 77,795,119 $ 4,875,227 5.9% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL BEHAVIORAL CHANGE ADULT EDUCATION PRESENTENCE PRETRIAL BAIL BOND REVIEW PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION TRANSITION AND TREATMENT PROGRAM TOTAL COMMUNITY JUSTICE COMMUNITY RESTORATION DOMESTIC VIOLENCE FUGITIVE APPREHENSION IN CUSTODY MANAGEMENT INDIRECT SERVICES INTENSIVE PROBATION REPORT AND REVIEW SERIOUS MENTALLY ILL SEX OFFENDER STANDARD PROBATION TRANSFER YOUTH PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.40 11.75 7.40 3.25 2.55 4.50 30.85 1.40 11.75 7.40 3.25 2.55 4.50 30.85 1.20 12.25 8.60 3.25 2.55 4.50 32.35 11.00 2.25 3.25 4.00 20.50 (1.40) (0.75) (5.15) (2.55) (0.50) (10.35) (100.00%) (6.38%) (69.59%) 0.00% (100.00%) (11.11%) (33.55%) (1.20) (1.25) (6.35) (2.55) (0.50) (11.85) (100.00%) (10.20%) (73.84%) 0.00% (100.00%) (11.11%) (36.63%) 14.60 123.60 4.50 27.00 48.00 62.20 279.90 14.60 123.60 4.50 27.00 48.00 62.20 279.90 14.60 127.60 26.00 47.68 64.20 280.08 14.60 123.60 27.00 47.68 63.20 276.08 (4.50) (0.32) 1.00 (3.82) 0.00% 0.00% (100.00%) 0.00% (0.67%) 1.61% (1.36%) (4.00) 1.00 (1.00) (4.00) 0.00% (3.13%) 58.43 18.59 29.60 51.40 14.05 166.45 51.05 17.25 62.38 454.30 4.50 928.00 58.43 18.59 29.60 51.40 14.05 166.45 51.05 17.25 62.38 454.30 4.50 928.00 58.41 20.60 28.60 52.22 14.05 138.98 51.05 17.25 63.38 428.78 4.50 877.82 53.62 18.60 28.60 49.92 14.05 95.12 36.05 18.25 63.38 363.58 4.50 745.67 (4.81) 0.01 (1.00) (1.48) (71.33) (15.00) 1.00 1.00 (90.72) (182.33) (8.23%) 0.05% (3.38%) (2.88%) 0.00% (42.85%) (29.38%) 5.80% 1.60% (19.97%) 0.00% (19.65%) (4.79) (2.00) (2.30) (43.86) (15.00) 1.00 (65.20) (132.15) (8.20%) (9.71%) 0.00% (4.40%) 0.00% (31.56%) (29.38%) 5.80% 0.00% (15.21%) 0.00% (15.05%) 3.90 0.20 0.75 1.50 0.90 7.25 1,246.00 3.90 0.20 0.75 1.50 0.90 7.25 1,246.00 4.40 0.20 0.75 1.50 0.90 7.75 1,198.00 4.40 0.20 0.75 1.50 0.90 7.75 1,050.00 0.50 0.50 (196.00) 12.82% 0.00% 0.00% 0.00% 0.00% 6.90% (15.73%) (148.00) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (12.35%) 211 3.85% 0.00% (1.56%) (1.43%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Administrative Specialist Admin/Office Support Executive Assistant Accounting Specialist Community Svcs Specialist Justice System Clerk Justice System Clerk Lead Collector Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Probation Financial Supervisor - Dept Procurement Supervisor - Dept Probation Officer Supervisor Counseling Supervisor Justice System Clerk Supv Collections Supervisor Operations/Program Supervisor Administrator Admin & Operations Mgr Probation Manager Management Analyst Program Coordinator Accountant Finan/Business Analyst - Dept IS Project Manager Human Resources Analyst Trainer Counselor Social Worker Educator - Detention Business/Systems Analyst Business/Systems Analyst-Sr/Ld Data Security Analyst General Laborer Probation Officer Dispatcher Surveillance Officer Materials Handling Worker Probation Assistant Presentence Screener Legal Assistant Help Desk Coordinator Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 6.00 55.00 106.00 3.00 14.00 5.00 23.00 3.00 1.00 1.00 1.00 91.00 4.00 11.00 1.00 2.00 1.00 1.00 11.00 4.00 7.00 1.00 1.00 1.00 1.00 1.00 18.00 1.00 6.00 2.00 1.00 1.00 653.00 31.00 132.00 1.00 38.00 1.00 2.00 1,246.00 FY 2008-09 REVISED 1.00 1.00 1.00 6.00 55.00 106.00 3.00 14.00 5.00 23.00 3.00 1.00 1.00 1.00 91.00 4.00 11.00 1.00 2.00 1.00 1.00 11.00 4.00 7.00 1.00 1.00 1.00 1.00 1.00 18.00 1.00 6.00 2.00 1.00 1.00 653.00 31.00 132.00 1.00 38.00 1.00 2.00 1,246.00 FY 2008-09 FORECAST 1.00 1.00 1.00 8.00 107.00 3.00 14.00 7.00 23.00 3.00 1.00 1.00 1.00 90.00 3.00 10.00 1.00 2.00 1.00 1.00 11.00 4.00 8.00 1.00 1.00 1.00 1.00 1.00 18.00 6.00 2.00 1.00 1.00 3.00 608.00 31.00 126.00 1.00 39.00 53.00 2.00 1,198.00 FY 2009-10 ADOPTED 1.00 1.00 1.00 1.00 90.00 3.00 14.00 6.00 23.00 3.00 1.00 89.00 3.00 10.00 1.00 2.00 1.00 10.00 4.00 8.00 1.00 1.00 1.00 18.00 6.00 2.00 1.00 1.00 3.00 526.00 25.00 109.00 32.00 50.00 2.00 1,050.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% (5.00) -83.33% (55.00) -100.00% (16.00) -15.09% 0.00% 0.00% 1.00 20.00% 0.00% 0.00% 0.00% (1.00) -100.00% (1.00) -100.00% (2.00) -2.20% (1.00) -25.00% (1.00) -9.09% 0.00% 0.00% (1.00) -100.00% 0.00% (1.00) -9.09% 0.00% 1.00 14.29% (1.00) -100.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% 3.00 (127.00) -19.45% (6.00) -19.35% (23.00) -17.42% (1.00) -100.00% (6.00) -15.79% 50.00 (1.00) -100.00% 0.00% (196.00) -15.73% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% (7.00) -87.50% .00 (17.00) -15.89% .00 0.00% .00 0.00% (1.00) -14.29% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% (1.00) -100.00% (1.00) -1.11% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% (1.00) -9.09% .00 0.00% .00 0.00% (1.00) -100.00% (1.00) -100.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (82.00) -13.49% (6.00) -19.35% (17.00) -13.49% (1.00) -100.00% (7.00) -17.95% (3.00) -5.66% .00 .00 0.00% (148.00) -12.35% REVISED VS ADOPTED VARIANCE % (198.00) -16.88% 0.00% 2.00 2.90% (196.00) -15.73% FORECAST VS ADOPTED VARIANCE % (147.00) -13.10% 0.00% (1.00) -1.39% (148.00) -12.35% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS DEPARTMENT TOTAL FY 2008-09 ADOPTED 1,173.00 4.00 69.00 1,246.00 FY 2008-09 REVISED 1,173.00 4.00 69.00 1,246.00 FY 2008-09 FORECAST 1,122.00 4.00 72.00 1,198.00 FY 2009-10 ADOPTED 975.00 4.00 71.00 1,050.00 Significant Variance Analysis The reduction of 126.7 FTEs (46.0 filled and 80.7 vacant) results primarily results from the department restructuring supervision ratios within various activities with the majority of staffing level changes occurring in the Community Justice Program. 212 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • The expenditure budget is reduced by $150,000 as a result of lowering the multi-lingual pay rate for eligible staff from $1.00 to $0.50. Cost Reduction • The expenditure budget is reduced by $241,458 as a result of eliminating 6.1 vacant FTEs in the communications center which is made possible by reducing the number of probation officers in the Juvenile and Adult Probation Departments. • The expenditure budget is reduced by $10,000 as a result of reducing the number of probation officer practice shoots from four per year to two. • The expenditure budget is reduced by $262,368 as a result of eliminating 3.0 vacant FTEs and 1.0 filled FTE in the staff development and research unit. Vacancies • The expenditure budget is reduced by $704,860 by as a result of eliminating 17.6 vacant FTEs in multiple activities. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $299,263. Other Base Adjustments: General Fund (100) • The expenditure budget is increased by $1,812,946 as a result of reducing the Allocation-Out due to reduced revenues and unfunded State mandated risk management charges in the Special Fee Fund (201). • The expenditure budget is increased by $485,355 as a result of higher cost in workers compensation and unemployment benefits. • The expenditure budget is reduced by $2,683,452 as a result of right-sizing Personnel Savings to 3% for salary and benefit savings. • The County is using cash to pay off existing debt service expense for printer equipment purchased via the Printer Management Program. This results in an operating savings of $6,407. Adult Probation Fee Fund (201) • The collection of the probation surcharge fee is not providing the revenue as had been anticipated in prior years, thus the need to reduce the revenue budget by (2,046,748). • The expenditure budget is reduced by $1,812,946 as a result of the shortfall in the probation surcharge fee revenue collections decreasing expenditure capacity in the fund and reducing the Allocation-In from the General Fund (100). • The expenditure budget is increased by $1,680,000 as a result of the State, through the Administrative Office of the Courts (AOC), requiring all counties in Arizona to fund the payment of State risk management charges for Judicial Branch employees, which includes the Clerk of Superior Court employees. 213 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) • The revenue and expenditure budgets are reduced by $475,638 as a result of the available grant funds. In addition, the expenditure budget is reduced by eight dollars for structural balance. Programs and Activities Behavioral Change 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 BEHAVIORAL CHANGE Measure Description Percent of students who successfully complete education classes operated by MCAPD. Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Percent of defendants released from custody following a Pretrial Bail/Bond Review. Percent of Pretrial Initial Appearance Defendant Packets submitted to the Court within the 24-hour statutory mandate. Percent of defendants who successfully complete release conditions without termination during the reporting period. FY 2008 Actual 66.9% FY 2009 Revised 70.0% 98.0% 91.0% 97.2% 6.2% 6.8% 71.7% 66.0% 65.0% (1.0%) -1.5% 100.0% 100.0% 100.0% - 0.0% 82.1% 85.0% 88.3% 3.3% 3.8% Percent of defendants who fail to initially appear to Pretrial Services during the reporting period Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing probationers early from jail into treatment during the reporting period. 6.4% 2.7% 4.7% 2.0% 73.7% 55.2% 47.0% 36.9% (10.1%) -21.5% 8.1% 8.5% 8.6% 0.1% 1.3% Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • 214 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 60.1% (9.9%) -14.1% Pretrial Initial Appearance Release Transition and Treatment Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Education Activity The purpose of the Adult Education activity is to provide services to adult students so they can develop new life skills through successful completion of the education program. Mandates: A.R.S. §12-299 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including educational services. Measure Type Result Output Output Demand Efficiency Measure Description Percent of students who successfully complete education classes operated by MCAPD. Average number of students who participated in education classes operated by MCAPD. Number of students who terminate (exit) from education classes operated by MCAPD. Average number of students in need (assessed, ordered, or referred) of MCAPD operated education services. Average cost per student who participates in MCAPD operated education classes during the reporting period. FY 2008 Actual 66.9% FY 2009 Revised 70.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 60.1% (9.9%) -16.4% 444 561 609 48 7.8% 1,461 1,414 1,224 -190 -15.5% 678 1,203 1,062 -141 -13.3% $1,800.61 $1,728.18 $1,551.35 $176.83 10.2% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 269,875 $ 269,875 $ 313,794 $ 313,794 $ 309,214 $ 309,214 $ 4,580 4,580 1.5% 1.5% 100 - GENERAL $ 211 - ADULT PROBATION GRANTS TOTAL USES $ 338,349 $ 461,122 799,471 $ 330,034 $ 639,473 969,507 $ 349,042 $ 594,953 943,995 $ (19,008) 44,520 25,512 -5.8% 7.0% 2.6% Expenditure 215 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Presentence Activity The purpose of the Presentence activity is to provide timely investigations, screenings, assessments and objective sentencing reports to the judge so they can make informed and evidence-based sentencing decisions. Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. §§13-701, 13-914, 13-4410, and 13-4424 establish the need for a pre-sentence report. Measure Type Result Output Demand Efficiency Measure Description Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Number of presentence investigation reports completed during the reporting period. Number of presentence investigation reports ordered by the court to be completed during the reporting period. Average cost per presentence investigation report. FY 2008 Actual 98.0% FY 2009 Revised 91.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 97.2% 6.2% 6.8% 17,411 17,057 19,078 2,021 11.8% 17,411 18,774 19,163 389 2.1% $486.18 $479.81 $427.33 $52.48 10.9% (14,540) (14,540) -8.4% -8.4% 16,798 14,729 31,527 0.2% 7.2% 0.4% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 158,890 $ 158,890 $ 173,430 $ 173,430 $ 158,890 $ 158,890 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 8,244,417 $ 48,495 171,905 8,464,817 $ 7,980,263 $ 203,893 8,184,156 $ 7,963,465 $ 189,164 8,152,629 $ Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $125,234 as a result of eliminating 3.0 vacant FTEs in the presentence investigations unit within the Presentence Activity. Adult Probation Fee Fund (201) Revenue Enhancement • The revenue budget is increased by $992,427 as a result of a new $150.00 presentence investigation report fee accessed to individuals determined not to be indigent by Superior Court for providing a presentence reports to the court for the purpose of sentencing the defendant. 216 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Pretrial Initial Appearance Releases Information Activity The purpose of the Pretrial Jail Initial Appearance Release Information activity is to provide information on arrested defendants to the Initial Appearance Court Judges so they can make informed decisions regarding the defendant's custody status in a timely manner. Mandates: A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% 56,438 54,002 59,034 5,032 9.3% 56,438 54,002 59,034 5,032 9.3% $32.52 $32.64 $30.73 $1.91 5.8% 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 173,797 $ 173,797 $ 189,344 $ 189,344 $ 100 - GENERAL $ 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,696,939 $ 138,556 1,835,495 $ 1,627,609 $ 134,855 1,762,464 $ 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 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Revenue - $ $ 189,344 189,344 100.0% 100.0% Expenditure 217 1,709,168 $ 104,966 1,814,134 $ (81,559) 29,889 (51,670) -5.0% 22.2% -2.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Pretrial Supervision Activity The purpose of the Pretrial Supervision activity is to provide supervision to conditionally released defendants so they can appear for court without having to be incarcerated. Mandates: A A.R.S. §13-3967 establishes that a judicial officer any person who is charged with a public offense that is bail-able as a matter of right shall be ordered released pending trial on his own recognizance or on the execution of bail in an amount specified by the judicial officer. Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of defendants who fail to initially appear to Pretrial Services during the reporting period Percent of defendants who successfully complete release conditions without termination during the reporting period. Average daily number of defendents who appear for pretrial supervision during the reporting period Number of defendants who successfully complete release conditions without termination during the reporting period. Number of defendents exiting (successful and unsuccessful) from pretrial services. Average daily number of defendants ordered to pretrial services during the reporting period. Average daily cost per defendant on pretrial supervision. FY 2008 Actual FY 2009 Revised FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 4.7% 2.0% 42.4% 6.4% 2.7% 82.1% 85.0% 88.3% 3.3% 3.7% 2,317 3,466 2,436 -1,030 -42.3% 5,551 5,404 5,528 124 2.2% 6,760 6,377 6,264 -113 -1.8% 2,451 3,466 2,647 -819 -30.9% $645.44 $642.59 $637.18 $5.41 0.8% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 136,597 $ 136,597 $ 189,344 $ 189,344 $ 100 - GENERAL $ 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,434,790 $ 148,029 3,582,819 $ 3,292,802 $ 179,771 3,472,573 $ - $ $ 189,344 189,344 100.0% 100.0% Expenditure 218 3,382,828 $ 139,509 3,522,337 $ (90,026) 40,262 (49,764) -2.7% 22.4% -1.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Transition and Treatment Activity The purpose of the Transition and Treatment activity is to provide evidence-based practice treatment services to probationers so they can make positive, pro-social behavioral changes and successfully complete the treatment program. Mandates: A.R.S. §§12-299, 13-3422, and 13-901 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including drug treatment programs. Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description FY 2008 Actual 55.2% FY 2009 Revised 47.0% 8.1% 8.5% 8.6% 0.1% 1.3% Average daily number of probationers who participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing probationers early from jail into treatment during the reporting period. 1,088 1,420 1,445 25 1.7% 2,221 1,154 1,967 813 41.3% Number of probationers who were terminated from MCAPD operated and/or funded treatment and residential services. Average number of probationers who are referred and/or court-ordered to MCAPD operated and/or funded treatment and residential services during the reporting period. Number of jail days ordered for probationers who are released from jail into treatment. Average daily cost per probationer to receive MCAPD operated and/or funded treatment and residential services during the reporting period. 1,685 1,685 2,027 342 16.9% 1,440 1,008 1,913 905 47.3% 27,543 27,543 22,839 -4,704 -20.6% $3,889.15 $3,410.36 $3,337.44 $72.92 2.1% Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing probationers early from jail into treatment during the reporting period. FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 36.9% (10.1%) -27.4% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 2,725,489 $ 2,725,489 $ 3,237,187 $ 3,237,187 $ 3,337,729 $ 3,337,729 $ (100,542) (100,542) -3.1% -3.1% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,999,119 $ 15,740 2,215,562 4,230,421 $ 1,808,471 $ 115,000 2,919,239 4,842,710 $ 2,189,834 $ 2,632,766 4,822,600 $ (381,363) 115,000 286,473 20,110 -21.1% 100.0% 9.8% 0.4% Expenditure 219 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Adult Probation Community Justice Program The purpose of the Community Justice Program is to provide public safety through offender accountability and restoration to victims and community members so that they can live in revitalized, restored and safer neighborhoods. Program Results COMMUNITY JUSTICE Measure Description Percent of probationers paying restitution and/or performing community restitution work hoursd during the reporting period. 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 who check in with Adult Probation within 72 hours of discharge from DOC 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 successfully exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers sentenced for a new felony offense while supervised 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 2008 Actual 67.6% FY 2009 Revised 65.0% 39.0% 46.0% 57.4% 11.4% 24.7% 4.5% 4.5% 2.7% (1.8%) -39.6% 100.0% 100.0% 100.0% - 0.0% 41.7% 46.0% 46.4% 0.4% 0.9% 100.0% 100.0% 100.0% - 0.0% 90.3% 81.0% 100.0% 19.0% 23.5% 0.8% 0.8% 0.6% (0.2%) -25.3% 46.4% 55.0% 49.5% (5.5%) -10.0% 10.2% 10.0% 7.0% (3.0%) -30.3% 98.3% 81.0% 96.2% 15.2% 18.8% 3.0% 2.0% 1.5% (0.5%) -25.0% 75.7% 73.0% 65.8% (7.2%) -9.8% 6.4% 6.0% 6.5% 0.5% 8.3% 4.0% 2.4% 3.2% 0.8% 33.3% 63.1% 62.0% 62.1% 0.1% 0.2% 9.8% 10.0% 12.0% 2.0% 20.4% 25.8% 18.1% 29.8% 11.7% 64.9% 20.6% 39.0% 37.2% (1.8%) -4.6% 13.8% 23.0% 44.1% 21.1% 91.9% 100.0% 94.5% 91.7% (2.8%) -3.0% Activities that comprise this program include: • Community Restoration • In Custody Management • Intensive Probation • Seriously Mentally Ill • Standard Probation • Warrants FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 64.1% (0.9%) -1.4% • • • • • 220 Domestic Violence Indirect Services Report & Review Sex Offender Transfer Youth Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Community Restoration Activity The purpose of the Community Restoration activity is to provide the collection of victim restitution and the completion of community work service hours to victims and the community so they can recover from the financial and emotional harm. Mandates: A.R.S. §§12-299, 13-914, and 13-916 establishes that Superior Court, through, Adult Probation, is responsible for establishing community punishment programs, including community restitution. A.R.S. §13-3825 establishes that community notification of a person convicted of a crime must occur when they arrive in the state. A.R.S. §13-4415 establishes victim notification for any probation modifications. Measure Type Result Output Demand Efficiency Measure Description Percent of probationers paying restitution and/or performing community restitution work hoursd during the reporting period. Average number of probationers ordered to pay restitution and/or performing community work service hours during the reporting period. Average number of probationers ordered to pay restitution and/or perform community work service hours during the reporting period. Average daily cost to provide Financial Compliance and Community work service hours. FY 2008 Actual 67.6% FY 2009 Revised 65.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 64.1% (0.9%) -1.4% 8,716 7,766 6,920 -846 -12.2% 12,887 11,913 10,795 -1,118 -10.4% $377.14 $428.19 $462.01 -$33.82 -7.9% 41,700 33,557 75,257 33.4% 67.1% 43.1% 116,571 (37,461) 49,098 128,208 3.6% 100.0% 43.2% 3.9% Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 115,716 $ 115,716 $ 124,700 $ 50,000 174,700 $ 83,000 $ 16,443 99,443 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,276,658 $ (23,848) 34,360 3,287,170 $ 3,249,022 $ (37,461) 113,768 3,325,329 $ 3,132,451 $ 64,670 3,197,121 $ Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $74,198 as a result of eliminating 2.0 vacant FTEs in the community restitution collection services within the Community Restitution Activity. 221 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Domestic Violence Activity The purpose of the Domestic Violence Probation Supervision activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to domestic violence probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of active domestic violence probationers sentenced for a new felony offense wihle supervised. Percent of domestic violence probationers who successfully complete probation. Average number of active domestic violence probationers supervised during the reporting period. Number of domestic violence probationers terminated from probation. 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 2009 Revised FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 2.7% 0.7% 26.5% 4.5% 2.0% 39.0% 46.0% 57.4% 11.4% 19.8% 605 610 659 49 7.4% 267 267 298 31 10.4% 605 600 659 59 9.0% $1,522.02 $1,865.64 $1,724.11 $141.53 7.6% 2,714 2,714 0.2% 0.2% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ 833,513 $ 87,689 921,202 $ 1,138,042 $ 1,138,042 $ 222 1,135,328 $ 1,135,328 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Warrants Activity The purpose of the Warrant activity is to provide investigation and apprehension services to the Court so they can make informed decision regarding public safety and return absconded probationers to the Court. Mandates: A.R.S. §13-901 establishes standard probation, the conditions, and fees. A.R.S. §13-916 establishes intensive probation, the conditions, and fees and establishes qualifications for probation officers and support staff. Measure Type Result Result Measure Description Percent of warrants cleared during the reporting period. Percent of warrants cleared with either a class 2, 3, or 4 person or property offense during the reporting period. FY 2008 Actual 100.0% FY 2009 Revised 94.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 91.7% (2.8%) -3.1% 13.8% 23.0% 48.1% 25.1% 52.2% Output Average daily number of probationers placed on warrant status being sought by Adult Probation during the reporting period with either a class 2, 3, or 4 person or property offense 268 1,611 1,000 -611 -61.1% Output Average daily number of probationers placed on warrant status being sought by Adult Probation during the reporting period. 8,955 9,505 8,765 -740 -8.4% Output 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. 6,622 6,622 5,938 -684 -11.5% 7,770 6,622 6,474 -148 -2.3% 7,770 7,236 8,654 1,418 16.4% $214.25 $274.59 $285.61 -$11.02 -4.0% 10,512 36,813 2.7% 2.7% (30,724) 12 (30,712) -1.7% 0.1% -1.7% Output Demand Efficiency Average daily cost per probationer on warrant status during the reporting period. Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 3,921 $ 3,921 $ 14,587 $ 14,587 $ 51,400 $ 51,400 $ 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,664,755 $ (1) 1,664,754 $ 1,800,718 $ 17,592 1,818,310 $ 1,831,442 $ 17,580 1,849,022 $ Expenditure 223 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation In Custody Management Activity The purpose of the In Custody Management activity is to provide pro-social behaviors through assessment, case planning, treatment, and appropriate responses to probationers so they can be held accountable and increase their success rate of transition to the community post jail release. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Demand Efficiency Measure Description Percent of jail days saved through Court Liaison during the reporting period. Percent of jailed probationers who receive services under the In-Custody Management Activity during the reporting period. Average daily number of jailed probationers who receive In-Custody Management services from the Work Furlough and Custody Management Unit, plus the total number of probationers handled by Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. 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. Average daily cost per probationer to provide In-Custody Management Activity services during the reporting period. FY 2008 Actual 41.7% FY 2009 Revised 46.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 46.4% 0.4% 0.9% 100.0% 100.0% 100.0% 0.0% 0.0% 2,416 2,940 1,630 -1,310 -80.4% 2,416 2,940 1,630 -1,310 -80.4% $1,405.29 $1,116.13 $1,998.39 -$882.26 -79.0% Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 885,401 $ 89,589 974,990 $ 898,200 $ 216,211 1,114,411 $ 760,000 $ 216,210 976,210 $ (138,200) (1) (138,201) -15.4% 0.0% -12.4% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,131,581 $ 1,024,386 239,203 3,395,170 $ 3,023,230 $ 258,191 3,281,421 $ 3,022,933 $ 234,435 3,257,368 $ (297) (23,756) (24,053) 0.0% -9.2% -0.7% Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $260,661 as a result discontinuing the use of surveillance officers to monitor work furlough probationers eliminating 5.0 filled FTEs. • The expenditure budget is reduced by $106,656 as a result discontinuing the use of surveillance officers to monitor probationers receiving services from the In Custody Management Activity eliminating 2.0 filled FTEs. 224 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Indirect Services Activity The purpose of the Indirect Services activity is to provide case monitoring services to probationers who: are allowed to return or relocate to their residence in another state or county, complete a prison term, transition to community supervised probation, and are detained prior to deportation to their country of citizenship so they can minimize their risk to public safety by preventing re-arrest for a new offense. Mandates: A.R.S. §§31-461 through 31-467 establishes interstate compacts for supervision of parolees, probationers, and adult offenders. Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description Percent of probationers appropriately monitored according to Indirect Services standards during the reporting period. Percent of sex offenders who check in with Adult Probation within 72 hours of discharge from DOC. 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 who check in with Adult Probation within 72 hours following discharge from DOC. Daily average number of probationers on deportation status through USCIS 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. FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 90.3% 81.0% 100.0% 19.0% 19.0% 0.8% 0.8% 0.6% (0.2%) -33.8% 15,811 15,425 20,228 4,803 23.7% 134 125 116 -9 -7.8% 6,751 5,656 8,113 2,457 30.3% 15,811 15,425 20,228 4,803 23.7% $56.90 $55.86 $44.12 $11.74 21.0% Revenue 201 - ADULT PROBATION FEESS $ TOTAL SOURCES $ 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 TOTAL USES $ 899,658 $ 1 899,659 $ 861,707 $ 861,707 $ 892,432 $ 892,432 $ 959,480 549,359 (30,725) 111.3% -3.6% Expenditure 225 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Intensive Probation Activity The purpose of the Intensive Probation activity is to provide community supervision and encourage prosocial behaviors of high risk probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to high risk probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§13-913 through 13-920 establishes intensive probation, power and duties, probation officer qualifications, and probation conditions and fees. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of active IPS probationers sentenced for a new felony offense while supervised. Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Average number of active IPS probationers supervised during the reporting period. Total number of IPS probationers discharged from IPS. Average number of active IPS probationers ordered to be supervised during the reporting period. Average daily cost per IPS probationer for the reporting period. FY 2008 Actual 10.2% FY 2009 Revised 10.0% FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 7.0% (3.0%) -43.5% 46.4% 55.0% 49.5% (5.5%) -11.1% 1,093 1,124 990 -134 -13.5% 1,398 1,124 1,111 -13 -1.2% 1,093 1,124 990 -134 -13.5% $9,322.47 $8,063.29 $6,867.95 $1,195.35 14.8% Revenue 201 - ADULT PROBATION FEESS $ TOTAL SOURCES $ 2,158,324 $ 2,158,324 $ 2,219,422 $ 2,219,422 $ 1,781,275 $ 1,781,275 $ (438,147) (438,147) -19.7% -19.7% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 9,671,824 $ 505,734 9,568 10,187,126 $ 9,043,195 $ 4,945 15,002 9,063,142 $ 6,772,247 $ 27,021 6,799,268 $ 2,270,948 (22,076) 15,002 2,263,874 25.1% -446.4% 100.0% 25.0% Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $1,308,798 as a result of changing the intensive probation staffing mix of one probation officer and one surveillance officer with a caseload ratio of 2:25 or one probation officer and two surveillance officers with a caseload ratio of 3:40 to two probation officers with the caseload ratio of 2:30 eliminating 13.0 vacant FTEs and 11.0 filled FTEs. • The expenditure budget is reduced by $599,288 as a result of reducing the use of surveillance officers to contact probationers on intensive probation and requiring probation officers to make the necessary number of contacts eliminating 14.0 filled FTEs. 226 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Report & Review Activity The purpose of the Report and Review Probation Supervision activity is to provide appropriately reduced levels of supervision to low-risk and compliant offenders so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Demand Efficiency Measure Description 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. Average number of Report and Review probationers supervised during the reporting period. Average number of active probationers ordered by the court and/or transferred from field supervisions to be monitored. Average cost per Report and Review probationer supervised during the reporting period. FY 2008 Actual 98.3% FY 2009 Revised 81.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.2% 15.2% 15.8% 3.0% 2.0% 1.5% (0.5%) -33.3% 6,148 6,382 8,000 1,618 20.2% 6,148 6,382 8,000 1,618 20.2% $419.52 $478.16 $290.55 $187.60 39.2% 1,706,450 $ 872,780 2,579,230 $ 3,051,600 $ 3,051,600 $ 2,324,504 $ 2,324,504 $ (1,226,636) 872,780 727,096 -40.2% 23.8% Expenditure 100 - GENERAL $ 201 - ADULT PROBATION FEES TOTAL USES $ Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $795,834 as a result of increasing the caseload ratio eliminating 1.0 vacant FTE. 227 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Serious Mentally Ill Activity The purpose of the Seriously Mentally Ill Probation Supervision activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Seriously Mentally Ill probationer so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of active seriously mentally ill probationers sentenced for a new felony offense while supervised. Percent of seriously mentally ill who successfully complete probation. Average number of active seriously mentally ill probationers supervised during the reporting period. Number of active seriously mentally ill probationers terminated from probation. 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 Actual FY 2009 Revised FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 6.5% 0.5% 7.7% 6.4% 6.0% 75.7% 73.0% 65.8% (7.2%) -10.9% 532 650 583 -67 -11.5% 305 283 319 36 11.3% 532 650 583 -67 -11.5% $2,467.32 $1,883.04 $2,250.04 -$367.00 -19.5% (87,796) (87,796) -7.2% -7.2% Expenditure 100 - GENERAL $ TOTAL USES $ 1,313,232 $ 1,313,232 $ 1,223,975 $ 1,223,975 $ 228 1,311,771 $ 1,311,771 $ Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Sex Offender Activity The purpose of the Sex Offender Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Sex Offender probationers so they can enhance their likelihood to remain in the community and reduce commitments to the DOC. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Output Demand Efficiency Measure Description Percent of active sex offenders sentenced for a new felony offense while supervised. Average number of active sex offenders supervised during the reporting period. Average number of active sex offenders ordered to be supervised during the reporting period. Average cost per active sex offender for the reporting period. FY 2008 Actual FY 2009 Revised FY 2010 Adopted 4.0% 2.4% Variance % Variance Revised - Adopted Revised - Adopted 3.2% 0.8% 25.0% 1,632 1,716 1,787 71 4.0% 1,632 1,716 1,787 71 4.0% $2,269.77 $2,173.53 $2,359.60 -$186.07 -8.6% Revenue 211 - ADULT PROBATION GRANTS $ TOTAL SOURCES $ 213,768 $ 213,768 $ 185,195 $ 185,195 $ 178,425 $ 178,425 $ (6,770) (6,770) -3.7% -3.7% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 3,163,918 $ 349,139 191,212 3,704,269 $ 2,447,183 $ 1,100,000 182,601 3,729,784 $ 1,395,520 $ 2,709,870 111,810 4,217,200 $ 1,051,663 (1,609,870) 70,791 (487,416) 43.0% -146.4% 38.8% -13.1% Expenditure 229 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 and encourage prosocial behaviors of probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of active Standard probationers convicted of a new felony offense while supervised. Percent of Standard probationers who successfully complete probation. Average daily number of active standard probationers supervised for the reporting period. Number of Standard probationers terminated from probation. Average daily number of active standard probationers ordered supervised for the reporting period. Average daily cost per active Standard Supervision probationer. FY 2008 Actual 9.8% FY 2009 Revised 10.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 12.0% 2.0% 16.9% 63.1% 62.0% 62.1% 0.1% 0.2% 19,440 23,681 17,656 -6,025 -34.1% 8,652 5,459 7,783 2,324 29.9% 19,440 23,681 17,652 -6,029 -34.2% $1,536.61 $1,242.29 $1,461.80 -$219.50 -17.7% Revenue 201 - ADULT PROBATION FEES $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 6,923,179 $ 261,953 7,185,132 $ 9,056,826 $ 323,430 9,380,256 $ 8,393,927 $ 183,890 8,577,817 $ (662,899) (139,540) (802,439) -7.3% -43.1% -8.6% 100 - GENERAL $ 201 - ADULT PROBATION FEES 211 - ADULT PROBATION GRANTS TOTAL USES $ 19,554,446 $ 9,889,743 427,871 29,872,060 $ 15,179,113 $ 14,120,484 119,158 29,418,755 $ 15,613,417 $ 10,045,351 150,719 25,809,487 $ (434,304) 4,075,133 (31,561) 3,609,268 -2.9% 28.9% -26.5% 12.3% Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $1,115,177 as a result of moving misdemeanor cases from standard probation to compliance monitoring, which has a higher caseload eliminating 20.0 vacant FTEs. • The expenditure budget is reduced by $1,665,784 as a result of moving Proposition 200, drug possession, cases from standard probation to compliance monitoring, which has a higher caseload eliminating 15.0 vacant FTEs and 13.0 filled FTEs. Adult Probation Fee Fund (201) Revenue Enhancement • The revenue budget is increased by $921,375 as a result of the fee increase of $15.00 to the Probation Services Fee that increased the fee from $50 to $65 with the Administrative Office of the Courts (AOC) approval in FY2008-09. 230 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Transfer Youth Activity The purpose of the Transferred Youth Supervision activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Transferred Youth probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of active transferred youth sentenced for a new felony offense while supervised Percent of transferred youth who successfully complete probation. Average number of active transferred youth supervised during the reporting period. Number of transferred youth terminated from probation Average number of active transferred youth ordered to be supervised by the Court during the reporting period. Average cost per active transferred youth for the reporting period. FY 2008 Actual 20.6% FY 2009 Revised 39.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 37.2% (1.8%) -4.8% 25.8% 18.1% 29.8% 11.7% 39.3% 170 197 183 -14 -7.8% 66 81 124 43 34.7% 170 197 183 -14 -7.7% $2,044.86 $1,843.66 $1,832.76 $10.90 0.6% (1,736) 30,000 28,264 -0.5% 100.0% 7.8% Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES $ 347,627 347,627 $ 333,201 30,000 363,201 $ 231 334,937 334,937 $ 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 2008-09 ADOPTED BUDGET $ 60,982,903 $ - $ Subtotal $ 129,713 129,713 $ $ - FY 2008-09 REVISED BUDGET $ 61,112,616 $ - FY 2008-09 REVISED RESTATED BUDGET $ 61,112,616 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 5,852,680 $ - FY 2009-10 BUDGET TARGET $ 66,965,296 $ - $ Subtotal $ (150,000) $ (150,000) $ - $ (241,458) $ (1,115,177) - (795,834) (1,665,784) - (10,000) (1,308,798) - (125,234) - (599,288) - (260,661) - (106,656) - (74,198) - (262,368) - $ (6,565,456) $ - $ Subtotal $ (704,860) $ (704,860) $ - $ Subtotal $ (299,263) $ (299,263) $ - $ 1,812,946 $ 485,355 (2,683,452) (6,407) (391,558) $ - MID-YEAR ADJUSTMENTS: General Laborer (Courier) Positions (C-16-09-001-M-00) BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Multi-Lingual Pay Differential Cost Reduction Reduce Communications Center - Eliminate 6.1 Vacant Positions Move Misdeameanors To Compliance Monitoring - Eliminate 20 Vacant Positions Increase Compliance Monitoring Case Ratio - Eliminate 1 Vacant Position Move Prop 200 Cases To Compliance Monitoring - Eliminate 15 Vacant & 13 Filled Positions Reduce The Number Of Practice Shoots Per Year Reduce Intensive Probation - Eliminate 13 Vacant & 11 Filled (RIF) Positions Reduce Presentence Investigations Staffing - Eliminate 3 Vacant Presentence Screener Positions Eliminate Use of Surveillance Officer For Intensive Probation - 14 Filled (RIF) Positions Eliminate Use of Surveillance Officer For Work Furlough - 5 Filled (RIF) Positions Eliminate Use of Surveillance Officer For In Custody Management 2 Filled (RIF) Positions Reduce Community Restitution Support Staff - Eliminate 2 Vacant Positions Reduce Staff Development And Research Staff - Eliminate 3 Vacant & 1 Filled (RIF) Position Vacancies Eliminate 17.6 Vacant Positions Debt Reduction TFP debt Service Payoff Savings OTHER BASE ADJUSTMENTS Reduction in Allocation-Out to Fee Fund Worker's Compensation and Unemployment Benefits Rightsize Personnnel Services Savings to 3.0% Printer Management Program Savings Subtotal $ FY 2009-10 RECOMMENDED OPERATING BUDGET $ 58,854,159 $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 58,854,159 $ - 232 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 2008-09 ADOPTED BUDGET $ 14,249,145 $ 14,249,148 FY 2008-09 REVISED BUDGET $ 14,249,145 $ 14,249,148 FY 2008-09 REVISED RESTATED BUDGET $ 14,249,145 $ 14,249,148 $ Subtotal $ 3 3 $ $ - $ 14,249,148 $ 14,249,148 $ - $ 921,375 992,427 1,913,802 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Revenue Enhancement Increase Probation Service Fees to $65.00 Charge for Presentence Investigation Reports Subtotal $ OTHER BASE ADJUSTMENTS Probation Surcharge Revenue Shortfall Reduction In Allocation From General Fund Risk Management Charges From State $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ - $ (1,812,946) 1,680,000 (132,946) $ (2,046,748) (2,046,748) $ 14,116,202 EXPENDITURES $ 14,116,202 REVENUE $ Subtotal $ 347,701 347,701 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 347,701 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 14,463,903 $ 14,116,202 NON-RECURRING NON-PROJECT 0001 Quality Assurance Project 233 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 FY 2008-09 ACTUAL ADOPTED $ (56,354) $ 35,901 FY 2008-09 REVISED $ 35,901 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ (54,092) $ (54,092) Beginning Unreserved/Undesignated Fund Balance $ 35,901 $ 35,901 $ Sources: Operating Total Sources: $ $ 4,186,060 4,186,060 $ $ 4,577,473 4,577,473 $ $ 4,952,695 4,952,695 $ $ 4,299,918 4,299,918 $ $ 4,477,057 4,477,057 Uses: Operating Total Uses: $ $ 4,183,823 4,183,823 $ $ 4,577,481 4,577,481 $ $ 4,952,703 4,952,703 $ $ 4,299,918 4,299,918 $ $ 4,477,057 4,477,057 Operating Balance $ 2,237 $ (8) $ - $ - Accounting Adjustments $ 25 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ (54,092) $ 35,893 $ 35,893 $ (54,092) $ (54,092) Ending Unreserved Fund Balance $ (54,092) $ 35,893 $ 35,893 $ (54,092) $ (54,092) (56,354) $ (8) $ (54,092) $ (54,092) Adult Probation Grants Fund (211) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 4,577,481 $ 4,577,473 $ Subtotal $ 375,222 375,222 $ $ 375,222 375,222 FY 2008-09 REVISED BUDGET $ 4,952,703 $ 4,952,695 FY 2008-09 REVISED RESTATED BUDGET $ 4,952,703 $ 4,952,695 FY 2009-10 BUDGET TARGET $ 4,952,703 $ 4,952,695 MID-YEAR ADJUSTMENTS: Increase Revenue and Expenditure C-11-09-002-G-00 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Structural Balance Reduction in Grant Funds $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 234 (8) $ (475,638) (475,646) $ 4,477,057 $ (475,638) (475,638) 4,477,057 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 FY 2008-09 ACTUAL ADOPTED $ (56,354) $ 35,901 FY 2008-09 REVISED $ 35,901 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ (54,092) $ (54,092) Beginning Unreserved/Undesignated Fund Balance $ 35,901 $ 35,901 $ Sources: Operating Total Sources: $ $ 4,186,060 4,186,060 $ $ 4,577,473 4,577,473 $ $ 4,952,695 4,952,695 $ $ 4,299,918 4,299,918 $ $ 4,477,057 4,477,057 Uses: Operating Total Uses: $ $ 4,183,823 4,183,823 $ $ 4,577,481 4,577,481 $ $ 4,952,703 4,952,703 $ $ 4,299,918 4,299,918 $ $ 4,477,057 4,477,057 Operating Balance $ 2,237 $ (8) $ - $ - Accounting Adjustments $ 25 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ (54,092) $ 35,893 $ 35,893 $ (54,092) $ (54,092) Ending Unreserved Fund Balance $ (54,092) $ 35,893 $ 35,893 $ (54,092) $ (54,092) (56,354) $ 235 (8) $ (54,092) $ (54,092) Maricopa County Annual Business Strategies FY 2009-10 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, have an air monitoring vehicle in service to provide instantaneous tests to assess air pollution levels in Maricopa County. Status: The vehicle was delivered to Maricopa County in March 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. Status: Acella, a new permitting software package, is anticipated to be in use by September 2009 which will provide the tools for attaining this goal. 236 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 85AQ - AIR QUALITY 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 VVRR - VOL VEH REPAIR AND RETROFIT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 18,284,421 443,996 2,977,273 2,602,468 1,467,988 964,202 68,824 312,467 3,991,287 2,200,946 195,504 2,304,542 754,924 $ 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 22,272,275 $ 426,580 6,761,267 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 18,857,284 $ 444,194 4,012,259 2,886,595 824,791 1,257,859 699,005 267,512 3,812,547 2,015,041 323,004 1,546,640 767,837 19,904,757 430,021 4,137,936 1,920,240 1,011,788 1,315,140 771,420 756,528 4,603,920 2,028,828 345,360 1,858,576 725,000 $ (2,367,518) 3,441 (2,623,331) 137,760 (110,200) 136,692 36,028 (994,836) 1,030,488 16,440 - -10.6% 0.8% -38.8% 7.7% -9.8% 0.0% 21.5% 5.0% -17.8% 103.2% 5.0% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 555,613 555,613 $ 292,000 $ 292,000 292,000 $ 292,000 6,918 $ 6,918 8,400 8,400 $ (283,600) (283,600) -97.1% -97.1% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ $ - $ - 296,845 $ 296,845 280,000 280,000 $ 280,000 280,000 TOTAL PROGRAMS $ USES 85AQ - AIR QUALITY $ 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 VVRR - VOL VEH REPAIR AND RETROFIT (893,141) $ (893,141) - 0.0% 0.0% 17,946,893 $ 23,464,120 $ 22,564,275 $ 19,161,047 $ 20,193,157 $ (2,371,118) -10.5% 14,740,831 363,264 2,133,637 3,701,522 254,229 1,282,643 515,085 102,564 692,983 935,922 1,418,099 183,420 796,480 1,700,048 660,935 $ 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 18,375,964 $ 255,938 1,819,318 4,401,393 337,875 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 16,413,422 $ 88,216 1,703,233 4,190,409 396,338 1,152,745 565,491 106,119 707,489 1,087,662 946,561 1,942,740 301,668 1,101,041 1,418,875 704,835 15,564,955 98,933 1,972,682 3,198,997 378,172 1,061,013 716,885 256,187 724,637 156,035 1,244,297 1,842,344 226,592 1,101,402 1,858,168 728,611 $ 2,811,009 157,005 (153,364) 1,202,396 (40,297) 689,448 (70,149) (19,671) (2,938) 1,198,005 (250,989) 449,868 (27,081) (248,265) (69,603) (3,356) 15.3% 61.3% -8.4% 27.3% -11.9% 39.4% -10.8% -8.3% -0.4% 88.5% -25.3% 19.6% -13.6% -29.1% -3.9% -0.5% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 4,931,966 32,151 4,343,859 316,281 215,831 23,844 $ 6,424,046 $ 37,386 5,804,004 291,142 266,025 25,489 6,424,046 $ 37,386 5,804,004 291,142 266,025 25,489 5,946,817 $ 36,733 5,324,504 328,999 231,730 24,851 5,454,010 37,882 4,579,444 630,338 181,491 24,855 $ 970,036 (496) 1,224,560 (339,196) 84,534 634 15.1% -1.3% 21.1% -116.5% 31.8% 2.5% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 274,959 274,896 63 $ 1,032,611 $ 392,579 640,032 1,032,611 $ 392,579 640,032 536,686 $ 392,579 144,107 1,336,627 594,267 742,360 $ (304,016) (201,688) (102,328) -29.4% -51.4% -16.0% TOTAL PROGRAMS $ 19,947,756 $ 26,846,166 $ 25,832,621 $ 22,896,925 $ 22,355,592 $ 237 3,477,029 13.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 8,298,469 8,298,469 $ $ 15,624,428 15,624,428 $ $ 14,610,883 14,610,883 $ $ 9,043,906 9,043,906 $ $ 10,740,228 10,740,228 $ $ (3,870,655) -26.5% (3,870,655) -26.5% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,018,843 3,059,466 4,078,309 $ $ $ 1,441,809 2,583,576 4,025,385 $ $ 1,268,985 2,314,477 3,583,462 $ $ 1,548,568 2,583,576 4,132,144 $ $ 1,548,568 2,583,576 4,132,144 $ (106,759) -6.9% - 0.0% (106,759) -2.6% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 141,270 141,270 $ $ - $ $ - $ $ 629,275 629,275 $ $ 418,656 418,656 $ $ 418,656 418,656 0.0% 0.0% $ SUBTOTAL $ 4,872,238 4,872,238 $ $ 3,415,548 3,415,548 $ $ 3,415,548 3,415,548 $ $ 5,600,641 5,600,641 $ $ 4,720,488 4,720,488 $ $ 1,304,940 1,304,940 38.2% 38.2% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 541,094 15,513 556,607 $ $ $ 280,000 8,400 288,400 $ $ 296,845 6,918 303,763 $ $ 282,000 10,000 292,000 $ $ 282,000 10,000 292,000 $ (2,000) -0.7% (1,600) -16.0% (3,600) -1.2% ALL REVENUES $ 17,946,893 $ 23,464,120 $ 22,450,575 $ 19,161,047 $ 20,193,157 $ (2,257,418) -10.1% TOTAL SOURCES $ 17,946,893 $ 23,464,120 $ 22,564,275 $ 19,161,047 $ 20,193,157 $ (2,371,118) -10.5% FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 8,044,816 $ 89,840 2,522,965 49,131 (419,679) 1,061,901 11,348,974 $ 10,821,345 $ 93,368 3,506,517 643,736 (741,740) 1,588,221 15,911,447 $ 9,807,800 $ 93,368 3,506,517 643,736 (741,740) 1,588,221 14,897,902 $ 9,824,384 $ 76,619 3,146,639 59,967 (645,323) 1,504,574 13,966,860 $ 9,510,701 $ 78,280 3,079,848 90,150 (714,487) 1,668,976 13,713,468 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 588,660 $ 138,466 92,467 (5,337) 13,449 827,705 $ 612,067 $ 168,620 105,766 (6,344) 17,035 897,144 $ 612,067 $ 168,620 105,766 (6,344) 17,035 897,144 $ 433,632 $ 174,905 414,127 (7,929) 27,722 1,042,457 $ 483,750 $ 239,963 24,897 (10,018) 18,690 757,282 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,296 $ 37,426 3,238,149 1,200,490 173,712 (1) 1,058,023 31,640 56,115 61,865 26,506 (56,127) 85,759 5,919,853 $ 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 $ 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 $ 2,558 $ 17,752 3,746,695 1,169,229 53,475 879,359 19,534 67,200 73,970 35,240 (66,750) 92,576 6,090,838 $ 6,300 $ 10,460 3,970,438 1,161,461 80,364 1,055,291 43,364 58,899 100,301 48,000 (66,791) 118,994 6,587,081 $ 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 $ - 297,099 15,088 426,669 553,586 (27,253) (80,755) 1,184,434 3.0% 16.2% 12.2% 86.0% 3.7% -5.1% 8.0% 128,317 21.0% (71,343) -42.3% 80,869 76.5% 3,674 -57.9% (1,655) -9.7% 139,862 15.6% (3,012) 43,940 1,135,394 (97,528) 128,125 1,200 (415,259) 12,848 156,811 210 (18,000) (15,690) 157,572 1,086,611 -91.6% 80.8% 22.2% -9.2% 61.5% 100.0% -64.9% 22.9% 72.7% 0.2% -60.0% 19.0% 57.0% 14.2% $ $ 392,579 392,579 $ $ 392,579 392,579 $ $ 392,579 392,579 $ $ 594,267 594,267 $ $ (201,688) -51.4% (201,688) -51.4% 284,939 $ 1,358,674 203,004 (10,797) 15,404 1,851,224 $ 270,000 1,469,400 207,001 24,903 1,971,304 $ $ $ 417,000 282,400 4,094 703,494 $ $ 81,122 1,024,135 294,707 4,227 1,404,191 $ $ 270,000 1,469,400 207,001 24,903 1,971,304 $ (147,000) -54.4% 1,469,400 100.0% (75,399) -36.4% 0.0% 20,809 83.6% 1,267,810 64.3% 26,846,166 $ 25,832,621 $ 22,896,925 $ 22,355,592 $ 3,477,029 19,947,756 $ 238 13.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Fund and Function FY 2007-08 ACTUAL 503 AIR QUALITY GRANT OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ FUND TOTAL SOURCES $ 4,078,309 4,078,309 $ $ 4,132,144 4,132,144 $ $ 4,132,144 4,132,144 $ $ 3,571,978 3,571,978 $ $ 4,025,385 4,025,385 $ $ (106,759) (106,759) -2.6% -2.6% $ $ $ 16,167,772 16,167,772 $ $ 15,589,069 15,589,069 $ $ 18,349,081 83,050 18,432,131 $ $ 19,331,976 19,331,976 $ FUND TOTAL SOURCES $ 13,868,584 13,868,584 $ (2,181,309) (83,050) (2,264,359) -11.9% -100.0% -12.3% DEPARTMENT OPERATING TOTAL SOURCES $ 17,946,893 $ 23,464,120 $ 22,481,225 $ 19,161,047 $ 20,193,157 $ (2,288,068) -10.2% DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ - $ 83,050 $ - $ - $ (83,050) -100.0% DEPARTMENT TOTAL SOURCES $ 17,946,893 $ 23,464,120 $ 22,564,275 $ 19,161,047 $ 20,193,157 $ (2,371,118) -10.5% 504 AIR QUALITY FEES OPERATING NON-RECURRING FY 2007-08 ACTUAL 503 AIR QUALITY GRANT OPERATING 504 AIR QUALITY FEES OPERATING NON-RECURRING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL USES $ 3,749,550 3,749,550 $ $ 4,132,151 4,132,151 $ $ 4,132,151 4,132,151 $ $ 3,676,915 3,676,915 $ $ 4,025,385 4,025,385 $ $ 106,766 106,766 2.6% 2.6% $ 16,198,206 16,198,206 $ $ 15,722,207 2,608,000 18,330,207 $ $ 15,518,196 3,701,814 19,220,010 $ $ 16,938,763 4,761,707 21,700,470 $ $ 17,952,308 4,761,707 22,714,015 $ FUND TOTAL USES $ 1,216,556 2,153,707 3,370,263 7.2% 45.2% 15.5% $ DEPARTMENT OPERATING TOTAL USES $ 19,947,756 $ 22,084,459 $ 21,070,914 $ 19,195,111 $ 19,747,592 $ 1,323,322 6.3% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 4,761,707 $ 4,761,707 $ 3,701,814 $ 2,608,000 $ 2,153,707 45.2% DEPARTMENT TOTAL USES $ 19,947,756 $ 26,846,166 $ 25,832,621 $ 22,896,925 $ 22,355,592 $ 3,477,029 13.5% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 850 - AIR QUALITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL AIR QUALITY BUSINESS RESOURCE CENTER COUNTYWIDE AQ MONITORING DUST CNTRL PERMIT COMPLIANCE DUST CNTRL PERMIT ENFORCEMENT DUST CNTRL VACANT LOT COMPL LARGE SOURCE PERMIT COMPLIANCE LARGE SOURCE PERMIT ENFRCMENT LARGE SOURCE PRMT ENG REVIEW MOBILE AIR MONITORING VAN PLANNING AND ANALYSIS SMALL SOURCE PERMIT COMPLIANCE SMALL SOURCE PERMIT ENFRCMENT SMALL SOURCE PRMT ENG REVIEW TRIP REDUCTION VOL VEH REPAIR AND RETROFIT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.50 7.50 4.50 4.00 0.50 17.00 0.50 7.50 4.50 4.00 0.50 17.00 0.50 10.50 7.50 3.00 0.50 22.00 0.50 9.50 7.50 3.00 0.50 21.00 2.00 3.00 (1.00) 4.00 0.00% 26.67% 66.67% -25.00% 0.00% 23.53% (1.00) (1.00) 0.00% -9.52% 0.00% 0.00% 0.00% -4.55% 3.00 16.00 91.50 5.40 22.00 9.40 3.60 9.50 3.00 13.00 23.10 3.00 13.50 13.38 1.62 231.00 248.00 3.00 16.00 91.50 5.40 22.00 9.40 3.60 9.50 3.00 13.00 23.10 3.00 13.50 13.38 1.62 231.00 248.00 2.00 16.00 55.00 7.65 13.50 7.90 4.70 9.50 1.00 11.00 27.60 4.65 14.50 13.50 1.50 190.00 212.00 1.00 16.00 55.00 5.85 10.00 9.70 3.90 9.50 1.00 12.00 27.30 3.25 14.50 13.50 1.50 184.00 205.00 (2.00) (36.50) 0.45 (12.00) 0.30 0.30 (2.00) (1.00) 4.20 0.25 1.00 0.12 (0.12) (47.00) (43.00) -66.67% 0.00% -39.89% 8.33% -54.55% 3.19% 8.33% 0.00% -66.67% -7.69% 18.18% 8.33% 7.41% 0.90% -7.41% -20.35% -17.34% (1.00) (1.80) (3.50) 1.80 (.80) 1.00 (.30) (1.40) (6.00) (7.00) -50.00% 0.00% 0.00% -23.53% -25.93% 22.78% -17.02% 0.00% 0.00% 9.09% -1.09% -30.11% 0.00% 0.00% 0.00% -3.16% -3.30% 239 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 850 - AIR QUALITY Accountant Admin/Office Support Supv Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Communicatn Ofcr/Govt Liaison Deputy Director Development Svcs Supervisor Development Svcs Technician Director - Air Quality Engineering Associate Engineering Manager Engineering Supervisor Engineering Technician Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Financial Supervisor - Dept Financial Support Supv - Dept GIS Technician Grant-Contract Administrator Human Resources Specialist Human Resources Support Supv Instrumentation Technician Air Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Planner Planner - Senior Planning Supervisor Project Administrator Regression Modeler Trainer Department Total FY 2008-09 ADOPTED 1.00 1.00 5.00 3.00 2.00 1.00 1.00 2.00 10.00 1.00 24.00 4.00 3.00 10.00 15.00 95.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 13.00 15.00 4.00 3.00 8.00 3.00 1.00 2.00 248.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 1.00 5.00 3.00 2.00 1.00 1.00 2.00 10.00 1.00 24.00 4.00 3.00 10.00 15.00 95.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 13.00 15.00 4.00 3.00 8.00 3.00 1.00 2.00 248.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 8.00 1.00 24.00 1.00 3.00 14.00 10.00 70.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 12.00 14.00 4.00 2.00 10.00 1.00 2.00 1.00 212.00 FY 2009-10 ADOPTED 1.00 1.00 6.00 2.00 1.00 1.00 1.00 8.00 1.00 23.00 4.00 12.00 10.00 70.00 1.00 1.00 1.00 1.00 1.00 12.00 2.00 1.00 12.00 12.00 4.00 2.00 7.00 3.00 1.00 2.00 1.00 205.00 REVISED VS ADOPTED VARIANCE % 1.00 (3.00) (1.00) (2.00) (1.00) (3.00) 2.00 (5.00) (25.00) 1.00 (1.00) (1.00) (1.00) (3.00) (1.00) (1.00) 2.00 (1.00) (43.00) 0.00% 0.00% 20.00% -100.00% 0.00% 0.00% 0.00% -50.00% -20.00% 0.00% -4.17% 0.00% 0.00% -100.00% 20.00% -33.33% -26.32% 0.00% 0.00% -100.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -7.69% -20.00% 0.00% -33.33% -12.50% 0.00% 0.00% 0.00% 0.00% -50.00% -17.34% FORECAST VS ADOPTED VARIANCE % (1.00) (1.00) (1.00) 1.00 (2.00) (1.00) (2.00) (3.00) 3.00 (7.00) 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -4.17% -100.00% 33.33% 0.00% -14.29% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -14.29% 0.00% 0.00% -30.00% 0.00% 0.00% 0.00% 0.00% 0.00% -3.30% Staffing by Fund FULL TIME EQUIVALENT (FTE) 850 - AIR QUALITY 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES DEPARTMENT TOTAL FY 2008-09 ADOPTED 25.00 223.00 248.00 FY 2008-09 REVISED FY 2008-09 FORECAST 25.00 223.00 248.00 25.00 187.00 212.00 FY 2009-10 ADOPTED 25.00 180.00 205.00 REVISED VS ADOPTED VARIANCE % (43.00) (43.00) 0.00% -19.28% -17.34% FORECAST VS ADOPTED VARIANCE % (7.00) (7.00) 0.00% -3.74% -3.30% Significant Variance Analysis Air Quality is experiencing significantly low demand for plan review, permitting and inspection services and as a result has reduced its workforce to be in line with the services that are demanded of the Department at this time. The Department reduced 52 positions as part of a reduction in force in February 2009. General Adjustments Budget Balancing: A $3,164,204 reduction in revenue (from FY 2008-09 Adopted) is the result of the downturn in the economy, particularly the construction industry which is required to have a dust control permit when disturbing the soil. The accompanying $2,561,601 reduction in expenditures is reflective of the changes in operations and size in the Department due to the decreased demand. Grants: A $106,766 reduction in grant revenue and associated expenditures due to the timing of expenditures and associated re-imbursements from federal grants that span two County fiscal years. 240 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Technology: $256,000 is a one-time carry-over from FY 2008-09 for the implementation of Acella, the permit processing and inspection database program utilized by the Regional Development Services Administration. Mobile Air Quality Monitoring Van: A $1,200,000 reduction in Non-Recurring/Non-Project due to the van being delivered during FY 2008-09. 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 Measure Description 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 Title V (Large Source) operations in compliance. Percent of inspected Non-Title V and General (Small Source) permit operations in compliance. Percent of resolved backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions FY 2008 Actual 63.0% FY 2009 Revised 58.9% Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% 11.1% 18.8% 67.0% 100.0% 33.0% 49.3% 100.0% 66.0% 99.9% 33.9% 51.4% 33.3% 100.0% 42.9% (57.1%) -57.1% 64.9% 67.0% 71.9% 4.9% 7.3% 20.3% 15.0% (5.2%) -25.9% Not Reported 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 • • • • • • • 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 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. 241 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Air Quality FY 2008 Actual 97.0% FY 2009 Revised 87.6% 326,681 336,622 314,462 358,851 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 97.2% 9.6% 10.9% 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 $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 443,996 443,996 $ $ 426,580 426,580 $ $ 430,021 $ 430,021 $ 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 493,755 1,639,882 2,133,637 $ 426,580 1,392,738 1,819,318 $ 420,913 $ 1,551,769 1,972,682 $ 6.53 $ 335,656 345,248 5.79 $ 5.88 $ 21,194 (13,603) 6.7% -3.8% (0.09) -1.6% 3,441 3,441 0.8% 0.8% Expenditure $ $ $ 5,667 (159,031) (153,364) 1.3% -11.4% -8.4% Activity Narrative: The FY 2009-10 budget supports the Department in the number of valid samples required to determine the safety of the air in Maricopa County. The expenditure increase is for the replacement of capital equipment in the Non-Recurring/Non-Project budget. 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of Dust Control permits issued within federal and state standards. Percent of inspected Dust Control operations in compliance. 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 FY 2008 Actual Not Reported FY 2009 Revised 67.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 33.0% 49.3% 63.0% 58.9% 70.0% 11.1% 18.8% 8,108 26,225 11,624 (14,601) -55.7% 11,688 26,225 11,624 (14,601) -55.7% 275.21 $ (68.73) -33.3% $ $ 4,137,936 $ 4,137,936 $ (3,523,176) (3,523,176) -46.0% -46.0% 5,414,938 $ 5,414,938 $ 3,198,997 $ 3,198,997 $ 2,215,941 2,215,941 40.9% 40.9% 456.53 $ 206.48 $ Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 2,977,273 2,977,273 $ $ 504 - AIR QUALITY FEES TOTAL USES $ $ 3,701,522 $ 3,701,522 $ 7,661,112 7,661,112 Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing the steep decline in the demand for services. The Dust Permitting segment of the Department’s function has seen a dramatic decline due to the halt in construction in Maricopa County. 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. 242 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of non-backlog Dust Control permitted source enforcement actions resolved. Number of non-backlog Dust Control permitted source enforcement actions resolved. Number of Dust Control permitted source enforcement actions resolved. Number of Dust Control permitted source referrals for enforcement action. Cost per dust control permitted source $ enforcement actions resolved Department Strategic Plans and Budgets Air Quality FY 2008 Actual 100.0% FY 2009 Revised 66.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.9% 33.9% 51.4% 652 1,108 1,125 17 1.5% 652 1,240 1,200 (40) -3.2% 676 2,841 1,125 (1,716) -60.4% 389.92 $ 272.48 $ 315.14 $ (42.66) -15.7% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 2,602,468 2,602,468 $ $ 1,782,480 1,782,480 $ $ 1,920,240 $ 1,920,240 $ 504 - AIR QUALITY FEES TOTAL USES $ $ 254,229 254,229 $ $ 337,875 337,875 $ $ 378,172 $ 378,172 $ 137,760 137,760 7.7% 7.7% Expenditure (40,297) (40,297) -11.9% -11.9% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing a decline in the demand for services due to the base of permit compliance shrinking. The backlog of enforcement cases is expected to be eliminated in FY 2009-10. 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. 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 2008 Actual Not Reported FY 2009 Revised 100.0% 6,177 Not Reported $ 207.65 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 50.0% (50.0%) -50.0% 13,243 13,816 573 4.3% 13,243 13,816 573 4.3% 132.18 $ 76.80 $ 55.38 41.9% Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 1,467,988 1,467,988 $ $ 1,121,988 1,121,988 $ $ 1,011,788 $ 1,011,788 $ (110,200) (110,200) -9.8% -9.8% 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 828,344 454,299 1,282,643 $ 1,121,990 628,471 1,750,461 $ 954,401 $ 106,612 1,061,013 $ 167,589 521,859 689,448 14.9% 83.0% 39.4% Expenditure $ $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing a slight increase in the demand for services as lots are not being built on with the state of the economy. 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. 243 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality 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. 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 2008 Actual 33.3% FY 2009 Revised 100.0% 9 40 16 (24) -60.0% 31 40 39 (1) -2.5% (28,636.91) -177.1% $ 57,231.67 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% (25.0%) -25.0% 16,168.40 $ 44,805.31 $ Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 964,202 964,202 $ $ 1,315,140 1,315,140 $ $ 1,315,140 $ 1,315,140 $ 504 - AIR QUALITY FEES TOTAL USES $ $ 515,085 515,085 $ $ 646,736 646,736 $ $ 716,885 $ 716,885 $ - 0.0% 0.0% Expenditure (70,149) (70,149) -10.8% -10.8% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 75% of the demand. The Department is currently performing at 51% and has re-organized resources to assist in meeting a greater percent of demand next year. 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. Measure Type Result Output Output Demand Efficiency Measure Description Percent of backlog Title V enforcement actions resolved Number of Title V (Large Source) permitted source enforcement actions resolved. Number of backlog Title V enforcement actions Number of Title V (Large Source) permitted source referrals for enforcement action. Cost per number of Title V (Large Source) permitted source enforcement actions resolved FY 2008 Actual FY 2009 Revised FY 2010 Adopted Variance Revised - Adopted % Variance Revised - Adopted 0.0% 1.9% 100.0% 100.0% 14 16 27 11 68.8% 54 1 0 (1) -100.0% 21 16 27 7,326 14,782 504 - AIR QUALITY FEES TOTAL SOURCES 68,824 68,824 504 - AIR QUALITY FEES TOTAL USES 102,564 102,564 11 68.8% 9,488 5,294 35.8% 634,728 634,728 771,420 771,420 136,692 136,692 21.5% 21.5% 236,516 236,516 256,187 256,187 (19,671) (19,671) -8.3% -8.3% Revenue Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. The backlog previously experienced in the Title V Enforcement is anticipated to be eliminated. 244 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Large Source Permit Engineering Review Activity The purpose of the Large Source Permit Engineering Review Activity is to provide oversight of all Title V permit issuance activity for air pollution sources so that Title V sources can maintain their air quality permit in accordance with federal, state, and local air quality laws, regulations, and standards. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Output Demand Efficiency Measure Description FY 2008 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 2009 Revised 23 16 Variance % Variance Revised - Adopted Revised - Adopted 25 9 56.3% 27 24 22 30,129.70 $ FY 2010 Adopted 45,106.19 $ (2) -8.3% 28,985.48 $ 16,120.71 35.7% 5.0% 5.0% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 312,467 312,467 $ $ 720,500 720,500 $ $ 756,528 $ 756,528 $ 36,028 36,028 504 - AIR QUALITY FEES TOTAL USES $ $ 692,983 692,983 $ $ 721,699 721,699 $ $ 724,637 $ 724,637 $ (2,938) (2,938) Expenditure -0.4% -0.4% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, as well as completing back-logged permits. 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. 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 2008 Actual FY 2009 Revised $ - FY 2010 Adopted 0 1 Variance % Variance Revised - Adopted Revised - Adopted 12 11 1100.0% 0 1 12 $ 1,354,040 $ $ $ 1,354,040 1,354,040 11 1100.0% 13,003 $ 1,341,037 99.0% 156,035 $ 156,035 $ 1,198,005 1,198,005 88.5% 88.5% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ - $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The van was delivered in March 2009. The FY 2008-09 budget included the purchase of the van. 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. 245 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Output Demand Efficiency Measure Description FY 2008 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 Department Strategic Plans and Budgets Air Quality FY 2009 Revised FY 2010 Adopted 158 86 184 103 5,923.56 $ Variance % Variance Revised - Adopted Revised - Adopted 145 59 68.6% 156 11,550.09 $ 8,581.36 $ 53 51.5% 2,968.73 25.7% (250,989) (250,989) -25.3% -25.3% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ 935,922 935,922 $ $ 993,308 993,308 $ $ 1,244,297 $ 1,244,297 $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting its planning milestones as established by the Department. 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. Measure Type Output Demand Efficiency Expenditure Measure Description Number of requests for technical assistance fulfilled Number of requests for technical assistance Cost per technical assistance provided $ 504 - AIR QUALITY FEES TOTAL USES $ $ FY 2008 Actual 1,801 FY 2009 Revised 2,077 1,801 2,077 500 (1,577) -75.9% 201.70 $ 123.22 $ 197.87 $ (74.64) -60.6% 363,264 363,264 $ $ 255,938 255,938 FY 2010 Adopted $ $ Variance % Variance Revised - Adopted Revised - Adopted 500 (1,577) -75.9% 98,933 $ 98,933 $ 157,005 157,005 61.3% 61.3% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. This activity has been impacted by the Department’s recent reorganization. The employees in this activity will respond to technical requests from constituents. An Ombudsmen has been hired to act as a liaison between the stakeholders and the Department. 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. 246 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 $ Department Strategic Plans and Budgets Air Quality FY 2008 Actual 64.9% FY 2009 Revised 67.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 71.9% 4.9% 7.3% 325 2,902 2,688 (214) -7.4% 2,051 2,902 2,688 (214) -7.4% 4,363.38 $ 789.87 $ 685.40 $ 104.48 13.2% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 3,991,287 3,991,287 $ $ 5,598,756 5,598,756 $ $ 4,603,920 $ 4,603,920 $ (994,836) (994,836) -17.8% -17.8% 504 - AIR QUALITY FEES TOTAL USES $ $ 1,418,099 1,418,099 $ $ 2,292,212 2,292,212 $ $ 1,842,344 $ 1,842,344 $ 449,868 449,868 19.6% 19.6% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing the decline in the demand for services. Small Source Permit Enforcement Activity The purpose of the Small Source Permit Enforcement Activity is to provide air quality compliance enforcement actions to regulated Non-Title V, General, Burn and Asbestos sources in Maricopa County to deter future violations and encourage compliance with all applicable federal, state and local air quality laws, rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of resolved backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Number of backlog Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Number of resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions Number of Non-Title V (Small Source), General, Burn and Asbestos source referrals for enforcement action. $ Cost per resolved Non-Title V (Small Source), General, Burn and Asbestos source enforcement actions 0.0% FY 2009 Revised 20.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 15.0% (5.2%) -25.9% 2,315 740 772 32 4.3% 390 280 744 464 165.7% 621 504 628 124 24.6% 470.31 $ 712.54 $ 304.56 $ 407.98 57.3% 1,030,488 1,030,488 103.2% 103.2% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 2,200,946 2,200,946 $ $ 998,340 998,340 $ $ 2,028,828 $ 2,028,828 $ 504 - AIR QUALITY FEES TOTAL USES $ $ 183,420 183,420 $ $ 199,511 199,511 $ $ 226,592 $ 226,592 $ Expenditure (27,081) (27,081) -13.6% -13.6% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, as well as working through enforcement action backlog. 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 247 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality 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. Measure Type Output Demand Efficiency Measure Description FY 2008 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 740 FY 2009 Revised 2,024 719 2,392 2,017 421.51 $ 549.60 $ 1,076.32 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 2,004 (20) -1.0% (375) -15.7% (128.09) -30.4% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ $ 195,504 195,504 $ $ 328,920 328,920 $ $ 345,360 $ 345,360 $ 504 - AIR QUALITY FEES TOTAL USES $ $ 796,480 796,480 $ $ 853,137 853,137 $ $ 1,101,402 $ 1,101,402 $ 16,440 16,440 5.0% 5.0% Expenditure (248,265) (248,265) -29.1% -29.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 99.3% of the demand. The number of permit requests is expected to decline during FY 2009-10 in line with the slow down of general construction and new business openings during this economic down-turn. 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. Measure Type Output Demand Efficiency Revenue Measure Description FY 2008 Actual Not Reported FY 2009 Revised 2,900 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 3,024 124 4.3% Not Reported 2,900 3,024 616.75 $ 614.47 $ 2.27 0.4% - 0.0% 0.0% Number of Trip Reduction Sites receiving assistance. Number of Trip Reduction Sites requesting assistance. Cost per site receiving assistance. $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 2,304,542 2,304,542 $ $ 1,858,576 1,858,576 $ $ 1,858,576 $ 1,858,576 $ 503 - AIR QUALITY GRANT TOTAL USES $ $ 1,700,048 1,700,048 $ $ 1,788,565 1,788,565 $ $ 1,858,168 $ 1,858,168 $ - $ 124 4.3% Expenditure (69,603) (69,603) -3.9% -3.9% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. A slight increase in the number of requests is expected as companies lose resources within their own payrolls due to the recession and potential downsizing. 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. 248 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Output Output Demand Efficiency Measure Description Department Strategic Plans and Budgets Air Quality FY 2008 Actual 1,082 FY 2009 Revised 1,100 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 1,098 (2) -0.2% 1,082 1,100 1,098 (2) -0.2% 1,082 1,100 1,098 (2) -0.2% 610.85 $ 659.32 $ 663.58 $ (4.26) -0.6% 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 $ 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 754,924 754,924 $ $ 725,000 725,000 $ $ 725,000 $ 725,000 $ 503 - AIR QUALITY GRANT TOTAL USES $ $ 660,935 660,935 $ $ 725,255 725,255 $ $ 728,611 $ 728,611 $ Revenue - 0.0% 0.0% Expenditure (3,356) (3,356) -0.5% -0.5% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. An incremental change is expected in the number of customers seeking assistance for their vehicle repairs to be in compliance with current emission standards. Appropriated Budget Reconciliations Air Quality Grant Fund (503) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 4,132,151 $ 4,132,144 FY 2008-09 REVISED BUDGET $ 4,132,151 $ 4,132,144 FY 2009-10 BUDGET TARGET $ 4,132,151 $ 4,132,144 BASE ADJUSTMENTS: Grant Revenue and Expenditure Decrease $ Subtotal $ (106,766) $ (106,766) $ (106,759) (106,759) FY 2009-10 ADOPTED OPERATING BUDGET $ 4,025,385 $ 4,025,385 FY 2009-10 TOTAL ADOPTED BUDGET $ 4,025,385 $ 4,025,385 249 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (761,804) $ (1,569,159) $ (1,569,159) $ (433,038) $ (537,975) Beginning Unreserved/Undesignated Fund Balance $ (761,804) $ (1,569,159) $ (1,569,159) $ (433,038) $ (537,975) Sources: Operating Total Sources: $ $ 4,078,309 4,078,309 $ $ 4,132,144 4,132,144 $ $ 4,132,144 4,132,144 $ $ 3,571,978 3,571,978 $ $ 4,025,385 4,025,385 Uses: Operating Total Uses: $ $ 3,749,550 3,749,550 $ $ 4,132,151 4,132,151 $ $ 4,132,151 4,132,151 $ $ 3,676,915 3,676,915 $ $ 4,025,385 4,025,385 Operating Balance $ 328,759 $ $ - Accounting Adjustments $ 7 $ $ - Ending Unreserved/Undesignated Fund Balance $ (433,038) $ (1,569,166) $ (1,569,166) $ (537,975) $ (537,975) Ending Unreserved Fund Balance $ (433,038) $ (1,569,166) $ (1,569,166) $ (537,975) $ (537,975) (7) $ - $ (7) $ - $ (104,937) - The Air Quality Grant Fund receives grant revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 250 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Reduced demand for Dust Control Permit/Compliance Vehicle Sales $ 17,952,308 $ (1,013,545) $ (1,013,545) $ (1,013,545) 30,650 (982,895) Subtotal $ $ 19,331,976 FY 2008-09 REVISED BUDGET $ 16,938,763 $ 18,349,081 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 501,888 $ - $ Subtotal $ - $ $ $ 17,440,651 $ $ (41,600) $ (1,538,039) (1,579,639) $ ANNUALIZATION OF FY 2008-09 MID-YEAR ADJUSTMENTS Vehicle Sales FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENT: Cost Reduction Reduction of Health Physicals Reduced demand for Dust Control Permit/Compliance Reduced demand for Small Source Permit/Compliance Subtotal $ OTHER BASE ADJUSTMENTS: Personnel Savings to 3% Salary Adjustment - Employees In Multiple Orgs Allocation In/Out Adjustment County Attorney Retainer $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET (346,260) $ (99,000) (25,045) 331,500 (138,805) $ (30,650) (30,650) 18,318,431 (2,121,562) (29,097) (2,150,659) - $ 15,722,207 $ 16,167,772 $ $ Subtotal $ 1,200,000 417,000 256,000 240,000 75,000 390,000 30,000 2,608,000 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 2,608,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 18,330,207 $ 16,167,772 NON-RECURRING NON-RECURRING 0001 Media/Outreach Campaign Monitoring Capital Equipment Accela Implementation - Carryover Document/Scanning Facility Renovations Consulting/Studies GPS for Vehicles 251 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 10,667,270 $ 6,153,019 $ 6,153,019 $ 8,337,658 $ 4,706,717 Designations: Future Capital Projects Total Designations $ $ 3,000,000 3,000,000 $ $ 2,700,000 2,700,000 $ $ 2,700,000 2,700,000 $ $ 2,700,000 2,700,000 $ $ - Beginning Unreserved/Undesignated Fund Balance $ 7,667,270 $ 3,453,019 $ 3,453,019 $ 5,637,658 $ 4,706,717 $ 13,868,584 13,868,584 $ 19,331,976 19,331,976 $ 18,349,081 83,050 18,432,131 $ 15,589,069 15,589,069 $ 16,167,772 16,167,772 $ $ 15,518,196 3,701,814 19,220,010 $ $ 16,938,763 4,761,707 21,700,470 $ $ 17,952,308 4,761,707 22,714,015 $ $ 16,198,206 16,198,206 $ 15,722,207 2,608,000 18,330,207 Operating Balance $ (2,329,622) $ 1,379,668 $ 1,410,318 $ 70,873 $ 445,565 Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 5,337,658 $ 70,980 $ 184,680 $ 2,006,717 $ 2,544,282 Ending Unreserved Fund Balance $ 8,337,658 $ 2,770,980 $ 2,884,680 $ 4,706,717 $ 2,544,282 Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ 252 $ $ $ Maricopa County Annual Business Strategies FY 2009-10 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 39%, 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 2012. 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. In FY 2008-09 the percentage dropped to 51% due to the significant increase in the number of animals the Department received. 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 20,525 surgeries in FY 2008-09. 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. 253 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 79AC - ANIMAL CONTROL ACEF - ANIMAL CONTROL ENFORCEMENT KPMT - KENNEL PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 3,275,734 3,256,559 19,175 $ 3,154,071 3,138,086 15,985 $ 3,242,435 3,226,450 15,985 $ 3,224,039 3,216,991 7,048 $ 3,295,702 3,279,717 15,985 $ 53,267 53,267 - 1.6% 1.7% 0.0% 79SH - ANIMAL SHELTERING IMPD - IMPOUNDMENT $ 861,317 861,317 $ 803,291 803,291 $ 803,291 803,291 $ 722,802 722,802 $ 730,382 730,382 $ (72,909) (72,909) -9.1% -9.1% 79SN - ANIMAL WELFARE SAFETY NET LCSN - LOW COST SPAY NEUTER $ 957,328 957,328 $ 817,424 817,424 $ 817,424 817,424 $ 1,540,915 1,540,915 $ 1,484,385 1,484,385 $ 666,961 666,961 81.6% 81.6% 79AP - PET ADOPTION CATA - CAT ADOPTION DOGA - DOG ADOPTION $ 1,576,707 135,874 1,440,833 $ 1,193,544 128,012 1,065,532 $ 1,236,464 128,012 1,108,452 $ 1,301,694 111,897 1,189,797 $ 1,317,600 123,581 1,194,019 $ 79PL - PET LICENSING DOGL - DOG LICENSING $ 6,631,011 6,631,011 $ 6,298,504 6,298,504 $ 6,298,504 6,298,504 $ 7,027,983 7,027,983 $ 8,689,805 8,689,805 $ 2,391,301 2,391,301 38.0% 38.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ - $ 135,465 135,465 $ - $ - 0.0% 0.0% TOTAL PROGRAMS $ USES 79AC - ANIMAL CONTROL $ ACEF - ANIMAL CONTROL ENFORCEMENT 13,302,097 $ 12,266,834 $ 12,398,118 $ 13,952,898 $ 15,517,874 $ 3,119,756 25.2% 3,228,475 3,228,475 $ 2,903,883 2,903,883 $ 2,970,575 2,970,575 $ 2,807,970 2,807,970 $ 3,173,363 3,173,363 $ (202,788) (202,788) -6.8% -6.8% 81,136 (4,431) 85,567 6.6% -3.5% 7.7% 79SH - ANIMAL SHELTERING FOST - ANIMAL FOSTERING IMPD - IMPOUNDMENT QUAR - ANIMAL QUARANTINE $ 2,296,277 60,626 2,132,931 102,720 $ 2,392,536 96,037 2,204,927 91,572 $ 2,392,536 96,037 2,204,927 91,572 $ 2,794,212 101,990 2,553,962 138,260 $ 2,892,876 98,543 2,642,375 151,958 $ (500,340) (2,506) (437,448) (60,386) -20.9% -2.6% -19.8% -65.9% 79SN - ANIMAL WELFARE SAFETY NET LCSN - LOW COST SPAY NEUTER $ 906,200 906,200 $ 695,312 695,312 $ 845,312 845,312 $ 1,339,140 1,339,140 $ 1,425,539 1,425,539 $ (580,227) (580,227) -68.6% -68.6% 79AP - PET ADOPTION CATA - CAT ADOPTION DOGA - DOG ADOPTION $ 1,635,598 473,087 1,162,511 $ 2,145,593 571,831 1,573,762 $ 2,188,513 571,831 1,616,682 $ 1,897,924 528,392 1,369,532 $ 2,239,001 647,375 1,591,626 $ (50,488) (75,544) 25,056 -2.3% -13.2% 1.5% 79PL - PET LICENSING DOGL - DOG LICENSING $ 1,386,877 1,386,877 $ 1,353,632 1,353,632 $ 1,353,632 1,353,632 $ 1,765,736 1,765,736 $ 2,464,920 2,464,920 $ (1,111,288) (1,111,288) -82.1% -82.1% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 946,969 26,480 717,960 96,560 51,767 54,202 $ 952,237 102,201 665,323 78,749 51,324 54,640 $ 952,237 102,201 665,323 78,749 51,324 54,640 $ 919,061 64,273 658,562 82,348 53,204 60,674 $ 1,049,722 61,545 779,589 90,311 60,645 57,632 $ (97,485) 40,656 (114,266) (11,562) (9,321) (2,992) -10.2% 39.8% -17.2% -14.7% -18.2% -5.5% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 1,991,230 698,290 1,148,076 144,864 $ 2,043,723 611,990 1,199,011 232,722 $ 2,043,723 611,990 1,199,011 232,722 $ 2,089,871 611,990 1,199,011 278,870 $ 1,993,985 769,740 1,081,585 142,660 $ 49,738 (157,750) 117,426 90,062 2.4% -25.8% 9.8% 38.7% 99IT - INFORMATION TECHNOLOGY DESK - DESKTOP SUPPORT $ 82,975 82,975 $ 76,975 76,975 $ 76,975 76,975 $ 77,130 77,130 $ 77,258 77,258 $ (283) (283) -0.4% -0.4% TOTAL PROGRAMS $ 12,474,601 $ 12,563,891 $ 12,823,503 $ 13,691,044 $ 15,316,664 $ (2,493,161) -19.4% 254 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 6,498,726 6,498,726 $ $ 6,314,489 6,314,489 $ $ 6,314,489 6,314,489 $ $ 7,035,031 7,035,031 $ $ 8,555,790 8,555,790 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 4,968 4,968 $ - $ 15,564 15,564 $ - $ - $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,288,496 2,327,293 5,615,789 $ $ $ $ 3,318,295 1,981,938 5,300,233 $ $ 3,284,666 1,939,587 5,224,253 $ SUBTOTAL $ $ $ $ $ 2,241,301 2,241,301 35.5% 35.5% (15,564) (15,564) 0.0% -100.0% -100.0% $ 52,909 (10,046) 42,863 1.6% -0.5% 0.8% $ $ $ 3,192,586 1,949,064 5,141,650 $ 3,265,386 1,991,984 5,257,370 5,852 5,852 $ $ 2,500 2,500 $ $ 2,500 2,500 $ $ 4,119 4,119 $ $ 4,172 4,172 $ $ 1,672 1,672 66.9% 66.9% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 224,305 952,457 1,176,762 $ $ $ 158,000 1,499,679 1,657,679 $ $ 135,465 1,554,030 1,689,495 $ $ 8,000 800,195 808,195 $ $ 8,000 800,195 808,195 $ 150,000 699,484 849,484 1875.0% 87.4% 105.1% ALL REVENUES $ 13,302,097 $ 12,266,834 $ 12,398,118 $ 13,952,898 $ 15,517,874 $ 3,119,756 25.2% TOTAL SOURCES $ 13,302,097 $ 12,266,834 $ 12,398,118 $ 13,952,898 $ 15,517,874 $ 3,119,756 25.2% FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,878,379 $ 6,199 169,796 1,955,451 61,654 (626,904) 626,904 7,071,479 $ 5,169,992 $ 126,203 197,243 2,000,326 142,198 (483,983) 480,983 7,632,962 $ 5,228,476 $ 126,203 197,243 2,000,326 158,998 (483,983) 459,311 7,686,574 $ 5,357,373 $ 27,266 109,122 2,105,275 147,595 (545,991) 545,995 7,746,635 $ 5,798,911 $ 27,417 187,496 2,256,023 90,980 (418,435) 415,967 8,358,359 $ (570,435) 98,786 9,747 (255,697) 68,018 (65,548) 43,344 (671,785) -10.9% 78.3% 4.9% -12.8% 42.8% 13.5% 9.4% -8.7% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 214,949 $ 381,196 217,096 32,390 (12,102) 12,102 845,631 $ 330,783 $ 312,298 183,566 8,050 (8,604) 8,604 834,697 $ 330,783 $ 462,298 239,566 8,050 (8,604) 8,604 1,040,697 $ 240,191 $ 705,067 190,767 1,260 (28,604) 28,604 1,137,285 $ 276,702 $ 604,869 188,948 1,500 (8,604) 8,604 1,072,019 $ 54,081 (142,571) 50,618 6,550 (31,322) 16.3% -30.8% 21.1% 81.4% 0.0% 0.0% -3.0% SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 823,412 $ 530,304 18,771 67,311 1,206,529 14,195 5,936 153,535 209,218 (33,720) 33,720 3,029,211 $ 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 $ 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 $ 1,004,626 $ 831,430 13,050 66,803 576,405 18,955 4,737 204,412 223,849 (33,720) 33,720 2,944,267 $ 1,221,088 $ 1,290,137 14,676 76,477 464,714 6,000 14,494 343,387 172,639 (33,720) 33,720 3,603,612 $ (511,578) (855,943) 6,900 (36,438) 11,176 2,000 6,200 (269,796) 34,200 (1,613,279) -72.1% -197.1% 32.0% -91.0% 2.3% 25.0% 30.0% -366.6% 16.5% 0.0% 0.0% -81.1% 1,148,076 1,148,076 1,811,001 1,811,001 1,811,001 1,811,001 1,811,001 1,811,001 1,851,325 1,851,325 $ $ (40,324) (40,324) -2.2% -2.2% - $ 412,750 18,599 (3,756) 3,756 431,349 $ (169,750) 33,299 (136,451) 0.0% -69.9% 64.2% 0.0% 0.0% -46.3% (2,493,161) -19.4% 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 $ $ $ 7,369 $ 329,354 43,481 (3,756) 3,756 380,204 $ 12,474,601 $ $ $ - $ 243,000 51,898 (3,756) 3,756 294,898 $ 12,563,891 $ 255 $ $ - $ 243,000 51,898 (3,756) 3,756 294,898 $ 12,823,503 $ $ $ - $ 51,856 (3,756) 3,756 51,856 $ 13,691,044 $ 15,316,664 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Fund and Function FY 2007-08 ACTUAL 572 ANIMAL CONTROL LICENSE SHELTER OPERATING FUND TOTAL SOURCES 573 ANIMAL CONTROL GRANTS OPERATING FUND TOTAL SOURCES 574 ANIMAL CONTROL FIELD OPERATION OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 8,964,310 8,964,310 $ $ 8,207,427 8,207,427 $ $ 8,250,347 8,250,347 $ $ 9,057,993 9,057,993 $ $ 10,649,387 10,649,387 $ $ 2,399,040 2,399,040 29.1% 29.1% $ $ 1,062,053 1,062,053 $ $ 905,336 905,336 $ $ 905,336 905,336 $ $ 1,647,374 1,647,374 $ $ 1,572,785 1,572,785 $ $ 667,449 667,449 73.7% 73.7% $ $ 3,275,734 3,275,734 $ $ 3,154,071 3,154,071 $ $ 3,242,435 3,242,435 $ $ 3,247,531 3,247,531 $ $ 3,295,702 3,295,702 $ $ 53,267 53,267 1.6% 1.6% DEPARTMENT OPERATING TOTAL SOURCES $ 13,302,097 $ 12,266,834 $ 12,398,118 $ 13,952,898 $ 15,517,874 $ 3,119,756 25.2% DEPARTMENT TOTAL SOURCES $ 13,302,097 $ 12,266,834 $ 12,398,118 $ 13,952,898 $ 15,517,874 $ 3,119,756 25.2% FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 360,115 360,115 $ $ 322,919 322,919 $ $ 301,247 301,247 $ $ 257,919 257,919 $ $ 257,903 257,903 $ $ $ 7,601,909 7,601,909 $ 8,156,441 51,000 8,207,441 $ 8,199,361 51,000 8,250,361 $ 8,779,626 8,779,626 $ 9,777,524 187,750 9,965,274 $ 1,055,697 1,055,697 $ 879,460 879,460 $ 879,460 150,000 1,029,460 $ 1,472,753 1,472,753 $ 1,572,785 1,572,785 $ $ $ 3,295,702 225,000 3,520,702 $ $ 3,180,746 3,180,746 $ $ 3,050,435 192,000 3,242,435 $ $ 2,962,071 192,000 3,154,071 $ $ 3,456,880 3,456,880 DEPARTMENT OPERATING TOTAL USES $ 12,474,601 $ 12,320,891 $ 12,430,503 $ 13,691,044 $ 14,903,914 DEPARTMENT NON-RECURRING TOTAL USES $ - $ 243,000 $ 393,000 $ - $ 412,750 DEPARTMENT TOTAL USES $ 12,474,601 $ 12,563,891 $ 12,823,503 $ 13,691,044 $ 15,316,664 FUND TOTAL USES 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON-RECURRING FUND TOTAL USES 573 ANIMAL CONTROL GRANTS OPERATING NON-RECURRING FUND TOTAL USES 574 ANIMAL CONTROL FIELD OPERATION OPERATING NON-RECURRING FUND TOTAL USES $ $ $ $ $ $ $ $ $ $ $ $ 43,344 43,344 14.4% 14.4% (1,578,163) (136,750) (1,714,913) -19.2% -268.1% -20.8% (693,325) 150,000 (543,325) -78.8% 100.0% -52.8% $ (245,267) (33,000) (278,267) -8.0% -17.2% -8.6% $ (2,473,411) -19.9% $ (19,750) -5.0% $ (2,493,161) -19.4% $ $ Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 790 - ANIMAL CARE AND CONTROL ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL ANIMAL CONTROL ANIMAL CONTROL ENFORCEMENT PROGRAM TOTAL ANIMAL SHELTERING ANIMAL FOSTERING ANIMAL QUARANTINE IMPOUNDMENT PROGRAM TOTAL ANIMAL WELFARE SAFETY NET LOW COST SPAY NEUTER PROGRAM TOTAL INFORMATION TECHNOLOGY DESKTOP SUPPORT PROGRAM TOTAL PET ADOPTION CAT ADOPTION DOG ADOPTION PROGRAM TOTAL PET LICENSING DOG LICENSING PROGRAM TOTAL DEPARTMENT TOTAL 1.50 6.00 1.50 1.00 1.00 11.00 1.50 6.00 1.50 1.00 1.00 11.00 1.00 7.00 2.00 1.00 1.00 12.00 1.00 7.00 2.00 1.00 1.00 12.00 (0.50) 1.00 0.50 1.00 -33.33% 16.67% 33.33% 0.00% 0.00% 9.09% - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 - 0.00% 0.00% - 0.00% 0.00% 2.00 1.95 37.05 41.00 2.00 1.95 37.05 41.00 2.00 1.90 36.10 40.00 2.00 1.95 37.05 41.00 - 0.00% 0.00% 0.00% 0.00% .05 .95 1.00 0.00% 2.63% 2.63% 2.50% 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 1.00 1.00 33.33% 33.33% - 0.00% 0.00% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.00% 0.00% - 0.00% 0.00% 11.70 27.30 39.00 11.70 27.30 39.00 11.40 26.60 38.00 11.10 25.90 37.00 (0.60) (1.40) (2.00) -5.13% -5.13% -5.13% (.30) (.70) (1.00) -2.63% -2.63% -2.63% 20.00 20.00 167.00 20.00 20.00 167.00 21.00 21.00 168.00 21.00 21.00 168.00 1.00 1.00 1.00 5.00% 5.00% 0.60% - 0.00% 0.00% 0.00% 256 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 790 - ANIMAL CARE AND CONTROL Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Animal Care Supervisor Animal Care Technician Animal Care Technician - Ld Animal Control Officer Animal Control Sergeant Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Assistant County Manager Chief Veterinarian Communicatn Ofcr/Govt Liaison Deputy Director Director - Animal Care & Ctrl Dispatcher Executive Assistant Finan/Business Analyst - Dept Financial Support Supv - Dept Human Resources Associate Human Resources Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst Procurement Specialist Program Coordinator Trades Generalist Trainer Veterinarian Department Total FY 2008-09 ADOPTED 1.00 1.00 2.00 1.00 4.00 3.00 40.00 3.00 32.00 4.00 3.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 38.00 2.00 1.00 1.00 4.00 1.00 1.00 2.00 167.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 1.00 2.00 1.00 4.00 3.00 40.00 3.00 32.00 4.00 3.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 38.00 2.00 1.00 1.00 4.00 1.00 1.00 2.00 167.00 2.00 2.00 1.00 4.00 1.00 2.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 41.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 168.00 FY 2009-10 ADOPTED 2.00 2.00 1.00 4.00 3.00 39.00 39.00 3.00 1.00 12.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 41.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 168.00 REVISED VS ADOPTED VARIANCE % (1.00) 1.00 (1.00) (3.00) 7.00 (4.00) 5.00 (2.00) 1.00 (1.00) 1.00 (1.00) 1.00 (1.00) (2.00) 3.00 2.00 (3.00) (1.00) 1.00 -100.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -2.50% -100.00% 21.88% -100.00% 0.00% 0.00% 71.43% -100.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% -100.00% 0.00% -100.00% -100.00% 7.89% 0.00% 0.00% 0.00% 0.00% -75.00% 0.00% -100.00% 0.00% 0.60% FORECAST VS ADOPTED VARIANCE % (1.00) 1.00 - 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 790 - ANIMAL CARE AND CONTROL 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS 574 - ANIMAL CONTROL FIELD OPERATION DEPARTMENT TOTAL FY 2008-09 ADOPTED 109.00 6.00 52.00 167.00 FY 2008-09 REVISED FY 2008-09 FORECAST 109.00 6.00 52.00 167.00 110.00 6.00 52.00 168.00 FY 2009-10 ADOPTED 110.00 6.00 52.00 168.00 REVISED VS ADOPTED VARIANCE % 1.00 1.00 0.92% 0.00% 0.00% 0.60% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% 0.00% 0.00% General Adjustments Budget Balancing: $2,399,040 increase in revenue and $1,578,163 increase in expenditures in Animal Control License Shelter Fund (572) for automating a large number of Billing Notice Certificates (BNC) processed from veterinary records. Donations: $667,449 increase in revenue and expenditures due to sustained increase in donations from Friends of Animal Care and Control (FACC’s), corporations and individuals. Inter-Governmental Agreements: $53,267 revenue and expenditure increase due to a 5% increase in costs shared with cities, towns and districts that utilize County Animal Care and Control services. Structural Balance: Expenditure increases in operating authority in the Animal Control Field Operation Fund (574) for full expenditure of revenues received from Inter-Governmental Agreements and donations. Vehicles: Fund balance usage for the replacement and procurement of vehicles during FY 2009-10. 257 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control 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 Measure Description Percent of bite cases responded to FY 2008 Actual 81.4% FY 2009 Revised 74.7% Activities that comprise this program include: • Animal Control Enforcement • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 71.4% (3.2%) -4.3% Kennel Permit 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. 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 2008 Actual 81.4% 5,172 48,449 51,202 66.64 $ FY 2009 Revised 74.7% 7,746 52,580 54,104 56.50 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 71.4% (3.2%) -4.3% 5,600 (2,146) -27.7% 39,000 (13,580) -25.8% 41,000 (13,104) -24.2% 81.37 $ (24.87) -44.0% 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ $ 3,256,559 $ 3,256,559 $ 3,226,450 $ 3,226,450 $ 3,279,717 $ 3,279,717 $ 53,267 53,267 1.7% 1.7% 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION TOTAL USES $ 308,770 $ 2,919,705 3,228,475 $ 237,563 $ 2,733,012 2,970,575 $ 194,219 $ 2,979,144 3,173,363 $ 43,344 (246,132) (202,788) 18.2% -9.0% -6.8% Expenditure $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting the level of service agreed to by the cities and towns by their intergovernmental agreements. The expenditure authority increase is a result of the County-wide salary savings budgeted at 3%. 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. 258 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Output Demand Revenue Measure Description FY 2008 Actual Number of kennel permits issued. Number of kennel permit applications. 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES Department Strategic Plans and Budgets Animal Care and Control FY 2009 Revised 36 57 $ $ 19,175 19,175 FY 2010 Adopted 36 46 $ $ 15,985 15,985 $ $ Variance % Variance Revised - Adopted Revised - Adopted 38 2 5.6% 55 9 19.6% 15,985 $ 15,985 $ - 0.0% 0.0% Activity Narrative: The FY 2009-10 budget reflects the revenue and permits expected to be issued for kenneling businesses within the County. These permits allow kennel owners to have multiple dogs without licensing each individual dog. Inspection of kennels are done in routing inspections by the Animal Control Officers in the field. Pet Adoption Program The purpose of the Pet Adoption Program is to provide healthy and treatable/ manageable animals to the people of Maricopa County so that there will be a reduction in euthanasia of sheltered animals and the creation of life-long human/ animal bonds. Activities that comprise this program include: • Cat Adoption • Dog Adoption Cat Adoption 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. 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 2008 Actual 4,813 FY 2009 Revised 4,790 9,184 9,307 98.29 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 6,386 1,596 33.3% 13,650 119.38 $ 101.37 $ 4,343 46.7% 18.01 15.1% 122,681 $ 900 123,581 $ (5,331) 900 (4,431) -4.2% 0.0% -3.5% 647,375 $ 647,375 $ (75,544) (75,544) -13.2% 0.0% -13.2% Revenue 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL USES $ $ 133,092 2,782 135,874 $ 464,672 8,415 473,087 $ $ 128,012 128,012 $ 571,831 571,831 $ $ Expenditure $ $ $ Activity Narrative: The FY 2009-10 budget supports the Department in adopting 46.7% of the treatable or manageable cats in the shelter population. The percentage is down from the FY 2008-09 Revised budget of 51.5% due to the significant increase in the number of cats being introduced to the shelter population. 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. 259 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control 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. Measure Type Output Demand Efficiency Revenue 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 2008 Actual 14,658 FY 2009 Revised 12,870 23,598 27,432 $ 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS TOTAL USES $ $ 79.31 $ 1,338,890 101,943 1,440,833 $ 1,142,882 19,629 1,162,511 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 16,710 3,840 29.8% 29,555 125.62 $ $ 1,020,540 87,912 1,108,452 $ 1,616,682 1,616,682 $ $ 95.25 $ 2,123 7.7% 30.37 24.2% 1,106,519 $ 87,500 1,194,019 $ 85,979 (412) 85,567 8.4% -0.5% 7.7% 1,591,626 $ 1,591,626 $ 25,056 25,056 1.5% 0.0% 1.5% Expenditure $ $ $ Activity Narrative: The FY 2009-10 budget supports the Department in adopting 56.5% of the treatable or manageable dogs in the shelter population. The percentage is up from the FY 2008-09 Revised budget to 51.5% due to continued good relations with fostering and New Hope programs. 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 Measure Description Percent of dog licenses issued within two weeks of application/renewal Percent of dog licenses issued FY 2008 Actual 85.3% FY 2009 Revised 94.0% 86.9% 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 6.0% 6.4% 87.7% (12.3%) -12.3% Activities that comprise this program include: • Dog Licensing Dog Licensing Activity The purpose of the Dog Licensing Activity is to provide dog licensing to 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. Measure Type Result Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 85.3% FY 2009 Revised 94.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 6.0% 6.4% Percent of dog licenses issued within two weeks of application/renewal Percent of dog licenses issued Number of dog licenses issued Population of dogs in Maricopa County Cost per dog license issued $ 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ $ 6,631,011 6,631,011 $ $ 6,298,504 6,298,504 $ $ 8,689,805 $ 8,689,805 $ 2,391,301 2,391,301 38.0% 38.0% 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ 1,386,877 1,386,877 $ $ 1,353,632 1,353,632 $ $ 2,464,920 $ 2,464,920 $ (1,111,288) (1,111,288) -82.1% -82.1% 86.9% 297,267 851,841 4.67 $ 100.0% 280,766 877,395 4.82 $ 87.7% 331,424 903,717 7.44 $ (12.3%) 50,658 26,322 (2.62) -12.3% 18.0% 3.0% -54.3% Expenditure 260 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Activity Narrative: The FY 2009-10 budget supports the Department in increasing the number of dogs that are licensed in Maricopa County. The Department has instituted an automated system for processing the information that comes in from veterinarians, allowing the Department to notify dog owners of their legal responsibility to license their dog. The additional licenses that are processed along with the additional cost of processing and mailing the license information is reflected in the FY 2009-10 revenue and expenditures. 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 Measure Description Percnet of number of adoptable shelter animals needing foster care FY 2008 Actual 17.2% FY 2009 Revised 53.0% Activities that comprise this program include: • Fostering • Impoundment FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.5% 22.5% 42.5% • 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. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of adoptable shelter animals needing foster care Number of animals fostered Number of adoptable shelter animals needing foster care Cost per animal fostered $ 573 - ANIMAL CONTROL GRANTS TOTAL USES $ $ FY 2008 Actual 17.2% FY 2009 Revised 53.0% 3,901 19,296 1,570 17,198 4,681 29,631 3,111 12,433 198.2% 72.3% 15.54 $ 61.17 $ 21.05 $ 40.12 65.6% (2,506) (2,506) -2.6% -2.6% 60,626 60,626 $ $ 96,037 96,037 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.5% 22.5% 42.5% $ $ 98,543 $ 98,543 $ Activity Narrative: The FY 2009-10 budget supports the Department in continuing fostering services to animals that require an extra measure of care in order to become adoptable. The number of animals requiring foster care is expected to increase due to the general increase in shelter population as well as the trend in animal abandonment which, in most cases, requires the animals to regain health before being adopted. 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. 261 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control 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. Measure Type Output Demand Efficiency Revenue Measure Description Number of animals impounded at MCACC facilities Population of dogs and cats in Maricopa County FY 2008 Actual 56,086 FY 2009 Revised 56,563 1,777,198 1,885,428 Cost per animal impounded $ 38.03 $ 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ $ 861,317 861,317 $ $ 803,291 803,291 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ 2,132,931 2,132,931 $ $ 2,204,927 2,204,927 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 57,000 437 0.8% 1,941,990 56,562 3.0% 46.36 $ (7.38) -18.9% $ $ 730,382 $ 730,382 $ (72,909) (72,909) -9.1% -9.1% $ $ 2,642,375 $ 2,642,375 $ (437,448) (437,448) -19.8% -19.8% 38.98 $ Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand for impounding animals with a slight increase in need for impoundment services. Quarantine Activity The purpose of the Quarantine Activity is to monitor the health of animals so that determinations may be made as to whether the animals are asymptomatic for rabies or not. Mandates: A.R.S. § 11-1014 establishes the quarantine requirements of biting animals. 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 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ FY 2008 Actual 1,755 FY 2009 Revised 2,100 5,128 5,400 58.53 $ 102,720 102,720 $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 1,236 (864) -41.1% 5,367 43.61 $ 91,572 91,572 $ $ (33) -0.6% 122.94 $ (79.34) -181.9% 151,958 $ 151,958 $ (60,386) (60,386) -65.9% -65.9% Activity Narrative: The FY 2009-10 supports the Department in quarantining all animals that need to be quarantined at Maricopa County facilities. Many animals are quarantined in homes or in veterinarian offices. Animal Welfare Safety Net Program The purpose of the Animal Welfare Safety Net Program is to provide low-cost medical, behavioral, and animal care services to the people of Maricopa County so that there may be a decrease in animal overpopulation, an increase in life-long relationships with people and their pets, and an increased knowledge as to the benefits of the human/animal period. Activities that comprise this program include: • Low-Cost Spay/Neuter Low-Cost Spay/Neuter Activity The purpose of the Low-Cost Spay/Neuter Activity is to provide assistance to low-income residents for the spay/neuter of their pets so that the pet population will not increase and owners will not have to surrender pet offspring to our facilities. Mandates: Not a mandated activity. 262 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 $ Department Strategic Plans and Budgets Animal Care and Control FY 2008 Actual 11,777 640,680 FY 2009 Revised 10,260 622,271 76.95 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 17,436 7,176 69.9% 248,575 (373,696) -60.1% 82.39 $ 81.76 $ 0.63 0.8% 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ $ 957,328 957,328 $ $ 817,424 817,424 $ $ 1,484,385 $ 1,484,385 $ 666,961 666,961 81.6% 81.6% 573 - ANIMAL CONTROL GRANTS TOTAL USES $ $ 906,200 906,200 $ $ 845,312 845,312 $ $ 1,425,539 $ 1,425,539 $ (580,227) (580,227) -68.6% -68.6% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in providing no cost spay/neuter services to low-income residents. The increase in revenue and expenditures is reflective of the increased donations that fund the vouchers and the increase in the number of vouchers provided. Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET BUDGET BALANCING ADJUSTMENTS: Service Reduction Eliminate Low Priority Area Checks $ $ Subtotal $ 322,919 $ - (21,672) $ (21,672) $ - FY 2008-09 REVISED BUDGET $ 301,247 $ - FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Service Reduction Eliminate Low Priority Area Checks $ 301,247 $ - (43,344) $ (43,344) $ - $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 257,903 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 257,903 $ - 263 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 8,156,441 $ 8,207,427 $ Subtotal $ 42,920 42,920 $ $ 42,920 42,920 FY 2008-09 REVISED BUDGET $ 8,199,361 $ 8,250,347 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 422,743 $ - FY 2009-10 BUDGET TARGET $ 8,622,104 $ 8,250,347 $ Subtotal $ 1,155,420 1,155,420 $ $ 1,100,791 1,100,791 $ 9,777,524 $ 10,649,387 $ Subtotal $ 187,750 187,750 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 187,750 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 9,965,274 $ 10,649,387 MID-YEAR ADJUSTMENTS: Salt River Indian Community IGA - Shelter (C-79-09-003-3-00) BASE ADJUSTMENTS: BUDGET BALANCING Revenue Billing Notice Copies Automation Licensing FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-RECURRING 0001 Vehicle Purchase Animal Control License/Shelter Fund (572) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 2,214,280 $ 3,175,841 $ 3,175,841 $ 3,576,701 $ 3,855,068 Beginning Unreserved/Undesignated Fund Balance $ 2,214,280 $ 3,175,841 $ 3,175,841 $ 3,576,701 $ 3,855,068 Sources: Operating Total Sources: $ $ 8,964,310 8,964,310 $ $ 8,207,427 8,207,427 $ $ 8,250,347 8,250,347 $ $ 9,057,993 9,057,993 $ $ 10,649,387 10,649,387 $ $ $ $ 8,779,626 8,779,626 $ $ 8,199,361 51,000 8,250,361 $ $ 8,156,441 51,000 8,207,441 $ 9,777,524 187,750 9,965,274 Uses: Operating Non Recurring Non Project Total Uses: $ 7,601,909 7,601,909 Operating Balance $ 1,362,401 $ 50,986 $ 50,986 $ 278,367 $ 871,863 Accounting Adjustments $ 20 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 3,576,701 $ 3,175,827 $ 3,175,827 $ 3,855,068 $ 4,539,181 Ending Unreserved Fund Balance $ 3,576,701 $ 3,175,827 $ 3,175,827 $ 3,855,068 $ 4,539,181 264 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 879,460 $ 905,336 FY 2008-09 REVISED BUDGET $ 879,460 $ 905,336 FY 2009-10 BUDGET TARGET $ 879,460 $ 905,336 $ Subtotal $ 693,325 693,325 $ $ 667,449 667,449 FY 2009-10 ADOPTED OPERATING BUDGET $ 1,572,785 $ 1,572,785 FY 2009-10 TOTAL ADOPTED BUDGET $ 1,572,785 $ 1,572,785 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS: Increased Donations Animal Control Donations Fund (573) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 519,718 $ 558,461 $ 558,461 $ 526,078 $ 700,699 Beginning Unreserved/Undesignated Fund Balance $ 519,718 $ 558,461 $ 558,461 $ 526,078 $ 700,699 Sources: Operating Total Sources: $ $ 1,062,053 1,062,053 $ $ 905,336 905,336 $ $ 905,336 905,336 $ $ 1,647,374 1,647,374 $ $ 1,572,785 1,572,785 $ $ $ $ 1,472,753 1,472,753 $ $ 879,460 150,000 1,029,460 $ $ 879,460 879,460 $ 1,572,785 1,572,785 Uses: Operating Non Recurring Non Project Total Uses: $ 1,055,697 1,055,697 Operating Balance $ 6,356 $ 25,876 $ 25,876 $ 174,621 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 526,078 $ 584,337 $ 434,337 $ 700,699 $ 700,699 Ending Unreserved Fund Balance $ 526,078 $ 584,337 $ 434,337 $ 700,699 $ 700,699 265 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Salt River Indian Community IGA - Field (C-79-09-004-3-00) Buckeye Animal Field Control IGA (C-79-09-004-3-00) Tolleson Animal Field Control IGA (C-79-09-016-3-00) FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Revenue Intergovernmental Agreements Increase OTHER BASE ADJUSTMENTS Structural Balance $ 2,962,071 $ 3,154,071 $ $ Subtotal $ 15,564 56,000 16,800 88,364 $ 15,564 56,000 16,800 88,364 $ 3,050,435 $ 3,242,435 $ 203,771 $ - $ 3,254,206 $ 3,242,435 $ Subtotal $ 53,267 53,267 $ $ 53,267 53,267 (11,771) $ (11,771) $ - $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 3,295,702 $ 3,295,702 $ Subtotal $ 225,000 225,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 225,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 3,520,702 $ 3,295,702 NON-RECURRING NON-RECURRING 0001 Vehicle Purchases 266 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 984,725 $ 749,813 $ 749,813 $ 803,608 $ 870,393 Beginning Unreserved/Undesignated Fund Balance $ 984,725 $ 749,813 $ 749,813 $ 803,608 $ 870,393 Sources: Operating Total Sources: $ $ 3,275,734 3,275,734 $ $ 3,154,071 3,154,071 $ $ 3,242,435 3,242,435 $ $ 3,247,531 3,247,531 $ $ 3,295,702 3,295,702 $ 3,456,880 3,456,880 $ $ $ 3,180,746 3,180,746 $ $ 3,050,435 192,000 3,242,435 $ $ 2,962,071 192,000 3,154,071 $ 3,295,702 225,000 3,520,702 (181,146) $ 192,000 $ 192,000 $ 66,785 $ - Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ Accounting Adjustments $ 29 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 803,608 $ 749,813 $ 749,813 $ 870,393 $ 645,393 Ending Unreserved Fund Balance $ 803,608 $ 749,813 $ 749,813 $ 870,393 $ 645,393 267 Maricopa County Annual Business Strategies FY 2009-10 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 March 30, 2009, operate with new office Computer Assisted Mass Appraisal software with improved GIS functionality and improved sketch programs. Status: The Department implemented the Appeals module of the system in FY 2008-09. The remaining modules are being researched and are planned to move forward in 2009-10. • 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 reduction of paper documents is tied closely to the implementation of the Computer Assisted Mass Appraisal software. The Appeals module has already had a significant impact on the increase in electronic files and reduction in paper files. The Draw Client, when implemented, will have the largest impact on paper document storage. 268 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Assessor Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 12PA - PROPERTY ASSESSMENT CUST - CUSTOMER SERVICE $ TOTAL PROGRAMS $ USES 12PA - PROPERTY ASSESSMENT $ CUST - CUSTOMER SERVICE MOBI - MOBILE HOMES PERS - PERSONAL PROP CHARACTERISTICS REAL - REAL PROPERTY CHARACTERISTICS FY 2008-09 ADOPTED 199,809 $ 199,809 FY 2008-09 REVISED 150,000 $ 150,000 FY 2008-09 FORECAST 150,000 $ 150,000 FY 2009-10 ADOPTED 97,472 97,472 $ ADOPTED VS REVISED VARIANCE % 150,000 150,000 $ - 0.0% 0.0% 199,809 $ 150,000 $ 150,000 $ 97,472 $ 150,000 $ - 0.0% 20,005,368 $ 2,510,732 732,123 1,468,063 15,294,450 20,827,453 $ 2,641,877 707,052 1,587,851 15,890,673 19,986,069 $ 2,527,049 692,460 1,587,851 15,178,709 19,666,715 2,507,913 701,192 1,453,598 15,004,012 $ 18,879,774 2,360,993 691,279 1,317,037 14,510,465 $ 1,106,295 166,056 1,181 270,814 668,244 5.5% 6.6% 0.2% 17.1% 4.4% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 1,233,992 $ 64,382 681,979 63,212 345,774 77,847 798 1,129,812 $ 38,519 624,810 38,519 354,052 70,712 3,200 1,112,172 $ 38,519 624,810 38,519 336,412 70,712 3,200 1,160,257 40,603 647,573 41,160 356,544 74,377 - $ 1,122,975 37,597 646,351 37,597 334,080 67,350 - $ (10,803) 922 (21,541) 922 2,332 3,362 3,200 -1.0% 2.4% -3.4% 2.4% 0.7% 4.8% 100.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 95,400 $ 95,400 95,400 $ 95,400 95,400 $ 95,400 78,376 78,376 $ 51,085 51,085 $ 44,315 44,315 46.5% 46.5% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP $ 2,958,062 $ 1,368,300 585,546 472,690 531,526 2,870,637 $ 1,208,836 460,031 590,052 611,718 2,870,637 $ 1,208,836 460,031 590,052 611,718 2,978,534 1,378,967 451,311 578,415 569,841 $ 2,762,709 1,336,421 520,617 410,484 495,187 $ 107,928 (127,585) (60,586) 179,568 116,531 3.8% -10.6% -13.2% 30.4% 19.0% TOTAL PROGRAMS $ 24,292,822 $ 24,923,302 $ 24,064,278 $ 23,883,882 $ 22,816,543 $ 1,247,735 5.2% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 199,809 199,809 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 97,472 97,472 $ $ 150,000 150,000 $ - 0.0% 0.0% TOTAL SOURCES $ 199,809 $ 150,000 $ 150,000 $ 97,472 $ 150,000 $ - 0.0% FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 15,772,381 $ 155,934 112,472 5,176,285 139,332 (21,030) 21,335,374 $ 16,554,320 $ 60,768 94,522 5,369,354 145,000 (258,096) 21,965,868 $ 15,695,296 $ 60,768 94,522 5,369,354 145,000 (258,096) 21,106,844 $ 15,659,754 $ 63,665 102,241 5,234,556 46,400 (106,707) 20,999,909 $ $ 573,495 1,200 5,800 580,495 $ 573,495 1,200 5,800 580,495 $ 572,562 6,199 578,761 $ SUBTOTAL $ 606,666 5,645 612,311 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 $ 4,223 576,433 710,673 54,044 42,479 207,227 66,675 524,820 37,953 2,224,527 $ 9,100 510,905 687,600 51,600 35,200 223,640 53,920 487,796 40,000 2,099,761 $ 9,100 510,905 687,600 51,600 35,200 223,640 53,920 487,796 40,000 2,099,761 $ 42,727 477,260 682,974 51,586 33,769 213,829 51,548 512,963 41,503 2,108,159 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ $ $ $ SUBTOTAL $ 7,067 113,543 120,610 TOTAL USES $ 24,292,822 $ $ $ $ 277,178 277,178 $ 24,923,302 $ $ $ $ 277,178 277,178 $ 24,064,278 269 $ $ $ $ 8,600 188,453 197,053 $ 23,883,882 ADOPTED VS REVISED VARIANCE % 15,183,876 28,042 36,152 4,986,161 29,896 20,264,127 $ 549,883 6,000 555,883 $ 4,500 479,700 577,127 51,900 59,200 209,543 47,700 505,000 34,000 1,968,670 $ $ $ $ 511,420 32,726 58,370 383,193 115,104 (258,096) 842,717 3.3% 53.9% 61.8% 7.1% 79.4% 100.0% 4.0% 23,612 1,200 (200) 24,612 4.1% 100.0% -3.4% 4.2% 4,600 31,205 110,473 (300) (24,000) 14,097 6,220 (17,204) 6,000 131,091 50.5% 6.1% 16.1% -0.6% -68.2% 6.3% 11.5% -3.5% 15.0% 6.2% 0.0% 89.9% 89.9% 5.2% $ $ 27,863 27,863 $ 249,315 249,315 $ 22,816,543 $ 1,247,735 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Assessor Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL SOURCES $ 199,809 199,809 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 97,472 97,472 $ $ 150,000 150,000 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ 199,809 $ 150,000 $ 150,000 $ 97,472 $ 150,000 $ - 0.0% DEPARTMENT TOTAL SOURCES $ 199,809 $ 150,000 $ 150,000 $ 97,472 $ 150,000 $ - 0.0% FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 24,292,822 24,292,822 FY 2008-09 ADOPTED $ $ 24,923,302 24,923,302 FY 2008-09 REVISED $ $ FY 2008-09 FORECAST 24,064,278 24,064,278 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 23,883,882 23,883,882 $ $ 22,816,543 22,816,543 $ $ 1,247,735 1,247,735 5.2% 5.2% DEPARTMENT OPERATING TOTAL USES $ 24,292,822 $ 24,923,302 $ 24,064,278 $ 23,883,882 $ 22,816,543 $ 1,247,735 5.2% DEPARTMENT TOTAL USES $ 24,292,822 $ 24,923,302 $ 24,064,278 $ 23,883,882 $ 22,816,543 $ 1,247,735 5.2% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 120 - ASSESSOR ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP PROGRAM TOTAL PROPERTY ASSESSMENT CUSTOMER SERVICE MOBILE HOMES PERSONAL PROP CHARACTERISTICS REAL PROPERTY CHARACTERISTICS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.50 5.00 0.50 5.00 1.00 12.00 0.50 5.00 0.50 5.00 1.00 12.00 0.50 5.00 0.50 5.00 1.00 12.00 0.50 5.00 0.50 4.00 1.00 11.00 (1.00) (1.00) 0.00% 0.00% 0.00% -20.00% 0.00% -8.33% (1.00) (1.00) 0.00% 0.00% 0.00% -20.00% 0.00% -8.33% 13.50 5.50 4.50 5.00 28.50 13.50 5.50 4.50 5.00 28.50 13.50 5.50 4.50 5.00 28.50 13.50 6.50 4.50 4.00 28.50 1.00 (1.00) - 0.00% 18.18% 0.00% -20.00% 0.00% 1.00 (1.00) - 0.00% 18.18% 0.00% -20.00% 0.00% 51.50 13.00 23.00 233.00 320.50 361.00 51.50 13.00 23.00 233.00 320.50 361.00 51.50 13.00 22.00 232.00 318.50 359.00 46.50 12.00 20.00 204.00 282.50 322.00 (5.00) (1.00) (3.00) (29.00) (38.00) (39.00) -9.71% -7.69% -13.04% -12.45% -11.86% -10.80% (5.00) (1.00) (2.00) (28.00) (36.00) (37.00) -9.71% -7.69% -9.09% -12.07% -11.30% -10.31% 270 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 120 - ASSESSOR Accountant Applications Development Mgr Appraiser Appraiser Manager Appraiser Supervisor Business/Systems Analyst CAMA Manager Chief Deputy - Assessor Communicatn Ofcr/Govt Liaison Computer Operator Computer Operator - Sr/Ld Database Administrator Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director Elected Executive Assistant Financial Support Supv - Dept GIS Programmer/Analyst GIS Technician Human Resources Analyst Human Resources Specialist Human Resources Supervisor IT Senior Manager Management Analyst Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Regression Modeler Risk Mgmt Supervisor Systems Admin & Analysis Supv Technical Support Mgr Web Designer/Developer-Sr/Ld Department Total FY 2008-09 ADOPTED 5.00 1.00 148.00 9.00 19.00 1.00 2.00 1.00 1.00 3.00 2.00 8.00 6.00 84.00 1.00 1.00 2.00 2.00 3.00 27.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 361.00 FY 2008-09 REVISED FY 2008-09 FORECAST 5.00 1.00 148.00 9.00 19.00 1.00 2.00 1.00 1.00 3.00 2.00 8.00 6.00 84.00 1.00 1.00 2.00 2.00 3.00 27.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 361.00 FY 2009-10 ADOPTED 5.00 1.00 147.00 6.00 20.00 1.00 1.00 1.00 1.00 3.00 2.00 8.00 6.00 84.00 1.00 1.00 2.00 2.00 3.00 23.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 2.00 1.00 1.00 1.00 359.00 5.00 1.00 127.00 8.00 18.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 8.00 6.00 76.00 1.00 1.00 2.00 2.00 2.00 18.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 3.00 1.00 5.00 4.00 1.00 7.00 1.00 1.00 1.00 1.00 322.00 REVISED VS ADOPTED VARIANCE % (21.00) (1.00) (1.00) (1.00) 1.00 (8.00) (1.00) (9.00) (1.00) 1.00 1.00 1.00 (39.00) 0.00% 0.00% -14.19% -11.11% -5.26% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -9.52% 0.00% 0.00% 0.00% 0.00% -33.33% -33.33% 0.00% -100.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -10.80% FORECAST VS ADOPTED VARIANCE % (20.00) 2.00 (2.00) 1.00 (8.00) (1.00) (5.00) (1.00) (2.00) (1.00) (37.00) 0.00% 0.00% -13.61% 33.33% -10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -9.52% 0.00% 0.00% 0.00% 0.00% -33.33% -21.74% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% -10.31% Staffing by Fund FULL TIME EQUIVALENT (FTE) 120 - ASSESSOR 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 361.00 361.00 FY 2008-09 REVISED FY 2008-09 FORECAST 361.00 361.00 359.00 359.00 FY 2009-10 ADOPTED 322.00 322.00 REVISED VS ADOPTED VARIANCE % (39.00) (39.00) -10.80% -10.80% FORECAST VS ADOPTED VARIANCE % (37.00) (37.00) -10.31% -10.31% General Adjustments Budget Balancing: Thirty-five vacant positions are eliminated. Post-Retirement Health Enhancement Program: Reduction of $177,214 including one vacant position due to retirements. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This is resulting in an operating savings of $160,261. 271 Maricopa County Annual Business Strategies FY 2009-10 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 2008 Actual 100.0% FY 2009 Revised 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 valued fairly and equitably. 100.0% 30.0% 100.0% 7.0% 100.0% 32.0% 0.0% 25.0% 0.0% 357.2% 98.0% 100.0% 99.0% (1.0%) -1.0% 99.5% 98.8% 97.4% (1.4%) -1.4% Activities that comprise this program include: • Customer Service • Business Personal Property Assessment • • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.5% 0.5% Mobile Home Property Assessment 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of public and other government agencies that rate our quality customer service as "satisfied" or better. Number of property owners served Number of property owners demanding service Cost per customer served $ FY 2008 Actual 100.0% FY 2009 Revised 99.5% 609,036 609,036 690,550 690,550 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.5% 0.5% 550,000 550,000 4.12 $ 3.66 $ 4.29 $ (140,550) (140,550) -25.6% -25.6% (0.63) -17.3% 100 - GENERAL TOTAL SOURCES $ $ 199,809 $ 199,809 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 2,510,732 $ 2,510,732 $ 2,527,049 $ 2,527,049 $ 2,360,993 $ 2,360,993 $ 166,056 166,056 6.6% 6.6% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand is expected to decrease as the downturn in the economy continues resulting in fewer property owners demanding services of the Assessor. The expenditure decrease is due to the reduction of positions in this activity. 272 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% 120,484 120,484 121,811 121,811 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Percent of mobile home assessments completed Number of mobile homes assessed Number of mobile homes to be assessed Cost per mobile home assessment $ 6.08 $ 5.68 $ 5.71 $ 100 - GENERAL TOTAL USES $ $ 732,123 $ 732,123 $ 692,460 $ 692,460 $ 691,279 $ 691,279 $ 121,000 121,000 (811) (811) -0.7% -0.7% (0.03) -0.5% 1,181 1,181 0.2% 0.2% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand for mobile homes assessments is expected to be similar to the demand experienced in FY 2007-08. 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of Business Personal Property accounts valued fairly and equitably. Percent of Business Personal Property accounts where taxpayers EFiled. Number of Notices of Value processed Number of Notices of Value to be processed Cost per Business Personal Property $ Notice of Value processed FY 2008 Actual 98.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% (1.0%) -1.0% 30.0% 7.0% 32.0% 25.0% 78.1% 55,315 51,660 51,600 (60) -0.1% 55,313 51,660 51,600 (60) -0.1% 26.54 $ 30.74 $ 25.52 $ 5.21 17.0% 1,468,063 $ 1,468,063 $ 1,587,851 $ 1,587,851 $ 1,317,037 $ 1,317,037 $ 270,814 270,814 17.1% 17.1% Expenditure 100 - GENERAL TOTAL USES $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand is expected to decrease slightly as the downturn in the economy continues. The expenditure decrease is reflective of a reduction in personnel services. 273 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Assessor 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 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. Measure Type Result Output Demand Efficiency Measure Description Percent of Real Property valued fairly and equitably. Number of Real Property service requests completed Number of Real Property service requests received Cost per real property service requests $ completed FY 2008 Actual 99.5% FY 2009 Revised 98.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 97.4% (1.4%) -1.5% 1,509,545 1,552,716 1,630,154 77,438 4.8% 1,525,245 1,576,285 1,678,847 102,562 6.1% 10.13 $ 9.78 $ 8.90 $ 0.87 8.9% 15,294,450 $ 15,294,450 $ 15,178,709 $ 15,178,709 $ 14,510,465 $ 14,510,465 $ 668,244 668,244 4.4% 4.4% Expenditure 100 - GENERAL TOTAL USES $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 97% of the demand. Demand is expected to increase because the assessed value of property lags behind the market value of property by approximately two years. The dramatic downturn in the market prices of property combined with the lag in assessed valuation will increase the number of appeals handled in this activity. The decrease in the percentage of properties valued is due to a significant in crease in demand coupled with reduced resources. However, the department will be valuating more properties (output increase) than previous years with fewer resources. The department will utilize temporary staff to assist in handling the expected increase in demand. Expenditure decrease is due to the inactivation of vacant positions in this activity. 274 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Assessor Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET BUDGET BALANCING Vacancies Eliminate 21 Vacant Real Property Positions Eliminate 7 Vacant GIS Positions Eliminate 1 Vacant Human Resources Position Eliminate 3 Vacant Customer Service Positions Eliminate 1 Vacant Mobile Home Position Eliminate 1 Vacant Appraiser Eliminate 1 Vacant CAMA Manager Position $ $ Subtotal $ FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Vacancies Eliminate 21 Vacant Real Property Positions Eliminate 7 Vacant GIS Positions Eliminate 1 Vacant Human Resources Position Eliminate 3 Vacant Customer Service Positions Eliminate 1 Vacant Mobile Home Position Eliminate 1 Vacant Appraiser Eliminate 1 Vacant CAMA Manager Position 150,000 (522,145) $ (139,121) (17,642) (114,829) (14,590) (15,239) (35,458) (859,024) $ - 24,064,278 $ 150,000 $ 381,225 $ - $ Subtotal $ 5,626 5,626 $ $ - $ 24,451,129 $ 150,000 $ (854,815) $ (278,243) (35,284) (47,981) (29,180) (35,557) (82,736) (1,363,796) $ - (150,610) $ (9,651) (160,261) $ - (177,214) $ 66,685 (110,529) $ - $ Subtotal $ OTHER BASE ADJUSTMENTS Post-Retirement Health Enhancement Savings Personnel Savings to 3% $ $ Subtotal $ Pay Off Capital Leases and Other Debt 08-Desktop Refresh Program 08-Laptop Refresh Program 24,923,302 $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 22,816,543 $ 150,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 22,816,543 $ 150,000 275 Maricopa County Annual Business Strategies FY 2009-10 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. Strategic Goals Not Applicable Uses by Program and Activity FY 2007-08 ACTUAL USES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 360,165 360,165 $ 372,646 372,646 $ 372,646 372,646 $ 356,784 356,784 $ $ - $ - $ - $ 1,560 1,560 $ TOTAL PROGRAMS $ 360,165 $ 372,646 $ 372,646 $ 358,344 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES ADOPTED VS REVISED VARIANCE % 346,428 346,428 $ 26,218 26,218 7.0% 7.0% - $ - - 0.0% 0.0% 26,218 7.0% 346,428 $ Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 256,883 77,096 333,979 $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES CAPITAL 0950 - DEBT SERVICE FY 2008-09 ADOPTED $ FY 2008-09 REVISED $ 259,991 83,886 343,877 3,551 3,551 $ $ 10,076 3,059 404 8,686 158 22,383 $ $ SUBTOTAL $ TOTAL USES $ $ $ 259,991 83,886 343,877 5,988 5,988 $ $ $ $ 2,178 10,441 7,738 1,200 21,557 252 252 $ $ 360,165 $ FY 2008-09 FORECAST $ 255,992 79,334 335,326 5,988 5,988 $ $ $ $ 2,178 10,441 7,738 1,200 21,557 1,224 1,224 $ $ 372,646 $ 276 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 258,869 78,379 5,252 342,500 4,061 4,061 $ $ $ $ 3,364 5,083 1,846 7,051 413 17,757 1,224 1,224 $ $ 372,646 $ $ $ 1,122 5,507 (5,252) 1,377 0.4% 6.6% 0.0% 0.4% 1,838 1,838 $ $ 4,150 4,150 69.3% 69.3% $ $ 770 1,200 120 2,090 $ 1,408 9,241 7,738 1,080 19,467 64.6% 88.5% 100.0% 0.0% 90.0% 90.3% 1,200 1,200 $ $ - $ $ 1,224 1,224 100.0% 100.0% 358,344 $ 346,428 $ 26,218 7.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL USES $ 360,165 360,165 $ $ 372,646 372,646 $ $ 372,646 372,646 $ $ 358,344 $ 358,344 $ 346,428 $ 346,428 $ 26,218 26,218 7.0% 7.0% DEPARTMENT OPERATING TOTAL USES $ 360,165 $ 372,646 $ 372,646 $ 358,344 $ 346,428 $ 26,218 7.0% DEPARTMENT TOTAL USES $ 360,165 $ 372,646 $ 372,646 $ 358,344 $ 346,428 $ 26,218 7.0% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 010 - BOARD OF SUPERVISORS DIST 1 ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 - 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 010 - BOARD OF SUPERVISORS DIST 1 Chief Administrator - Bos Deputy Administrator - Bos Elected Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 1.00 1.00 1.00 3.00 - FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 010 - BOARD OF SUPERVISORS DIST 1 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 FY 2009-10 ADOPTED 3.00 3.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% General Adjustments Budget Balancing: Reduce General Fund by $34,658 in supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased through the Technology Financing Program. This results in an operating savings of $1,189 in the General Fund. 277 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 372,646 $ - FY 2008-09 REVISED BUDGET $ 372,646 $ - $ Subtotal $ 5,626 5,626 $ $ - $ $ Subtotal $ 3 4,000 4,003 $ - $ 382,275 $ - $ Subtotal $ (4,000) $ (30,658) (34,658) $ - $ Subtotal $ (1,189) $ (1,189) $ - TARGET ADJUSTMENTS: MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Miscellaneous Adjustment Chairmans Fund Allocation FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduction to Chairman's Fund Reduction of Supplies/Services Debt Reduction Pay off Capital Leases - 08 Desktop Refresh FY 2009-10 ADOPTED OPERATING BUDGET $ 346,428 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 346,428 $ - 278 Maricopa County Annual Business Strategies FY 2009-10 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. Strategic Goals Not Applicable Uses by Program and Activity FY 2007-08 ACTUAL USES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 361,785 361,785 $ 372,649 372,649 $ 372,649 372,649 $ 363,564 363,564 $ $ - $ - $ - $ 80 80 $ TOTAL PROGRAMS $ 361,785 $ 372,649 $ 372,649 $ 363,644 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES ADOPTED VS REVISED VARIANCE % 346,428 346,428 $ 26,221 26,221 7.0% 7.0% - $ - - 0.0% 0.0% 26,221 7.0% 346,428 $ Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 261,287 82,006 343,293 $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES CAPITAL 0950 - DEBT SERVICE FY 2008-09 ADOPTED $ FY 2008-09 REVISED $ 265,190 88,484 353,674 2,460 2,460 $ $ 168 3,057 2,184 9,359 159 14,927 $ $ SUBTOTAL $ TOTAL USES $ $ $ 265,190 88,484 353,674 3,600 3,600 $ $ $ $ 2,124 2,400 8,451 240 13,215 1,105 1,105 $ $ 361,785 $ FY 2008-09 FORECAST $ 263,720 86,030 349,750 3,600 3,600 $ $ $ $ 2,124 2,400 8,451 240 13,215 2,160 2,160 $ $ 372,649 $ 279 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 266,766 $ 87,273 (9,868) 344,171 $ (1,576) 1,211 9,868 9,503 -0.6% 1.4% 0.0% 2.7% 2,715 2,715 $ $ 350 350 $ $ 3,250 3,250 90.3% 90.3% $ $ 376 300 120 796 $ $ 1,913 2,844 478 4,386 214 9,835 $ 1,748 2,100 8,451 120 12,419 82.3% 87.5% 100.0% 0.0% 50.0% 94.0% 2,160 2,160 $ $ 1,344 1,344 $ $ 1,111 1,111 $ $ 1,049 1,049 48.6% 48.6% 372,649 $ 363,644 $ 346,428 $ 26,221 7.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 361,785 361,785 FY 2008-09 ADOPTED $ $ 372,649 372,649 FY 2008-09 REVISED $ $ 372,649 372,649 FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 363,644 $ 363,644 $ 346,428 $ 346,428 $ 26,221 26,221 7.0% 7.0% DEPARTMENT OPERATING TOTAL USES $ 361,785 $ 372,649 $ 372,649 $ 363,644 $ 346,428 $ 26,221 7.0% DEPARTMENT TOTAL USES $ 361,785 $ 372,649 $ 372,649 $ 363,644 $ 346,428 $ 26,221 7.0% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 020 - BOARD OF SUPERVISORS DIST 2 ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 - 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 020 - BOARD OF SUPERVISORS DIST 2 Chief Administrator - Bos Deputy Administrator - Bos Elected Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % - - 1.00 1.00 1.00 3.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 020 - BOARD OF SUPERVISORS DIST 2 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 FY 2009-10 ADOPTED 3.00 3.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% General Adjustments Budget Balancing: Reduce General Fund by $35,614 in supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased through the Technology Financing Program. This results in an operating savings of $233 in the General Fund. 280 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 372,649 $ - FY 2008-09 REVISED BUDGET $ 372,649 $ - $ Subtotal $ 5,626 5,626 $ $ - Subtotal $ 4,000 4,000 $ - $ 382,275 $ - $ Subtotal $ (4,000) $ (31,614) (35,614) $ - $ Subtotal $ (233) $ (233) $ - TARGET ADJUSTMENTS: MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Chairmans Fund Allocation FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduction to Chairman's Fund Reduction of Supplies/Services Debt Reduction Pay off Capital Leases - 08 Desktop Refresh FY 2009-10 RECOMMENDED OPERATING BUDGET $ 346,428 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 346,428 $ - 281 Maricopa County Annual Business Strategies FY 2009-10 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. Strategic Goals Not Applicable Uses by Program and Activity FY 2007-08 ACTUAL USES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 332,767 332,767 $ 372,649 372,649 $ 372,649 372,649 $ 340,835 340,835 $ $ - $ - $ - $ 80 80 $ TOTAL PROGRAMS $ 332,767 $ 372,649 $ 372,649 $ 340,915 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES ADOPTED VS REVISED VARIANCE % 346,428 346,428 $ 26,221 26,221 7.0% 7.0% - $ - - 0.0% 0.0% 26,221 7.0% 346,428 $ Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 250,603 65,644 316,247 $ $ 256,175 69,291 325,466 $ $ 253,147 70,067 323,214 $ $ 267,589 72,429 340,018 $ $ 267,589 72,429 340,018 $ SUBTOTAL $ $ SUBTOTAL $ 345 345 $ $ 5,618 5,618 $ $ 5,618 5,618 $ $ 2,532 2,532 $ $ 6,058 6,058 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 1,547 11,715 1,379 753 15,394 $ $ $ 6,000 1,200 3,600 3,000 240 14,040 $ $ 2,533 2,078 6,592 1,260 818 13,281 $ $ 6,000 3,000 12,000 3,000 1,320 25,320 $ $ 6,000 3,000 12,000 3,000 1,320 25,320 $ SUBTOTAL $ 781 781 $ $ 1,693 1,693 $ $ 1,693 1,693 $ $ 1,888 1,888 $ $ TOTAL USES $ 332,767 $ 372,649 $ 372,649 $ 340,915 $ SUPPLIES 0801 - GENERAL SUPPLIES CAPITAL 0950 - DEBT SERVICE $ FY 2008-09 ADOPTED 282 $ 11,414 3,138 14,552 (440) (440) 4.3% 4.3% 4.3% -7.8% -7.8% $ 1,800 8,400 1,080 11,280 0.0% 60.0% 70.0% 0.0% 81.8% 44.5% 864 864 $ $ 829 829 49.0% 49.0% 346,428 $ 26,221 7.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 332,767 332,767 FY 2008-09 ADOPTED $ $ 372,649 372,649 FY 2008-09 REVISED $ $ 372,649 372,649 FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 340,915 $ 340,915 $ 346,428 $ 346,428 $ 26,221 26,221 7.0% 7.0% DEPARTMENT OPERATING TOTAL USES $ 332,767 $ 372,649 $ 372,649 $ 340,915 $ 346,428 $ 26,221 7.0% DEPARTMENT TOTAL USES $ 332,767 $ 372,649 $ 372,649 $ 340,915 $ 346,428 $ 26,221 7.0% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 030 - BOARD OF SUPERVISORS DIST 3 ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED 3.00 3.00 3.00 FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 3.00 3.00 3.00 - FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 030 - BOARD OF SUPERVISORS DIST 3 Chief Administrator - Bos Deputy Administrator - Bos Elected Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % - - 1.00 1.00 1.00 3.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 030 - BOARD OF SUPERVISORS DIST 3 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 FY 2009-10 ADOPTED 3.00 3.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% General Adjustments Budget Balancing: Reduce General Fund by $34,891 in supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased through the Technology Financing Program. This results in an operating savings of $956 in the General Fund. 283 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 372,649 $ - FY 2008-09 REVISED BUDGET $ 372,649 $ - $ Subtotal $ 5,626 5,626 $ $ - Subtotal $ 4,000 4,000 $ - $ 382,275 $ - $ Subtotal $ (4,000) $ (30,891) (34,891) $ - $ Subtotal $ (956) $ (956) $ - TARGET ADJUSTMENTS: MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Chairmans Fund Allocation FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduction to Chairman's Fund Reduction of Supplies/Services Debt Reduction Pay off Capital Leases - 08 Desktop Refresh FY 2009-10 ADOPTED OPERATING BUDGET $ 346,428 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 346,428 $ - 284 Maricopa County Annual Business Strategies FY 2009-10 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. Strategic Goals Not Applicable Uses by Program and Activity FY 2007-08 ACTUAL USES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 322,750 322,750 $ 372,648 372,648 $ 372,648 372,648 $ 337,895 337,895 $ $ - $ - $ - $ 72 72 $ TOTAL PROGRAMS $ 322,750 $ 372,648 $ 372,648 $ 337,967 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES ADOPTED VS REVISED VARIANCE % 346,428 346,428 $ 26,220 26,220 7.0% 7.0% - $ - - 0.0% 0.0% 26,220 7.0% 346,428 $ Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ SUBTOTAL $ 246,939 73,536 320,475 $ 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 CAPITAL 0950 - DEBT SERVICE $ FY 2008-09 ADOPTED FY 2008-09 REVISED $ $ 275,712 76,718 352,430 1,061 1,061 $ $ 210 223 15 447 260 59 1,214 $ $ SUBTOTAL $ TOTAL USES $ FY 2008-09 FORECAST $ $ 275,712 76,718 352,430 8,085 8,085 $ $ $ $ 1,200 876 7,265 1,100 10,441 - $ $ 322,750 $ FY 2009-10 ADOPTED $ $ 250,455 79,702 330,157 8,085 8,085 $ $ $ $ 1,200 876 7,265 1,100 10,441 1,692 1,692 $ $ 372,648 $ 285 ADOPTED VS REVISED VARIANCE % $ $ 252,921 78,156 331,077 2,871 2,871 $ $ 8,085 8,085 $ $ $ $ 1,200 876 4,090 1,100 7,266 $ $ 475 337 356 2,420 391 3,979 1,692 1,692 $ $ 960 960 $ $ 372,648 $ 337,967 $ $ 22,791 (1,438) 21,353 - 8.3% -1.9% 6.1% 0.0% 0.0% $ (4,090) 7,265 3,175 0.0% 0.0% 0.0% 0.0% 100.0% 0.0% 30.4% - $ $ 1,692 1,692 100.0% 100.0% 346,428 $ 26,220 7.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 322,750 322,750 FY 2008-09 ADOPTED $ $ 372,648 372,648 FY 2008-09 REVISED $ $ 372,648 372,648 FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 337,967 $ 337,967 $ 346,428 $ 346,428 $ 26,220 26,220 7.0% 7.0% DEPARTMENT OPERATING TOTAL USES $ 322,750 $ 372,648 $ 372,648 $ 337,967 $ 346,428 $ 26,220 7.0% DEPARTMENT TOTAL USES $ 322,750 $ 372,648 $ 372,648 $ 337,967 $ 346,428 $ 26,220 7.0% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 040 - BOARD OF SUPERVISORS DIST 4 ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 - 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 040 - BOARD OF SUPERVISORS DIST 4 Chief Administrator - Bos Deputy Administrator - Bos Elected Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % - - 1.00 1.00 1.00 3.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 040 - BOARD OF SUPERVISORS DIST 4 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 FY 2009-10 ADOPTED 3.00 3.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% General Adjustments Budget Balancing: Reduce General Fund by $34,891 in supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased through the Technology Financing Program. This results in an operating savings of $956 in the General Fund. 286 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 372,648 $ - FY 2008-09 REVISED BUDGET $ 372,648 $ - $ Subtotal $ 5,626 5,626 $ $ - $ $ Subtotal $ 1 4,000 4,001 $ - $ 382,275 $ - $ Subtotal $ (4,000) $ (30,891) (34,891) $ - $ Subtotal $ (956) $ (956) $ - TARGET ADJUSTMENTS: MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Miscellaneous Adjustment Chairmans Fund Allocation FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduction to Chairman's Fund Reduction of Supplies/Services Debt Reduction Pay off Capital Leases - 08 Desktop Refresh FY 2009-10 ADOPTED OPERATING BUDGET $ 346,428 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 346,428 $ - 287 Maricopa County Annual Business Strategies FY 2009-10 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. Strategic Goals Not Applicable Uses by Program and Activity FY 2007-08 ACTUAL USES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 370,925 370,925 $ 372,643 372,643 $ 372,643 372,643 $ 357,241 357,241 $ $ - $ - $ - $ 80 80 $ TOTAL PROGRAMS $ 370,925 $ 372,643 $ 372,643 $ 357,321 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES ADOPTED VS REVISED VARIANCE % 346,428 346,428 $ 26,215 26,215 7.0% 7.0% - $ - - 0.0% 0.0% 26,215 7.0% 346,428 $ Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2008-09 ADOPTED 250,176 $ 2,640 76,294 (400) 328,710 $ FY 2008-09 REVISED 254,583 6,599 83,079 344,261 $ FY 2008-09 FORECAST $ $ 254,583 6,599 83,079 344,261 FY 2009-10 ADOPTED $ $ 253,129 80,934 334,063 ADOPTED VS REVISED VARIANCE % $ $ 256,156 81,119 4,616 341,891 $ (1,573) 6,599 1,960 (4,616) 2,370 -0.6% 100.0% 2.4% 0.0% 0.0% 0.7% $ SUBTOTAL $ 12,945 12,945 $ $ 6,704 6,704 $ $ 6,704 6,704 $ $ 4,406 4,406 $ $ 1,288 1,288 $ $ 5,416 5,416 80.8% 80.8% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 9,376 1,869 12,523 4,705 197 28,670 $ $ $ 1,200 1,200 240 2,640 $ $ 7,930 2,216 5,893 325 612 16,976 $ $ 5,595 4,456 7,714 1,750 19,515 $ $ 5,595 4,456 7,714 1,750 19,515 $ 5,595 3,256 6,514 1,510 16,875 100.0% 73.1% 84.4% 0.0% 86.3% 86.5% $ SUBTOTAL $ 600 600 $ $ 2,163 2,163 $ $ 2,163 2,163 $ $ 1,876 1,876 $ $ 609 609 $ $ 1,554 1,554 71.8% 71.8% TOTAL USES $ 370,925 $ 372,643 $ 372,643 $ 357,321 $ 346,428 $ 26,215 7.0% CAPITAL 0950 - DEBT SERVICE 288 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 370,925 370,925 FY 2008-09 ADOPTED $ $ 372,643 372,643 FY 2008-09 REVISED $ $ 372,643 372,643 FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 357,321 $ 357,321 $ 346,428 $ 346,428 $ 26,215 26,215 7.0% 7.0% DEPARTMENT OPERATING TOTAL USES $ 370,925 $ 372,643 $ 372,643 $ 357,321 $ 346,428 $ 26,215 7.0% DEPARTMENT TOTAL USES $ 370,925 $ 372,643 $ 372,643 $ 357,321 $ 346,428 $ 26,215 7.0% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 050 - BOARD OF SUPERVISORS DIST 5 ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED 3.00 3.00 3.00 FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 3.00 3.00 3.00 - FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 050 - BOARD OF SUPERVISORS DIST 5 Chief Administrator - Bos Deputy Administrator - Bos Elected Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % - - 1.00 1.00 1.00 3.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 050 - BOARD OF SUPERVISORS DIST 5 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 3.00 3.00 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 3.00 3.00 3.00 FY 2009-10 ADOPTED 3.00 3.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% General Adjustments Budget Balancing: Reduce General Fund by $34,572 in supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased through the Technology Financing Program. This results in an operating savings of $1,275 in the General Fund. 289 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 372,643 $ - FY 2008-09 REVISED BUDGET $ 372,643 $ - $ Subtotal $ 5,626 5,626 $ $ - $ $ Subtotal $ 6 4,000 4,006 $ - $ 382,275 $ - $ Subtotal $ (4,000) $ (30,572) (34,572) $ - $ Subtotal $ (1,275) $ (1,275) $ - TARGET ADJUSTMENTS: MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Miscellaneous Adjustment Chairmans Fund Allocation FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduction to Chairman's Fund Reduction of Supplies/Services Debt Reduction Pay off Capital Leases - 08 Desktop Refresh FY 2009-10 ADOPTED OPERATING BUDGET $ 346,428 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 346,428 $ - 290 Maricopa County Annual Business Strategies FY 2009-10 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 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 14SC - STAR CENTER TELE - CUSTOMER SERVICE TELEPHONE $ 1,700,485 1,700,485 $ 1,627,271 1,627,271 $ 1,605,450 1,605,450 $ 1,584,918 1,584,918 $ 1,362,671 1,362,671 $ 242,779 242,779 15.1% 15.1% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT HRAC - HUMAN RESOURCES $ 914 914 $ 919 419 500 $ 919 419 500 $ 2,451 2,287 164 $ 919 419 500 $ - 0.0% 0.0% 0.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ - $ - $ 3,912 3,912 $ - $ - TOTAL PROGRAMS $ 1,701,399 $ 1,628,190 $ 1,606,369 $ 1,591,281 $ 1,363,590 $ 242,779 291 15.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Call Center Sources and Uses by Category FY 2007-08 ACTUAL 0701 - REGULAR PAY $ 1,103,524 0705 - TEMPORARY PAY 40,565 0710 - OVERTIME 15,129 0750 - FRINGE BENEFITS 408,207 0790 - OTHER PERSONNEL SERVICES 7,087 SUBTOTAL $ 1,574,512 SUPPLIES 0801 - GENERAL SUPPLIES FY 2008-09 ADOPTED $ 1,096,642 11,307 5,000 404,201 $ 1,517,150 FY 2008-09 REVISED $ 1,074,821 11,307 5,000 404,201 $ 1,495,329 FY 2008-09 FORECAST $ 1,083,202 9,784 5,173 415,404 5,686 $ 1,519,249 FY 2009-10 ADOPTED $ 950,123 24,504 5,000 346,929 3,557 $ 1,330,113 ADOPTED VS REVISED VARIANCE % $ 124,698 11.6% (13,197) 0.0% 0.0% 57,272 14.2% (3,557) 0.0% $ 165,216 11.0% $ $ 9,463 9,463 $ $ 9,463 9,463 $ $ 6,199 6,199 $ $ 9,463 9,463 $ $ $ 29,971 1,692 1,296 7,149 700 156 40,964 $ 4,876 564 432 4,788 112 228 58 11,058 $ 3,396 1,296 6,902 700 156 12,450 $ 29,971 100.0% (1,704) 0.0% 0.0% 247 3.5% 0.0% 0.0% 28,514 69.6% $ SUBTOTAL $ 9,809 9,809 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 $ 108,385 1,692 3,669 102 337 73 114,258 $ 29,971 1,692 1,296 7,149 700 156 40,964 SUBTOTAL $ 2,820 2,820 $ 60,613 60,613 $ 60,613 60,613 $ 54,775 54,775 $ 11,564 11,564 $ 49,049 49,049 0.0% TOTAL USES $ 1,701,399 $ 1,628,190 $ 1,606,369 $ 1,591,281 $ 1,363,590 $ 242,779 15.1% CAPITAL 0950 - DEBT SERVICE - 0.0% 0.0% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL USES $ 1,701,399 1,701,399 $ $ 1,628,190 1,628,190 $ $ 1,606,369 1,606,369 $ $ 1,591,281 1,591,281 $ $ 1,363,590 $ 1,363,590 $ 242,779 242,779 15.1% 15.1% DEPARTMENT TOTAL USES $ 1,701,399 $ 1,628,190 $ 1,606,369 $ 1,591,281 $ 1,363,590 242,779 15.1% $ Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 140 - CALL CENTER STAR CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED 33.00 33.00 33.00 33.00 33.00 33.00 FY 2008-09 FORECAST 31.00 31.00 31.00 FY 2009-10 ADOPTED 27.00 27.00 27.00 REVISED VS ADOPTED VARIANCE % (6.00) (6.00) (6.00) -18.18% -18.18% -18.18% FORECAST VS ADOPTED VARIANCE % (4.00) (4.00) (4.00) -12.90% -12.90% -12.90% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 140 - CALL CENTER Call Ctr Representative Admin/Operations Specialist Director - STAR Call Center Administrative Supervisor Management Analyst Systems/Network Administrator DEPARTMENT TOTAL FY 2008-09 ADOPTED 27.00 1.00 1.00 2.00 1.00 1.00 33.00 FY 2008-09 REVISED 27.00 1.00 1.00 2.00 1.00 1.00 33.00 FY 2008-09 FORECAST 25.00 1.00 1.00 2.00 1.00 1.00 31.00 292 FY 2009-10 ADOPTED 22.00 1.00 2.00 1.00 1.00 27.00 REVISED VS ADOPTED VARIANCE % (5.00) (1.00) (6.00) -18.52% -100.00% 0.00% 0.00% 0.00% 0.00% -18.18% FORECAST VS ADOPTED VARIANCE % (3.00) (1.00) .00 .00 .00 .00 (4.00) -12.00% -100.00% 0.00% 0.00% 0.00% 0.00% -12.90% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Call Center Staffing by Fund FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 140 - CALL CENTER 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 REVISED 33.00 33.00 FY 2008-09 FORECAST 33.00 33.00 FY 2009-10 ADOPTED 31.00 31.00 REVISED VS ADOPTED VARIANCE % 27.00 27.00 (6.00) (6.00) FORECAST VS ADOPTED VARIANCE % -18.18% -18.18% (4.00) (4.00) -12.90% -12.90% Significant Variance Analysis The Call Center is eliminating six (6) Call Center Representatives in the Telephone Activity. Two of the positions are vacant, three of the positions are Reductions in Force and one elimination is due to a retirement. This reduction in staff represents 18.2% of the department’s employees. General Adjustments Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This is resulting in an operating savings of $49,039. 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 2008 Actual Not Reported FY 2009 Revised 80.4% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 63.1% (17.3%) -21.6% Activities that comprise this program include: • Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. Mandates: Activity not mandated. Measure Type Result Output Output Output Demand Measure Description FY 2008 Actual Not Reported Percent of calls answered within 30 seconds Number of calls answered 944,986 Total calls 944,986 Number of calls answered within 30 Not Reported seconds Number of calls projected to be offered 944,986 Average cost of a call answered Efficiency Expenditure 100 - GENERAL TOTAL USES FY 2009 Revised 80.4% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 63.1% (17.3%) -21.6% 1,100,000 1,100,000 884,457 922,100 922,100 581,537 (177,900) (177,900) (302,920) -16.2% -16.2% -34.2% 1,105,592 922,100 (183,492) -16.6% $ 1.80 $ 1.46 $ 1.48 $ (0.02) 1.3% $ $ 1,700,485 $ 1,700,485 $ 1,605,450 $ 1,605,450 $ 1,362,671 $ 1,362,671 $ (242,779) (242,779) -15.1% -15.1% 293 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Call Center Activity Narrative: Customer service levels will be negatively impacted because an estimated 63% of calls will be answered within 30 seconds during FY 2009-10 compared to 80% in FY 2008-09. Vacancies and Service Reductions: General Fund expenditures are being reduced by eliminating two (2) vacant Call Center Representative positions, enacting Reductions in Force for three (3) filled Call Center Representative positions, and eliminating one position due to a retirement. Additional impacts on customer service levels include reducing budgeted costs for temporary pay and contracted temporary services. Cost Reductions: Due to a reorganization within the department, one (1) filled Training Specialist position is being eliminated. This will be a significant cost reduction, but the training duties will need to be absorbed among the existing staff. Budget Balancing: Administrative costs are being reduced by $3,000; these include charges for Internal Services, Postage and Supplies while Personnel Savings are being increased by $6,659 (to 3% of budgeted salaries). 294 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Call Center Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS Vacancies Eliminate 2 Vacant Call Center Reps $ Subtotal $ 1,628,190 $ - (21,821) $ (21,821) $ - FY 2008-09 REVISED BUDGET $ 1,606,369 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 44,038 $ - FY 2009-10 BUDGET TARGET $ 1,650,407 $ - $ Subtotal $ (3,000) $ (3,000) $ - $ Subtotal $ (46,365) $ (46,365) $ - $ Subtotal $ (43,098) $ (67,042) (29,972) (11,307) (151,419) $ - $ Subtotal $ (43,653) $ (43,653) $ - Subtotal $ (49,039) (49,039) $ - BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduce ISC's, General Supplies and Postage Cost Reduction Eliminate 1 Training Specialist due to Reorganization (RIF) Service Reduction Eliminate 1 Call Center Rep due to Retirement Eliminate 2 Call Center Reps (RIF) Eliminate Contract Temp Service Eliminate Temporary Pay Vacancies Eliminate 2 Vacant Call Center Reps Debt Reduction Pay off Capital Leases - 08 Desktop Refresh OTHER BASE ADJUSTMENTS: Personnel Savings to 3% FY 2009-10 ADOPTED OPERATING BUDGET 295 $ Subtotal $ 6,659 6,659 $ $ - $ 1,363,590 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board 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 • The Department will update their goals during the Strategic Business Plan Update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL USES 06IS - INFORMATION SERVICES RCRD - RECORDS MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 113,792 113,792 $ 142,749 142,749 $ 142,749 142,749 $ 122,127 122,127 $ 386,528 386,528 $ (243,779) -170.8% (243,779) -170.8% 06MM - MEETING MANAGEMENT MTNG - MEETING MANAGEMENT $ 319,876 319,876 $ 227,619 227,619 $ 227,619 227,619 $ 248,591 248,591 $ 634,959 634,959 $ (407,340) -179.0% (407,340) -179.0% 06SD - SPECIAL DISTRICTS SDIS - SPECIAL DISTRICTS $ 58,339 58,339 $ 68,942 68,942 $ 68,942 68,942 $ 61,739 61,739 $ 68,303 68,303 $ 639 639 0.9% 0.9% 06SS - STATUTORY SERVICES BORD - BOARDS AND COMMISSIONS LICP - LICENSES AND PERMITS $ 26,494 17,565 8,929 $ 45,029 33,915 11,114 $ 45,029 33,915 11,114 $ 33,790 24,076 9,714 $ 44,217 33,528 10,689 $ 812 387 425 1.8% 1.1% 3.8% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 204,608 157,280 47,328 $ 228,482 200,726 27,756 $ 228,482 200,726 27,756 $ 220,066 178,556 41,510 $ 211,826 173,232 38,594 $ 16,656 27,494 (10,838) 7.3% 13.7% -39.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 2,001 2,001 $ 3,600 3,600 $ 3,600 3,600 $ 3,520 3,520 $ 358 358 $ 3,242 3,242 90.1% 90.1% TOTAL PROGRAMS $ 725,110 $ 716,421 $ 716,421 $ 689,833 $ 296 1,346,191 $ (629,770) -87.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Sources and Uses by Category FY 2007-08 ACTUAL PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 564,380 $ 98 (380) 180,070 4,392 (75,751) 672,809 $ 466,379 $ 31,320 1,500 158,768 (6,328) 651,639 $ 466,379 $ 31,320 1,500 158,768 (6,328) 651,639 $ 533,445 $ 4,630 613 163,468 726 (68,513) 634,369 $ 491,592 $ 600 151,692 (42,581) 643,884 $ (25,213) 31,320 900 7,076 36,253 7,755 -572.9% 1.2% $ SUBTOTAL $ 5,806 $ 5,806 $ 8,296 $ 8,296 $ 8,296 $ 8,296 $ 8,621 $ 8,621 $ 8,296 $ 8,296 $ - 0.0% 0.0% SERVICES $ 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 9,124 $ 14,309 10,870 45 1,171 980 310 1,048 37,857 $ 2,807 $ 10,105 12,180 6,860 2,000 1,834 900 36,686 $ 2,807 $ 10,105 12,180 6,860 2,000 1,834 900 36,686 $ 2,482 $ 10,105 12,180 5,820 702 862 900 33,051 $ 2,807 $ 663,580 12,186 4,422 900 683,895 $ $ SUBTOTAL $ 8,638 $ 8,638 $ 19,800 $ 19,800 $ 19,800 $ 19,800 $ 13,792 $ 13,792 $ 10,116 $ 10,116 $ 9,684 9,684 48.9% 48.9% TOTAL USES $ 725,110 $ 716,421 $ 716,421 $ 689,833 $ 1,346,191 $ (629,770) -87.9% SUPPLIES 0801 - GENERAL SUPPLIES CAPITAL 0950 - DEBT SERVICE -5.4% 100.0% 60.0% 4.5% 0.0% (653,475) -6466.8% (6) 0.0% 2,438 35.5% 2,000 100.0% 1,834 100.0% 0.0% (647,209) -1764.2% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED $ 725,110 725,110 DEPARTMENT OPERATING TOTAL USES $ 725,110 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FUND TOTAL USES $ FY 2008-09 REVISED $ 716,421 716,421 $ 716,421 - $ 725,110 $ $ FY 2008-09 FORECAST $ 716,421 716,421 $ 716,421 - $ 716,421 $ $ FY 2009-10 ADOPTED $ 689,833 689,833 $ 689,833 - $ 716,421 $ $ ADOPTED VS REVISED VARIANCE % $ 650,135 696,056 1,346,191 $ $ 66,286 (696,056) (629,770) $ 650,135 $ 66,286 - $ 696,056 $ (696,056) 689,833 $ 1,346,191 $ (629,770) 9.3% -87.9% 9.3% -87.9% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL INFORMATION SERVICES RECORDS MANAGEMENT PROGRAM TOTAL MEETING MANAGEMENT MEETING MANAGEMENT PROGRAM TOTAL SPECIAL DISTRICTS SPECIAL DISTRICTS PROGRAM TOTAL STATUTORY SERVICES BOARDS AND COMMISSIONS LICENSES AND PERMITS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 1.75 0.50 2.25 1.75 0.50 2.25 1.25 0.75 2.00 1.25 0.75 2.00 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 4.35 4.35 4.35 4.35 4.60 4.60 3.60 3.60 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.50 0.20 0.70 10.50 0.50 0.20 0.70 10.50 0.50 0.20 0.70 10.50 0.50 0.20 0.70 9.50 297 REVISED VS ADOPTED VARIANCE % (0.50) 0.25 (0.25) (0.75) (0.75) (1.00) FORECAST VS ADOPTED VARIANCE % (28.57%) 50.00% (11.11%) - 0.00% 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% (17.24%) (17.24%) 0.00% 0.00% 0.00% 0.00% 0.00% (9.52%) (1.00) (1.00) (1.00) (21.74%) (21.74%) 0.00% 0.00% 0.00% 0.00% 0.00% (9.52%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Office Assistant Office Assistant Specialized Admin/Operations Specialist Director - Clerk of the Board Administrator Management Analyst Management Assistant Finan/Business Analyst - Dept Department Total FY 2008-09 ADOPTED 1.00 0.50 3.00 2.00 1.00 2.00 1.00 10.50 FY 2008-09 REVISED 1.00 0.50 3.00 2.00 1.00 2.00 1.00 10.50 FY 2008-09 FORECAST FY 2009-10 ADOPTED 0.50 3.00 1.00 1.00 2.00 1.00 1.00 1.00 10.50 0.50 3.00 1.00 1.00 1.00 2.00 1.00 9.50 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% 0.00% 0.00% (1.00) -50.00% 0.00% (1.00) -50.00% 1.00 100.00% 1.00 (1.00) -9.52% FORECAST VS ADOPTED VARIANCE % .00 .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -50.00% 1.00 100.00% .00 0.00% (1.00) -100.00% (1.00) -9.52% REVISED VS ADOPTED VARIANCE % (1.00) -9.52% (1.00) -9.52% FORECAST VS ADOPTED VARIANCE % (1.00) -9.52% (1.00) -9.52% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 10.50 10.50 FY 2008-09 REVISED 10.50 10.50 FY 2008-09 FORECAST 10.50 10.50 FY 2009-10 ADOPTED 9.50 9.50 Significant Variance Analysis There are no significant changes in FTE overall or per activity. General Adjustments Budget Balancing Adjustments: Administrative Reduction • Various administrative reductions totaling $27,893. Cost Reduction • Reductions to personnel, supplies and services resulting in an operational savings of $7,981. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $3,030. None of the budget balancing adjustments will have an effect on service levels. Programs and Activities Information Services Program The purpose of the Information Services Program is to ensure the accuracy of recorded documents and provide official records to the public, County departments and districts upon request. This program ensures accurate reports are maintained so that official records are available to the public, County departments and districts. Program Results Measure Description Percent of responses received from public/departments who expressed an opinion that were satisfied with research FY 2008 Actual Not Reported FY 2009 Revised 95.0% Activities that comprise this program include: • Records Management 298 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 94.6% (0.4%) -0.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board 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 Measure Description FY 2008 Actual Not Reported Percent of responses received from public/departments who expressed an opinion that were satisfied with research Number of record requests processed Not Reported Number of record requests received Average cost per records research request processed Not Reported Not Reported 100- GENERAL TOTAL USES $ $ FY 2009 Revised 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 94.6% (0.4%) -0.4% 498 445 -53 -10.6% 525 $286.64 450 $868.60 -75 -$581.96 -14.3% -203.0% (243,779) (243,779) -170.8% -170.8% Expenditure 113,792 $ 113,792 $ 142,749 $ 142,749 $ 386,528 $ 386,528 $ Budget Balancing Adjustment: Administrative Reduction • Reduce the Operating budget by allocating out of $21,291 to the department’s NonRecurring/Non-Project budget for the salary and benefits of Electronic Document Management Coordinator. The budget balancing adjustments will not have an effect on service levels. Non-Recurring Base Adjustments: • Increase the department’s Non-Recurring/Non-Project budget to fund the allocation in of the salary and benefits of the Electronic Document Management Coordinator in the amount of $21,291. • Reallocate $248,525 from Non-Departmental (470) to the department’s Non-Recurring/NonProject budget for the Imaging project. Activity Narrative: The Records Management Activity has received a one-time reallocation from NonDepartmental (470). This gives the false impression that efficiency is being reduced. Despite budget reductions, the department will be able to maintain service levels in this activity. 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. 299 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Program Results Measure Description Percent of responses received from public/departments who expressed an opinion that were satisfied with research Percent of agenda items processed as an exception Percent of minutes completed FY 2008 Actual Not Reported FY 2009 Revised 84.9% Not Reported Not Reported 24.7% 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 15.1% 17.8% 5.2% 100.0% (19.5%) 0.0% -79.0% 0.0% Activities that comprise this program include: • Meeting Management Activity 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. Mandates: A.R.S. §11-214 provides regular meetings of the board shall be help in the County on a working day or days of each month designated by the board. The board shall notify the public of the location and the day or days designated. Special meeting may be called by a majority of the board, or by the chairman. Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual Percent of requested meetings held Not Reported Percent of minutes completed Not Reported Percent of agenda items processed as Not Reported an exception Number of meetings held Not Reported Number of meetings requested Not Reported Average cost per meeting held Not Reported 100- GENERAL TOTAL USES $ $ FY 2009 Revised 84.9% 100.0% 24.7% 225 275 $1,011.64 319,876 $ 319,876 $ 227,619 $ 227,619 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 15.1% 17.8% 100.0% 0.0% 0.0% 5.2% (19.5%) -79.0% 200 229 $3,174.80 634,959 $ 634,959 $ -25 -46 -$2,163.16 -11.1% -16.7% -213.8% (407,340) (407,340) -179.0% -179.0% Budget Balancing Adjustments: Administrative Reduction • Reduce the Operating budget for the allocation out of $21,290 to the department’s NonRecurring/Non-Project budget for the salary and benefits of the Electronic Document Management Coordinator. The budget balancing adjustments will have an impact on service levels. Non-Recurring Base Adjustments: • Increase the department’s Non-Recurring/Non-Project budget for the allocation in of the salary and benefits of Electronic Document Management Coordinator in the amount of $21,290. • Reallocate $404,950 from Non-Departmental (470) to the department’s Non-Recurring/NonProject for the SOLAR Project. Activity Narrative: The Meeting Management Activity has received a one-time reallocation from NonDepartmental (470). This gives the false impression that efficiency is being reduced. Despite budget reductions, the department will be able to maintain service levels in this activity. The result “Percent of items processed as an exception” has been improved due to the implementation of SOLAR. 300 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board 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. 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 2008 Actual Not Reported Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted 139 165 26 18.7% Not Reported 146 190 44 30.1% Not Reported $495.99 $413.96 $82.03 16.5% $ $ 68,942 $ 68,942 $ 68,303 $ 68,303 $ 639 639 0.9% 0.9% Expenditure 100- GENERAL TOTAL USES 58,339 $ 58,339 $ The department will be developing a new result measures as part of the strategic business plan update process. Activity Narrative: Despite budget cuts, the department will be able to increase efficiency in the Special Districts Activity. Statutory Services Program The purpose of the Statutory Services Program is to provide applications processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities as needs arise. 301 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Program Results Measure Description Percent of responses received from public/departments who expressed an opinion that were satisfied with research FY 2008 Actual Not Reported FY 2009 Revised 90.0% Activities that comprise this program include: • Licenses and Permits • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% Boards and Commissions Licenses and Permits Activity The purpose of the Licenses Activity is to provide applications, application information, and coordinate the review and recommendation process so applicants can operate a licensed activity or function. Mandates: A.R.S. §4-201 provides the governing body of the city, town or county shall then enter an order recommending approval or disapproval within sixty days after filing of the application and shall file a certified copy of the order with the director. Performance Analysis: 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 TOTAL USES FY 2008 Actual Not Reported Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted 144 80 -64 -44.4% Not Reported 160 85 -75 -46.9% Not Reported $77.18 $133.61 -$56.43 -73.1% $ $ 8,929 $ 8,929 $ 11,114 $ 11,114 $ 10,689 $ 10,689 $ 425 425 3.8% 3.8% The department will be developing a new result measures as part of the strategic business plan update process. Activity Narrative: Despite budget cuts, the department will continue to be able to meet demand at the same level, thereby increasing efficiency. Boards and Commissions Activity The purpose of the Boards and Commissions Activity is to provide information regarding vacancies on Boards and Commissions and to deliver open meeting law information and oath packets to appointees. Mandates: Administratively mandated by the Board of Supervisors Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual Not Reported FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% 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 Not Reported Not Reported 170 189 160 118 -10 -71 -5.9% -37.6% Not Reported $199.50 $209.55 -$10.05 -5.0% 100- GENERAL TOTAL USES $ $ 33,915 $ 33,915 $ 33,528 $ 33,528 $ 17,565 $ 17,565 $ 387 387 1.1% 1.1% Activity Narrative: Despite budget cuts, the department will be able to maintain service levels in the Boards and Commissions Activity. 302 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 716,421 $ - FY 2008-09 REVISED BUDGET $ 716,421 $ - FY 2008-09 REVISED RESTATED BUDGET $ 716,421 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 15,199 $ - FY 2009-10 BUDGET TARGET $ 731,620 $ - $ (15,199) $ (2,002) (1,834) (5,870) (42,581) (2,988) (70,474) $ - (1,061) $ (4,272) (648) (2,000) (7,981) $ - (2,383) $ (647) (3,030) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduction to Offset Personnel Savings Elimination of Travel Expenses Elimination of Education and Training Expenses Reduce Vacant Deputy Clerk Position to Midpoint Move Electronic Document Management Coordinator to Non-Recurring Reduce Debt Service to Actual Subtotal $ Cost Reduction Reduce Overtime Eliminate Other Pay TFP Expiration Reduce Reprographics Charges $ Subtotal $ Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 650,135 EXPENDITURES $ - $ Subtotal $ 42,581 248,525 404,950 696,056 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 696,056 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 1,346,191 $ - REVENUE NON-RECURRING NON-PROJECT (0001) Move Electronic Document Management Coordinator to Non-Recurring Reallocation of Imaging Funding from Non-departmental Reallocation of SOLAR Funding from Non-departmental 303 $ Maricopa County Annual Business Strategies FY 2009-10 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 the Superior Court is to provide court-related records management, financial and family support services to the public, the legal community, and the Superior Court so they can have effective access to the legal process. Vision The vision of the Clerk of the Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals By December 31, 2010, Clerk’s Office employees will be offered services and work related choices designed to facilitate continuity of their employment, and candidates for employment with the Clerk’s Office will have access to information regarding the services and options offered to our employees so they can make an informed decision that the Clerk's Office is an employer of choice. Status: This is a new goal established for FY 2009-10. By January 1, 2011, the Clerk of Superior Court will adopt and maintain the Electronic Court Record (ECR) as the official court record for all Juvenile case types filed on and after January 1, 2011, to provide improved security, management and access to court records for juvenile court stakeholders. Status: This is a new goal established for FY 2009-10. By June 30, 2011, all (qualifying) parties who eFile documents in a Superior Court case will, at the time of eFiling, receive information regarding any fees assessed against their filing(s) and be provided with an electronic payment method so they can eFile all court documents, not just ones that do not have an associated filing fee, and satisfy statutory requirements to pay for services upon delivery. Status: This is a new goal established for FY 2009-10. By June 30, 2012, all parties (100%) who file documents in an adult Superior Court case will have access to electronic filing services so they can submit documents as soon as they are prepared and have filed documents available to the court within eight business hours, rather than wait four or more business days for the court to receive non-electronic filings. Status: This is a new goal established for FY 2009-10. 304 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 16CR - COURT RECORDS CASE - CASE ESTABLISHMENT EDOC - ELECTRONIC DOCUMENT COUR - MEMORIALIZE COURT PROCEEDINGS $ 8,471,653 4,238,727 4,232,926 $ 8,846,172 360,000 4,050,243 4,435,929 $ 8,846,172 360,000 4,050,243 4,435,929 $ 9,466,208 280,743 4,686,409 4,499,056 $ 9,612,286 396,000 4,559,100 4,657,186 $ 766,114 36,000 508,857 221,257 8.7% 10.0% 12.6% 5.0% 16FS - COURT CLERK FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES $ 8,944,592 8,944,592 $ 9,236,980 9,236,980 $ 9,236,980 9,236,980 $ 9,898,646 9,898,646 $ 10,730,200 10,730,200 $ 1,493,220 1,493,220 16.2% 16.2% 16PR - PUBLIC RECORDS PURE - PUBLIC REGISTRATIONS $ 1,649,616 1,649,616 $ 1,430,292 1,430,292 $ 1,430,292 1,430,292 $ 1,039,788 1,039,788 $ 1,104,000 1,104,000 $ (326,292) (326,292) 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (87,861) $ (87,861) - $ - $ 92,371 92,371 $ 50,000 50,000 $ 50,000 50,000 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ 189,384 189,384 $ 180,200 180,200 $ 180,200 180,200 $ 209,798 209,798 $ 204,000 204,000 $ 23,800 23,800 13.2% 13.2% TOTAL PROGRAMS $ 19,167,384 $ 19,693,644 $ 19,693,644 $ 20,706,811 $ 21,700,486 $ 2,006,842 10.2% -22.8% -22.8% USES 16CR - COURT RECORDS APLS - APPELLATE RECORDS CASE - CASE ESTABLISHMENT DRPT - DISPOSITION REPORT DIST - DISTRIBUTION EDOC - ELECTRONIC DOCUMENT EXCC - EXHIBIT CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT COUR - MEMORIALIZE COURT PROCEEDINGS COFR - COURT ORDERED FIN RECORDS $ 25,984,177 659,117 3,789,288 318,444 448,347 4,901,190 882,454 278,604 13,913,032 793,701 $ 25,610,745 434,277 3,377,069 319,411 488,458 5,023,835 931,970 449,182 13,869,254 717,289 $ 25,013,414 401,922 3,305,901 319,411 488,458 4,820,791 920,350 449,182 13,590,110 717,289 $ 24,614,074 404,561 3,189,558 309,343 254,700 5,250,563 730,673 434,702 13,450,701 589,273 $ 25,478,016 320,543 3,211,435 338,019 219,649 5,922,144 734,047 415,584 13,840,082 476,513 $ (464,602) 81,379 94,466 (18,608) 268,809 (1,101,353) 186,303 33,598 (249,972) 240,776 -1.9% 20.2% 2.9% -5.8% 55.0% -22.8% 20.2% 7.5% -1.8% 33.6% 16FS - COURT CLERK FIDUCIARY SERVICES CODS - COURT ORDERED DISBURSEMENT COCL - COURT ORDERED RECEIVABLES CFID - COURT CLERK FIDUCIARY $ 2,002,744 1,590,034 412,710 - $ 2,196,418 1,662,656 533,762 - $ 2,190,818 1,657,056 533,762 - $ 2,217,289 1,678,218 539,071 - $ 2,174,853 1,501,636 497,245 175,972 $ 15,965 155,420 36,517 (175,972) 0.7% 9.4% 6.8% 16PR - PUBLIC RECORDS CDOC - COURT DOCUMENT COPY CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS $ 3,601,783 1,388,991 1,347,905 864,887 $ 3,302,152 1,476,163 916,484 909,505 $ 3,200,292 1,458,347 837,040 904,905 $ 3,178,616 1,446,832 800,896 930,888 $ 2,845,673 1,306,928 639,833 898,912 $ 354,619 151,419 197,207 5,993 11.1% 10.4% 23.6% 0.7% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 4,584,373 131,538 3,293,074 186,279 683,967 289,515 $ 4,774,586 95,132 3,547,714 174,753 668,022 288,965 $ 4,506,681 95,132 3,339,765 174,753 608,066 288,965 $ 4,230,623 49,273 3,108,241 172,535 661,413 239,161 $ 4,144,271 29,755 3,009,344 200,838 636,358 267,976 $ 362,410 65,377 330,421 (26,085) (28,292) 20,989 8.0% 68.7% 9.9% -14.9% -4.7% 7.3% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 145,964 145,964 $ - $ 390,500 390,500 - $ 507,401 390,500 116,901 $ 61,100 61,100 $ 329,400 390,500 (61,100) 84.4% 100.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT $ 5,308,379 3,258,950 704,077 1,177,711 167,641 $ 6,497,091 4,594,274 637,630 1,171,362 93,825 $ 6,418,974 4,538,080 637,630 1,149,439 93,825 $ 5,605,527 3,683,884 624,299 1,203,695 93,649 $ 6,241,094 4,846,230 645,774 652,248 96,842 $ 177,880 (308,150) (8,144) 497,191 (3,017) 2.8% -6.8% -1.3% 43.3% -3.2% TOTAL PROGRAMS $ 41,627,420 $ 42,380,992 $ 41,720,679 $ 40,353,530 $ 40,945,007 $ 775,672 1.9% 305 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 362,068 362,068 $ $ 348,660 348,660 $ $ 348,660 348,660 $ $ 437,924 437,924 $ $ 444,000 444,000 $ $ $ SUBTOTAL $ 1,442,564 1,442,564 $ $ 1,635,834 1,635,834 $ $ 1,635,834 1,635,834 $ $ 1,508,255 1,508,255 $ $ 1,615,346 1,615,346 $ $ (20,488) -1.3% (20,488) -1.3% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 954,108 11,275,227 12,229,335 $ $ $ 954,000 13,683,140 14,637,140 $ $ 892,452 13,261,609 14,154,061 $ $ 954,108 11,329,900 12,284,008 $ $ 954,108 11,329,900 12,284,008 $ (108) 0.0% 2,353,240 20.8% 2,353,132 19.2% $ SUBTOTAL $ 4,425,060 4,425,060 $ $ 5,126,292 5,126,292 $ $ 5,126,292 5,126,292 $ $ 4,444,299 4,444,299 $ $ 4,800,000 4,800,000 $ $ (326,292) -6.4% (326,292) -6.4% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 110,188 598,169 708,357 $ $ $ 74,000 130,000 204,000 $ $ 92,371 69,901 162,272 $ $ 48,850 250,000 298,850 $ $ 48,850 250,000 298,850 25,150 51.5% (120,000) -48.0% (94,850) -31.7% ALL REVENUES $ 19,167,384 $ 19,693,644 $ 19,693,644 $ 20,706,811 $ 21,700,486 $ 2,006,842 10.2% TOTAL SOURCES $ 19,167,384 $ 19,693,644 $ 19,693,644 $ 20,706,811 $ 21,700,486 $ 2,006,842 10.2% INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2007-08 ACTUAL FY 2008-09 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 27,145,678 $ 276,602 111,274 9,947,856 237,351 (1,573,376) 1,573,376 37,718,761 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 736,181 $ 32,477 213,862 (795,652) 692,751 879,619 $ FY 2008-09 REVISED FY 2009-10 ADOPTED 26,714,678 $ 447,866 147,880 9,644,269 51,550 (1,442,090) 1,442,090 37,006,243 $ 25,993,881 $ 447,866 111,080 9,372,976 51,550 (1,442,090) 1,442,090 35,977,353 $ 25,519,488 $ 285,483 23,828 9,563,532 91,280 (1,448,744) 1,403,744 35,438,611 $ 734,588 30,811 187,150 7,500 960,049 $ 734,588 30,811 187,150 7,500 960,049 $ 674,103 19,876 114,150 908 809,037 $ 7,097 1,833,839 173,902 620,474 93,500 63,225 146,388 552,300 3,490,725 $ 7,097 1,833,839 173,902 620,474 390,500 93,500 63,225 146,388 552,300 3,881,225 $ 9,085 1,075,614 166,225 576,147 390,500 77,592 45,041 51,469 537,953 2,929,626 $ $ $ $ 36,834 538,715 26,653 574,054 1,176,256 $ $ 290,000 612,052 902,052 $ 41,720,679 $ 40,353,530 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 $ 7,496 666,784 111,335 627,335 83,717 45,253 46,453 537,796 2,126,169 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 232,233 670,638 902,871 $ $ 290,000 633,975 923,975 TOTAL USES $ 41,627,420 $ 42,380,992 $ FY 2008-09 FORECAST $ $ 306 $ $ $ 25,963,064 $ 336,140 68,561 9,527,181 10,800 (1,656,034) 1,611,034 35,860,746 $ $ 7,097 1,940,582 161,407 684,864 74,128 53,290 60,651 425,728 3,407,747 $ $ $ 50,000 285,000 112,094 447,094 $ 40,945,007 $ 27.3% 27.3% ADOPTED VS REVISED VARIANCE % 790,722 22,200 416,498 1,229,420 $ 95,340 95,340 $ $ 30,817 111,726 42,519 (154,205) 40,750 213,944 (168,944) 116,607 0.1% 24.9% 38.3% -1.6% 79.0% -14.8% -11.7% 0.3% (56,134) -7.6% 8,611 27.9% (229,348) -122.5% 7,500 100.0% (269,371) -28.1% 0.0% (106,743) -5.8% 12,495 7.2% (64,390) -10.4% 390,500 100.0% 19,372 20.7% 9,935 15.7% 85,737 58.6% 126,572 22.9% 473,478 12.2% $ (50,000) 5,000 499,958 454,958 81.7% 50.4% $ 775,672 1.9% 1.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 10,559,781 10,559,781 $ $ 11,009,272 11,009,272 $ $ 11,009,272 11,009,272 $ $ 11,219,177 $ 11,219,177 $ 12,206,200 $ 12,206,200 $ 1,196,928 1,196,928 10.9% 10.9% $ $ 1,166,490 1,166,490 $ $ 1,150,243 1,150,243 $ $ 1,150,243 1,150,243 $ $ 1,287,752 $ 1,287,752 $ 1,229,100 $ 1,229,100 $ 78,857 78,857 6.9% 6.9% $ $ 792,657 792,657 $ $ 744,450 744,450 $ $ 744,450 744,450 $ $ 1,022,515 $ 1,022,515 $ 954,840 $ 954,840 $ 210,390 210,390 28.3% 28.3% $ $ 1,442,565 1,442,565 $ $ 1,635,834 1,635,834 $ $ 1,635,834 1,635,834 $ $ 1,506,300 $ 1,506,300 $ 1,615,346 1,615,346 (20,488) (20,488) -1.3% -1.3% $ $ 1,988,545 1,988,545 $ $ 2,155,845 2,155,845 $ $ 2,155,845 2,155,845 $ $ 2,093,850 $ 2,093,850 $ 2,206,000 $ 2,206,000 $ 50,155 50,155 2.3% 2.3% $ $ 110,682 110,682 $ $ 80,000 80,000 $ $ 80,000 80,000 $ $ 102,425 $ 102,425 $ 95,000 $ 95,000 $ 15,000 15,000 18.8% 18.8% $ $ 34,427 34,427 $ $ 18,000 18,000 $ $ 18,000 18,000 $ $ 25,478 $ 25,478 $ 24,000 $ 24,000 $ 6,000 6,000 33.3% 33.3% $ $ 3,072,237 3,072,237 $ $ 2,900,000 2,900,000 $ $ 2,900,000 2,900,000 $ $ 3,449,314 $ 3,449,314 $ 3,370,000 $ 3,370,000 $ 470,000 470,000 16.2% 16.2% DEPARTMENT OPERATING TOTAL SOURCES $ 19,167,384 $ 19,693,644 $ 19,693,644 $ 20,706,811 $ 21,700,486 $ 2,006,842 10.2% DEPARTMENT TOTAL SOURCES $ 19,167,384 $ 19,693,644 $ 19,693,644 $ 20,706,811 $ 21,700,486 $ 2,006,842 10.2% FUND TOTAL SOURCES 205 COURT DOCUMENT RETRIEVAL OPERATING FUND TOTAL SOURCES 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL SOURCES 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL SOURCES 218 CLERK OF COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 270 CHILD SUPPORT ENHANCEMENT OPERATING FUND TOTAL SOURCES 273 VICTIM LOCATION OPERATING FUND TOTAL SOURCES 274 CLERK OF THE COURT EDMS OPERATING FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 205 COURT DOCUMENT RETRIEVAL OPERATING NON-RECURRING FUND TOTAL USES 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL USES 218 CLERK OF COURT FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 270 CHILD SUPPORT ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES 273 VICTIM LOCATION OPERATING NON-RECURRING FUND TOTAL USES 274 CLERK OF THE COURT EDMS OPERATING NON-RECURRING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST 32,973,970 32,973,970 $ $ 32,343,816 32,343,816 $ $ 31,293,003 31,293,003 $ $ 30,987,830 $ 30,987,830 $ $ 1,097,877 1,097,877 $ 1,150,236 1,150,236 $ $ 1,150,236 44,001 1,194,237 $ $ $ 912,764 $ 44,001 956,765 $ 1,229,100 200,000 1,429,100 954,840 255,000 1,209,840 $ $ $ 777,583 777,583 $ $ $ $ $ $ $ $ $ $ 744,438 415,000 1,159,438 1,504,211 1,504,211 $ $ 2,167,646 2,167,646 $ $ 74,000 74,000 $ - $ 3,032,133 3,032,133 DEPARTMENT OPERATING TOTAL USES $ 41,627,420 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ $ $ $ $ $ 30,056,139 $ 30,056,139 $ $ $ 4.0% 4.0% (78,864) (155,999) (234,863) -6.9% -354.5% -19.7% (210,402) 160,000 (50,402) -28.3% 38.6% -4.3% $ $ 744,320 $ 412,398 1,156,718 $ 1,635,833 1,635,833 $ $ 1,635,833 1,635,833 $ $ 1,486,225 $ 1,486,225 $ 1,615,346 $ 1,615,346 $ 20,487 20,487 1.3% 1.3% 2,155,862 275,000 2,430,862 $ 2,155,862 467,722 2,623,584 $ 2,093,850 $ 400,849 2,494,699 $ 2,206,000 $ 40,000 2,246,000 $ (50,138) 427,722 377,584 -2.3% 91.4% 14.4% 45,600 $ 56,805 102,405 $ - $ 75,000 75,000 $ 80,000 2,500 82,500 100.0% 3.2% 52.4% - $ - $ 10,000 $ 10,000 $ (6,698) 50,000 43,302 -202.8% 100.0% 81.2% (469,995) (229,805) (699,800) -16.2% -32.7% -19.4% 80,000 77,500 157,500 $ 3,302 50,000 53,302 $ $ 2,900,005 550,000 3,450,005 $ 41,013,492 - $ 41,627,420 $ $ $ 80,000 77,500 157,500 $ 3,302 50,000 53,302 $ $ $ $ 3,370,000 933,582 4,303,582 $ $ 2,900,005 703,777 3,603,782 $ 2,702,278 $ 466,610 3,168,888 $ $ 39,962,679 $ 38,972,867 $ 39,441,425 $ 521,254 1.3% 1,367,500 $ 1,758,000 $ 1,380,663 $ 1,503,582 $ 254,418 14.5% 42,380,992 $ 41,720,679 $ 40,353,530 $ 40,945,007 $ 775,672 1.9% 307 $ $ $ 1,236,864 1,236,864 744,438 415,000 1,159,438 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL COURT CLERK FIDUCIARY SERVICES COURT CLERK FIDUCIARY COURT ORDERED DISBURSEMENT COURT ORDERED FIN RECORDS COURT ORDERED RECEIVABLES PROGRAM TOTAL COURT RECORDS APPELLATE RECORDS CASE ESTABLISHMENT DISPOSITION REPORT DISTRIBUTION ELECTRONIC DOCUMENT EXHIBIT CUSTODY JUVENILE SUBSEQUENT DOCUMENT MEMORIALIZE COURT PROCEEDINGS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL PUBLIC RECORDS COURT DOCUMENT COPY COURT FILE DELIVERY PUBLIC REGISTRATIONS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.85 42.00 2.00 10.00 6.15 61.00 0.85 42.00 2.00 10.00 6.15 61.00 1.00 27.50 2.00 9.00 1.00 40.50 0.15 34.50 2.25 9.00 4.60 50.50 (0.70) (7.50) 0.25 (1.00) (1.55) (10.50) (82.35%) (17.86%) 12.50% (10.00%) (25.20%) (17.21%) (0.85) 7.00 0.25 3.60 10.00 33.90 23.00 9.70 66.60 33.90 23.00 9.70 66.60 34.15 24.00 9.95 68.10 3.00 30.15 19.00 8.95 61.10 3.00 (3.75) (4.00) (0.75) (5.50) (11.06%) (17.39%) (7.73%) (8.26%) 3.00 (4.00) (5.00) (1.00) (7.00) 11.20 78.25 7.10 10.90 131.20 20.80 10.00 253.40 522.85 11.20 78.25 7.10 10.90 131.20 20.80 10.00 253.40 522.85 8.95 72.35 7.10 4.05 133.50 16.85 8.95 251.90 503.65 6.90 68.35 7.10 3.95 120.65 15.35 8.45 238.90 469.65 (4.30) (9.90) (6.95) (10.55) (5.45) (1.55) (14.50) (53.20) (38.39%) (12.65%) 25.00 6.50 7.00 2.00 40.50 25.00 6.50 7.00 2.00 40.50 24.00 6.50 6.00 2.00 38.50 23.00 6.50 6.00 2.00 37.50 (2.00) (1.00) (3.00) (8.00%) (14.29%) 33.75 22.60 20.20 76.55 767.50 33.75 22.60 20.20 76.55 767.50 33.67 19.75 19.33 72.75 723.50 28.59 13.40 18.26 60.25 679.00 (5.16) (9.20) (1.94) (16.30) (88.50) 308 (85.00%) 25.45% 12.50% 360.00% 24.69% (11.71%) (20.83%) (10.05%) (10.28%) (2.05) (4.00) (0.10) (12.85) (1.50) (0.50) (13.00) (34.00) (22.91%) (5.53%) (4.17%) (7.41%) (1.00) (1.00) (15.29%) (40.71%) (9.60%) (21.29%) (11.53%) (5.08) (6.35) (1.07) (12.50) (44.50) (15.09%) (32.15%) (5.54%) (17.18%) (6.15%) (63.76%) (8.04%) (26.20%) (15.50%) (5.72%) (10.18%) (2.47%) (9.63%) (8.90%) (5.59%) (5.16%) (6.75%) (2.60%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Market Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Human Resources Specialist Justice System Clerk Justice System Clerk Lead Courtroom Clerk Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Elected Chief Deputy - Clk of Crt Admin/Operations Supv Human Resources Supervisor Justice System Clerk Supv Administrative Staff Supv IT Services Supv Administrator Admin & Operations Mgr Applications Development Mgr IS Project Management Mgr Systems Admin & Analysis Mgr Technical Support Mgr IT Division Manager Management Analyst Accountant Finan/Business Analyst - Dept Procurement Specialist IS Project Manager Project Manager Human Resources Analyst Trainer Business/Systems Analyst Business/Systems Analyst-Sr/Ld Database Administrator Database Report Writer Analyst IS Project Manager - Sr/Ld Programmer/Analyst Programmer/Analyst - Sr/Ld Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld General Laborer Trades Generalist Help Desk Coordinator PC/LAN Tech Support Media Specialist DEPARTMENT TOTAL FY 2008-09 ADOPTED 1.00 4.00 3.00 347.50 23.00 230.50 4.00 1.00 4.00 4.00 1.00 1.00 17.00 1.00 24.00 2.00 1.00 2.00 19.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 5.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 2.00 5.00 2.00 3.00 1.00 3.00 1.00 1.00 2.00 12.00 3.00 2.00 7.50 1.00 767.50 FY 2008-09 REVISED 1.00 4.00 3.00 347.50 23.00 230.50 4.00 1.00 4.00 4.00 1.00 1.00 17.00 1.00 24.00 2.00 1.00 2.00 19.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 5.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 2.00 5.00 2.00 3.00 1.00 3.00 1.00 1.00 2.00 12.00 3.00 2.00 7.50 1.00 767.50 FY 2008-09 FORECAST 4.00 3.00 326.50 23.00 230.50 1.00 1.00 3.00 4.00 1.00 1.00 16.00 1.00 23.00 1.00 2.00 19.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 4.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 3.00 5.00 2.00 3.00 1.00 3.00 1.00 1.00 2.00 3.00 2.00 6.50 1.00 723.50 FY 2009-10 ADOPTED 4.00 2.00 290.00 23.00 217.50 3.00 1.00 3.00 4.00 1.00 1.00 16.00 1.00 21.00 2.00 1.00 1.00 19.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 3.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 3.00 5.00 2.00 3.00 1.00 3.00 1.00 1.00 2.00 7.00 2.00 2.00 6.50 1.00 679.00 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% (1.00) -33.33% (57.50) -16.55% (13.00) -5.64% (1.00) -25.00% (1.00) -25.00% (1.00) -5.88% (3.00) -12.50% (1.00) -50.00% (1.00) -100.00% (2.00) -40.00% 1.00 50.00% (5.00) -41.67% (1.00) -33.33% (1.00) -13.33% (88.50) -11.53% FORECAST VS ADOPTED VARIANCE % (1.00) -33.33% (36.50) -11.18% (13.00) -5.64% 2.00 200.00% (2.00) -8.70% 2.00 (1.00) -50.00% (1.00) -25.00% 7.00 (1.00) -33.33% (44.50) -6.15% REVISED VS ADOPTED VARIANCE % (87.50) -13.56% (1.00) -4.35% (88.50) -11.53% FORECAST VS ADOPTED VARIANCE % (44.50) -7.39% (44.50) -6.15% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS DEPARTMENT TOTAL FY 2008-09 ADOPTED 645.50 23.00 4.00 5.00 48.00 42.00 767.50 FY 2008-09 REVISED 645.50 23.00 4.00 5.00 48.00 42.00 767.50 FY 2008-09 FORECAST 602.50 22.00 4.00 5.00 48.00 42.00 723.50 309 FY 2009-10 ADOPTED 558.00 22.00 4.00 5.00 48.00 42.00 679.00 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • Reduce the FY 2009-10 General Fund operating budget by $272,565 in Personal Services. Associated FY 2008-09 mid-year reductions of $264,686 bring the annualized FY 2009-10 reduction to $537,251. The FY 2009-10 reductions include the deletion of Other Pay and Other Personnel Services ($32,600), the elimination of a vacant temporary intern ($23,064), a vacant Office Assistant ($36,509), a vacant Administrator ($75,935) and a vacant Information Systems Project Manager ($104,457). Cost Reduction • Reduce the FY 2009-10 General Fund operating budget by $1,768,395 in Personal Services ($1,639,767), and Supplies, Services and Capital ($128,628). Associated FY 2008-09 mid-year reductions of $656,414 bring the annualized FY 2009-10 budget reduction to $2,424,809. FY 2009-10 reductions include the elimination of 37.5 FTE vacant Justice System Clerks ($1,203,144), 1.0 FTE vacant Justice System Clerk Supervisor ($54,382), 13.0 FTE vacant Courtroom Clerks ($382,241), a reduction in postage due to a decrease in mailed minute entries ($123,000), and a reduction in other supplies, services and capital ($5,628). Fund Shifts • Shift $289,150 from the General Fund operating budget to the Electronic Document Management System Fund (274) operating budget. Shifts include supplies and services ($39,150) and project-associated information technology Personal Services ($250,000). Revenue • Increase General Fund revenue by $1,196,928, including $226,200 from a new $26 fee to be assessed to maintain fee-deferral accounts, and $970,728 from a 44% court fee increase approved by the 2008 Arizona Legislature (in effect as of September 26, 2008). Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in General Fund operating savings of $325,573. Other Base Adjustments: General Fund (100) • Reduce the General Fund operating budget by $1,128,601 to right-size savings. In association with the deletion of vacant positions, Personal Services were able to be reduced by $1,077,857 -- providing for a 3.0% salary and benefit savings rate. The risk management charge to the Clerk of the Superior Court was reduced for FY 2009-10, providing for budget savings of $50,744. A $10,000 Personnel Services allocation from the General Fund to the Electronic Document Management System Fund (274) is offset by a $10,000 increase in General Fund Other Pay. 310 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) • (Operating): Increased filing fee revenue and associated operating expenditures of $78,857 are anticipated for FY 2009-10. A $13,286 reduction in Personal Services expenditures would be offset by an increase of $92,143 in supplies, services and capital equipment. • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $200,000 from fund balance to convert pre-2002 paper files to the Electronic Court Record. No non-recurring expenditures were authorized for FY 2008-09. Judicial Enhancement Fund (208) • (Operating): Increased filing fee revenue and associated expenditures of $210,390 are anticipated for FY 2009-10. A $61,193 reduction in service expenditures would be offset by increases of $66,451 in Personal Services and $205,132 in supplies. • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $255,000 from fund balance for a UNIX Administrator project ($135,000), an ICIS Financials/RFR Data Conversion project ($50,000) and an Enterprise Project Management project ($70,000). The FY 2008-09 non-recurring budget authorized $415,000 in expenditures from fund balance. Clerk of the Court Grants Fund (216) • (Operating): The Clerk of the Superior Court reports a net decline in grant revenue of $20,488 for FY 2009-10, including reductions of $22,429 in the Byrne/JAG Drug Enforcement Grant and $31,666 in the CPAF Court Improvement Grant, and an increase of $33,607 in the IV-D Child Support Enforcement Grants. An associated expenditure reduction of $20,488 for FY 2009-10 includes reductions of $48,020 in Personal Services and a net increase of $27,532 in supplies and services. Clerk of the Court Fill the Gap Fund (218) • (Operating): Increased Fill the Gap revenue of $50,155 includes an increase of $50,263 in local revenue and a decline of $108 in state revenue. An associated expenditure increase of $50,155 is allocated almost entirely for Personal Services. • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $40,000 from fund balance for a Cash Receipting project. The FY 2008-09 non-recurring budget authorized $275,000 in expenditures from fund balance. Child Support Enhancement Fund (270) • (Operating): The project-oriented Child Support Enhancement Fund restricts expenditures to improving support programs and services. FY 2009-10 revenue is anticipated to increase by $15,000 to $95,000. Although no operating expenditures are requested from the fund in FY 2009-10, the Clerk of the Superior Court requests the authority for a one-time expenditure from fund balance of $75,000 (see Non-Recurring Budget, below). • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $75,000 from fund balance for an IV-D Data Exchange project to improve data sharing between the Department of Economic Security and the Clerk of the Superior Court. The FY 2008-09 non-recurring budget authorized $77,500 in expenditures from fund balance. Victim Location Fund (273) • (Operating): The Clerk of the Superior Court anticipates FY 2009-10 interest revenue of $24,000, an increase of $6,000. Expenditures in this fund are restricted to determining the location of crime victims, and vary from year to year. The FY 2009-10 operating budget 311 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Department Strategic Plans and Budgets Clerk of the Superior Court includes a $10,000 Personnel Services allocation-in from the General Fund. Although $10,000 is budgeted, no expenditures are forecast for FY 2008-09 from this fund. (Non-Recurring): No FY 2009-10 expenditures from fund balance are included in the nonrecurring budget. The FY 2008-09 non-recurring budget authorized $50,000 in expenditures from fund balance. Electronic Document Management Fund (274) • (Operating): Local filing fee revenues are expected to increase by $470,000 in FY 2009-10. The Clerk of the Superior Court, in response to a request for budget balancing initiatives, agreed to shift $289,150 from General Fund expenditures to the EDMS operating budget, including a $250,000 increase in personnel allocations for I.T. project positions, and $39,150 for supplies and services. In total, FY 2009-10 operating expenditures are increasing by $270,296 for Personal Services, and $199,704 for supplies, services and capital costs. • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $933,582 from fund balance for an eFiling Foundation project ($626,960), an Electronic Court Record – Juvenile project ($56,622) and an eFiling Enhancement project ($250,000). The FY 2008-09 non-recurring budget authorized $550,000 in expenditures from fund balance. Strategic Business Plan Update The Clerk of the Superior Court initiated and successfully completed a systematic and facilitated review and update of the departmental strategic business plan; the changes are reflected in this document. All of the department’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The Court Records Program retains eight of its nine activities. Although the bulk of services remains essentially unchanged, the department has appropriately identified its customers, and created sets of measures which will account for timeliness and efficiency in the provision of services. The Fiduciary Services Program has added a fourth activity (Fiduciary), providing for the measurement of daily cash and credit reconciliations. The Public Records Program retains three of its four activities, with an increased emphasis on providing records in a timely manner. Programs and Activities Court Records Program The purpose of the Court Records Program is to provide court records management and notification services to courts, litigants, agencies and the public so they can have timely access to court records and timely notification of court proceedings and decisions. 312 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results Measure Description % of records on appeal transmitted to an Appellate Court per mandated timeframes % of Adult records on appeal transmitted to an Appellate Court per mandated timeframes % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe % of new cases established within stated timeframes % of Adult cases established within stated timeframes % of Juvenile cases established within stated timeframes % of minute entries created within three days from date of hearing to date of creation % of Adult minute entries created within three days from date of hearing to date of creation % of Juvenile minute entries created within three days from date of hearing to date of creation % of accurate Adult minute entries in a statistical sample of completed minute entries % of accurate Juvenile minute entries in a statistical sample of completed minute entries % of received court created documents that were distributed % of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes % of Adult sentencings resulting in a Disposition Report that have the Report transmitted within 40 days of sentencing % of Adult sentencings resulting in an Abstract that have the Abstract transmitted within ten days of sentencing % of Juvenile disposition minute entries resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry % of eFiled court documents available within the next business day after the day of receipt % of scanned court documents available within three business days after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit % of electronic documents available within established timeframes % of exhibits received for intake that are available for access within established timeframes % of Adult exhibits received for intake that are available for access within one business day of receipt for storage % of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage % of Juvenile subsequent documents docketed within established timeframes % of financial records available within established timeframes % of accurate Billing financial records in a statistical sample of deferral orders % of accurate Trust financial records in a statistical sample of trust orders % of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders % of Billing financial records available within one business day of the file stamp date % of Trust financial records available within two business days % of Support Orders financial records available within established timeframes % of Criminal Obligation financial records available within thirty days from the docketed date % of Juvenile financial records available within (TBD) % of Support Orders financial record inquiry resolutions completed within two business days % of Criminal Obligation financial record inquiry resolutions completed within two business days % of Support Orders financial reports available within established timeframes FY 2008 Actual New Measure FY 2009 Revised 114.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% -14.0% -12.3% New Measure New Measure 100.0% New Measure New Measure 100.0% New Measure New Measure New Measure New Measure 98.0% New Measure New Measure 100.0% 99.7% 99.7% 100.0% 96.8% New Measure New Measure 96.5% New Measure New Measure 98.9% New Measure New Measure 99.5% New Measure New Measure 98.9% New Measure New Measure 99.6% 69.0% 100.0% 100.0% New Measure New Measure 100.0% New Measure New Measure 100.0% New Measure New Measure 100.0% 1.7% 1.8% -3.2% -3.2% 0.4% 31.0% 0.4% 44.9% New Measure 98.6% 100.0% 1.4% 1.4% New Measure 89.8% 83.0% -6.8% -7.6% 0.3% 0.1% -0.2% -54.2% 16.0% 19.0% 0.0% 0.0% 0.3% New Measure New Measure New Measure 84.0% 84.0% 100.0% New Measure New Measure 100.0% New Measure New Measure 99.9% New Measure 100.0% 100.0% New Measure New Measure New Measure New Measure 99.9% 95.7% New Measure New Measure 99.6% New Measure New Measure 98.4% New Measure New Measure 100.0% New Measure New Measure New Measure New Measure 98.0% 100.0% New Measure New Measure 100.0% New Measure New Measure New Measure New Measure 98.4% 100.0% New Measure New Measure 95.0% New Measure New Measure 100.0% 313 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Activities that comprise this program include: • Appellate • Case Establishment • Disposition Report • Distribution • Electronic Document • • • Exhibits Custody Juvenile Subsequent Document Memorialize Court Proceedings Appellate Activity The purpose of the Appellate Activity is to provide the record on appeal to the Court of Appeals or Arizona Supreme Court so they can receive the record within mandated timeframes to further the judicial process. Mandates: The Clerk’s Office transmits the court record of an appealed case to the Appellate Court in accordance with Arizona Rules for Criminal Procedure 31 (Adult Criminal) and 32 (Post-Conviction Relief), Juvenile Rules of Procedure 88, Civil Rules of Procedure 76 and Rules of Appellate Procedure 11. Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description % of Adult records on appeal transmitted to an Appellate Court per mandated timeframes % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe % of records on appeal transmitted to an Appellate Court per mandated timeframes FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure # of Adult records transmitted to an Appellate Court # of Juvenile 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 114.0% FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 100.0% 100.0% #VALUE! % Variance Revised - Adopted #VALUE! #VALUE! -14.0% -12.3% New Measure New Measure 1,486 #VALUE! #VALUE! New Measure New Measure 141 #VALUE! #VALUE! 1,581 1,876 1,611 -265 -14.1% 1,554 1,650 1,611 -39 -2.4% $416.90 $214.24 $198.97 $15.27 -7.1% Expenditure 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ 535,256 $ 123,861 659,117 $ 367,212 $ 34,710 401,922 $ 303,738 $ 16,805 320,543 $ 63,474 17,905 81,379 17.3% 51.6% 20.2% Case Establishment Activity The purpose of the Case Establishment Activity is to provide a Superior Court case number or notification of filing to litigants, process servers, agencies, and other jurisdictions so they can have confirmation of commencement of a Superior Court case within established timeframes of request. Mandates: The process for initiating complaints, petitions, and submission of subsequent documents are set out in Arizona Rules of Civil Procedure (Rules 3 and 4), 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 314 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court proof of process service (Rules of Civil Procedure, Rule 45), transcript preparation for appeals (A.R.S. §22-261 through §22-265), issuance of preliminary injunction pursuant to the dissolution of marriage (A.R.S. §25-315), issuance of change of venue orders and copies of associated transcripts (A.R.S. §12-407), issuance of warrants or summons (Rules of Criminal Procedure, Rule 3), and providing conditions of release bonds (Rules of Criminal Procedure, Rule 7). Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description % of Adult cases established within stated timeframes % of Juvenile cases established within stated timeframes % of new cases established within stated timeframes # of Adult cases established # of Juvenile cases established # of new cases established # of new cases to be established $ Cost per new case established FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure New Measure New Measure 143,979 145,021 $26.32 FY 2010 Variance Adopted Revised - Adopted 99.7% #VALUE! 100.0% 98.0% 99.7% New Measure New Measure 141,948 144,410 $23.29 124,810 19,845 144,655 144,909 $22.20 100 - GENERAL TOTAL SOURCES $ $ - $ - $ 360,000 $ 360,000 $ 396,000 $ 396,000 $ 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 3,110,017 $ 528,964 150,307 3,789,288 $ 2,596,512 $ 561,511 147,878 3,305,901 $ 2,653,859 $ 490,083 67,493 3,211,435 $ #VALUE! % Variance Revised - Adopted #VALUE! #VALUE! 1.7% #VALUE! #VALUE! 1.8% #VALUE! #VALUE! 2,707 499 $1.09 1.9% 0.3% -4.7% 36,000 36,000 10.0% 10.0% (57,347) 71,428 80,385 94,466 -2.2% 12.7% 54.4% 2.9% Expenditure $ Disposition Report Activity The purpose of the Disposition Report Activity is to provide disposition reports and abstracts to the Department of Public Safety and the Department of Motor Vehicles so they can have timely access to case disposition information. Mandates: 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. 315 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Measure Description % of Adult sentencings resulting in a Disposition Report that have the Disposition Report transmitted within 40 days of sentencing % of Adult sentencings resulting in an Abstract that have the Abstract transmitted within ten days of sentencing % of Juvenile disposition minute entries resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry % of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes Department Strategic Plans and Budgets Clerk of the Superior Court FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 100.0% #VALUE! #VALUE! New Measure # of Disposition Reports transmitted # of Adult Abstracts transmitted # of Juvenile Abstracts transmitted # of Disposition Reports / Abstracts transmitted # of Disposition Reports / Abstracts to be transmitted $ Cost per Disposition Report / Abstract transmitted FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 69.0% 100.0% New Measure New Measure New Measure 55,246 New Measure New Measure New Measure 54,582 53,822 6,014 2,890 62,726 76,904 78,650 $5.76 $5.85 % Variance Revised - Adopted #VALUE! 31.0% #VALUE! #VALUE! #VALUE! 44.9% #VALUE! #VALUE! #VALUE! 8,144 14.9% 78,948 298 0.4% $5.39 $0.46 -7.9% (18,203) (405) (18,608) -6.5% -1.1% -5.8% Expenditure 100 - GENERAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 240,576 77,868 318,444 $ 281,374 38,037 319,411 $ $ $ 299,577 38,442 338,019 $ $ Distribution Activity The purpose of the Distribution Activity is to provide electronic or paper copies of court documents to litigants, court personnel and government entities so they can have timely notification of court proceedings and decisions. Mandates: Arizona Rules of Civil Procedure (Rule 58E) and Rules of Procedure for Juvenile Proceedings (Rule 1(D) 5) mandate the distribution of minute entries. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported % 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 2009 Revised 99.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.4% 0.4% 716,636 706,928 810,171 103,243 14.6% 719,861 709,980 811,493 101,513 14.3% $0.63 $0.69 $0.27 $0.42 -60.8% 448,347 $ 448,347 $ 488,458 $ 488,458 $ 219,649 $ 219,649 $ Expenditure 100 - GENERAL TOTAL USES $ $ 316 268,809 268,809 55.0% 55.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Activity The purpose of the Electronic Document Activity is to provide electronic court documents to judicial officers and other users so they can access reliable electronic court documents within established timeframes. 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. §12-282 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. Measure Type Result Result Result Result Output Output Output Output Demand Demand Efficiency Measure Description % of eFiled court documents available within the next business day after the day of receipt % of scanned court documents available within three business days after the day of receipt % of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit % of electronic documents available within established timeframes # of eFiled documents added to the Electronic Court Record (ECR) repository FY 2008 Actual New Measure FY 2009 Revised 98.6% New Measure 89.8% 83.0% -6.8% -7.6% 0.3% 0.1% -0.2% -54.2% 0.3% New Measure # of scanned documents added to the ECR repository # of electronic documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit # of electronic documents added to the ECR Repository # of eFiled documents submitted # of documents available for scanning $ Cost per electronic document added to the ECR Repository New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 1.4% 1.4% 84.0% #VALUE! #VALUE! 116,305 147,089 158,717 11,628 7.9% 2,475,556 2,509,295 2,533,248 23,953 1.0% 436,217 436,217 461,061 24,844 5.7% New Measure New Measure 2,691,965 #VALUE! 117,855 2,600,795 New Measure 149,208 2,636,123 New Measure 159,518 2,664,204 $2.20 10,310 28,081 #VALUE! #VALUE! 6.9% 1.1% #VALUE! Revenue 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 1,166,490 $ 3,072,237 4,238,727 $ 1,150,243 $ 2,900,000 4,050,243 $ 1,229,100 $ 3,330,000 4,559,100 $ 2,836,441 $ 699,002 174,938 1,190,809 4,901,190 $ 2,800,857 $ 330,699 4,497 347,360 1,337,378 4,820,791 $ 2,884,313 $ 1,036,556 4,497 461,883 1,534,895 5,922,144 $ 78,857 430,000 508,857 6.9% 14.8% 12.6% Expenditure $ 317 (83,456) (705,857) (114,523) (197,517) (1,101,353) -3.0% -213.4% 0.0% -33.0% -14.8% -22.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Exhibits Custody Activity The purpose of the Exhibits Custody Activity is to provide for the storage and access of exhibits to the courts and parties of record so they can have timely access to the exhibits. Mandates: A.R.S §12-282 mandates rules required by the Clerk in the control and disposition of specified records. A.R.S. §39-101 mandates the quality of records required by the Clerk. Measure Type Result Result Result Output Output Measure Description % of Adult exhibits received for intake that are available for access within one business day of receipt for storage % of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage % of exhibits received for intake that are available for access within established timeframes # of Adult exhibits processed for intake # of Juvenile exhibits processed for intake Output # of exhibits processed for intake Demand # of exhibits received for intake Efficiency $ Cost per exhibit processed for intake Expenditure 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure 84.0% New Measure New Measure New Measure New Measure 97,825 113,769 $9.02 $ $ 89,566 106,474 $10.28 858,261 $ 24,193 882,454 $ 843,902 $ 76,448 920,350 $ FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 99.9% #VALUE! 100.0% 93,091 12,391 105,482 110,179 $6.96 677,815 $ 56,232 734,047 $ % Variance Revised - Adopted #VALUE! #VALUE! 16.0% #VALUE! #VALUE! 19.0% #VALUE! #VALUE! 15,916 3,705 $3.32 166,087 20,216 186,303 17.8% 3.5% -32.3% 19.7% 26.4% 20.2% Juvenile Subsequent Documents Activity The purpose of the Juvenile Subsequent Document Activity is to provide an electronic chronological record of pleadings, actions and decisions filed in a Juvenile court case for Juvenile Court stakeholders so they can access court case information within established timeframes. 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. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Meaure % of Juvenile subsequent documents docketed within established timeframes # of Juvenile subsequent documents docketed # of Juvenile subsequent documents to be docketed $ Cost per Juvenile subsequent document docketed FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 225,184 236,248 230,045 -6,203 -2.6% 225,184 236,248 230,050 -6,198 -2.6% $1.24 $1.90 $1.81 $0.09 -5.0% 278,604 $ 278,604 $ 449,182 $ 449,182 $ 415,584 $ 415,584 $ Expenditure 100 - GENERAL TOTAL USES $ $ 318 33,598 33,598 7.5% 7.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Memorialize Court Proceedings Activity The purpose of the Memorialization of Court Proceedings Activity is to provide documentation of court proceedings and decisions to courts and contractor agencies, litigants, and government agencies so they can have timely access to accurate court records. 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. Measure Type Result Result Result Result Result Output Output Output Output Output Demand Efficiency Revenue Measure Description % of Adult minute entries created within three days from date of hearing to date of creation % of Juvenile minute entries created within three days from date of hearing to date of creation % of accurate Adult minute entries in a statistical sample of completed minute entries % of accurate Juvenile minute entries in a statistical sample of completed minute entries % of minute entries created within three days from date of hearing to date of creation # of Adult minute entries created # of Juvenile minute entries created # of Adult minute entries in a statistical sample of completed minute entries # of Juvenile minute entries in a statistical sample of completed minute entries FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 98.9% #VALUE! #VALUE! New Measure New Measure 99.5% #VALUE! #VALUE! New Measure New Measure 98.9% #VALUE! #VALUE! New Measure 100.0% FY 2010 Variance Adopted Revised - Adopted 96.5% #VALUE! 96.8% % Variance Revised - Adopted #VALUE! -3.2% -3.2% New Measure New Measure New Measure New Measure New Measure New Measure 552,351 79,956 552,351 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! New Measure New Measure 79,956 #VALUE! #VALUE! # of minute entries created # of minute entries to be created $ Cost per minute entry created 208 - JUDICIAL ENHANCEMENT 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ 620,565 620,565 $22.42 609,472 609,472 $22.30 632,307 632,638 $21.89 22,835 23,166 $0.41 3.7% 3.8% -1.8% 603,273 $ 1,530,426 1,988,545 110,682 4,232,926 $ 564,250 $ 1,635,834 2,155,845 80,000 4,435,929 $ 750,840 $ 1,615,346 2,204,000 87,000 4,657,186 $ 186,590 (20,488) 48,155 7,000 221,257 33.1% -1.3% 2.2% 8.8% 5.0% 11,416,378 $ 1,470,051 1,026,603 13,913,032 $ 10,843,494 $ 1,611,033 1,135,583 13,590,110 $ 11,073,142 $ 1,590,135 1,176,805 13,840,082 $ (229,648) 20,898 (41,222) (249,972) -2.1% 1.3% -3.6% -1.8% Expenditure $ 319 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide payment receipting, checks and financial account records related to Superior Court cases to litigants, crime victims and government entities so they can have timely access to financial obligation information and funds due to them. Program Results Measure Description % of payments posted within established timeframes % of checks issued within established timeframes % of restitution checks issued within established timeframes FY 2008 Actual New Measure New Measure New Measure FY 2009 Revised 98.0% 80.0% New Measure % of bond checks issued within established timeframes % of reconciliations completed within established timeframes New Measure New Measure New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.7% 0.7% 0.7% 100.0% 20.0% 25.0% 100.0% 100.0% 100.0% Activities that comprise this program include: • Court Ordered Disbursement • Court Ordered Financial Records • Court Ordered Receivables • Fiduciary Court Ordered Disbursement Activity The purpose of the Court Ordered Disbursement Activity is to provide checks to crime victims and litigants pursuant to court order and to government entities pursuant to statute and court rule so they can access funds due them in a timely manner. 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. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of restitution checks issued within established timeframes % of bond checks issued within established timeframes % of checks issued within established timeframes # of restitution checks issued # of bond checks issued # of checks issued # of checks to be issued $ cost per check issued 100 - GENERAL 273 - VICTIM LOCATION TOTAL USES FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure New Measure New Measure 85,876 103,020 $18.52 $ $ 1,590,034 $ 1,590,034 $ FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 100.0% 80.0% 100.0% New Measure New Measure 85,236 106,545 $19.44 74,131 6,177 80,307 88,855 $18.70 1,657,054 $ 2 1,657,056 $ 320 1,491,636 $ 10,000 1,501,636 $ #VALUE! % Variance Revised - Adopted #VALUE! #VALUE! 20.0% #VALUE! #VALUE! 25.0% #VALUE! #VALUE! -4,929 -17,690 $0.74 -5.8% -16.6% -3.8% 165,418 (9,998) 155,420 10.0% -499900.0% 9.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Ordered Financial Records Activity The purpose of the Court Ordered Financial Records activity is to provide financial obligation records to crime victims, litigants, government entities and Clerk's Office work units so they can have timely access to accurate financial information. Mandates: A.R.S. §25-502 mandates the processes and procedures for the Clerk in regards to the transfer of paternal support cases to or from another county. A.R.S. §25-503 mandates that the court receive surety of payment of child support in the event that previous efforts to collect have not been successful, and also sets forth other requirements for the payment of child support and the conditions of payment that the court must verify under special circumstances. A.R.S.§25-504 mandates that the Clerk issue ex parte orders of assignment upon request and sets forth the procedures, requirements, conditions of appeal, and conditions of repeal. A.R.S. §25-505 mandates that the Clerk transfer all receipts of withholdings pursuant to an order of assignment to the support payment clearinghouse. A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing any support payments with the support payment clearinghouse. A.R.S §25-510 mandates that the Clerk shall use electronically-accessed data provided by the Arizona Department of Economic Security to provide payment histories to all litigants, attorneys and interested persons and the court, and shall load new orders, modify order amounts, respond to payment inquiries, research payment related issues, release payments pursuant to court orders, and update demographic and new employer information. Further, the Clerk shall provide to the department any new address, order of assignment or employment information the Clerk receives regarding any support order. 321 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Measure Type Result FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 98.0% #VALUE! #VALUE! New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 98.4% #VALUE! #VALUE! New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 95.0% #VALUE! #VALUE! New Measure New Measure 100.0% #VALUE! #VALUE! New Measure New Measure 95.7% #VALUE! #VALUE! New Measure New Measure 98.4% #VALUE! #VALUE! New Measure New Measure 99.6% #VALUE! #VALUE! New Measure New Measure New Measure New Measure 289,932 18,300 #VALUE! #VALUE! #VALUE! #VALUE! New Measure New Measure New Measure New Measure 7,293 228,716 #VALUE! #VALUE! #VALUE! #VALUE! New Measure New Measure 30,291 #VALUE! #VALUE! New Measure New Measure 5,340 #VALUE! #VALUE! New Measure New Measure 17,370 #VALUE! #VALUE! New Measure New Measure 30,959 #VALUE! #VALUE! New Measure New Measure 5,691 #VALUE! #VALUE! New Measure New Measure 18,300 #VALUE! #VALUE! New Measure New Measure 34,503 #VALUE! #VALUE! New Measure New Measure New Measure New Measure New Measure New Measure 6,177 295,059 $1.64 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Result Result Result Result Result Result Result Result Result Result Result Output Output Output Output Output Output Output Output Output Output Output Output Demand Efficiency Expenditure Measure Description % of financial records available within established timeframes % of Billing financial records available within one business day of the file stamp date % of Trust financial records available within two business days % of Criminal Obligation financial records available within thirty days from the docketed date % of Support Orders financial records available within established timeframes % of Juvenile financial records available within (TBD) % of Support Orders financial record inquiry resolutions completed within two business days % of Criminal Obligation financial record inquiry resolutions completed within two business days % of Support Orders financial reports available within established timeframes % of accurate Billing financial records in a statistical sample of deferral orders % of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders % of accurate Trust financial records in a statistical sample of trust orders # of financial record orders processed # of Billing Unit financial record orders processed # of Trust financial record orders processed # of Criminal Obligation financial record orders processed # of Support Orders financial record orders processed # of Juvenile financial record orders processed # of Support Orders financial record customer inquiries resolved # of Criminal Obligation financial record customer inquiries resolved # of Support Orders financial reports prepared # of Billing Unit's financial record orders audited # of Criminal Obligation's financial record orders audited # of Trust's financial record orders audited # of financial record orders to be processed $ Cost per financial record processed 100 - GENERAL TOTAL USES $ $ 793,701 $ 793,701 $ 717,289 $ 717,289 $ FY 2010 Variance Adopted Revised - Adopted 99.9% #VALUE! 476,513 $ 476,513 $ 240,776 240,776 % Variance Revised - Adopted #VALUE! 33.6% 33.6% Court Ordered Receivables Activity The purpose of the Court Ordered Receivables Activity is to provide payment receipting and posting of deferred fees and fines to funding recipients identified in statutes so they can have timely access to monies due to them. Mandates: A.R.S §12-302 establishes the procedures and requirements for the deferral and waiver of fees and the establishment of a time payment program. A.R.S. §12-332 mandates that jury fees be paid to the Clerk and that the Clerk distribute the payments for this fee to the County Treasurer. A.R.S. 322 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court §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. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual New Measure % of payments posted within established timeframes # of payments posted # of payments to be posted $ Cost per payment posted FY 2009 Revised 98.0% 35,136 37,730 $11.75 33,836 34,566 $15.77 9,218,980 $ 18,000 9,236,980 $ 10,706,200 $ 24,000 10,730,200 $ 1,487,220 6,000 1,493,220 16.1% 33.3% 16.2% 533,762 $ 533,762 $ 497,245 $ 497,245 $ 36,517 36,517 6.8% 6.8% 100 - GENERAL 273 - VICTIM LOCATION TOTAL SOURCES $ 8,910,165 $ 34,427 8,944,592 $ 100 - GENERAL TOTAL USES $ $ 412,710 $ 412,710 $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.7% 0.7% 0.7% 20,187 20,775 $24.63 -13,649 -13,791 -$8.86 -40.3% -39.9% 56.1% Expenditure Fiduciary Activity The purpose of the Fiduciary activity is to provide reconciled accountings to Superior Court and government entities so they can have timely access to funds due them. Mandates: Reconciliation of the monthly transmittal is part of the “Reconciled Accountings” Service. A.R.S. §12-284 “Fees” addresses the monthly transmittal of funds to the County Treasurer. It also includes a fee schedule indicating what monies are to be collected by cashiers, and reconciliation of cash drawer and credit card transactions is part of the service. A.R.S. §12-284.03 “Distribution of Fees” addresses how the County Treasurer is to distribute the funds received from the Clerk of the Superior Court. Administrative Order 2006-121 “Arizona Code of Judicial Administration” Part 1, Ch. 4, §1-401. Minimum Accounting Standards” applies to reconciliations, among other accounting events. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of reconciliations completed within established timeframes # of reconciliations completed # of reconciliations to be completed $ Cost per reconciliation completed 100 - GENERAL TOTAL USES $ $ FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure New Measure New Measure New Measure - $ - $ FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 94,482 94,482 $1.86 - $ - $ 175,972 $ 175,972 $ #VALUE! #VALUE! #VALUE! (175,972) (175,972) % Variance Revised - Adopted #VALUE! #VALUE! #VALUE! #VALUE! #DIV/0! #DIV/0! Public Records Program The purpose of the Public Records Program is to provide marriage licenses, processed passport applications, and documentation of court records to the public, court, legal community and agencies so they can have timely access to public records services. 323 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results Measure Description % of page reproductions completed within established timeframes % of Adult page reproductions completed within established timeframes % of Juvenile page reproductions completed within established timeframes % of files delivered within established timeframes % of Adult files delivered within two business days from time of request % of Juvenile files delivered the same day the pull list requesting the file is received % of applications processed the same day as requested by the applicant FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure New Measure 100.0% New Measure New Measure 100.0% New Measure New Measure 99.0% New Measure New Measure New Measure New Measure 99.5% 98.8% 0.5% 0.5% 0.0% 0.0% 100.0% 100.0% 100.0% Activities that comprise this program include: • Court Document Copy • Court File Delivery • Public Registrations Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of electronic or paper court record documents upon request to the public, court, legal community and agencies so they can have timely access to reproductions of case file information. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of Adult page reproductions completed within established timeframes % of Juvenile page reproductions completed within established timeframes % of page reproductions completed within established timeframes # of Adult pages reproduced # of Juvenile pages reproduced # of pages reproduced # of pages to be reproduced $ Cost per page reproduced 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure New Measure New Measure 1,544,424 1,544,426 $0.90 $ $ FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! 100.0% #VALUE! #VALUE! 100.0% 100.0% 0.0% New Measure New Measure 1,459,024 1,459,024 $1.00 1,352,115 120,938 1,473,053 1,473,053 $0.89 #VALUE! #VALUE! 14,029 14,029 $0.11 1,340,662 $ 48,329 1,388,991 $ 324 1,267,905 190,442 1,458,347 $ $ 1,117,127 189,801 1,306,928 $ $ % Variance Revised - Adopted #VALUE! 150,778 641 151,419 0.0% #VALUE! #VALUE! 1.0% 1.0% -11.2% 11.9% 0.3% 10.4% Maricopa County Annual Business Strategies FY 2009-10 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 hard copy court file delivery upon request to the public, court, legal community and agencies so they can have timely access to case file information contained in the court files. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §12-202 mandates the Clerk to issue writs and processes, enter all judgments of the court, keep records as specified by the court, and provide certified copies of court records after receipt of all pertinent court fees. A.R.S. §8-208 mandates the Clerk to censure juvenile records as mandated by law. A.R.S. §8-121 mandates the Clerk to transmit all adoption records older than 100 years to the state archives, maintain confidential information on adoption records and allow individuals to access non-confidential information pertaining to adoption records. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description % of Adult files delivered within two business days from time of request % of Juvenile files delivered the same day the pull list requesting the file is received % of files delivered within established timeframes # of Adult files delivered # of Juvenile files delivered # of files delivered # of files requested $ Cost per file delivered 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure New Measure New Measure New Measure 172,397 173,769 $7.82 $ $ 1,074,614 273,291 1,347,905 FY 2010 Variance Adopted Revised - Adopted 98.8% #VALUE! 100.0% #VALUE! % Variance Revised - Adopted #VALUE! #VALUE! 99.0% 99.5% 0.5% 0.5% New Measure New Measure 184,694 186,252 $4.53 62,657 78,874 141,531 142,433 $4.52 #VALUE! #VALUE! -43,163 -43,819 $0.01 #VALUE! #VALUE! -23.4% -23.5% -0.2% (231,382) 428,589 197,207 -99.2% 71.0% 23.6% $ 233,312 603,728 837,040 $ $ $ 464,694 175,139 639,833 $ $ Public Registrations Activity The purpose of the Public Registrations Activity is to provide marriage licenses and processed passport applications to qualifying applicants so they can have timely access to documentation required for a marriage ceremony and recording of the marriage or for obtaining a passport. Mandates: A.R.S. §25-121 requires the Clerk to issue a marriage license to authorized applicants and to collect a fee. A.R.S. §25-123 mandates the Clerk to maintain a record of all marriage licenses issued. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual New Measure % of applications processed the same day as requested by the applicant # of applications processed # of applications requested $ cost per application processed 100 - GENERAL TOTAL SOURCES FY 2009 Revised 100.0% 64,443 64,443 $13.42 55,896 55,896 $16.19 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 43,377 43,377 $20.72 -12,519 -12,519 -$4.53 -22.4% -22.4% 28.0% $ $ 1,649,616 $ 1,649,616 $ 1,430,292 $ 1,430,292 $ 1,104,000 $ 1,104,000 $ (326,292) (326,292) -22.8% -22.8% 100 - GENERAL $ 205 - COURT DOCUMENT RETRIEVA TOTAL USES $ 790,488 $ 74,399 864,887 $ 879,538 $ 25,367 904,905 $ 873,115 $ 25,797 898,912 $ 6,423 (430) 5,993 0.7% -1.7% 0.7% Expenditure 325 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: General Laborer (Courier) Position (C-16-09-001-M-00) BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Eliminate 6.5 Admin Positions, Other Pay & Other Pers. Serv. (partial) Cost Reduction Eliminate 50.5 Positions & Non-Pers. Serv. due to Efficiencies (partial) 32,343,816 $ 11,009,272 $ Subtotal $ (129,713) $ (129,713) $ - $ Subtotal $ (264,686) $ (264,686) $ - $ Subtotal $ (656,414) $ (656,414) $ - FY 2008-09 REVISED RESTATED BUDGET $ 31,293,003 $ 11,009,272 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 2,547,420 $ - FY 2009-10 BUDGET TARGET $ 33,840,423 $ 11,009,272 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Delete Other Pay & Other Personnel Services (annualization) Eliminate 1.0 Vacant Temp Intern & Reduce by half a Temp I.T. Programmer Eliminate 5.0 FTE Vacant Positions (HR Specialist, Trades Generalist, Office Asst, Administrator, & Info Services Project Mngr) (annualization) $ (32,600) $ (23,064) (216,901) - $ (272,565) $ - $ (1,203,144) $ (54,382) (382,241) (123,000) (5,628) (1,768,395) $ - (39,150) $ (250,000) (289,150) $ - Subtotal Cost Reduction Eliminate 37.5 FTE Vacant JS Clerks due to Efficiencies (annualization) Eliminate 1.0 FTE Vacant JS Clerk Supv due to Efficiencies Eliminate 13.0 FTE Vacant Ct-Room Clerks due to Efficiencies (annualization) Reduce Mailed Minute Entries Reduce Supplies, Services & Capital Equipment (annualization) Subtotal Fund Shift Shift Supplies & Services to Electronic Document Mngt Fund (274) Allocate Associated I. T. Expenses to Electronic Doc Mngt Fund (274) Subtotal Revenue Assess a $26 Fee to Establish & Maintain Fee-Deferral Accounts Increase Court Fees by 44% (A.R.S. 12-284) as of 9-26-08 Subtotal Debt Reduction TFP Debt Service Payoff Savings Subtotal OTHER BASE ADJUSTMENTS Rightsize Personal Services Savings to 3.0% Risk Management Charge Savings Subtotal $ $ $ $ 226,200 970,728 1,196,928 $ $ (325,573) $ (325,573) $ - $ $ (1,077,857) $ (50,744) (1,128,601) $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 30,056,139 $ 12,206,200 FY 2009-10 TOTAL ADOPTED BUDGET $ 30,056,139 $ 12,206,200 326 $ $ - $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,150,236 $ 1,150,243 FY 2008-09 REVISED RESTATED BUDGET $ 1,150,236 $ 1,150,243 $ Subtotal $ 7 7 $ $ - $ 1,150,243 $ 1,150,243 $ Subtotal $ 78,857 78,857 $ $ 78,857 78,857 $ 1,229,100 EXPENDITURES $ 1,229,100 REVENUE $ Subtotal $ 200,000 200,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 200,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 1,429,100 $ 1,229,100 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Increase Court Document Retrieval Revenue & Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) Electronic Court Reports -- Pre-2002 Files Court Document Retrieval Fund (205) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 55,877 FY 2008-09 ADOPTED $ 68,689 FY 2008-09 REVISED $ 68,689 FY 2008-09 FORECAST $ 124,505 FY 2009-10 ADOPTED $ 455,492 Sources: Operating Total Sources: $ $ 1,166,490 1,166,490 $ $ 1,150,243 1,150,243 $ $ 1,150,243 1,150,243 $ $ 1,287,752 1,287,752 $ $ 1,229,100 1,229,100 $ $ $ $ 912,764 44,001 956,765 $ $ 1,150,236 44,001 1,194,237 $ $ 1,150,236 1,150,236 $ 1,229,100 200,000 1,429,100 Uses: Operating Non-Recurring Total Uses: $ 1,097,877 1,097,877 Operating Balance $ 68,613 $ 7 $ 7 $ 374,988 $ - Accounting Adjustments $ 15 $ - $ - $ - $ - Ending Unreserved Fund Balance $ 124,505 $ 68,696 $ 24,695 $ 455,492 $ 255,492 327 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 744,438 $ 744,450 FY 2008-09 REVISED RESTATED BUDGET $ 744,438 $ 744,450 $ Subtotal $ 12 12 $ $ - $ 744,450 $ 744,450 $ Subtotal $ 210,390 210,390 $ $ 210,390 210,390 $ 954,840 EXPENDITURES $ 954,840 REVENUE $ $ Subtotal $ 135,000 50,000 70,000 255,000 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 255,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 1,209,840 $ 954,840 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Increase Judicial Enhancement Revenue & Associated I.T. Expenditures FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) UNIX System Administrator - Contractor iCIS Financials / RFR Data Enterprise Project Management Judicial Enhancement Fund (208) Fund Balance Summary Beginning Unreserved Fund Balance Sources: Clerk of the Superior Court (160 ) Superior Court (800) Operating Total Sources: Uses: Clerk of the Superior Court (160 ) Superior Court (800) Operating FY 2007-08 ACTUAL $ 1,238,110 FY 2008-09 ADOPTED $ 1,011,957 FY 2008-09 REVISED $ 1,011,957 FY 2008-09 FORECAST $ 1,125,804 FY 2009-10 ADOPTED $ 407,896 $ 792,657 471,872 1,264,529 1,264,529 $ 744,450 433,277 1,177,727 1,177,727 $ $ $ 777,583 599,249 1,376,832 $ 744,438 433,286 1,177,724 $ 1,376,832 $ $ $ $ 415,000 415,000 1,592,724 $ $ $ $ $ $ $ $ $ $ $ $ $ 415,000 677,777 1,092,777 2,270,501 $ $ $ Operating Balance $ (112,303) $ 3 $ Accounting Adjustments $ (3) $ - $ Ending Unreserved Fund Balance $ 596,960 $ 1,125,804 $ 328 $ $ 744,438 433,286 1,177,724 Clerk of the Superior Court (160 ) Superior Court (800) Non-Recurring Total Uses: $ 744,450 433,277 1,177,727 1,177,727 $ 1,022,515 496,120 1,518,635 1,518,635 744,320 421,876 1,166,196 $ $ $ $ $ 954,840 433,277 1,388,117 1,388,117 954,840 433,277 1,388,117 $ $ 412,398 657,949 1,070,347 2,236,543 $ $ 255,000 255,000 1,643,117 3 $ 352,439 $ - - $ - $ - (80,817) $ 407,896 $ 152,896 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,635,833 $ 1,635,834 FY 2008-09 REVISED RESTATED BUDGET $ 1,635,833 $ 1,635,834 $ Subtotal $ 1 1 $ $ - $ 1,635,834 $ 1,635,834 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Reduce Grant Revenue & Associated Expenditures $ Subtotal $ (20,488) $ (20,488) $ (20,488) (20,488) FY 2009-10 ADOPTED OPERATING BUDGET $ 1,615,346 $ 1,615,346 FY 2009-10 TOTAL ADOPTED BUDGET $ 1,615,346 $ 1,615,346 Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2007-08 ACTUAL FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 ADOPTED REVISED FORECAST ADOPTED $ (57,926) $ (57,926) $ (61,643) $ (41,568) Beginning Unreserved Fund Balance $ - Sources: Operating Total Sources: $ $ 1,442,565 1,442,565 $ $ 1,635,834 1,635,834 $ $ 1,635,834 1,635,834 $ $ 1,506,300 1,506,300 $ $ 1,615,346 1,615,346 Uses: Operating Total Uses: $ $ 1,504,211 1,504,211 $ $ 1,635,833 1,635,833 $ $ 1,635,833 1,635,833 $ $ 1,486,225 1,486,225 $ $ 1,615,346 1,615,346 Operating Balance $ (61,646) $ 1 $ 1 $ 20,075 $ - Accounting Adjustments $ - $ - $ - $ - Ending Unreserved Fund Balance $ 3 $ (61,643) $ 329 (57,925) $ (57,925) $ (41,568) $ (41,568) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap Fund (218) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,155,862 $ 2,155,845 FY 2008-09 REVISED RESTATED BUDGET $ 2,155,862 $ 2,155,845 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 22,071 $ - (22,088) $ (22,088) $ - TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ 2,155,845 $ 2,155,845 $ Subtotal $ 50,155 50,155 $ $ 50,155 50,155 $ 2,206,000 EXPENDITURES $ 2,206,000 REVENUE $ Subtotal $ 40,000 40,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 40,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,246,000 $ 2,206,000 OTHER BASE ADJUSTMENTS Increase Fill the Gap Revenue & Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) Cash Receipting Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 660,164 FY 2008-09 ADOPTED $ 286,029 FY 2008-09 REVISED $ 286,029 FY 2008-09 FORECAST $ 481,063 FY 2009-10 ADOPTED $ 80,214 Sources: Operating Total Sources: $ $ 1,988,545 1,988,545 $ $ 2,155,845 2,155,845 $ $ 2,155,845 2,155,845 $ $ 2,093,850 2,093,850 $ $ 2,206,000 2,206,000 $ 2,167,646 2,167,646 $ 2,155,862 275,000 2,430,862 $ 2,155,862 467,722 2,623,584 $ $ $ 2,093,850 400,849 2,494,699 $ 2,206,000 40,000 2,246,000 (17) $ - $ - (181,710) $ 80,214 $ 40,214 Uses: Operating Non-Recurring Total Uses: $ Operating Balance $ Ending Unreserved Fund Balance $ $ (179,101) $ 481,063 $ 330 $ (17) $ 11,012 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement Fund (270) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 80,000 $ 80,000 FY 2008-09 REVISED RESTATED BUDGET $ 80,000 $ 80,000 FY 2009-10 BUDGET TARGET $ 80,000 $ 80,000 - $ (80,000) (80,000) $ 15,000 15,000 OTHER BASE ADJUSTMENTS Increase Memorialize Court Proceedings Activity Revenue Reduce Business Application Development Activity Expenditures $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ - $ 95,000 REVENUE $ Subtotal $ 75,000 75,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 75,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 75,000 $ 95,000 EXPENDITURES NON-RECURRING NON-PROJECT (0001) Data Exchange for IV-D Child Support Enhancement Fund (270) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 316,683 FY 2008-09 ADOPTED $ 310,401 FY 2008-09 REVISED $ 310,401 FY 2008-09 FORECAST $ 353,363 FY 2009-10 ADOPTED $ 353,383 Sources: Operating Total Sources: $ $ 110,682 110,682 $ $ 80,000 80,000 $ $ 80,000 80,000 $ $ 102,425 102,425 $ $ 95,000 95,000 $ $ $ 45,600 56,805 102,405 $ $ 80,000 77,500 157,500 $ $ 80,000 77,500 157,500 $ $ 74,000 74,000 $ 75,000 75,000 Operating Balance $ 36,682 $ - $ - $ 56,825 $ 95,000 Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Unreserved Fund Balance $ 232,901 $ 232,901 $ 353,383 $ 373,383 Uses: Operating Non-Recurring Total Uses: 353,363 $ 331 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,302 $ 18,000 FY 2008-09 REVISED RESTATED BUDGET $ 3,302 $ 18,000 (2) $ (2) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ OTHER BASE ADJUSTMENTS Increase Interest Earnings (Court-Ordered Receivables Activity) Reduce Business Application Development Activity Expenditures Allocate Personal Services from General Fund (100) 3,300 $ Subtotal $ $ 18,000 - $ (3,300) 10,000 6,700 $ 6,000 6,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 10,000 $ 24,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 10,000 $ 24,000 Victim Location Fund (273) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 115,438 FY 2008-09 ADOPTED $ 135,438 FY 2008-09 REVISED $ 135,438 FY 2008-09 FORECAST $ 149,866 FY 2009-10 ADOPTED $ 175,344 Sources: Operating Total Sources: $ $ 34,427 34,427 $ $ 18,000 18,000 $ $ 18,000 18,000 $ $ 25,478 25,478 $ $ 24,000 24,000 $ $ $ $ - $ $ 3,302 50,000 53,302 $ $ 3,302 50,000 53,302 $ 10,000 10,000 Uses: Operating Non-Recurring Total Uses: $ - Operating Balance $ 34,427 $ 14,698 $ 14,698 $ 25,478 $ 14,000 Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved Fund Balance $ 149,866 $ 100,136 $ 100,136 $ 175,344 $ 189,344 332 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,900,005 $ 2,900,000 FY 2008-09 REVISED RESTATED BUDGET $ 2,900,005 $ 2,900,000 (5) $ (5) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ 2,900,000 $ 2,900,000 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Shift Supplies & Services from General Fund $ Allocate Associated Info. Tech. Expenses ($250,000) from General Fund (Net) Subtotal $ 39,150 250,000 289,150 $ $ - $ Subtotal $ 180,850 180,850 $ $ 470,000 470,000 $ 3,370,000 EXPENDITURES $ 3,370,000 REVENUE $ $ Subtotal $ 626,960 56,622 250,000 933,582 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 933,582 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 4,303,582 $ 3,370,000 OTHER BASE ADJUSTMENTS Increase Electronic Document Revenue & Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) eFiling Foundation Electronic Court Reports - Juvenile eFiling Enhancements Electronic Document Management System Fund (274) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 945,054 FY 2008-09 ADOPTED $ 884,800 FY 2008-09 REVISED $ 884,800 FY 2008-09 FORECAST $ 985,162 FY 2009-10 ADOPTED $ 1,265,588 Sources: Operating Total Sources: $ $ 3,072,237 3,072,237 $ $ 2,900,000 2,900,000 $ $ 2,900,000 2,900,000 $ $ 3,449,314 3,449,314 $ $ 3,370,000 3,370,000 $ $ $ 2,900,005 703,777 3,603,782 $ $ 2,702,278 466,610 3,168,888 $ $ 2,900,005 550,000 3,450,005 $ 3,370,000 933,582 4,303,582 (5) $ 747,036 $ - Uses: Operating Non-Recurring Total Uses: $ 3,032,133 3,032,133 Operating Balance $ 40,104 $ Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Unreserved Fund Balance $ 985,162 $ 334,795 $ 181,018 $ 1,265,588 $ 332,006 333 $ (5) $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Constables Constables Analysis by Bradley Kendrex, Senior 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 The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED SOURCES 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS $ 1,603,775 1,603,775 $ 1,843,000 1,843,000 $ 1,881,327 1,881,327 $ 1,703,114 1,703,114 $ 1,638,556 1,638,556 $ (242,771) (242,771) -12.9% -12.9% TOTAL PROGRAMS $ 1,603,775 $ 1,843,000 $ 1,881,327 $ 1,703,114 $ 1,638,556 $ (242,771) -12.9% 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS $ 2,225,197 2,225,197 $ 2,359,057 2,359,057 $ 2,397,384 2,397,384 $ 2,262,391 2,262,391 $ 2,396,627 2,396,627 $ 757 757 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 79,142 66,338 12,804 - $ 2,160 1,425 735 $ 2,160 1,425 735 $ 2,715 2,476 239 $ 2,160 1,425 735 $ - 0.0% 0.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ - $ - $ 3,024 3,024 $ 4,530 4,530 $ (4,530) (4,530) TOTAL PROGRAMS $ 2,304,339 $ 2,361,217 $ 2,399,544 $ 2,268,130 $ 2,403,317 $ (3,773) USES 0.0% -0.2% Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ - $ $ - $ $ 38,327 38,327 $ $ 23,422 23,422 $ $ - $ $ (38,327) -100.0% (38,327) -100.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,603,775 1,603,775 $ $ 1,843,000 1,843,000 $ $ 1,843,000 1,843,000 $ $ 1,679,692 1,679,692 $ $ 1,638,556 1,638,556 $ $ (204,444) -11.1% (204,444) -11.1% ALL REVENUES $ 1,603,775 $ 1,843,000 $ 1,881,327 $ 1,703,114 $ 1,638,556 $ (242,771) -12.9% TOTAL SOURCES $ 1,603,775 $ 1,843,000 $ 1,881,327 $ 1,703,114 $ 1,638,556 $ (242,771) -12.9% 334 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2008-09 ADOPTED 1,611,512 591,755 24 2,203,291 $ $ SUBTOTAL $ 6,361 54,853 61,214 SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 4,983 21,575 1,101 3,520 55 31,234 $ $ SUBTOTAL $ TOTAL USES $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ CAPITAL 0950 - DEBT SERVICE Department Strategic Plans and Budgets Constables FY 2008-09 REVISED 1,571,370 $ 684,962 (48,297) 2,208,035 $ $ 5,499 74,050 79,549 $ FY 2008-09 FORECAST 1,571,370 $ 684,962 (48,297) 2,208,035 $ $ $ 1,528,384 600,962 2,129,346 $ 21,659 47,563 69,222 $ $ 36,162 74,050 110,212 $ $ $ 2,511 112 25,867 1,856 12,656 69 43,071 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 1,558,827 $ 607,560 125,070 (33,408) 2,258,049 $ 12,543 77,402 (125,070) (14,889) (50,014) 0.8% 11.3% 5,885 56,785 62,670 $ 30,277 17,265 47,542 83.7% 23.3% 43.1% $ $ 5,503 350 43,119 1,080 4,250 120 54,422 $ $ $ 30.8% -2.3% $ $ 2,643 590 30,901 1,808 5,981 120 42,043 $ 2,643 590 30,901 1,808 13,645 120 49,707 (2,860) -108.2% 240 40.7% (12,218) -39.5% 728 40.3% 9,395 68.9% 0.0% (4,715) -9.5% 8,600 8,600 $ $ 31,590 31,590 $ $ 31,590 31,590 $ $ 26,491 26,491 $ $ 28,176 28,176 $ $ 3,414 3,414 10.8% 10.8% 2,304,339 $ 2,361,217 $ 2,399,544 $ 2,268,130 $ 2,403,317 $ (3,773) -0.2% $ Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED $ 1,603,775 1,603,775 DEPARTMENT OPERATING TOTAL SOURCES $ 1,603,775 DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND TOTAL SOURCES $ $ 1,843,000 1,843,000 $ 1,843,000 - $ 1,603,775 $ FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ $ $ 1,843,000 38,327 1,881,327 $ 1,843,000 - $ 1,843,000 $ FY 2008-09 ADOPTED $ 2,304,339 2,304,339 DEPARTMENT OPERATING TOTAL USES $ 2,304,339 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FUND TOTAL USES FY 2008-09 REVISED $ FY 2008-09 FORECAST $ $ 1,679,692 $ 23,422 1,703,114 $ 1,638,556 1,638,556 $ (204,444) (38,327) (242,771) $ 1,679,692 $ 1,638,556 $ (204,444) -11.1% 38,327 $ 23,422 $ - $ (38,327) -100.0% 1,881,327 $ 1,703,114 $ 1,638,556 $ (242,771) -12.9% FY 2008-09 REVISED $ 2,361,217 2,361,217 $ 2,361,217 - $ 2,304,339 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 2,361,217 38,327 2,399,544 $ 2,361,217 - $ 2,361,217 $ FY 2008-09 FORECAST $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 2,244,708 $ 23,422 2,268,130 $ 2,403,317 2,403,317 $ (42,100) 38,327 (3,773) $ 2,244,708 $ 2,403,317 $ (42,100) 38,327 $ 23,422 2,399,544 $ 2,268,130 $ $ -11.1% -100.0% -12.9% $ - $ 2,403,317 $ 38,327 (3,773) -1.8% 100.0% -0.2% -1.8% 100.0% -0.2% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) SERVICE OF PROCESS SERVICE OF PROCESS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 30.00 30.00 30.00 FY 2008-09 REVISED FY 2008-09 FORECAST 30.00 30.00 30.00 31.00 31.00 31.00 FY 2009-10 ADOPTED 30.00 30.00 30.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % (1.00) (1.00) (1.00) (3.23%) (3.23%) (3.23%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Elected Legal Order Server DEPARTMENT TOTAL FY 2008-09 ADOPTED 23.00 7.00 30.00 FY 2008-09 REVISED 23.00 7.00 30.00 FY 2008-09 FORECAST 25.00 6.00 31.00 FY 2009-10 ADOPTED 25.00 5.00 30.00 REVISED VS ADOPTED VARIANCE % 2.00 8.70% (2.00) -28.57% 0.00% FORECAST VS ADOPTED VARIANCE % .00 0.00% (1.00) -16.67% (1.00) -3.23% REVISED VS ADOPTED VARIANCE % 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % (1.00) -3.23% (1.00) -3.23% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 30.00 30.00 FY 2008-09 REVISED 30.00 30.00 FY 2008-09 FORECAST 31.00 31.00 335 FY 2009-10 ADOPTED 30.00 30.00 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Constables Significant Variance Analysis FY 2008-09 saw the addition of two Constable positions with the creation of two new Constable Precincts. One Deputy Constable (Legal Order Server) position is funded in Non-Departmental (470) in FY 2009-10. General Adjustments Budget Balancing Adjustments: Administrative Reduction • Reduce the Constables budget by $31,002 in salary and benefits. Two first-term constables took office in 2009 and, per the current stepped salary schedule for constables, the salaries for these two positions will revert to the minimum from the previous incumbents’ rates. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $7,541. Revenue • Increase revenue by $174,632 to account for the collection of an $8 document preparation fee for various process that is served by the Constables. Other Base Adjustments: • • Reduce expenditures by $13,674 due to reduced FY 2009-10 Telecom and Risk Management charges. Reduce revenue by $379,076 to align with revenue trends. 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 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - 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. 336 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 Department Strategic Plans and Budgets Constables FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 19,794 19,794 $112.42 19,799 19,799 $121.09 20,097 20,097 $119.25 General Fund TOTAL SOURCES $ $ 1,603,775 $ 1,603,775 $ 1,881,327 $ 1,881,327 $ 1,638,556 $ 1,638,556 $ General Fund TOTAL USES $ $ 2,225,197 $ 2,225,197 $ 2,397,384 $ 2,397,384 $ 2,396,627 $ 2,396,627 $ 298 298 $1.83 1.5% 1.5% 1.5% (242,771) (242,771) -12.9% -12.9% Expenditure 757 757 0.0% 0.0% Activity Narrative: Despite slow reported growth in caseloads, revenues have been slowly declining. With the addition of a new document preparation fee in FY 2008-09, revenues are expected to hold steady at FY 2009-10 budget levels. Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,361,217 $ 1,843,000 FY 2008-09 REVISED BUDGET $ 2,361,217 $ 1,843,000 FY 2008-09 REVISED RESTATED BUDGET $ 2,361,217 $ 1,843,000 $ Subtotal $ 94,317 94,317 $ $ - $ 2,455,534 $ 1,843,000 (7,541) $ (7,541) $ - (31,002) $ (31,002) $ - TARGET ADJUSTMENTS: ANNUALIZATION OF OTHER ITEMS Annualization of adding two additional constable precincts FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Debt Reduction TFP debt service payoff $ Subtotal $ Cost Reduction Reduce personnel costs due to shift to stepped salary schedule (FY09/10) Subtotal Revenue Addition of document preparation fee Subtotal OTHER BASE ADJUSTMENTS Right-size service of process revenue Risk Management savings Telecom savings $ $ $ $ $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 337 - $ $ - $ (595) (13,079) (13,674) $ 2,403,317 $ 174,632 174,632 (379,076) (379,076) 1,638,556 Maricopa County Annual Business Strategies FY 2009-10 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, CHS will be a nationally recognized leader in providing constitutionally mandated health care to jail inmates in an efficient and cost effective manner. Strategic Goals • By 2011, CHS will take the appropriate actions to address legal judgments. Status: Correctional Health Services is looking to partner with MIHS to develop an Electronic Medical Records system to address legal judgments. • By 2012, the vacancy rate for specialized staff will be no greater than 15%, which will benefit client care. This will allow for a more consistent treatment staff by reducing the amount of per diem shifts. Status: Correctional Health Services is developing a more comprehensive training program for nurses and will continue to improve recruiting efforts. The department has experienced increased interest from RN’s and LPN’s. As of March 15, 2009, the vacancy rate is 12.5%. • By 2015, CHS will seek lower health care cost per inmate for the department as compared to other comparable national health care providers. Status: Correctional Health Services is establishing changes in the utilization management protocols to decrease outside referrals. The department will continue to manage the medication formulary to ensure the most cost effective method and therapeutic treatment is being used. The Electronic Medical Records system will also help lower per inmate costs. Correctional Health Services is also working with Magellan to reimburse for the cost of medications for Magellan clients in the care of Correctional Health Services. 338 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 80RE - RESTORATION TO COMPETENCY CURE - CUSTODY RESTORATION AND EVAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 156,525 156,525 $ - $ - $ - $ - $ - 26SS - CORRECTIONAL HEALTH SUPP SVCS CLSP - CLINICAL SUPPORT $ 357,713 357,713 $ 39,318 39,318 $ 39,318 39,318 $ 39,110 39,110 $ 49,318 49,318 $ 10,000 10,000 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 8,119 8,119 $ - $ - $ (25) $ (25) - $ - TOTAL PROGRAMS $ USES 26AR - ADULT REMAND JUV INMATE TRTMT $ EHCC - EXTERNAL HLTH CARE COSTS MEDD - MED DISP AND DISTRIBUTION 25.4% 25.4% 522,357 $ 39,318 $ 39,318 $ 39,085 $ 49,318 $ 10,000 25.4% 17,293,240 8,748,376 8,544,864 $ 14,374,804 6,998,476 7,376,328 $ 14,374,804 6,998,476 7,376,328 $ 14,719,869 6,882,853 7,837,016 $ - $ 14,374,804 6,998,476 7,376,328 100.0% 100.0% 100.0% 369,546 44,072 325,474 10.9% 3.6% 0.0% 17.1% 80RE - RESTORATION TO COMPETENCY EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION CURE - CUSTODY RESTORATION AND EVAL $ 3,723,432 1,346,995 321,750 2,054,687 $ 3,563,279 1,331,853 275,000 1,956,426 $ 3,405,584 1,231,853 275,000 1,898,731 $ 3,192,847 1,073,851 276,764 1,842,232 $ 3,036,038 1,187,781 275,000 1,573,257 $ 26IP - INPATIENT IPMD - INPATIENT MEDICAL IPMH - INPATIENT MENTAL HEALTH $ 6,010,316 1,699,268 4,311,048 $ 6,662,283 1,934,777 4,727,506 $ 6,662,283 1,934,777 4,727,506 $ 6,654,312 2,014,112 4,640,200 $ 11,455,404 5,468,704 5,986,700 $ 26OP - OUTPATIENT INHA - INITIAL HEALTH ASSESSMENT OPTE - OUTPATIENT TREATMENT AND EVAL PBHS - PRE BOOKING HEALTH SCREENING $ 17,386,841 2,813,812 13,450,238 1,122,791 $ 18,686,313 3,091,341 14,573,132 1,021,840 $ 18,686,313 3,091,341 14,573,132 1,021,840 $ 18,160,343 2,768,893 14,463,407 928,043 $ 27,967,753 2,325,809 24,976,708 665,236 $ (9,281,440) 765,532 (10,403,576) 356,604 -49.7% 24.8% -71.4% 34.9% 26SS - CORRECTIONAL HEALTH SUPP SVCS CLSP - CLINICAL SUPPORT $ 2,442,633 2,442,633 $ 1,923,082 1,923,082 $ 1,923,082 1,923,082 $ 2,050,236 2,050,236 $ 2,839,124 2,839,124 $ (916,042) (916,042) -47.6% -47.6% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 2,155,798 99,896 582,650 324,061 691,112 142,110 315,969 $ 3,000,889 77,064 512,011 300,074 696,448 1,097,693 317,599 $ 2,874,671 77,064 454,808 300,074 627,433 1,097,693 317,599 $ 2,818,408 99,950 510,469 266,192 673,473 938,021 330,303 $ 2,145,223 100,368 983,194 413,101 358,517 290,043 - $ 729,448 25.4% (23,304) -30.2% (528,386) -116.2% (113,027) -37.7% 268,916 42.9% 807,650 73.6% 317,599 100.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 3,001,272 3,001,272 $ 4,277,747 4,277,747 $ 4,277,747 4,277,747 $ 4,270,689 4,270,689 $ 4,088,699 4,088,699 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT $ 554,494 217,994 336,500 $ 355,827 355,827 $ 355,827 355,827 $ 321,237 321,237 $ 365,112 365,112 $ TOTAL PROGRAMS $ 52,568,026 $ 52,844,224 $ 52,560,311 $ 52,187,941 $ 51,897,353 $ (4,793,121) -71.9% (3,533,927) -182.7% (1,259,194) -26.6% 189,048 189,048 (9,285) (9,285) 662,958 4.4% 4.4% -2.6% -2.6% 1.3% Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 361,604 361,604 $ $ 32,818 32,818 $ $ 32,818 32,818 $ $ 34,501 34,501 $ $ 42,818 42,818 $ $ 10,000 10,000 30.5% 30.5% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,228 4,228 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 4,609 4,609 $ $ 6,500 6,500 $ $ - 0.0% 0.0% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 156,525 156,525 $ $ (25) $ (25) $ - $ $ - $ $ - $ - ALL REVENUES $ 522,357 $ 39,318 $ 39,318 $ 39,085 $ 49,318 $ 10,000 25.4% TOTAL SOURCES $ 522,357 $ 39,318 $ 39,318 $ 39,085 $ 49,318 $ 10,000 25.4% 339 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ Department Strategic Plans and Budgets Correctional Health FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 19,286,112 $ 27,793 1,483,223 6,313,069 992,961 (410,211) 930,100 28,623,047 $ 20,853,817 $ 68,317 1,411,847 6,557,065 798,286 (393,268) 855,337 30,151,401 $ 20,656,122 $ 68,317 1,411,847 6,557,065 732,286 (348,268) 810,337 29,887,706 $ 21,323,103 $ 81,033 1,460,279 6,720,809 809,651 (336,027) 771,328 30,830,176 $ 22,347,059 $ 22,968 1,395,455 6,887,589 361,611 (218,855) 576,638 31,372,465 $ (1,690,937) 45,349 16,392 (330,524) 370,675 (129,413) 233,699 (1,484,759) -8.2% 66.4% 1.2% -5.0% 50.6% 37.2% 28.8% -5.0% 177,867 $ 3,972,752 5,808 4,156,427 $ 165,664 $ 3,972,752 5,808 4,144,224 $ 105,474 $ 3,969,193 6,364 4,081,031 $ 126,601 $ 4,114,940 8,172 4,249,713 $ 39,063 (142,188) (2,364) (105,489) 23.6% -3.6% -40.7% SUBTOTAL $ 141,748 $ 4,352,583 7,049 20,097 4,521,477 $ 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 $ 1,264,963 $ 14,168,711 390,206 117,642 18,933 59,293 2,889,791 44,601 31,320 10,044 7,943 (146,975) 179,247 19,035,719 $ 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 $ 1,149,354 $ 12,650,804 256,908 100,807 26,821 4,160,509 46,874 22,075 8,714 12,242 (145,045) 145,045 18,435,108 $ 1,408,270 $ 11,138,137 239,211 95,792 46,618 4,166,043 38,983 25,149 9,883 13,134 (95,325) 109,525 17,195,420 $ 1,435,824 $ 10,232,705 258,996 92,937 40,111 4,047,412 40,844 23,500 10,971 14,100 (61,192) 61,192 16,197,400 $ (286,470) 2,418,099 (2,088) 7,870 (13,290) 113,097 6,030 (1,425) (2,257) (1,858) (83,853) 83,853 2,237,708 -24.9% 19.1% -0.8% 7.8% -49.6% 2.7% 12.9% -6.5% -25.9% -15.2% 57.8% 57.8% 12.1% SUBTOTAL $ 286,107 $ 101,676 387,783 $ - $ 93,273 93,273 $ - $ 93,273 93,273 $ - $ 81,314 81,314 $ - $ 77,775 77,775 $ 15,498 15,498 16.6% 16.6% TOTAL USES $ 52,568,026 $ 52,844,224 $ 52,560,311 $ 52,187,941 $ 51,897,353 $ 662,958 1.3% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ 340 -2.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 156,525 156,525 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ 4,228 4,228 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 4,609 4,609 $ $ 6,500 6,500 $ $ - 0.0% 0.0% $ $ 361,604 361,604 $ $ 32,818 32,818 $ $ 32,818 32,818 $ $ 34,476 34,476 $ $ 42,818 42,818 $ $ 10,000 10,000 30.5% 30.5% DEPARTMENT OPERATING TOTAL SOURCES $ 522,357 $ 39,318 $ 39,318 $ 39,085 $ 49,318 $ 10,000 25.4% DEPARTMENT TOTAL SOURCES $ 522,357 $ 39,318 $ 39,318 $ 39,085 $ 49,318 $ 10,000 25.4% FUND TOTAL SOURCES 255 DETENTION OPERATIONS OPERATING FUND TOTAL SOURCES 292 CORRECTIONAL HEALTH GRANT OPERATING FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING NON-RECURRING FUND TOTAL USES 292 CORRECTIONAL HEALTH GRANT OPERATING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 3,211,035 $ 3,211,035 $ ADOPTED VS REVISED VARIANCE % $ $ 3,731,743 3,731,743 $ $ 3,581,457 3,581,457 $ $ 3,423,762 3,423,762 $ $ 3,049,876 $ 3,049,876 $ 373,886 373,886 10.9% 10.9% $ 48,474,679 48,474,679 $ $ 48,804,659 48,804,659 $ $ 48,795,864 145,460 48,941,324 $ $ 48,958,271 145,460 49,103,731 $ $ 49,084,489 145,460 49,229,949 $ $ $ 153,612 145,460 299,072 0.3% 100.0% 0.6% $ $ 361,604 361,604 $ $ 32,818 32,818 $ $ 32,818 32,818 $ $ 35,582 35,582 $ $ 42,818 42,818 $ $ (10,000) (10,000) -30.5% -30.5% DEPARTMENT OPERATING TOTAL USES $ 52,568,026 $ 52,698,764 $ 52,414,851 $ 52,042,481 $ 51,897,353 $ 517,498 1.0% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 145,460 $ 145,460 $ 145,460 $ - $ 145,460 100.0% DEPARTMENT TOTAL USES $ 52,568,026 $ 52,844,224 $ 52,560,311 $ 52,187,941 $ 51,897,353 $ 662,958 1.3% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL ADULT REMAND JUV INMATE TRTMT MED DISP AND DISTRIBUTION PROGRAM TOTAL CORRECTIONAL HEALTH SUPP SVCS CLINICAL SUPPORT PROGRAM TOTAL INPATIENT INPATIENT MEDICAL INPATIENT MENTAL HEALTH PROGRAM TOTAL OUTPATIENT INITIAL HEALTH ASSESSMENT OUTPATIENT TREATMENT AND EVAL PRE BOOKING HEALTH SCREENING PROGRAM TOTAL RESTORATION TO COMPETENCY ADULT COMPETENCY EVALUATIONS CUSTODY RESTORATION AND EVAL PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST 1.15 5.54 4.25 6.33 15.00 4.87 37.14 1.15 5.54 4.25 6.33 15.00 4.87 37.14 1.15 5.54 4.25 6.33 18.00 4.87 40.14 65.17 65.17 65.17 65.17 66.80 66.80 37.02 37.02 37.02 37.02 37.02 37.02 17.87 41.14 59.01 17.87 41.14 59.01 45.30 163.52 19.64 228.46 6.00 19.00 25.00 451.80 FY 2009-10 ADOPTED FORECAST VS ADOPTED VARIANCE % 0.05 (1.94) 2.45 (1.33) (13.00) (4.87) (18.64) 4.35% (35.02%) 57.65% (21.01%) (86.67%) (100.00%) (50.19%) 0.05 (1.94) 2.45 (1.33) (16.00) (4.87) (21.64) 4.35% (35.02%) 57.65% (21.01%) (88.89%) (100.00%) (53.91%) (65.17) (65.17) (100.00%) (100.00%) (66.80) (66.80) (100.00%) (100.00%) 46.70 46.70 9.68 9.68 26.15% 26.15% 9.68 9.68 26.15% 26.15% 18.87 44.04 62.91 19.85 51.55 71.40 1.98 10.41 12.39 11.08% 25.30% 20.99% 0.98 7.51 8.49 5.19% 17.05% 13.49% 45.30 163.52 19.64 228.46 42.20 164.49 16.99 223.68 22.80 219.68 7.18 249.65 (22.51) 56.16 (12.46) 21.19 (49.68%) 34.35% (63.45%) 9.28% (19.41) 55.19 (9.81) 25.97 (45.99%) 33.55% (57.75%) 11.61% 6.00 19.00 25.00 451.80 6.00 17.00 23.00 453.55 4.00 14.00 18.00 404.25 (2.00) (5.00) (7.00) (47.55) (33.33%) (26.32%) (28.00%) (10.52%) (2.00) (3.00) (5.00) (49.30) (33.33%) (17.65%) (21.74%) (10.87%) 341 1.20 3.60 6.70 5.00 2.00 18.50 REVISED VS ADOPTED VARIANCE % - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Legal Support Specialist Human Resources Specialist Office Assistant Medical Transcriber Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Correctional Health Nursing Supervisor Human Resources Supervisor Counseling Supervisor Administrative Staff Supv Field Operations Supervisor Financial Manager - County Nursing Manager Nursing Director Investigator Chief - MCAO Operations/Program Manager Management Analyst Accountant Grant-Contract Administrator Finan/Business Analyst - Dept Procurement Specialist Attorney Dentist Nurse Pract/Phys Asst Program Coordinator - RN Physician Psychologist Human Resources Analyst Trainer Counselor Social Worker Business/Systems Analyst Programmer/Analyst - Sr/Ld General Laborer Medical Assistant Materials Handling Worker Dental Assistant Radiologic Technologist Licensed Practical Nurse Psychiatrist Nurse - Correctional Consultant Psychometrist Department Total FY 2008-09 ADOPTED 1.00 1.00 1.00 3.00 83.00 1.00 3.00 6.00 2.00 1.00 12.00 1.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 13.00 2.00 12.00 13.00 2.00 1.00 31.00 1.00 1.00 1.00 1.00 67.90 6.00 4.00 2.00 53.00 8.00 93.90 451.80 FY 2008-09 REVISED 1.00 1.00 1.00 3.00 83.00 1.00 3.00 6.00 2.00 1.00 12.00 1.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 13.00 2.00 12.00 13.00 2.00 1.00 31.00 1.00 1.00 1.00 1.00 67.90 6.00 4.00 2.00 53.00 8.00 93.90 451.80 FY 2008-09 FORECAST 1.00 1.00 5.00 3.00 80.00 5.00 7.00 2.00 1.00 12.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 13.00 10.00 10.00 2.00 1.00 26.00 6.00 1.00 1.00 1.00 67.90 6.00 4.00 2.00 53.75 9.00 95.90 1.00 2.00 453.55 FY 2009-10 ADOPTED 1.00 1.00 2.00 68.65 5.00 5.00 2.00 1.00 12.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 14.00 10.00 10.00 2.00 1.00 25.50 8.00 1.00 1.00 1.00 58.15 5.00 4.00 1.50 49.15 7.00 86.30 1.00 1.00 404.25 REVISED VS ADOPTED VARIANCE % 0.00% (1.00) -100.00% 0.00% (1.00) -33.33% (14.35) -17.29% (1.00) -100.00% 2.00 66.67% (1.00) -16.67% 0.00% 0.00% 0.00% (1.00) -100.00% 0.00% (1.00) -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -33.33% 0.00% 0.00% 0.00% 0.00% (1.00) -100.00% (1.00) -50.00% 1.00 7.69% (2.00) -100.00% (2.00) -16.67% (3.00) -23.08% 0.00% 0.00% (5.50) -17.74% 7.00 700.00% 0.00% 0.00% 0.00% (9.75) -14.36% (1.00) -16.67% 0.00% (0.50) -25.00% (3.85) -7.26% (1.00) -12.50% (7.60) -8.09% 1.00 1.00 (47.55) -10.52% FORECAST VS ADOPTED VARIANCE % .00 0.00% (1.00) -100.00% (4.00) -80.00% (1.00) -33.33% (11.35) -14.19% .00 .00 0.00% (2.00) -28.57% .00 0.00% .00 0.00% .00 0.00% .00 .00 0.00% (1.00) -50.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% (1.00) -50.00% 1.00 7.69% .00 .00 0.00% .00 0.00% .00 0.00% .00 0.00% (.50) -1.92% 2.00 33.33% .00 0.00% .00 0.00% .00 0.00% (9.75) -14.36% (1.00) -16.67% .00 0.00% (.50) -25.00% (4.60) -8.56% (2.00) -22.22% (9.60) -10.01% .00 0.00% (1.00) -50.00% (49.30) -10.87% REVISED VS ADOPTED VARIANCE % (7.00) -28.00% (40.55) -9.50% (47.55) -10.52% FORECAST VS ADOPTED VARIANCE % (5.00) -21.74% (44.30) -10.29% (49.30) -10.87% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2008-09 ADOPTED 25.00 426.80 451.80 FY 2008-09 REVISED 25.00 426.80 451.80 FY 2008-09 FORECAST 23.00 430.55 453.55 FY 2009-10 ADOPTED 18.00 386.25 404.25 Significant Variance Analysis Of the 47.55 FTE reduction, only 30 are positions of which twenty-three are vacant and seven are filled. The remaining 17.55 FTE are related to proposed hour reductions at several clinics. These are not actual staff or position reductions but are reflective of a change in the staffing patterns. The impact of reduction in FTEs will be felt across several activities including Custody Restoration and Evaluation, Adult Competency Evaluations, Outpatient Treatment and Evaluation, Clinical Support, Initial Health Assessment, and Pre-Booking Health Screening. 342 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health General Adjustments Base Adjustment: General Fund (100) • Reduce Internal Service Fund Charges by $4,340 to meet actual charges for Workers Compensation and Unemployment. Budget Balancing Adjustments: Detention Operations Fund (255) Administrative Reduction • Various administrative reductions in the amount of $39,597 of which $15,218 was implemented in FY 2008-09. • Reduce Other Personnel Services by $239,000 due to the deletion of the Loan Repayment Program. Patient service levels will not be impacted. • Reduce Other Personnel Services by $66,000 due to the deletion of the Grow Your Own Nurse Program. Patient service levels will not be impacted. This reduction was implemented in FY 2008-09. Cost Reduction • Reduce Personal Services by $1,145,281 for a reduction in hours at six clinics. Service levels will not be impacted and emergency care will be available to inmates. • Reduce Personal Services $212,224 by reducing overtime of clinical staff. Patient service levels will not be impacted. • Reduce Personal Services $25,847 by reducing overtime of non-clinical staff. Patient service levels will not be impacted. • Reduce Personal Services $90,000 by reducing Temporary Pay and Salary Transfer In/Out. Half of this reduction was implemented in FY 2008-09. • Reduce Personal Services $294,218 by changing the pay differential practice. Services will not be affected. • Reduce Health Care Services $228,790 by utilizing more aggressive management of outside referrals. This reduction will focus on more appropriately identifying the urgency of care needed based on medical judgment. Patient service levels will not be affected. • Reduce Personal Services $124,724 through reorganization of the Inpatient Program and the Outpatient Program. • Reduce Personal Services $699,143. The reduction results from a total FTE reduction of sixteen (16). Thirteen (13) of the positions are vacant and three (3) are filled. • Reduce Health Care Services $1,062,303 by reducing registry costs. • Increase Personnel Savings $812,006. This will bring savings to an appropriate level reflective of historical information. Vacancies • Reduce Personal Services $573,233 by eliminating vacant positions. Nine (9) FTE are eliminated over three (3) activities. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce the operating expenses for equipment. This results in an operating savings of $4,080. 343 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Strategic Business Plan Update Correctional Health Services went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. The services provided were reorganized to align with the department’s business processes. Acute Infirmary is now the Inpatient Medical Activity. Also included are parts of External Health Care Costs and Medication Dispensing and Distribution. Adult Inpatient Psych Unit is now the Inpatient Mental Health Activity. Also included in this Activity is part of the Medication Dispensing and Distribution Activity. Clinical Education and Training, Health Records, Health Risk Management, Infection Control and Utilization Management are now the Clinical Support Staff Activity. Sick Call Treatment and the remainder of External Health Care Costs and Medication Dispensing and Distribution are now the Outpatient Treatment and Evaluation Activity. Fourteen Day Health Assessment is now the Initial Health Assessment Activity. Receiving Screening is now the Pre-Booking Screening Activity. The ASH Payment Activity was absorbed into Rule 11 Custody Restoration. The changes made in the Activity structure enable the department to better measure performance. New measures were developed for each Activity allowing for meaningful data collection. There was an attempt to restate all data but there were some instances where a one on one relationship was not possible. Therefore, a year over year comparison is not meaningful. 344 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Programs and Activities Inpatient Program The purpose of the Inpatient Program is to provide medically necessary mental health and medical services to patients housed in the inpatient units so they can return to lower levels of treatment. Mandates: 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. Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients discharged within 25 calendar days FY 2008 Actual FY 2009 Revised N/A N/A N/A N/A FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A 100.0% N/A N/A The Inpatient Program is new to the strategic business plan this fiscal year not allowing for historical comparison. Activities that comprise this program include: • Inpatient Medical • Inpatient Mental Health Inpatient Medical Activity The purpose of the Inpatient Medical Activity is to provide medically necessary services to patients admitted to an inpatient setting so they can return to lower levels of treatment. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual Percent of patients discharged within 16 calendar days Number of bed days received Number of patients reffered to an inpatient medical setting Cost per bed day received 255 - DETENTION OPERATIONS TOTAL USES $ $ FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A N/A N/A 15,115 1,639 N/A N/A N/A N/A N/A N/A $361.81 N/A N/A (3,533,927) (3,533,927) -182.7% -182.7% 1,699,268 $ 1,699,268 $ 1,934,777 $ 1,934,777 $ 5,468,704 $ 5,468,704 $ . Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. However, increased efficiencies should be gained due to changes in protocol for outside referrals. Reductions in differential pay and overtime may lead to employee dissatisfaction leading to increased staff turnover. Patient service levels will be maintained. 345 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Inpatient Mental Health Activity The purpose of the Inpatient Mental Health Activity is to provide medically necessary mental health services to patients with mental illness housed in the psychiatric units so they can return to lower levels of treatment. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Percent of patients discharged within 25 calendar days Number of mental health bed days received Number of patients referred to an inpatient mental health setting Cost per mental health bed days received FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A 60,823 N/A N/A N/A N/A 2,498 N/A N/A N/A N/A $98.43 N/A N/A (1,259,194) (1,259,194) -26.6% -26.6% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 4,311,048 $ 4,311,048 $ 4,727,506 $ 4,727,506 $ 5,986,700 $ 5,986,700 $ Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. Patient service levels will not affected by budget reduction, however reduced overtime and differential pay may lead to employee dissatisfaction. This could cause increased turnover. Outpatient Program The purpose of the Outpatient Program is to provide medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Mandates: 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. Program Results Measure Description Percent of patients triaged within 24 hours Percent of scheduled appointments kept Percent of prescriptions written that are given within three days Percent of initial health assessments completed within 14 calendar days Percent of booked inmates screened FY 2008 Actual FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A 100.0% N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A The Outpatient Program is new to the strategic business plan this fiscal year not allowing for historical comparison. Activities that comprise this program include: • Outpatient Treatment and Evaluation • Pre-Booking Health Screening • 346 Initial Health Assessment Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Outpatient Treatment and Evaluation Activity The purpose of the Outpatient Treatment and Evaluation Activity is to provide medically necessary medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Performance Analysis: Measure Type Result Result Result Output Demand Demand Demand Efficiency Expenditure Measure Description FY 2008 Actual Percent of patients triaged within 24 hours Percent of prescriptions written that are given within three days Percent of scheduled appointments kept Number of health service requests triaged within 24 hours Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Cost per appointment kept 255 - DETENTION OPERATIONS TOTAL USES $ $ FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 66,454 N/A N/A N/A N/A N/A N/A N/A N/A 66,454 396,815 254,155 N/A N/A N/A N/A N/A N/A N/A N/A $63.50 N/A N/A (10,403,576) (10,403,576) -71.4% -71.4% 13,450,238 $ 13,450,238 $ 14,573,132 $ 14,573,132 $ 24,976,708 $ 24,976,708 $ Budget Balancing Adjustments: Detention Operations Fund (255) Cost Reduction • Reduce Personnel Services $94,712 by eliminating one vacant Dentist (1 FTE) and increasing Health Care Services. • Reduce Health Care Services by $15,088. This reduction will be realized by having ultrasound available at two locations once a month instead of one location twice a month. Service levels will not be impacted. • Decrease Service Allocation In $60,420 due to the reduced need to contract for the treatment of Restoration to Competency patients. The related Allocation Out from the General Fund was also eliminated as well as a reduction in the General Fund Health Care Services. • Reduce Health Care Services $114,000 by reducing the volume of ER runs. This will be accomplished by a change in protocol. Patient care will not be affected. Vacancies • Reduce Personnel Services $20,800. This reduction is due to changing 1 Radiology Tech from 1 FTE to .5 FTE. Due to increased productivity standards, this position can be reduced while patient service levels remain the same. Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. However, the department should gain efficiencies from closing the clinics from midnight to 5:00 a.m. without reducing patient service levels. Further efficiency can be gained by changing protocols for ER runs and outside referrals. Implementation of all reductions will not limit the level of demand the department can meet. Patient service levels will not be affected. Pre-Booking Health Screening Activity The purpose of the Pre-Booking Health Screening activity is to provide health screening services to arrestees brought to county jails or remote sites so they can have their emergent and urgent health care needs identified before booking. 347 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2008 Actual FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.5% N/A N/A Percent of booked inmates screened N/A N/A Number of pre-booking screenings completed and inmate subsequently booked Number of pre-booking screenings completed Number of inmates presented at booking sites Cost per Pre-booking screening completed N/A N/A 130,599 N/A N/A N/A N/A 131,257 N/A N/A N/A N/A 131,257 N/A N/A N/A N/A $5.07 N/A N/A Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 1,122,791 $ 1,122,791 $ 1,021,840 $ 1,021,840 $ 665,236 $ 665,236 $ 356,604 356,604 34.9% 34.9% Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. However, efficiency will be gained by eliminating unneeded positions. Reducing overtime and pay differential may lead to employee dissatisfaction causing increased turnover. Initial Health Assessment Activity The purpose of the Initial Health Assessment Activity is to provide medical, dental, and mental health needs assessments to patients booked into county jails so they can receive necessary care. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Percent of initial health assessments completed within 14 calendar days Number of initial health assessments completed within 14 days Number of initial health assessments required Cost per initial health assessment completed FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A 32,304 N/A N/A N/A N/A 32,216 N/A N/A N/A N/A $72.00 N/A N/A Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 2,813,812 $ 2,813,812 $ 3,091,341 $ 3,091,341 $ 2,325,809 $ 2,325,809 $ 765,532 765,532 24.8% 24.8% Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. However, the department should gain efficiencies from closing the clinics from midnight to 5:00 a.m. without reducing patient service levels. Further efficiency can be gained from reorganization. Implementation of all reductions will not limit the level of demand the department can meet and Correctional Health will therefore meet expected output levels. Patient service levels will not be affected. Support Services Program The purpose of the Support Services Program is to provide data and support to the clinical employees and patients so they can receive information to help provide quality and continuous care. 348 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Program Results Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved without adverse outcomes FY 2008 Actual FY 2009 Revised N/A N/A N/A N/A FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A 100.0% N/A N/A The Support Services Program is new to the strategic business plan this fiscal year not allowing for historical comparison. Activities that comprise this program include: • Clinical Support Clinical Support Activity The purpose of the Clinical Support Activity is to provide support and useful data to the clinical employees and patients so they can provide/receive quality and continuous patient care. 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. Performance Analysis: Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved without adverse outcomes Number of complete medical records provided Number of grievances resolved without adverse outcomes Number of external medical records requested Number of grievances filed Cost per medical record provided FY 2008 Actual FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A 4,654 N/A N/A N/A N/A 3,578 N/A N/A N/A N/A 4,654 N/A N/A N/A N/A N/A N/A 3,578 $610.04 N/A N/A N/A N/A 255 - DETENTION OPERATIONS $ 292 - CORRECTIONAL HEALTH GRANT TOTAL SOURCES $ 4,228 $ 353,485 357,713 $ 6,500 $ 32,818 39,318 $ 6,500 $ 42,818 49,318 $ 255 - DETENTION OPERATIONS $ 292 - CORRECTIONAL HEALTH GRANT TOTAL USES $ 2,081,029 $ 361,604 2,442,633 $ 1,890,264 $ 32,818 1,923,082 $ 2,796,306 $ 42,818 2,839,124 $ 10,000 10,000 0.0% 30.5% 25.4% (906,042) (10,000) (916,042) -47.9% -30.5% -47.6% Expenditure Base Adjustment: Correctional Health Services Grant Fund (292) • Increase Revenues and Expenditures by $10,000 due to increased grant revenue. Activity Narrative: This activity is new this fiscal year, thus not allowing for a historical comparison of measures. However, efficiencies will be gained due to the elimination of unneeded positions. The 349 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health reduction in overtime and differential pay may lead to employee dissatisfaction causing increased turnover. The level of demand the department is able to meet will not change due to these reductions. Restoration to Competency and Evaluation Program The purpose of the Rule 11 Custody Restoration Program is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512 gives the County Board of Supervisors the authority to designate a treatment program for court ordered competency restoration treatment. A County treatment program can provide competency restoration treatment to a defendant in the county jail, including inpatient and obtain court orders to transport the defendant to other providers, including the Arizona State Hospital. Program Results Measure Description Percent of competency determinations performed within 78 days Percent of inmates found not restorable within 15 months of the determination of incompetency Percent of Rule 11 evaluations performed within 21 days FY 2008 Actual 61.1% FY 2009 Revised 60.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 65.9% 5.1% 8.4% 21.2% 20.3% 20.1% -0.2% -1.1% N/A N/A 49.8% N/A N/A Percent of rule 11 juvenile evaluation performed within 21 days N/A N/A 49.7% N/A N/A The restoration to Competency and Evaluation program has two new results measures not allowing for historical comparison. Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • Juvenile Competency Evaluation Custody Restoration and Evaluation Activity The purpose of the Rule 11 Custody Restoration Activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512F and G state that if the court finds the defendant is unable to pay all or a portion on the costs of inpatient, in custody treatment, the state shall pay the costs of inpatient, in custody competency restoration treatment at the Arizona State Hospital that are incurred until seven days after the hospital submits a report to the court stating that the defendant has regained competency or there is no substantial probability that the defendant will regain competency within twenty-one months after the date of the original finding of incompetency, the treatment order expires, or seven days after the charges are dismissed. The County shall pay the hospital costs that are incurred after the period and time designated above and shall also pay for the costs of inpatient, in custody restoration treatment in court approved programs that are not programs at the Arizona State Hospital. 350 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of competency determinations performed within 78 days 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 per inmate evaluated FY 2008 Actual 61.1% FY 2009 Revised 60.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 65.9% 5.1% 8.4% 20.5% 20.3% 20.1% -0.2% -1.1% 251 344 492 148 43.0% 461 713 492 -221 -31.0% $8,186.00 $5,687.28 $3,197.68 $2,489.61 43.8% 100 - GENERAL TOTAL SOURCES $ $ 156,525 $ 156,525 $ - $ - $ - $ - $ - 0.0% 0.00% 100 - GENERAL TOTAL USES $ $ 2,054,687 $ 2,054,687 $ 1,956,426 $ 1,956,426 $ 1,573,257 $ 1,573,257 $ 383,169 383,169 19.6% 19.6% Expenditure Budget Balancing Adjustments: General Fund (100) Administrative Reduction • Reduce Travel by $10,000. Half of this reduction was implemented in FY 2008-09. Cost Reduction • Reduce Personnel Services Allocation-in $120,490 by reducing the number of Power Squad members needed by two FTE. This reduction will not have an effect on service levels. • Eliminate one filled Psychometrist position (1 FTE) for a savings of $59,615 in Personnel Services. Elimination of this will not reduce the number of determinations that are completed, but the length of time it takes will increase. Vacancies • Eliminate one vacant Attorney position (1 FTE) for a savings of $106,616. This position has been vacant for a considerable amount of time. This reduction will not have an impact on service levels. This reduction was implemented in FY 2008-09. Activity Narrative: Despite budget reductions, service levels in the Custody Restoration and Evaluation Activity will increase. Result and efficiency measures should see improvement over previous years taking into account increased demand. Adult Competency Evaluations Activity The purpose of the Rule 11 Evaluation Activity is to provide testing for criminal defendants so they can be evaluated for mental competency. 351 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Performance Analysis: Measure Type Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of Rule 11 evaluations performed within 21 days Number of inmates found competent or incompetent Number of incompetent inmates found not restorable Number of Rule 11 competency evaluations completed Number of Rule 11 competency evaulations ordered Cost per inmate competency evaluation FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 49.8% N/A N/A N/A N/A 429 1,716 1,854 138 8.0% 7 15 51 36 240.0% 429 1,716 1,854 138 8.0% 433 1,843 1,854 11 0.6% $3,139.85 $776.14 $640.66 $135.48 17.5% 1,331,853 $ 1,331,853 $ 1,187,781 $ 1,187,781 $ Expenditure 100 - GENERAL TOTAL USES $ $ 1,346,995 $ 1,346,995 $ 144,072 144,072 10.8% 10.8% Budget Balancing Adjustments: General Fund (100) Vacancies • Eliminate two vacant Psychiatrist positions (2 FTE) and increase Health Care Services for a net savings of $299,996. The department has found that contracting out for Psychiatrists is more cost effective. This change will have no impact on service levels. This reduction was implemented in FY 2008-09. Activity Narrative: The results measure is new this fiscal year, thus not allowing for historical comparison of measures. However, output will be increasing. Despite budget reductions, demand will be met but only half will be met within 21 days. Juvenile Competency Evaluations Activity The purpose of the Rule 11- Juvenile Evaluation Activity is to provide testing for Juvenile criminal defendants so they can be evaluated for mental competency. Performance Analysis: Measure Type Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of rule 11 juvenile evaluation performed within 21 days Number of juveniles found competent or incompetent Number of incompetent juveniles found not restorable Number of juvenile evaluations completed Number of Rule 11 juvenile competency evaluations ordered Cost per juvenile competency evaluation FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 49.7% N/A N/A N/A N/A 465 427 483 56 0 0 69 69 465 427 483 56 13.1% 465 427 483 56 13.1% $691.94 $644.03 $569.36 $74.67 11.6% 13.1% Expenditure 100 - GENERAL TOTAL USES $ $ 321,750 $ 321,750 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ - 0.0% 0.0% Activity Narrative: The results measure is new this fiscal year, thus not allowing for historical comparison of measures. However, output will be increasing. Despite budget reductions, demand will be met but only half will be met within 21 days. 352 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce travel Vacancies Miscellaneous Personnel Cuts Miscellaneous Personnel Cuts $ - $ Subtotal $ (5,000) $ (5,000) $ - $ (100,000) $ (52,695) (152,695) $ - Subtotal $ 3,581,457 FY 2008-09 REVISED BUDGET $ 3,423,762 $ - FY 2008-09 REVISED RESTATED BUDGET $ 3,423,762 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 69,476 $ - FY 2009-10 BUDGET TARGET $ 3,493,238 $ - $ Subtotal $ (5,000) $ (5,000) $ - $ (60,245) $ (59,615) (60,245) (180,105) $ - Subtotal $ (199,996) $ (53,921) (253,917) $ - $ Subtotal $ (4,340) $ (4,340) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce travel Cost Reduction Reduce Power Squad Miscellaneous Personnel Cuts Reduce Power Squad Subtotal $ Vacancies Miscellaneous Personnel Cuts Miscellaneous Personnel Cuts $ OTHER BASE ADJUSTMENTS Reduce Unemployment and Worker's Comp. Charges to Actual FY 2009-10 ADOPTED OPERATING BUDGET $ 353 3,049,876 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Detention Operations Fund (255) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Advertising Costs Reduce Supply Expense Delete Grow Your Own Program $ $ 6,500 Subtotal $ (3,015) $ (12,203) (66,000) (81,218) $ - $ Subtotal $ (45,000) $ (45,000) $ - $ Cost Reduction Temporary Pay and Salary Transfer In/Out 49,084,489 FY 2008-09 REVISED BUDGET $ 48,958,271 $ 6,500 FY 2008-09 REVISED RESTATED BUDGET $ 48,958,271 $ 6,500 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 5,641,636 $ - FY 2009-10 BUDGET TARGET $ 54,599,907 $ 6,500 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Travel/Education by 50% Advertising Costs Reduce Supply Expense Delete Loan Repayment Program $ (9,163) $ (3,014) (12,202) (239,000) (263,379) $ - (320,086) $ (88,775) (283,329) (176,386) (235,286) (41,419) (94,712) (15,088) (212,224) (25,847) (45,000) (60,420) (294,218) (114,000) (228,790) (99,533) (25,191) (699,143) (1,062,303) (812,006) (4,933,756) $ - Subtotal $ (20,800) $ (573,233) (594,033) $ - $ Subtotal $ (4,080) $ (4,080) $ - Subtotal $ Cost Reduction Close Clinic Hours: 4th OP change to 5a-12a Close Clinic Hours: Towers change to 5a-12a Close Clinic hours: Durango change to 5a-12a Close Clinic Hours: LBJ OP change to 5a-12a Close Clinic Hours: Estrella OP change to 5a-12a Close Clinic Hours: Tents change from 5a-12a Reduce Dental by 20% Reduce Ultrasound Utilization Reduce Clinical Overtime Reduce Non-Clinical Overtime Temporary Pay and Salary Transfer In/Out Reduce Services Allocation in From RTC/MH Contract Change Pay Differential Practice on RN/LPN/HUC Decrease Volume of ER Runs 15% More Aggressive Utilization Management of Referrals to Outside Services Reorganization in Inpatient Mental Health Activity Reorganization in Outpatient Program Miscellaneous Personnel Cuts Reduce Registry Increase Vacancy Savings Factor $ Subtotal $ Vacancies Reduce Radiology 0.5 FTE Delete refunded "frozen" positions $ Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh FY 2009-10 ADOPTED OPERATING BUDGET $ 354 48,804,659 $ 6,500 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Correctional Health Correctional Health Grant Fund (292) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 32,818 $ 32,818 FY 2008-09 REVISED BUDGET $ 32,818 $ 32,818 FY 2008-09 REVISED RESTATED BUDGET $ 32,818 $ 32,818 FY 2009-10 BUDGET TARGET $ 32,818 $ 32,818 $ Subtotal $ 10,000 10,000 $ $ 10,000 10,000 $ 42,818 $ 42,818 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Increased Grant Funding and Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET Correctional Health Grant Fund (292) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ - $ (117) $ (117) $ - $ (1,106) Beginning Unreserved/Undesignated Fund Balance $ - $ (117) $ (117) $ - $ (1,106) Sources: Operating Total Sources: $ $ 361,604 361,604 $ $ 32,818 32,818 $ $ 32,818 32,818 $ $ 34,476 34,476 $ $ 42,818 42,818 Uses: Operating Total Uses: $ $ 361,604 361,604 $ $ 32,818 32,818 $ $ 32,818 32,818 $ $ 35,582 35,582 $ $ 42,818 42,818 Operating Balance $ - $ - $ - $ (1,106) $ - Ending Unreserved/Undesignated Fund Balance $ - $ (117) $ (117) $ (1,106) $ (1,106) Ending Unreserved Fund Balance $ - $ (117) $ (117) $ (1,106) $ (1,106) 355 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Analysis by Bradley Kendrex, Senior 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. Status: The County Attorney’s Office has established additional flexible scheduling and telecommuting programs for employees. This includes 9/80 scheduling options as well as multiple telecommuting days and flexible lunch schedules. • 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 completed white papers regarding crime statistics and prosecution for their 11 identified crime areas, which are regularly updated to include recent statistics, case updates, and milestones. These whitepapers, as well as other information, are available online. Beyond the County Attorney websites, MCAO also publishes information for citizens via the online Facebook and Twitter portals. • 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 continues to develop meaningful benchmarks for intake, case review and charging processes, the timing and acceptance of plea offers after case charging, and the resulting case flow using internal statistical tracking tools in order to reduce the time cases remain open. As a result, they continue to report a reduction in average case days for the typical case. 356 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Department Strategic Plans and Budgets County Attorney 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. Status: MCAO has consolidated their multiple crime prevention external websites into a single site, allowing information to be published timely and making access more user-friendly. • Implement designated projects in accordance with the Maricopa County Integrated Criminal Justice Information System (ICJIS) strategic business plan to share case information data with other criminal justice agencies in a timely, secured manner in order to increase data integrity and reduce redundant data entry. Status: The County Attorney’s Office has continued to participate in the ongoing maintenance of the ICJIS-developed projects as necessary. • 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: Since 2005, MCAO cites that the violent crime rate in Maricopa County has fallen by 8%. One of the notable changes in 2008 was that MCAO no longer offered plea bargains to known gang members, thus increasing the number of incarcerated repeat offenders. • 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: Since 2005, MCAO cites that the property crime rate in Maricopa County has fallen by 20%. During the past few years the MCAO has focused on crime reduction by partnering with Valley law enforcement, strengthening internal policies, and lobbying for legislative reform that impacts crime. • 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 violent and property crime rates in Maricopa County have fallen 8% and 20%, respectively, since 2005, partially due to MCAO programs. As an example, the education campaign regarding teen use of prescription drugs that was launched in 2008 was completed this year. The program resulted in a prescription drugs public service announcements campaign – facilitated by the drugfreeaz website. The campaign ultimately received a NACo Achievement Award. 357 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED SOURCES 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION $ 2,451,689 2,451,689 $ 2,313,001 2,313,001 $ 2,313,001 2,313,001 $ 1,563,715 1,563,715 $ 2,331,540 2,331,540 $ 18,539 18,539 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE $ 11,082,205 253,900 669,028 393,676 1,214,976 7,795,236 755,389 $ 10,440,166 230,450 774,381 600,000 8,728,969 106,366 $ 10,440,166 230,450 774,381 600,000 8,728,969 106,366 $ 12,455,671 252,491 678,581 342,635 1,475,817 8,840,586 865,561 $ 12,586,984 336,655 793,600 346,000 1,300,223 9,069,122 741,384 $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 1,254,015 1,252,049 1,966 $ 3,758,810 3,758,810 - $ 3,758,810 3,758,810 - $ 1,067,835 1,067,835 - $ 1,116,810 1,116,810 - $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (989,015) $ (989,015) - $ - $ 50,391 50,391 $ - $ - 99IT - INFORMATION TECHNOLOGY DACR - DATA CENTER $ 28,736 28,736 $ - $ - $ 72,587 72,587 $ - $ - TOTAL PROGRAMS $ 13,827,630 $ 16,511,977 $ 16,511,977 $ 15,210,199 $ 16,035,334 $ (476,643) -2.9% 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION $ 2,048,863 2,048,863 $ 3,073,071 3,073,071 $ 3,073,071 3,073,071 $ 2,184,065 2,184,065 $ 2,387,511 2,387,511 $ 685,560 685,560 22.3% 22.3% 19PP - PROSECUTION AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT IVAC - COUNTY ATTORNEY INITIATED INV IDNT - IDENTITY THEFT PROSECUTION METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE $ 66,409,065 1,795,425 8,768,147 447,809 5,157,872 1,645,735 3,511,061 40,323,271 4,759,745 $ 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 $ 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 $ 66,833,630 1,754,767 8,833,451 452,840 5,369,572 1,563,834 3,118,372 40,951,454 4,789,340 $ 63,873,598 1,882,974 8,321,807 431,395 4,888,481 1,495,735 2,739,166 39,575,295 4,538,745 $ 4,831,771 235,140 483,300 168,602 427,752 96,152 724,416 2,345,083 351,326 7.0% 11.1% 5.5% 28.1% 8.0% 6.0% 20.9% 5.6% 7.2% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 5,530,621 109,030 4,448,315 558,502 323,176 91,598 $ 5,708,636 101,924 4,749,210 456,215 347,404 53,883 $ 5,708,636 101,924 4,749,210 456,215 347,404 53,883 $ 4,510,656 91,420 3,699,872 332,912 291,833 94,619 $ 5,132,961 95,193 4,364,543 394,032 221,120 58,073 $ 575,675 6,731 384,667 62,183 126,284 (4,190) 10.1% 6.6% 8.1% 13.6% 36.4% -7.8% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ - $ 1,874,753 1,874,753 - $ 1,968,953 1,874,753 94,200 $ 63,792 63,792 $ 1,810,961 1,874,753 (63,792) 96.6% 100.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT $ 4,193,147 1,033,602 1,485,395 1,105,564 568,586 $ 3,695,416 995,762 1,183,078 988,850 527,726 $ 3,695,416 995,762 1,183,078 988,850 527,726 $ 4,395,698 1,133,405 1,729,946 979,718 552,629 $ 3,788,243 1,091,231 1,299,790 847,367 549,855 $ (92,827) (95,469) (116,712) 141,483 (22,129) -2.5% -9.6% -9.9% 14.3% -4.2% TOTAL PROGRAMS $ 78,181,696 $ 81,182,492 $ 83,057,245 $ 79,893,002 $ 75,246,105 $ 2,146,818 106,205 19,219 (254,000) 1,300,223 340,153 635,018 (2,642,000) (2,642,000) - 0.8% 0.8% 20.6% 46.1% 2.5% -42.3% 3.9% 597.0% -70.3% -70.3% USES 358 7,811,140 9.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 6,615,145 2,460,793 9,075,938 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2008-09 ADOPTED $ 8,347,333 2,545,627 10,892,960 941,488 941,488 $ $ $ SUBTOTAL $ 3,389,536 3,389,536 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ FY 2008-09 REVISED $ 8,347,333 2,545,627 10,892,960 1,007,307 1,007,307 $ $ $ $ 4,459,010 4,459,010 354,256 66,412 420,668 $ ALL REVENUES $ TOTAL SOURCES $ $ 7,349,907 2,307,698 9,657,605 1,007,307 1,007,307 $ $ $ $ 4,459,010 4,459,010 $ $ 101,000 51,700 152,700 13,827,630 $ 13,827,630 $ FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ FY 2008-09 FORECAST $ $ 939,449 939,449 $ $ 1,116,788 1,116,788 $ $ $ $ 4,167,803 4,167,803 $ $ 4,150,710 4,150,710 $ $ $ $ 376,315 24,300 400,615 $ $ 413,334 32,008 445,342 $ $ 101,000 51,700 152,700 16,511,977 $ 16,511,977 $ 15,210,199 $ 16,035,334 $ (476,643) -2.9% 16,511,977 $ 16,511,977 $ 15,210,199 $ 16,035,334 $ (476,643) -2.9% 49,440,513 $ 582,492 240,837 14,661,749 1,063,972 (959,712) 318,348 65,348,199 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,193,999 93,711 34,694 1,322,404 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,155,124 1,935,799 3,504,796 1,249,981 789,521 571,019 501,447 309,976 240,266 239,635 738,425 23,878 11,259,867 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 83,559 167,667 251,226 $ TOTAL USES $ 78,181,696 $ $ FY 2008-09 REVISED 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 $ $ 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 $ 81,182,492 $ FY 2008-09 FORECAST 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 $ $ 1,345,711 3,074,155 3,187,398 1,238,467 857,095 3,369,663 384,966 413,500 348,470 212,400 5,200 14,437,025 $ $ $ 594,000 594,000 $ 83,057,245 $ 359 $ ADOPTED VS REVISED VARIANCE % 7,743,875 2,623,346 10,367,221 FY 2008-09 ADOPTED $ FY 2009-10 ADOPTED FY 2009-10 ADOPTED 48,785,114 $ 1,323,854 150,408 15,101,190 789,995 (891,539) 647,136 65,906,158 $ 1,014,085 90,885 128,291 8,381 1,241,642 $ $ 605,932 1,859,056 3,666,679 1,378,310 347,513 2,351,353 499,256 217,605 201,737 200,641 746,041 15,683 21,701 12,111,507 $ $ $ 40,484 133,527 459,684 633,695 $ 79,893,002 $ $ $ $ $ 1,958,640 1,842,416 4,608,241 1,372,515 308,100 435,440 528,044 202,604 215,564 227,791 1,039,305 14,820 70,622 12,824,102 $ $ $ 7,173 7,173 $ 75,246,105 $ 109,481 109,481 10.9% 10.9% (308,300) -6.9% (308,300) -6.9% 275,315 272.6% (27,400) -53.0% 247,915 162.4% ADOPTED VS REVISED VARIANCE % 46,342,759 $ 356,512 281,168 13,690,642 616,792 (1,233,759) 1,166,899 61,221,013 $ 1,003,929 114,588 49,800 25,500 1,193,817 (603,458) -7.2% 77,719 3.1% (525,739) -4.8% $ 2,567,122 5.2% 2,061,563 85.3% (124,820) -79.8% 1,269,332 8.5% 363,378 37.1% 274,047 -28.6% (848,551) -266.5% 5,562,071 8.3% 151,107 (26,488) (49,800) (25,500) 49,319 13.1% -30.1% 4.0% (612,929) -45.5% 1,231,739 40.1% (1,420,843) -44.6% (134,048) -10.8% 548,995 64.1% 2,934,223 87.1% (143,078) -37.2% 210,896 51.0% 132,906 38.1% (15,391) -7.2% (1,039,305) (9,620) -185.0% (70,622) 1,612,923 11.2% $ 586,827 586,827 98.8% 98.8% $ 7,811,140 9.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Fund and Function 100 GENERAL OPERATING FUND TOTAL SOURCES 213 COUNTY ATTORNEY RICO OPERATING FUND TOTAL SOURCES 219 COUNTY ATTORNEY GRANTS OPERATING FUND TOTAL SOURCES 220 DIVERSION OPERATING FUND TOTAL SOURCES 221 COUNTY ATTORNEY FILL THE GAP OPERATING FUND TOTAL SOURCES 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL SOURCES 267 CRIM JUSTICE ENHANCEMENT OPERATING FUND TOTAL SOURCES 268 VICTIM COMP AND ASSISTANCE OPERATING FUND TOTAL SOURCES 269 VICTIM COMP RESTITUTION INT OPERATING FUND TOTAL SOURCES FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 1,151,123,752 $ 1,151,123,752 $ 1,166,652,302 $ 1,168,533,450 $ 1,166,570,425 $ 1,168,744,471 $ 1,095,411,719 $ 1,097,593,538 $ 1,090,162,676 $ 1,090,162,676 $ (76,407,749) $ (78,581,795) $ $ 1,843,458 1,843,458 $ $ 2,750,000 2,750,000 $ $ 2,750,000 2,750,000 $ $ 2,762,859 2,762,859 $ $ 2,750,000 2,750,000 $ $ $ $ 6,662,540 6,662,540 $ $ 8,347,333 8,347,333 $ $ 8,347,333 8,347,333 $ $ 7,389,325 7,389,325 $ $ 7,792,090 7,792,090 $ $ $ $ 1,052,756 1,052,756 $ $ 1,008,810 1,008,810 $ $ 1,008,810 1,008,810 $ $ 1,069,552 1,069,552 $ $ $ $ 1,696,640 1,696,640 $ $ 1,814,388 1,814,388 $ $ 1,814,388 1,814,388 $ $ 1,661,603 1,661,603 $ $ $ $ 393,676 393,676 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 345,646 345,646 $ $ 1,888,460 $ 1,888,460 $ 1,799,746 1,799,746 $ $ 1,799,746 $ 1,799,746 $ 1,722,129 1,722,129 $ $ $ $ ADOPTED VS REVISED VARIANCE % - -6.5% -6.7% 0.0% 0.0% (555,243) (555,243) -6.7% -6.7% 1,108,810 $ 1,108,810 $ 100,000 100,000 9.9% 9.9% 1,964,388 $ 1,964,388 $ 150,000 150,000 8.3% 8.3% 346,000 346,000 $ $ 1,909,746 $ 1,909,746 $ (254,000) (254,000) -42.3% -42.3% 110,000 110,000 6.1% 6.1% $ $ 108,041 108,041 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 124,409 124,409 $ $ 100,000 100,000 $ $ - 0.0% 0.0% $ $ 115,647 115,647 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 102,668 102,668 $ $ 40,000 40,000 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ 1,825,928,717 $ 1,921,694,541 $ 1,934,620,506 $ 1,577,529,583 $ 1,786,884,084 $ (147,736,422) -7.6% DEPARTMENT TOTAL SOURCES $ 1,954,968,685 $ 1,972,657,795 $ 1,988,865,982 $ 1,815,721,800 $ 1,843,282,992 $ (145,582,990) -7.3% FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 213 COUNTY ATTORNEY RICO OPERATING NON-RECURRING $ $ 64,866,489 64,866,489 $ $ 62,837,039 62,837,039 $ $ 62,837,039 62,837,039 $ $ 61,882,173 $ 61,882,173 $ $ $ $ $ 2,750,000 600,768 3,350,768 $ $ 2,750,000 2,750,000 $ 2,397,892 $ 600,768 2,998,660 $ 2,750,000 750,000 3,500,000 ADOPTED VS REVISED VARIANCE % 56,599,487 $ 56,599,487 $ FUND TOTAL USES $ 2,316,248 2,316,248 FUND TOTAL USES $ $ 6,761,658 6,761,658 $ $ 8,347,330 8,347,330 $ $ 8,347,330 8,347,330 $ $ 7,342,807 $ 7,342,807 $ 7,792,090 $ 7,792,090 $ $ 722,414 722,414 $ 1,008,810 1,008,810 $ 1,008,810 1,008,810 $ 1,201,968 $ 1,201,968 $ 1,108,810 1,000,000 2,108,810 219 COUNTY ATTORNEY GRANTS OPERATING 220 DIVERSION OPERATING NON-RECURRING FUND TOTAL USES 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL USES 267 CRIM JUSTICE ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES 268 VICTIM COMP AND ASSISTANCE OPERATING NON-RECURRING FUND TOTAL USES 269 VICTIM COMP RESTITUTION INT OPERATING NON-RECURRING FUND TOTAL USES $ $ $ 1,528,857 1,528,857 $ $ 447,809 447,809 $ 1,535,466 1,535,466 $ $ $ $ 1,296 1,296 $ $ $ 2,314,388 2,314,388 $ $ 599,997 599,997 $ 2,384,928 2,384,928 $ $ $ $ $ $ $ $ $ (149,232) (149,232) 555,240 555,240 9.9% 9.9% 0.0% -24.8% -4.5% 6.7% 6.7% (100,000) (1,000,000) (1,100,000) -109.0% 1,964,388 $ 1,964,388 $ 350,000 717,657 1,067,657 15.1% 100.0% 35.2% 168,413 168,413 28.1% 28.1% 475,182 (243,672) 231,510 19.9% -43.8% 7.9% $ -9.9% $ 2,314,388 717,657 3,032,045 $ 2,210,403 $ 717,657 2,928,060 $ $ $ 599,997 599,997 $ $ 454,264 $ 454,264 $ 431,584 $ 431,584 $ $ 2,384,928 556,328 2,941,256 $ 2,253,626 $ 556,328 2,809,954 $ 1,909,746 $ 800,000 2,709,746 $ 182 $ 133,328 133,510 $ 100,000 $ 100,000 $ 400,000 400,000 0.0% 100.0% 80.0% $ 8,278 $ 133,328 141,606 $ 40,000 $ 40,000 $ 400,000 400,000 0.0% 100.0% 90.9% $ 100,000 400,000 500,000 $ $ $ $ 6,237,552 6,237,552 $ 100,000 400,000 500,000 $ $ 1,459 1,459 $ 40,000 400,000 440,000 $ $ $ 40,000 400,000 440,000 $ DEPARTMENT OPERATING TOTAL USES $ 78,181,696 $ 80,382,492 $ 80,382,492 $ 77,751,593 $ 72,696,105 $ 7,686,387 9.6% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 800,000 $ 2,674,753 $ 2,141,409 $ 2,550,000 $ 124,753 4.7% DEPARTMENT TOTAL USES $ 78,181,696 $ 81,182,492 $ 83,057,245 $ 79,893,002 $ 75,246,105 $ 7,811,140 9.4% 360 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL COMMUNITY SERVICES VICTIM COMPENSATION PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL PROSECUTION AUTO THEFT PROSECUTION CHARGING ACTIVITY CHECK ENFORCEMENT COUNTY ATTORNEY INITIATED INV IDENTITY THEFT PROSECUTION METH MAJOR DRUGS PROSECUTION TRIAL VICTIM ASSISTANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 1.00 39.50 7.00 7.00 1.00 55.50 1.00 39.50 7.00 7.00 1.00 55.50 1.00 36.00 7.00 7.00 2.00 53.00 1.00 32.50 6.00 4.00 1.00 44.50 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 10.00 2.00 11.00 9.00 32.00 10.00 2.00 11.00 9.00 32.00 12.00 2.00 10.00 9.00 33.00 11.00 2.00 11.00 9.00 33.00 1.00 1.00 10.00% 0.00% 0.00% 0.00% 3.13% (1.00) 1.00 - (8.33%) 0.00% 10.00% 0.00% 0.00% 27.00 118.00 12.60 68.00 25.00 39.00 472.00 84.00 845.60 940.10 27.00 118.00 12.60 68.00 25.00 39.00 472.00 84.00 845.60 940.10 23.00 119.00 12.60 69.00 25.00 34.00 478.50 84.00 845.10 938.10 24.00 118.50 12.60 64.00 22.00 34.00 449.00 81.00 805.10 889.60 (3.00) 0.50 (4.00) (3.00) (5.00) (23.00) (3.00) (40.50) (50.50) (11.11%) 0.42% 0.00% (5.88%) (12.00%) (12.82%) (4.87%) (3.57%) (4.79%) (5.37%) 1.00 (0.50) (5.00) (3.00) (29.50) (3.00) (40.00) (48.50) 4.35% (0.42%) 0.00% (7.25%) (12.00%) 0.00% (6.17%) (3.57%) (4.73%) (5.17%) 361 (7.00) (1.00) (3.00) (11.00) FORECAST VS ADOPTED VARIANCE % - 0.00% (17.72%) (14.29%) (42.86%) 0.00% (19.82%) 0.00% 0.00% (3.50) (1.00) (3.00) (1.00) (8.50) - 0.00% (9.72%) (14.29%) (42.86%) (50.00%) (16.04%) 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Legal Support Specialist Human Resources Specialist Intern Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Elected Chief Deputy - County Attorney Financial Supervisor - Dept Legal Assistant Supv Legal Support Supervisor Attorney Supervisor Administrative Staff Supv Investigations Supv - MCAO Investigation Commander - MCAO Human Resources Support Supv Financial Support Supv - Dept Social Worker Supervisor Attorney Manager Applications Development Mgr Systems Admin & Analysis Mgr Technical Support Mgr IT Division Manager Investigator Chief - MCAO Operations/Program Manager Management Analyst Program Coordinator Accountant Internal Auditor Grant-Contract Administrator Procurement Specialist Planner Trainer Social Worker Attorney - Associate Attorney - Senior Associate Attorney - Senior Business/Systems Analyst Data Security Analyst Sr/Ld Database Administrator IS Architect Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Web Designer/Developer Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Legal Assistant Investigator Help Desk Coordinator PC/LAN Tech Support Investigator - MCAO Media Specialist Communicatn Ofcr/Govt Liaison Planner - Facilities Deptartment Total FY 2008-09 ADOPTED 2.00 1.00 100.00 2.00 3.60 150.50 10.00 3.00 1.00 1.00 1.00 1.00 5.00 42.00 28.00 3.00 4.00 1.00 2.00 1.00 9.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 3.00 1.00 1.00 1.00 1.00 2.00 56.00 146.00 59.50 61.50 2.00 2.00 1.00 1.00 3.00 3.00 4.00 4.00 2.00 21.00 18.00 96.00 43.00 2.00 5.00 2.00 2.00 6.00 940.10 FY 2008-09 REVISED 2.00 1.00 100.00 2.00 3.60 150.50 10.00 3.00 1.00 1.00 1.00 1.00 5.00 42.00 28.00 3.00 4.00 1.00 2.00 1.00 9.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 3.00 1.00 1.00 1.00 1.00 2.00 56.00 146.00 59.50 61.50 2.00 2.00 1.00 1.00 3.00 3.00 4.00 4.00 2.00 21.00 18.00 96.00 43.00 2.00 5.00 2.00 2.00 6.00 940.10 FY 2008-09 FORECAST 2.00 1.00 100.00 2.00 3.60 149.50 11.00 3.00 1.00 1.00 1.00 1.00 5.00 42.00 26.00 3.00 5.00 1.00 2.00 1.00 8.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 1.00 1.00 1.00 2.00 57.00 155.00 61.00 54.00 2.00 1.00 1.00 1.00 4.00 3.00 4.00 4.00 2.00 20.00 18.00 95.00 41.00 2.00 5.00 2.00 3.00 6.00 1.00 938.10 FY 2009-10 ADOPTED 2.00 1.00 97.00 1.00 2.60 128.00 9.00 3.00 1.00 1.00 1.00 1.00 5.00 42.00 26.00 3.00 5.00 1.00 1.00 1.00 8.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 3.00 1.00 1.00 1.00 2.00 55.00 151.00 59.00 53.00 2.00 2.00 1.00 1.00 3.00 3.00 4.00 4.00 2.00 20.00 17.00 93.00 39.00 2.00 5.00 2.00 2.00 5.00 889.60 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% (3.00) -3.00% (1.00) -50.00% (1.00) -27.78% (22.50) -14.95% (1.00) -10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -7.14% 0.00% 1.00 25.00% 0.00% (1.00) -50.00% 0.00% (1.00) -11.11% (1.00) -14.29% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -50.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (1.00) -1.79% 5.00 3.42% (0.50) -0.84% (8.50) -13.82% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -4.76% (1.00) -5.56% (3.00) -3.13% (4.00) -9.30% 0.00% 0.00% 0.00% 0.00% (1.00) -16.67% (50.50) -5.37% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% (3.00) -3.00% (1.00) -50.00% (1.00) -27.78% (21.50) -14.38% (2.00) -18.18% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -50.00% .00 0.00% .00 0.00% (1.00) -14.29% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -33.33% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% 1.00 0.00% .00 0.00% (2.00) -3.51% (4.00) -2.58% (2.00) -3.28% (1.00) -1.85% .00 0.00% 1.00 100.00% .00 0.00% .00 0.00% (1.00) -25.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -5.56% (2.00) -2.11% (2.00) -4.88% .00 0.00% .00 0.00% .00 0.00% (1.00) -33.33% (1.00) -16.67% (1.00) -100.00% (48.50) -5.17% REVISED VS ADOPTED VARIANCE % (50.50) -6.36% 0.00% 0.00% 0.00% 0.00% 0.00% (50.50) -5.37% FORECAST VS ADOPTED VARIANCE % (49.50) -6.24% 1.00 1.43% 0.00% 0.00% 0.00% 0.00% (48.50) -5.17% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT DEPARTMENT TOTAL FY 2008-09 ADOPTED 794.50 71.00 3.00 31.00 12.60 28.00 940.10 FY 2008-09 REVISED 794.50 71.00 3.00 31.00 12.60 28.00 940.10 FY 2008-09 FORECAST 793.50 70.00 3.00 31.00 12.60 28.00 938.10 FY 2009-10 ADOPTED 744.00 71.00 3.00 31.00 12.60 28.00 889.60 Significant Variance Analysis The County Attorney’s Office is eliminating 48.5 FTE vacant positions from a variety of programs as part of the FY 2009-10 budget balancing initiative. Most of these positions are administrative in nature. 362 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney General Adjustments Budget Balancing Adjustments: General Fund (100) Vacancies • Eliminate regular vacant positions in the amount of $2,299,502. • Eliminate temporary vacant positions in the amount of $2,270,074. • Eliminate positions vacated through retirement in the amount of $779,094. Fund Shift • Shift personnel costs from the General Fund (100) to the Diversion Fund (220) in the amount of $100,000. • Shift personnel costs from the General Fund (100) to the Fill the Gap Fund (221) in the amount of $150,000. • Shift personnel costs from the General Fund (100) to the Criminal Justice Enhancement Fund (267) in the amount of $110,000. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $446,345 Other Personnel Reductions • Reduce expenditures via reductions in force, elimination of vacant positions, or employee furloughs in the amount of $3,337,441 in accordance with Board policies. Other Base Adjustments: General Fund (100) • Increase expenditures in the amount of $481,840 in order to right-size personnel savings to 3%. • Reduce expenditures in the amount of $79,270 due to savings on copiers due to the print management program. • Reduce expenditures in the amount of $68,538 due to reduced FY 2009-10 Risk Management charges. Grant Fund (219) • (Operating) Reduce revenues and expenditures in the amount of $370,740 due to reduced anticipated grant receipts. Diversion Fund (220) • (Operating) Increase revenue in the amount of $100,000 to reflect forecasted revenue. • (Non-Recurring) Increase non-recurring/non-project expenditures in the amount of $1,000,000 to fund a multi-jurisdiction warrant round-up and a pilot of a paperless police report submission process. Fill the Gap Fund (221) • (Operating) Increase revenue in the amount of $150,000 to reflect forecasted revenue. Criminal Justice Enhancement Fund (267) • (Operating) Increase revenue in the amount of $110,000 to reflect expected FY 2009-10 revenues. 363 Maricopa County Annual Business Strategies FY 2009-10 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 Measure Description TBD FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted 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. Measure Type Result Output Output Demand Efficiency Measure Description TBD # of victim compensation claims completed TBD # of victim compensation claims received Cost to process each victim compensation claim completed FY 2008 Actual Not Reported 750 FY 2009 Revised Not Reported 800 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted Not Reported 584 -216 -27.0% Not Reported 705 Not Reported 800 Not Reported 928 128 16.0% $2,732 $3,841 $4,088 -$247 6.4% Revenue 219 - COUNTY ATTORNEY GRANTS $ 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 2,228,001 $ 108,041 2,173,001 $ 100,000 2,191,540 $ 100,000 40,000 40,000 2,451,689 $ 2,313,001 $ 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ 162,062 $ 1,884,046 1,296 167,059 $ 1,966,012 500,000 115,647 18,539 - 0.9% 0.0% - 0.0% 2,331,540 $ 18,539 0.8% 180,452 $ 2,067,059 100,000 (13,393) (101,047) 400,000 -8.0% -5.1% 80.0% 40,000 400,000 90.9% 2,387,511 $ 685,560 22.3% Expenditure 1,459 2,048,863 $ 440,000 3,073,071 $ 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. 364 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the county on behalf of the state. Program Results 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 TBD 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 2008 Actual 26.5% 37.7% FY 2009 Revised 0.0% 85.0% Not Reported Not Reported Not Reported Not Reported 44.2% 15.7% 50.0% 21.0% (29.0%) -58.0% Not Reported Not Reported 85.0% 85.0% 50.0% Not Reported Not Reported Not Reported 98.7% 0.0% 13.7% (50.0%) 16.2% -100.0% 85.0% 0.0% (85.0%) -100.0% Not Reported 85.0% 50.0% Not Reported 94.8% Not Reported 9.8% 11.5% Not Reported Not Reported 55.2% 26.3% Not Reported 9.2% 100.0% 91.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 97.9% 97.9% 0.0% (85.0%) -100.0% 85.0% Not Reported 95.0% Not Reported Not Reported Not Reported Not Reported Activities that comprise this program include: • Auto Theft Prosecution • Charging • Check Enforcement Program • Identity Theft Prosecution • • • • 90.7% 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. 365 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget 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 2008 Actual 26.5% 37.7% Department Strategic Plans and Budgets County Attorney FY 2009 Revised Not Reported 85.0% Not Reported 50.0% FY 2010 Variance Adopted Revised - Adopted 32.5% Not Reported % Variance Revised - Adopted Not Reported 4,385 7,049 4,504 7,708 4,594 8,401 90 693 2.0% 9.0% $ 409.45 $ 470.27 $ 409.88 $ 60.40 -12.8% 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 253,900 $ 253,900 $ 230,450 $ 230,450 $ 336,655 $ 336,655 $ 106,205 106,205 46.1% 46.1% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 1,484,639 $ 310,786 1,795,425 $ 1,819,017 $ 299,097 2,118,114 $ 1,545,275 $ 337,699 1,882,974 $ 273,742 (38,602) 235,140 15.0% -12.9% 11.1% Expenditure 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. Measure Type Result Result Output Output 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 Cost of adult criminal case filed $ 221 - COUNTY ATTORNEY FILL THE $ GAP TOTAL SOURCES $ FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Not Reported Not Reported Not Reported Variance Revised - Adopted -480 12,904 -5,801 9.42 % Variance Revised - Adopted 40,763 12,169 53,600 215.10 $ 40,800 0 55,121 215.81 $ 40,320 12,904 49,320 206.39 $ -1.2% 669,028 $ 774,381 $ 793,600 $ 19,219 2.5% 669,028 $ 774,381 $ 793,600 $ 19,219 2.5% 8,104,938 $ 14,390 498,416 7,841,706 $ 737,511 7,126,323 $ 139,581 748,042 715,383 (139,581) (10,531) 9.1% -1.4% (81,971) -36.3% -10.5% -4.4% Expenditure 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 150,403 8,768,147 $ 225,890 8,805,107 $ 307,861 8,321,807 $ 483,300 5.5% 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 366 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney considered a crime. Prosecution of criminal fraudulent check writers – a mandated duty – is not included in this Activity. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported Not Reported 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 2009 Revised 85.0% 8,330 7,506 Not Reported 6,333 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted Not Reported 8,496 166 2.0% 7,340 1,007 21.25 15.9% $ 72.03 $ 50.78 $ -29.5% $ 393,676 $ 600,000 $ 346,000 $ (254,000) -42.3% $ 393,676 $ 600,000 $ 346,000 $ (254,000) -42.3% $ 447,809 $ 599,997 $ 431,395 $ 168,602 28.1% $ 447,809 $ 599,997 $ 431,395 $ 168,602 28.1% Revenue 266 - CHECK ENFORCEMENT PROGRAM TOTAL SOURCES Expenditure 266 - CHECK ENFORCEMENT PROGRAM TOTAL USES Other Base Adjustments: Check Enforcement Fund (266) • (Operating) Reduce revenue in the amount of $254,000 to align with projected trends. • (Operating) Reduce expenditures in the amount of $168,416 so that the amount of expenditures exceeding revenues does not exceed available Check Enforcement Fund balance. 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. 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 2008 Actual 44.2% 15.7% FY 2009 Revised 85.0% 50.0% Not Reported 85.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.7% 13.7% 16.2% Not Reported Not Reported 2,216 4,294 2,759 5,300 3,421 5,534 662 234 24.0% 4.4% $ 742.66 $ 576.98 $ 437.22 $ 139.76 -24.2% $ $ 1,645,735 $ 1,645,735 $ 1,591,887 $ 1,591,887 $ 1,495,735 $ 1,495,735 $ 96,152 96,152 6.0% 6.0% 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. 367 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Output Demand Efficiency Measure Description FY 2008 Actual Not Reported 20,269 FY 2009 Revised Not Reported 21,574 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted Not Reported 22,396 822 3.8% TBD Number of County Attorney pre-filing initiated investigative inquiries completed TBD Not Reported Not Reported Not Reported 18,417 19,717 20,848 Number of County Attorney pre-filing initiated investigative inquiries requested Cost per investigative services request $ 254.47 $ 246.42 $ 218.27 $ completed 1,131 5.7% 28.14 -11.4% Expenditure 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 5,043,027 $ 76,749 38,096 5,038,381 $ 239,023 38,829 4,617,150 $ 233,250 38,081 421,231 5,773 748 8.4% 2.4% 1.9% 5,157,872 $ 5,316,233 $ 4,888,481 $ 427,752 8.0% 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. 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 2008 Actual 55.2% 26.3% FY 2009 Revised 85.0% 50.0% Not Reported 85.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 94.8% 9.8% 11.5% Not Reported Not Reported 6,458 4,504 4,937 433 9.6% 7,811 8,723 8,839 116 1.3% $ 543.68 $ 769.00 $ 554.82 $ 214.18 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 1,214,976 $ 1,214,976 $ - $ - $ 1,300,223 $ 1,300,223 $ 1,300,223 1,300,223 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 2,155,901 $ 1,355,160 3,511,061 $ 2,011,626 $ 1,451,956 3,463,582 $ 1,316,068 $ 1,423,098 2,739,166 $ 695,558 28,858 724,416 -27.9% Revenue Expenditure 34.6% 2.0% 20.9% 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. 368 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget 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 2008 Actual 9.2% 100.0% Department Strategic Plans and Budgets County Attorney FY 2009 Revised 95.0% Not Reported 28,377 31,600 14,905 Not Reported 40,541 40,800 1,420.98 $ 1,326.59 $ FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted Not Reported 37,196 13,112 40,320 1,063.97 $ 5,596 17.7% -480 262.63 -1.2% -19.8% (27,400) 2,750,000 (2,623,228) 130,781 -53.0% Revenue 100 - GENERAL $ 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 64,446 $ 1,843,458 2,971,260 1,027,612 51,700 $ 5,837,516 1,040,007 24,300 $ 2,750,000 3,214,288 1,170,788 1,888,460 1,799,746 1,909,746 110,000 6.1% 7,795,236 $ 8,728,969 $ 9,069,122 $ 340,153 3.9% 100 - GENERAL $ 213 - COUNTY ATTORNEY RICO 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 34,228,955 $ 2,316,248 1,717,043 936,079 33,425,209 $ 2,000,000 3,136,860 1,487,621 30,242,304 $ 3,500,000 2,590,358 1,126,988 -44.9% 12.6% Expenditure 1,124,946 40,323,271 $ 1,870,688 41,920,378 $ 2,115,645 39,575,295 $ 3,182,905 (1,500,000) 546,502 360,633 9.5% -75.0% 17.4% 24.2% (244,957) -13.1% 2,345,083 5.6% Budget Balancing Adjustments: General Fund (100) Service Reduction • Eliminate attorney positions in Post-Disposition Therapeutic Court in the amount of $289,420. Other Base Adjustments: General Fund (100) • Increase revenue in the amount of $27,000 in order to right-size revenue from discovery. County Attorney RICO Fund (213) • (Non-Recurring) Increase one-time funding in the amount of $750,000 for multijurisdictional conspiracy, anti-drug, and anti-gang efforts. Criminal Justice Enhancement Fund (267) • (Operating) Increase revenue in the amount of $110,000 to reflect forecasted revenue. • (Non-Recurring) Increase non-recurring/non-project expenditures in the amount of $800,000 to purchase equipment for a multi-jurisdictional fraud taskforce. 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. 369 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Measure Type Result Output Output Demand Efficiency Revenue Measure Description % 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 2008 Actual 91.7% Department Strategic Plans and Budgets County Attorney FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 90.7% % Variance Revised - Adopted 72,841 599 41,289 Not Reported 42,000 644 711 1.7% 72,841 41,289 42,000 711 1.7% 65.34 $ 118.44 $ 108.07 $ 10.37 -8.8% 219 - COUNTY ATTORNEY GRANTS $ TOTAL SOURCES $ 755,389 $ 755,389 $ 106,366 $ 106,366 $ 741,384 $ 741,384 $ 635,018 635,018 597.0% 597.0% 100 - GENERAL $ 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,847,515 $ 813,476 98,754 3,862,073 $ 922,271 105,727 3,574,568 $ 860,797 103,380 287,505 61,474 2,347 7.4% 6.7% 2.2% 4,759,745 $ 4,890,071 $ 4,538,745 $ 351,326 7.2% Expenditure 370 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 62,837,039 $ 51,700 FY 2008-09 REVISED BUDGET $ 62,837,039 $ 51,700 FY 2008-09 REVISED RESTATED BUDGET $ 62,837,039 $ 51,700 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 4,171,990 $ - $ Subtotal $ 1,982 1,982 $ $ - $ 67,011,011 $ 51,700 $ Subtotal $ (289,420) $ (289,420) $ - $ (2,299,502) $ (2,270,074) (779,094) (5,348,670) $ - Subtotal $ (100,000) $ (150,000) (110,000) (360,000) $ - $ Subtotal $ (446,345) $ (446,345) $ - $ Subtotal $ (3,337,441) $ (3,337,441) $ - $ - $ (481,840) (79,270) (68,538) (629,648) $ ANNUALIZATION OF FY 2008-09 MID-YEAR ADJUSTMENTS Elected Official Salary Increase FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Service Reduction Eliminate Attorney Positions in Post Disposition Therapeutic Court Vacancies Eliminate Regular Vacant Positions Eliminate Temporary Vacant Positions Eliminate Positions Vacated Through Retirement Subtotal $ Fund Shift Shift personnel costs to Diversion Fund Shift personnel costs to Fill-the-Gap Fund Shift personnel costs to Criminal Justice Enhancement Fund Debt Reduction TFP debt service payoff Other Personnel Reductions Reduction in expenditures in accordance with Board policies OTHER BASE ADJUSTMENTS Right-size revenue from discovery Right-size Personnel Savings to 3% Print management program copier savings Risk Management savings $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 371 56,599,487 $ (27,400) (27,400) 24,300 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,750,000 $ 2,750,000 FY 2008-09 REVISED BUDGET $ 2,750,000 $ 2,750,000 FY 2008-09 REVISED RESTATED BUDGET $ 2,750,000 $ 2,750,000 FY 2009-10 BUDGET TARGET $ 2,750,000 $ 2,750,000 FY 2009-10 RECOMMENDED OPERATING BUDGET $ 2,750,000 $ 2,750,000 $ Subtotal $ 750,000 750,000 $ $ - FY 2009-10 RECOMMENDED NON-RECURRING BUDGET $ 750,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 3,500,000 $ 2,750,000 NON-RECURRING NON-PROJECT 0001 Mutijurisdictional conspiracy, anti-drug, and anti-gang efforts FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 2,720,835 $ 1,823,757 $ 1,823,757 $ 2,248,044 $ 2,012,243 Beginning Unreserved/Undesignated Fund Balance $ 2,720,835 $ 1,823,757 $ 1,823,757 $ 2,248,044 $ 2,012,243 Sources: Operating Total Sources: $ $ 1,843,458 1,843,458 $ $ 2,750,000 2,750,000 $ $ 2,750,000 2,750,000 $ $ 2,762,859 2,762,859 $ $ 2,750,000 2,750,000 $ 2,316,248 2,316,248 $ $ $ 2,397,892 600,768 2,998,660 $ $ 2,750,000 600,768 3,350,768 $ $ 2,750,000 2,750,000 $ 2,750,000 750,000 3,500,000 Uses: Operating Non-Recurring Total Uses: $ Operating Balance $ (472,790) $ - $ - $ 364,967 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 2,248,044 $ 1,823,757 $ 1,222,989 $ 2,012,243 $ 1,262,243 Ending Unreserved Fund Balance $ 2,248,044 $ 1,823,757 $ 1,222,989 $ 2,012,243 $ 1,262,243 372 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 8,347,330 $ 8,347,333 FY 2008-09 REVISED BUDGET $ 8,347,330 $ 8,347,333 FY 2008-09 REVISED RESTATED BUDGET $ 8,347,330 $ 8,347,333 FY 2009-10 BUDGET TARGET $ 8,347,330 $ 8,347,333 OTHER BASE ADJUSTMENTS Request anticipated grants below target $ Subtotal $ (462,990) $ (462,990) $ (462,993) (462,993) FY 2009-10 RECOMMENDED OPERATING BUDGET $ 7,884,340 $ 7,884,340 FY 2009-10 TENTATIVE OPERATING BUDGET $ 7,884,340 $ 7,884,340 TENTATIVE TO FINAL ADJUSTMENTS Reduce revenue Structural balance $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 373 - $ (92,250) (92,250) $ 7,792,090 $ (92,250) (92,250) 7,792,090 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,008,810 $ 1,008,810 FY 2008-09 REVISED BUDGET $ 1,008,810 $ 1,008,810 FY 2008-09 REVISED RESTATED BUDGET $ 1,008,810 $ 1,008,810 FY 2009-10 BUDGET TARGET $ 1,008,810 $ 1,008,810 $ Subtotal $ 100,000 100,000 $ $ - $ Subtotal $ - $ $ 100,000 100,000 $ 1,108,810 $ 1,108,810 $ Subtotal $ 1,000,000 1,000,000 $ $ - FY 2009-10 RECOMMENDED NON-RECURRING BUDGET $ 1,000,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,108,810 $ 1,108,810 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Transfer personnel from General Fund OTHER BASE ADJUSTMENTS Increase drug diversion fee revenue FY 2009-10 RECOMMENDED OPERATING BUDGET NON-RECURRING NON-PROJECT 0001 Multi-jurisdiction warrant round-up; Paperless police report submission pilot FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 842,719 $ 1,042,920 $ 1,042,920 $ 1,173,058 $ 1,040,642 Beginning Unreserved/Undesignated Fund Balance $ 842,719 $ 1,042,920 $ 1,042,920 $ 1,173,058 $ 1,040,642 Sources: Operating Total Sources: $ $ 1,052,756 1,052,756 $ $ 1,008,810 1,008,810 $ $ 1,008,810 1,008,810 $ $ 1,069,552 1,069,552 $ $ 1,108,810 1,108,810 $ $ $ $ 1,201,968 1,201,968 $ $ 1,008,810 1,008,810 $ $ 1,008,810 1,008,810 $ 1,108,810 1,000,000 2,108,810 $ - $ - $ $ - (3) $ - $ - $ - $ - Uses: Operating Non-Recurring Total Uses: $ 722,414 722,414 Operating Balance $ 330,342 Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 1,173,058 $ 1,042,920 $ 1,042,920 $ 1,040,642 $ 40,642 Ending Unreserved Fund Balance $ 1,173,058 $ 1,042,920 $ 1,042,920 $ 1,040,642 $ 40,642 374 (132,416) Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney County Attorney Fill-the-Gap Fund (221) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,314,388 $ 1,814,388 FY 2008-09 REVISED BUDGET $ 2,314,388 $ 1,814,388 FY 2008-09 REVISED RESTATED BUDGET $ 2,314,388 $ 1,814,388 (500,000) $ (500,000) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Transfer personnel from General Fund OTHER BASE ADJUSTMENTS Increase fill-the-gap revenue $ 1,814,388 $ 1,814,388 $ Subtotal $ 150,000 150,000 $ $ - $ Subtotal $ - $ $ 150,000 150,000 $ 1,964,388 $ 1,964,388 FY 2009-10 ADOPTED OPERATING BUDGET FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 1,099,478 $ 1,237,394 $ 1,237,394 $ 1,267,270 $ 813 Beginning Unreserved/Undesignated Fund Balance $ 1,099,478 $ 1,237,394 $ 1,237,394 $ 1,267,270 $ 813 Sources: Operating Total Sources: $ $ 1,696,640 1,696,640 $ $ 1,814,388 1,814,388 $ $ 1,814,388 1,814,388 $ $ 1,661,603 1,661,603 $ $ 1,964,388 1,964,388 $ $ 2,314,388 2,314,388 $ 2,314,388 717,657 3,032,045 $ 2,210,403 717,657 2,928,060 $ $ 1,528,857 1,528,857 $ 1,964,388 1,964,388 Operating Balance $ 167,783 $ $ - Accounting Adjustments $ 9 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 1,267,270 $ 737,394 $ 19,737 $ 813 $ 813 Ending Unreserved Fund Balance $ 1,267,270 $ 737,394 $ 19,737 $ 813 $ 813 Uses: Operating Non-Recurring Total Uses: $ 375 $ (500,000) $ $ (500,000) $ (548,800) Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 599,997 $ 600,000 FY 2008-09 REVISED BUDGET $ 599,997 $ 600,000 FY 2008-09 REVISED RESTATED BUDGET $ 599,997 $ 600,000 $ Subtotal $ 3 3 $ $ - $ 600,000 $ 600,000 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Expenditure request under target $ Right-size check enforcement program revenue Reduce check enforcement program expenditures for remaining fund balance Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET (98,142) $ (70,274) (168,416) $ $ FY 2007-08 ACTUAL FY 2008-09 ADOPTED 431,584 FY 2008-09 REVISED (254,000) (254,000) $ 346,000 FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 248,334 $ 218,336 $ 218,336 $ 194,202 $ 85,584 Beginning Unreserved/Undesignated Fund Balance $ 248,334 $ 218,336 $ 218,336 $ 194,202 $ 85,584 Sources: Operating Total Sources: $ $ 393,676 393,676 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 345,646 345,646 $ $ 346,000 346,000 Uses: Operating Total Uses: $ $ 447,809 447,809 $ $ 599,997 599,997 $ $ 599,997 599,997 $ $ 454,264 454,264 $ $ 431,584 431,584 Operating Balance $ (54,133) $ 3 $ 3 $ (108,618) $ (85,584) Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 194,202 $ 218,339 $ 218,339 $ 85,584 $ - Ending Unreserved Fund Balance $ 194,202 $ 218,339 $ 218,339 $ 85,584 $ - 376 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Victim Compensation & Assistance Fund (267) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,384,928 $ 1,799,746 FY 2008-09 REVISED BUDGET $ 2,384,928 $ 1,799,746 FY 2008-09 REVISED RESTATED BUDGET $ 2,384,928 $ 1,799,746 (585,182) $ (585,182) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ 1,799,746 $ 1,799,746 $ Subtotal $ 110,000 110,000 $ $ - $ Subtotal $ - $ $ 110,000 110,000 $ 1,909,746 EXPENDITURES $ 1,909,746 REVENUE $ Subtotal $ 800,000 800,000 $ $ - FY 2009-10 RECOMMENDED NON-RECURRING BUDGET $ 800,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,709,746 $ 1,909,746 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Transfer personnel from the General Fund OTHER BASE ADJUSTMENTS Increase CJEF revenue FY 2009-10 RECOMMENDED OPERATING BUDGET NON-RECURRING NON-PROJECT 0001 Equipment for multi-jurisdictional fraud taskforce FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 1,806,483 $ 2,097,087 $ 2,097,087 $ 2,159,471 $ 1,071,646 Beginning Unreserved/Undesignated Fund Balance $ 1,806,483 $ 2,097,087 $ 2,097,087 $ 2,159,471 $ 1,071,646 Sources: Operating Total Sources: $ $ 1,888,460 1,888,460 $ $ 1,799,746 1,799,746 $ $ 1,799,746 1,799,746 $ $ 1,722,129 1,722,129 $ $ 1,909,746 1,909,746 $ $ 2,384,928 2,384,928 $ 2,384,928 556,328 2,941,256 $ 2,253,626 556,328 2,809,954 $ $ 1,535,466 1,535,466 $ 1,909,746 800,000 2,709,746 Operating Balance $ 352,994 $ $ - Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 2,159,471 Ending Unreserved Fund Balance $ 2,159,471 Uses: Operating Non-Recurring Total Uses: $ (6) $ $ (585,182) $ $ (585,182) $ (531,497) - $ - $ - $ - $ 1,511,905 $ 955,577 $ 1,071,646 $ 271,646 $ 1,511,905 $ 955,577 $ 1,071,646 $ 271,646 377 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 100,000 $ 100,000 FY 2008-09 REVISED BUDGET $ 100,000 $ 100,000 FY 2008-09 REVISED RESTATED BUDGET $ 100,000 $ 100,000 FY 2009-10 BUDGET TARGET $ 100,000 $ 100,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 100,000 $ 100,000 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 557,830 $ 664,191 $ 664,191 $ 664,574 $ 655,473 Beginning Unreserved/Undesignated Fund Balance $ 557,830 $ 664,191 $ 664,191 $ 664,574 $ 655,473 Sources: Operating Total Sources: $ $ 108,041 108,041 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 124,409 124,409 $ $ 100,000 100,000 $ $ $ $ 182 133,328 133,510 $ $ 100,000 400,000 500,000 $ $ 100,000 400,000 500,000 $ 100,000 100,000 $ - $ - $ 124,227 $ - (1) $ - $ - $ - $ - Uses: Operating Non-Recurring Total Uses: $ 1,296 1,296 Operating Balance $ 106,745 Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 664,574 $ 264,191 $ 264,191 $ 655,473 $ 655,473 Ending Unreserved Fund Balance $ 664,574 $ 264,191 $ 264,191 $ 655,473 $ 655,473 378 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 40,000 $ 40,000 FY 2008-09 REVISED BUDGET $ 40,000 $ 40,000 FY 2008-09 REVISED RESTATED BUDGET $ 40,000 $ 40,000 FY 2009-10 BUDGET TARGET $ 40,000 $ 40,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 40,000 $ 40,000 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 537,688 $ 641,938 $ 641,938 $ 651,876 $ 612,938 Beginning Unreserved/Undesignated Fund Balance $ 537,688 $ 641,938 $ 641,938 $ 651,876 $ 612,938 Sources: Operating Total Sources: $ $ 115,647 115,647 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 102,668 102,668 $ $ 40,000 40,000 $ $ $ $ 8,278 133,328 141,606 $ $ 40,000 400,000 440,000 $ $ 40,000 400,000 440,000 $ 40,000 40,000 Uses: Operating Non-Recurring Total Uses: $ 1,459 1,459 Operating Balance $ 114,188 $ - $ - $ 94,390 $ - Ending Unreserved/Undesignated Fund Balance $ 651,876 $ 241,938 $ 241,938 $ 612,938 $ 612,938 Ending Unreserved Fund Balance $ 651,876 $ 241,938 $ 241,938 $ 612,938 $ 612,938 379 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil County Attorney Civil Analysis by Bradley Kendrex, Senior Management & Budget Analyst Summary Mission Since the creation of this department in FY 2008-09, the department has not yet created a mission statement. Vision Since the creation of this department in FY 2008-09, the department has not yet created a vision statement. Strategic Goals Since the creation of this department in FY 2008-09, the department has not yet created strategic goals. Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE $ 4,543,759 4,543,759 $ 2,869,451 2,869,451 $ 3,093,654 3,093,654 $ 3,969,473 3,969,473 $ 919,121 919,121 $ (2,174,533) (2,174,533) -70.3% -70.3% TOTAL PROGRAMS $ 4,543,759 $ 2,869,451 $ 3,093,654 $ 3,969,473 $ 919,121 $ (2,174,533) -70.3% 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE $ 11,566,207 11,566,207 $ 15,915,927 15,915,927 $ 11,112,600 11,112,600 $ 11,755,092 11,755,092 $ 4,013,122 4,013,122 $ 7,099,478 7,099,478 63.9% 63.9% 12PA - PROPERTY ASSESSMENT REAL - REAL PROPERTY CHARACTERISTICS $ 3,202,665 3,202,665 $ - $ - $ - $ - $ - TOTAL PROGRAMS $ 14,768,872 $ 15,915,927 $ 11,112,600 $ 11,755,092 $ 4,013,122 $ 7,099,478 USES 63.9% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST RECOMM VS REVISED % FY 2009-10 RECOMM INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 130,443 130,443 $ $ 529,076 529,076 $ $ 529,076 529,076 $ $ 36,377 36,377 $ $ - $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 4,413,316 4,413,316 $ $ $ 478,178 2,615,476 3,093,654 $ $ 3,933,096 3,933,096 $ $ 2,564,578 2,564,578 $ $ 2,340,375 2,340,375 ALL REVENUES $ 4,543,759 $ 2,869,451 $ 3,093,654 $ 3,969,473 $ TOTAL SOURCES $ 4,543,759 $ 2,869,451 $ 3,093,654 $ 3,969,473 $ 380 (529,076) -100.0% (529,076) -100.0% $ 478,178 50,898 529,076 2.0% 20.6% 3,093,654 $ - 0.0% 3,093,654 $ - 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL Department Strategic Plans and Budgets County Attorney Civil FY 2008-09 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 4,623,907 26,462 59 1,293,750 76,014 641,364 6,661,556 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 161,823 161,823 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 $ 6,093,171 93,956 120,574 10,971 1,586,988 6,827 18,935 14,071 7,945,493 $ TOTAL USES $ 14,768,872 $ FY 2008-09 REVISED 4,958,259 1,386,550 8,988 641,364 6,995,161 $ $ 117,996 117,996 $ $ 4,734,056 1,386,550 8,988 641,364 6,770,958 $ $ 117,996 117,996 $ $ $ 8,718,008 4,014 47,748 4,000 15,000 14,000 8,802,770 $ 15,915,927 FY 2008-09 FORECAST $ 4,846,365 11,399 1,353,533 13,204 555,409 6,779,910 $ $ $ $ 4,138,884 4,014 47,748 4,000 15,000 14,000 4,223,646 $ 11,112,600 $ 2,057,040 38,402 576,275 4,805 222,613 2,899,135 $ 136,083 46 28,304 164,433 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ $ 11,755,092 2,677,016 (38,402) 810,275 4,183 418,751 3,871,823 $ 66,133 385 8,016 74,534 $ 4,689,610 82,196 13,989 1,982 5,936 4,989 12,047 4,810,749 $ $ 51,863 (385) (8,016) 43,462 $ 56.5% 58.4% 46.5% 65.3% 57.2% 44.0% 36.8% $ $ 970,394 38,477 6,734 4,008 6,012 8,016 5,812 1,039,453 $ 3,168,490 76.6% (34,463) -858.6% 41,014 85.9% (8) -0.2% (6,012) 6,984 46.6% 8,188 58.5% 3,184,193 75.4% $ 4,013,122 $ 7,099,478 63.9% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES $ $ FY 2008-09 ADOPTED 4,543,759 4,543,759 $ $ FY 2008-09 REVISED 2,869,451 2,869,451 $ $ 3,093,654 3,093,654 FY 2008-09 FORECAST $ $ DEPARTMENT OPERATING TOTAL SOURCES $ 4,543,759 $ 2,869,451 $ 3,093,654 $ DEPARTMENT TOTAL SOURCES $ 4,543,759 FY 2007-08 ACTUAL $ 2,869,451 FY 2008-09 ADOPTED $ 3,093,654 FY 2008-09 REVISED $ $ 14,768,872 14,768,872 $ $ 15,915,927 15,915,927 $ $ $ 10,012,600 1,100,000 11,112,600 100 GENERAL OPERATING NON-RECURRING FUND TOTAL USES FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 3,969,473 $ 3,969,473 $ 919,121 919,121 3,969,473 $ 919,121 3,969,473 $ 919,121 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ $ $ (2,174,533) (2,174,533) -70.3% -70.3% $ (2,174,533) -70.3% $ (2,174,533) -70.3% ADOPTED VS REVISED VARIANCE % $ 10,793,578 $ 961,514 11,755,092 $ 4,013,122 $ 4,013,122 $ 5,999,478 1,100,000 7,099,478 59.9% 100.0% 63.9% DEPARTMENT OPERATING TOTAL USES $ 14,768,872 $ 15,915,927 $ 10,012,600 $ 10,793,578 $ 4,013,122 $ 5,999,478 59.9% DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ 1,100,000 $ 961,514 $ - $ 1,100,000 100.0% DEPARTMENT TOTAL USES $ 14,768,872 $ 15,915,927 $ 11,112,600 $ 11,755,092 $ 4,013,122 $ 7,099,478 63.9% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) CIVIL LEGAL SERVICES LEGAL ADVICE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 83.00 83.00 83.00 FY 2008-09 REVISED FY 2008-09 FORECAST 83.00 83.00 83.00 83.00 83.00 83.00 FY 2009-10 ADOPTED 83.00 83.00 83.00 REVISED VS ADOPTED VARIANCE % - 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % - 0.00% 0.00% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Legal Support Specialist Intern Office Assistant Legal Assistant Supv Legal Support Supervisor Attorney Supervisor Attorney Manager Attorney - Associate Attorney - Senior Associate Attorney - Senior Legal Assistant Attorney - General Counsel DEPARTMENT TOTAL FY 2008-09 ADOPTED 11.00 1.50 13.00 1.00 5.00 1.00 1.00 1.00 9.50 16.00 17.00 6.00 83.00 FY 2008-09 REVISED 11.00 1.50 13.00 1.00 5.00 1.00 1.00 1.00 9.50 16.00 17.00 6.00 83.00 FY 2008-09 FORECAST 11.00 1.50 13.00 1.00 5.00 1.00 2.00 7.50 17.00 17.00 7.00 83.00 381 FY 2009-10 ADOPTED 11.00 1.50 13.00 1.00 5.00 1.00 2.00 7.50 17.00 17.00 7.00 83.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -100.00% 0.00% 1.00 100.00% (2.00) -21.05% 1.00 6.25% 0.00% 1.00 16.67% 0.00% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 83.00 83.00 FY 2008-09 REVISED 83.00 83.00 FY 2008-09 FORECAST 83.00 83.00 FY 2009-10 ADOPTED 83.00 83.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% General Adjustments Tentative-to-Final Adjustments: • Revenues ($2,174,533) and expenditures ($5,999,478) associated with reassigned caseloads are reallocated from County Attorney Civil to General Litigation. 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 2008 Actual Not Reported FY 2009 Revised 100.0% FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted Activities that comprise this program include: • Legal Advice Activity 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. 382 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported % 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. FY 2009 Revised 100.0% FY 2010 Adopted Not Reported 3,990 4,025 Not Reported 3,933 3,737 Not Reported Not Reported Cost per claim, protest, lawsuit, appeal, and response to request for legal advice Department Strategic Plans and Budgets County Attorney Civil $ 2,760.89 Variance Revised - Adopted % Variance Revised - Adopted Not Reported Revenue 100 - GENERAL TOTAL SOURCES $ $ 4,543,759 $ 4,543,759 $ 3,093,654 $ 3,093,654 $ 919,121 $ 919,121 $ 100 - GENERAL TOTAL USES $ $ 11,566,207 $ 11,566,207 $ 11,112,600 $ 11,112,600 $ 4,013,122 $ 4,013,122 $ (2,174,533) (2,174,533) -70.3% -70.3% 7,099,478 7,099,478 63.9% 63.9% Expenditure Activity Narrative: The FY 2009-10 budget includes funding for statutorily mandated legal advice and certain civil litigation functions of the County Attorney’s Office. New performance measures for this activity will be developed during the strategic planning update process. Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Correction of Civil Overfunding Transfer to General Litigation (330) Department Correction to Retainer (C-19-09-048-2-00 ) $ 15,915,927 $ 2,869,451 $ (5,600,000) $ (527,530) 224,203 (5,903,327) $ 224,203 224,203 Subtotal $ FY 2008-09 REVISED BUDGET $ 10,012,600 $ 3,093,654 FY 2009-10 REVISED RESTATED BUDGET $ 10,012,600 $ 3,093,654 FY 2009-10 BUDGET TARGET $ 10,012,600 $ 3,093,654 FY 2009-10 RECOMMENDED OPERATING BUDGET $ 10,012,600 $ 3,093,654 FY 2009-10 TENTATIVE OPERATING BUDGET $ 10,012,600 $ 3,093,654 TENTATIVE TO FINAL ADJUSTMENTS: Reallocation to General Litigation $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 383 (5,999,478) $ (5,999,478) $ 4,013,122 $ (2,174,533) (2,174,533) 919,121 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office County Manager’s Office Analysis by Tara Acuña, 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 • By May 2010, improve access to the services offered by the County to ensure the inclusion and participation of our diverse community. Status: The County Manager’s Office continues to work toward this goal. • 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 FY09. The five primary ICJIS stakeholders (Maricopa County Sheriff, County Attorney, Superior Court, Clerk of Superior Court, and Indigent Representation Agencies) rely on ICJIS systems in their daily criminal justice operations. 384 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 42JS - JUSTICE SYSTEM PLANNING RSPL - CRIM JUST RESEARCH AND PLANNING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ - $ - $ - $ - $ 9,158,935 9,158,935 $ 9,158,935 9,158,935 71CM - COMMUNICATIONS MEDA - MEDIA COMMUNITY RELATIONS MPRD - MEDIA PRODUCTION $ - $ - $ - $ 1,228 1,228 - $ 600 600 $ 600 600 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ - $ 500 500 $ 500 500 $ 920 920 $ 500 500 $ - 71EV - EVENTS CENTER EVNT - EVENTS CENTER $ 81,175 81,175 $ 75,000 75,000 $ 75,000 75,000 $ 62,500 62,500 $ - $ (75,000) (75,000) -100.0% -100.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ - $ - $ 390,000 390,000 $ 415,000 415,000 $ - $ (390,000) (390,000) -100.0% -100.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 507,999 507,999 $ - $ 25,000 25,000 $ 967 967 $ - $ (25,000) (25,000) -100.0% -100.0% TOTAL PROGRAMS $ USES $ 42JS - JUSTICE SYSTEM PLANNING RSPL - CRIM JUST RESEARCH AND PLANNING 589,174 $ 75,500 $ 490,500 $ 480,615 $ 9,160,035 $ - $ - $ - $ - $ 100,000 100,000 $ (100,000) (100,000) 8,669,535 0.0% 0.0% 1767.5% 71CM - COMMUNICATIONS INCO - INTERNAL COMMUNICATIONS MEDA - MEDIA COMMUNITY RELATIONS MPRD - MEDIA PRODUCTION $ - $ 809,298 125,800 353,845 329,653 $ 726,837 100,800 296,384 329,653 $ 555,809 68,903 229,923 256,983 $ 633,161 84,128 260,365 288,668 $ 93,676 16,672 36,019 40,985 12.9% 16.5% 12.2% 12.4% 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ - $ 49,894 49,894 $ 49,894 49,894 $ 43,792 43,792 $ 52,073 52,073 $ (2,179) (2,179) -4.4% -4.4% 71EV - EVENTS CENTER EVNT - EVENTS CENTER $ 77,034 77,034 $ 75,000 75,000 $ 75,000 75,000 $ 60,745 60,745 $ - $ 75,000 75,000 100.0% 100.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES $ 2,791,348 2,791,348 - $ 1,922,213 1,885,334 36,879 $ 2,149,002 2,112,123 36,879 $ 2,341,501 2,303,049 38,452 $ 1,897,606 1,860,107 37,499 $ 251,396 252,016 (620) 11.7% 11.9% -1.7% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 521,052 508,000 13,052 $ 17,099 17,099 $ 62,680 45,581 17,099 $ 39,793 20,581 19,212 $ 9,071,442 9,058,935 12,507 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ 1,440,617 1,440,617 $ 1,801,416 1,801,416 $ 1,681,200 1,681,200 $ 1,369,546 1,369,546 $ 1,298,201 1,298,201 $ TOTAL PROGRAMS $ 4,830,051 $ 4,674,920 $ 4,744,613 $ 4,411,186 $ 13,052,483 $ (9,008,762) -14372.6% (9,013,354) -19774.4% 4,592 26.9% 382,999 382,999 (8,307,870) 22.8% 22.8% -175.1% Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 508,000 508,000 $ $ - $ $ 415,000 415,000 $ $ 415,000 415,000 $ $ 9,158,935 9,158,935 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 6,174 75,000 81,174 $ $ $ 1,100 1,100 $ $ 967 64,648 65,615 $ $ 75,500 75,500 $ $ 75,500 75,500 TOTAL SOURCES $ 589,174 $ 75,500 $ 490,500 $ 480,615 $ 9,160,035 $ 385 $ 8,743,935 8,743,935 (74,400) (74,400) 8,669,535 2107.0% 2107.0% -98.5% -98.5% 1767.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT FY 2008-09 ADOPTED 3,141,352 $ 8,616 102 763,772 9,247 (1,358,228) 83,215 2,648,076 $ $ SUBTOTAL $ 336,795 767 337,562 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 $ 1,452,759 1,247 64,445 25,968 4,459 2,400 1,914 1,553,192 $ $ SUBTOTAL $ $ FY 2008-09 REVISED 2,432,214 $ 17,748 664,263 (69,625) 69,625 3,114,225 $ 462,676 1,500 6,200 470,376 $ $ $ 480,053 4,528 77,454 29,333 33,718 16,650 3,768 645,504 24,050 24,050 $ $ $ SUBTOTAL $ 267,171 267,171 TOTAL USES $ 4,830,051 OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ Department Strategic Plans and Budgets County Manager’s Office FY 2008-09 FORECAST 2,140,663 $ 17,748 664,263 (69,625) 69,625 2,822,674 $ 462,676 1,500 6,200 470,376 $ $ $ 820,716 4,528 77,454 20,581 29,333 33,718 16,650 3,768 1,006,748 - $ $ $ $ 14,600 430,215 444,815 $ 4,674,920 $ 2,298,050 $ (14) 64 618,120 504 (118,769) 54,366 2,852,321 $ 225,383 736 3,500 229,619 $ $ $ 844,801 263 14,049 20,581 64,851 7,049 1,711 1,616 954,921 - $ $ $ $ 14,600 430,215 444,815 $ 4,744,613 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 2,093,670 603,230 100,000 2,796,900 391,058 1,500 6,200 398,758 $ $ $ $ $ 46,993 17,748 61,033 (69,625) (30,375) 25,774 2.2% 100.0% 71,618 71,618 15.5% 0.0% 0.0% 15.2% $ 430,608 11,952 27,454 9,058,935 56,756 21,073 30,795 3,768 9,641,341 $ - $ $ - $ $ - $ $ 374,325 374,325 $ 215,484 215,484 $ 14,600 214,731 229,331 $ 4,411,186 $ 13,052,483 $ 9.2% 100.0% -43.6% 0.9% 390,108 47.5% (7,424) -164.0% 50,000 64.6% (9,038,354) -43916.0% (27,423) -93.5% 12,645 37.5% (14,145) -85.0% 0.0% (8,634,593) -857.7% (8,307,870) 100.0% 49.9% 51.6% -175.1% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES 249 NON DEPARTMENTAL GRANT OPERATING NON-RECURRING FUND TOTAL SOURCES 376 EVENTS CENTER OPERATIONS OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ - $ $ 500 500 $ $ 500 500 $ $ 2,148 2,148 $ $ 1,100 1,100 $ $ 600 600 120.0% 120.0% $ $ $ 9,158,935 9,158,935 $ $ 415,000 415,000 $ $ 415,000 415,000 $ $ - $ $ 507,999 507,999 $ 8,743,935 8,743,935 2107.0% 2107.0% $ $ 81,175 81,175 $ $ 75,000 75,000 $ $ 75,000 75,000 $ $ 63,467 63,467 $ $ - $ $ (75,000) (75,000) DEPARTMENT OPERATING TOTAL SOURCES $ 589,174 $ 75,500 $ 75,500 $ 65,615 $ 1,100 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ - $ 415,000 $ 415,000 $ 9,158,935 $ 8,743,935 2107.0% DEPARTMENT TOTAL SOURCES $ 589,174 $ 75,500 $ 490,500 $ 480,615 $ 9,160,035 $ 8,669,535 1767.5% FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 249 NON DEPARTMENTAL GRANT OPERATING NON-RECURRING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING FUND TOTAL USES 376 EVENTS CENTER OPERATIONS OPERATING NON-RECURRING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST (74,400) -100.0% -100.0% -98.5% ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 2,795,446 2,795,446 $ $ 2,904,116 2,904,116 $ $ 2,538,228 2,538,228 $ $ 2,331,236 2,331,236 $ $ 2,434,692 2,434,692 $ $ $ 508,000 508,000 $ $ 9,158,935 9,158,935 $ $ 415,000 415,000 $ $ 415,000 415,000 $ $ - $ $ $ $ 1,449,571 1,449,571 $ $ 1,695,804 1,695,804 $ $ 1,695,804 1,695,804 $ $ 1,583,624 1,583,624 $ $ 1,458,856 1,458,856 $ $ 236,948 236,948 14.0% 14.0% $ 77,034 77,034 $ $ - $ $ 60,745 20,581 81,326 $ $ 75,000 20,581 95,581 $ $ 75,000 75,000 $ $ $ 75,000 20,581 95,581 100.0% 100.0% 100.0% $ 103,536 103,536 (8,743,935) (8,743,935) -2107.0% -2107.0% DEPARTMENT OPERATING TOTAL USES $ 4,830,051 $ 4,674,920 $ 4,309,032 $ 3,975,605 $ 3,893,548 $ DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ 435,581 $ 435,581 $ 9,158,935 $ (8,723,354) -2002.7% DEPARTMENT TOTAL USES $ 4,830,051 $ 4,674,920 $ 4,744,613 $ 4,411,186 $ 13,052,483 $ (8,307,870) -175.1% 386 415,484 4.1% 4.1% 9.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL COMMUNICATIONS INTERNAL COMMUNICATIONS MEDIA COMMUNITY RELATIONS MEDIA PRODUCTION PROGRAM TOTAL COMMUTE OPTIONS COMMUTE OPTIONS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % FORECAST VS VARIANCE 24.05 0.50 24.55 24.05 0.50 24.55 18.28 0.50 18.78 17.40 0.50 17.90 (6.65) (6.65) (27.65%) 0.00% (27.09%) 0.84 3.06 2.85 6.75 0.84 3.06 2.85 6.75 0.90 2.25 2.85 6.00 0.90 2.25 2.85 6.00 0.06 (0.81) (0.75) 7.46% (26.53%) 0.00% (11.11%) - 0.00% 0.00% 0.00% 0.00% 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.00% 0.00% - 0.00% 0.00% 11.00 11.00 42.80 11.00 11.00 42.80 3.00 3.00 28.28 3.00 3.00 27.40 (8.00) (8.00) (15.40) (72.73%) (72.73%) (35.98%) (0.88) (0.88) % (0.88) (4.81%) 0.00% (4.69%) 0.00% 0.00% (3.11%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Office Assistant Admin/Operations Specialist Assistant County Manager County Manager Director - Govt Relations Director - Information Tech Admin Svcs Director - County Communicatn Officer Supervisor IT Operations Manager Operations/Program Manager Events Operation Manager Communications Manager-County Management Analyst Management Assistant Program Coordinator Grant-Contract Administrator Finan/Business Analyst - Dept IT Consultant Project Manager Business/Systems Analyst IS Project Manager - Sr/Ld IS Architect Programmer/Analyst Programmer/Analyst - Sr/Ld Software Sys Engineer - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Project Manager Operations Support Analyst Media Specialist Human Resources Associate Government Relations Liaison Communicatn Ofcr/Govt Liaison Consultant BOS Press Secretary Deptartment Total FY 2008-09 ADOPTED 2.80 1.00 3.50 0.75 1.00 1.00 1.00 1.00 2.00 1.00 1.75 1.00 1.00 1.00 4.00 1.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 42.80 FY 2008-09 REVISED 2.80 1.00 3.50 0.75 1.00 1.00 1.00 1.00 2.00 1.00 1.75 1.00 1.00 1.00 4.00 1.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 42.80 FY 2008-09 FORECAST 1.00 1.00 3.50 1.00 1.00 1.00 1.00 2.49 1.00 1.00 0.80 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 0.49 1.00 28.28 FY 2009-10 ADOPTED 1.80 1.00 3.00 1.00 1.00 1.00 2.00 1.60 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 27.40 REVISED VS ADOPTED VARIANCE % (1.00) -35.71% 0.00% (0.50) -14.29% (0.75) -100.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% (1.00) -100.00% (0.15) -8.57% (1.00) -100.00% 1.00 (1.00) -100.00% 0.00% (3.00) -75.00% (1.00) -100.00% (2.00) -100.00% (1.00) -50.00% (1.00) -100.00% (1.00) -50.00% (1.00) -100.00% (1.00) -100.00% (1.00) -100.00% 3.00 (1.00) -100.00% (1.00) -25.00% 0.00% (1.00) -100.00% 0.00% 2.00 (15.40) -35.98% FORECAST VS ADOPTED VARIANCE % .80 80.00% .00 0.00% (.50) -14.29% .00 .00 0.00% .00 0.00% .00 .00 0.00% 1.00 100.00% .00 (.89) -35.74% .00 (1.00) -100.00% .00 0.00% (.80) -100.00% (1.00) -100.00% .00 .00 .00 0.00% .00 0.00% .00 .00 .00 0.00% .00 .00 0.00% .00 .00 .00 .00 0.00% .00 .00 0.00% 1.00 .00 .00 0.00% 1.51 308.16% (1.00) -100.00% (.88) -3.11% REVISED VS ADOPTED VARIANCE % (3.40) -12.69% (12.00) -75.00% (15.40) -35.98% FORECAST VS ADOPTED VARIANCE % (0.88) -3.62% 0.00% (0.88) -3.11% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2008-09 ADOPTED 26.80 16.00 42.80 FY 2008-09 REVISED 26.80 16.00 42.80 FY 2008-09 FORECAST 24.28 4.00 28.28 FY 2009-10 ADOPTED 23.40 4.00 27.40 Significant Variance Analysis In FY 2008-09, funding for ICJIS was reduced to only provide for current and ongoing maintenance of existing systems and programs. The FY 2008-09 Adopted budget included 12 positions that were due 387 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office to be eliminated because of the change in the scope of the ICJIS organization but these budgeted positions were offset by budgeted salary savings. In addition, the following positions are being deleted in the County Manager’s Office in FY 2009-10 due to budget reductions: • 1 FTE in the Communications Program. • .50 FTE in the Administrative Program. • 2 FTE in the Crime and Delinquency Prevention Program. General Adjustments Budget Balancing: General Fund Reductions Administrative Reduction • Reduce Supplies and Services (801/812) across several Activities for a total impact of $35,674 (this reduction was implemented in FY 2008-09). • Eliminate one vacant Intern position in the Executive Management Activity (ODIR) for a total reduction of $19,106. • Eliminate part-time (.50 FTE) Admin/Operations Specialist position in the Executive Management Activity (ODIR) for a total reduction of $40,151. Non-Mandated Service • Eliminate Urban Fellow Funding in the Executive Management Activity (ODIR) for a total reduction of $31,500 (this reduction was implemented in FY 2008-09). Vacancies • Eliminate two vacant Systems/Network Administration positions in the Business Application Development Activity (BUAS) for a total reduction of $161,593 (this reduction was implemented in FY 2008-09). Debt Service • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) to reduce operating expenses for equipment. This results in an operating savings of $22,870. Detention Fund Reductions Cost Reduction • Reduce number of IMB Software Licenses in the Business Application Development Support Activity (BUAS) for a total reduction of $70,157 (this reduction was implemented in FY 2008-09). • Eliminate funding for support contract for Smart Warrants by rewriting in-house in the Business Application Development Support Activity (BUAS) for a total reduction of $50,000. • Eliminate Adobe Form Server License maintenance in the Business Application Development Support Activity (BUAS) for a total reduction of $25,355 (this reduction was implemented in FY 2008-09). • Discontinue Hardware Support for IMB XML Appliances in the Business Application Development Support Activity (BUAS) for a total reduction of $13,159 (this reduction was implemented in FY 2008-09). • Cancel Purchase of 10 Gig Network in the Business Application Development Support Activity (BUAS) for a total reduction of $56,677. • Reduce Software to current employee levels in the Business Application Development Support Activity (BUAS) for a total reduction of $21,600. 388 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Strategic Business Plan Update The Justice System Planning and Information (ICJIS) and the Communications Departments will merge into the County Manager’s Office in FY 2009-10. The Department will need to undergo facilitation of a new strategic plan and review all of their Programs, Activities, Goals, and Performance Measures. 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. 389 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Program Results Measure Description Rate of stories generated per press releases or initiated press contact Rate of stories generated per press conference Percent of County employees who believe they are being well informed about employee-related issues Percent of County respondents who have become more informed about Maricopa County through television shows, videos, and internet websites FY 2008 Actual not reported FY 2009 Revised 11.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 33.3% 21.8% 189.9% not reported not reported 100.0% 100.0% 100.0% 62.5% 0.0% -37.5% 0.0% -37.5% not reported 38.0% 62.5% 24.5% 64.5% Activities that comprise this program include: • Media/Community Relations • Internal Communications • Media Production 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: This is a non-mandated Activity. 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 FY 2008 Actual not reported FY 2009 Revised 11.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 33.3% 21.8% 189.9% not reported 100.0% 100.0% 0.0% 0.0% not reported not reported 100 12 120 12 20 0 20.0% 0.0% not reported not reported 120 12 120 12 0 0 0.0% 0.0% not reported $3,538.45 $2,169.71 1,369 38.7% Expenditure per press conference organized not reported $29,487.08 $21,697.08 7,790 26.4% 100 - GENERAL TOTAL USES $ $ Expenditure - $ - $ 296,384 $ 296,384 $ 260,365 $ 260,365 $ 36,019 36,019 12.2% 12.2% Budget Balancing: Administrative Reduction Reorganize the Communications Division as follows: • Eliminate one vacant Communications Officer Supervisor position in the Media/Community Relations Activity for a total reduction of $110,188 (this reduction was implemented in FY 200809 in the Communications Department). • Eliminate one vacant Communications Director position in the Media/Community Relations Activity for a total reduction of $158,821 (this reduction was implemented in FY 2008-09 in the Communications Department). • Create one Communications Manager position and one Press Secretary position in the Media/Community Relations Activity $233,173 (this reduction was implemented in FY 2008-09 in the Communications Department). 390 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Vacancies • Eliminate one vacant Media Specialist position in the Media/Community Relations Activity for a total reduction of $52,821 (this reduction was implemented in FY 2008-09 in the Communications Department). Activity Narrative: The Department has reorganized the Communications Program and will realize efficiencies with a new business process. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Output Output Demand Demand Measure Description FY 2008 Actual not reported FY 2009 Revised 100.0% 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 Total number of employees surveyed 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 $0.00 $0.00 $ $ - $ - $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 62.5% -37.5% -37.5% 12 12 0 0 12 12 12,000 12 12,000 12 0 0 0.0% 0.0% 12 12 0 0.0% $1,178.00 $0.00 $7,010.67 $7,010.67 -$5,832.67 -$7,010.67 -495.1% 100,800 $ 100,800 $ 84,128 $ 84,128 $ 16,672 16,672 0.0% 16.5% 16.5% Budget Balancing: Administrative Reduction • Eliminate funding for Newsline $25,000 (this reduction was implemented in FY 2008-09 in the Communications Department). Activity Narrative: The Department has reorganized the Communications Program and will realize efficiencies with a new business process. Media Production Activity The purpose of the Media Production Activity is to provide videos, 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: This is a non-mandated Activity. 391 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Performance Analysis: Measure Type Result Output Output Demand Demand Efficiency Efficiency 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 FY 2008 Actual not reported FY 2009 Revised 38.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 62.5% 24.5% 64.5% not reported 250 360 110 44.0% not reported 50 72 22 44.0% not reported 350 360 10 2.9% not reported 50 72 22 44.0% not reported $1,318.61 $842.41 $476.20 36.1% not reported $6,593.06 $4,212.06 $2,381.00 36.1% Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ - $ - $ - $ 600 $ 600 $ 600 600 -100.0% -100.0% 100 - GENERAL TOTAL USES $ $ - $ - $ 329,653 $ 329,653 $ 288,668 $ 288,668 $ 40,985 40,985 12.4% 12.4% Expenditure Base Adjustments: • Increase revenue in the Media Productions Activity for public records requests $600. Activity Narrative: The Department has reorganized the Communications Program and will realize efficiencies with a new business process. Commute Options Program The purpose of the Commute Options program is to provide 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 2008 Actual not reported FY 2009 Revised 58.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% 16.3% 27.7% Activities that comprise this program include: • Commute Options 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; 392 Maricopa County Annual Business Strategies FY 2009-Adopted Department Strategic Plans and Budgets County Manager’s Office powers and duties of director; administration; periodic inspection; minimum standards and rules; exception. Performance Analysis: Measure Type Result Output 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 of employees who receive commute options subsidies Number ofemployees eligible for commute options. Expenditure per commute options participant FY 2008 Actual not reported FY 2009 Revised 58.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% 16.3% 27.7% not reported 8,500 5,600 -2,900 -34.1% not reported 6,000 5,600 -400 -6.7% not reported 14,477 14,000 -477 -3.3% not reported $8.32 $9.30 -$0.98 -11.8% Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ - $ 500 $ 500 $ 500 $ 500 $ 100 - GENERAL TOTAL USES $ $ - $ - $ 49,894 $ 49,894 $ 52,073 $ 52,073 $ - 0.0% 0.0% Expenditure (2,179) (2,179) -4.4% -4.4% Activity Narrative: The output for this Activity is collected from an outside source and based on survey data. After reviewing the output numbers and consulting with the survey administrators it was determined that there were technical difficulties in the reporting process. The entire department will be developing a new strategic plan in FY 2009-10 where new and improved measures will be developed. 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 adults testing positive for Meth use via workplace testing % of teens reporting Meth Use FY 2008 Actual not reported FY 2009 Revised not reported not reported not reported not reported not reported not reported not reported not reported not reported Activities that comprise this program include: • Crime and Delinquency FY 2010 Variance Adopted Revised - Adopted 71.4% % Variance Revised - Adopted 80.0% • AZ Meth Project Crime and Delinquency 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. Mandates: This is a non-mandated Activity. 393 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Performance Analysis: Measure Type Result Result Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description FY 2008 Actual not reported % of recommended crime and delinquency strategies implemented % of community partners who report not reported that technical assistance was effective FY 2009 Revised not reported not reported FY 2010 Variance Adopted Revised - Adopted 71.4% % Variance Revised - Adopted 80.0% # of reports provided 13 13 # of crime and delinquency prevention 1 1 strategies recommended 150 150 # of meetings facilitated # of communtity partners reporting on not reported not reported technical assistance # of reports requested 1 1 # of strategies requested 0 0 # of meetings requested 150 150 Cost per report provided $0.00 $0.00 Cost per crime and delinquency $0.00 $0.00 prevention strategy recommended Cost per meeting facilitated $0.00 $0.00 15 7 2 6 15.4% 600.0% 250 5 100 66.7% 3 16 250 $0.00 $0.00 2 16 100 $0.00 $0.00 200.0% $0.00 $0.00 66.7% 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 Demand Demand Demand Efficiency Efficiency Efficiency Measure Description FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Adopted not reported % of adults testing positive for Meth use via workplace testing % of teens reporting Meth Use not reported not reported not reported # of ads (television, billboards, radio, 20,000 23,000 40 etc.) shown # of meetings facilities/presentations 125 154 200 made # of materials mailed 60,000 71,390 80,000 # of contacts (web comments, phone 525 800 200 calls) returned # of materials requested 60,000 71,410 80,000 # of meetings/presentations requested 125 170 400 # of contacts received Cost per ad shown Cost per meeting/presentation facilitated Cost per materials mailed Variance Revised - Adopted % Variance Revised - Adopted -22,960 -99.8% 46 29.9% 8,610 -600 12.1% -75.0% 8,590 230 12.0% 135.3% -75.0% 525 $0.00 $0.00 800 $0.00 $0.00 200 $0.00 $0.00 -600 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Funding related to the Meth Project will be transferred to a non-profit in FY 2009-10. 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. 394 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Program Results Measure Description % of research reports 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 FY 2008 Actual not reported not reported not reported FY 2009 Revised not reported not reported not reported FY 2010 Variance Adopted Revised - Adopted 58.3% 75.0% 71.4% % Variance Revised - Adopted 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. Performance Analysis: Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Efficiency Efficiency Efficiency Efficiency Revenue Measure Description % of research reports 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 report provided Cost per data analysis provided Cost per policy analysis and recommendations provided Cost per projection provided Cost per meeting facilitated FY 2008 Actual not reported FY 2009 Revised 0.0% not reported 0.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 58.3% 58.3% 75.0% not reported not reported not reported not reported not reported not reported not reported not reported not reported not reported not reported not reported 6 48 30 not reported not reported not reported not reported not reported not reported 24 4 6 not reported not reported not reported not reported not reported not reported not reported not reported not reported not reported 6 48 $4,167 $25,000 $16,667 not reported not reported not reported not reported $16,667 $2,083 75.0% 50.0% 26 6 24 4 6 -2 -7.7% 0 0.0% 249 - NON DEPARTMENTAL GRANT $ TOTAL SOURCES $ - $ - $ - $ - $ 9,158,935 $ 9,158,935 $ 9,158,935 9,158,935 100.0% 100.0% 249 - NON DEPARTMENTAL GRANT $ TOTAL USES $ - $ - $ - $ - $ 9,158,935 $ 9,158,935 $ (9,158,935) (9,158,935) -100.0% -100.0% Expenditure 395 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Base Adjustments: • A grant from the Edward Bryne Memorial Justice Assistance Grant (JAG) was accepted for research and planning in the amount of $9,158,935 in the Non-Recurring, Non-Project Budget. Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Reduction in Supplies & Services Non-Mandated Service Eliminate Urban Fellow Funding $ - $ Subtotal $ (17,837) $ (17,837) $ - $ Subtotal $ (31,500) $ (31,500) $ - FY 2008-09 REVISED BUDGET $ 1,429,968 1,380,631 $ - RESTATEMENTS Restatement from Justice System Planning and Information Net of budget balancing reductions ($154,679) $ Restatement from Communications Net of budget balancing reductions ($161,872) Subtotal $ 387,378 $ - 770,219 1,157,597 $ 500 500 FY 2008-09 REVISED RESTATED BUDGET 2,538,228 $ 500 (44,873) $ - $ TARGET ADJUSTMENTS: Reallocate PCN 01623 from Communications (710)/County Manager (200) to OMB (490) FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Eliminate Vacant Intern Position Eliminate Vacant Communications Officer Supervisor Eliminate Vacant Communications Director Create Communications Manager & Press Secretary Delete Vacant (.50 FTE) Admin/Operations Specialist Reduction in Supplies & Services $ $ $ 500 Subtotal $ (19,106) $ (55,094) (79,410) 182,719 (40,151) (17,837) (28,879) $ - $ Subtotal $ (6,914) $ (6,914) $ - $ (7,768) $ (15,102) (22,870) $ - $ Vacancies Eliminate 2 Vacant Positions in Justice System Planning and Information Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - Studio Equipment $ OTHER BASE ADJUSTMENTS Increased Revenue for Public Records Requests in the Media Production Activity $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 396 2,493,355 - $ $ 600 600 2,434,692 $ 1,100 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets County Manager’s Office Non Departmental Grant Fund (249) EXPENDITURES REVENUE NON-RECURRING NON-PROJECT 0001 American Recovery and Reinvestment Act (ARRA): Edward Bryne Memorial Justice $ Assistance Grant (JAG) Subtotal $ FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 9,158,935 $ 9,158,935 9,158,935 $ 9,158,935 9,158,935 $ 9,158,935 Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - $ Subtotal $ 1,695,804 1,695,804 $ $ - FY 2009-10 REVISED RESTATED BUDGET $ 1,695,804 $ - FY 2009-10 BUDGET TARGET $ 1,695,804 $ - (70,157) $ (50,000) (25,355) (13,159) (56,677) (21,600) (236,948) $ - RESTATEMENTS Restatement from Justice System Planning and Information BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Reduce Number of IBM Software Licenses Eliminate Support Contract for Smart Warrants by Rewriting In-House Eliminate Adobe Form Server License Maintenance Discontinue Hardware Support for IBM SML Appliances Cancel Purchase of 10 Gig Networking Reduce Software (Office and Tools) to Current Employee Levels $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 397 1,458,856 $ - Maricopa County Annual Business Strategies FY 2009-10 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 The Elections Department is currently undergoing a Strategic Plan Review and will have updated goals established for FY 2010-11. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 21EL - ELECTIONS CAND - CANDIDATE FILING CAMPAIGN FIN VOTE - EARLY VOTING ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES TECH - TECH STAFF BALLOT TABULATION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 3,897,052 7,054 6,802 3,878,466 4,730 - $ 3,317,089 12,001 896 2,461,491 2,701 840,000 $ 3,317,089 12,001 896 2,461,491 2,701 840,000 $ 4,322,039 21,409 881 2,125,323 4,536 2,169,890 $ 1,014,804 $ 15,601 1,001 993,601 4,601 - (2,302,285) 3,600 105 (1,467,890) 1,900 (840,000) -69.4% 30.0% 11.7% -59.6% 70.3% -100.0% 21VR - VOTER REGISTRATION VREG - VOTER REGISTRATION $ 12,587 12,587 $ 604 604 $ 604 604 $ 130,680 130,680 $ 1,404 1,404 $ 800 800 132.5% 132.5% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 100 100 $ 2 2 $ 2 2 $ - $ 55,002 55,002 $ 55,000 55,000 2750000.0% 2750000.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 750 750 $ - $ - $ (3,511) $ (3,511) - $ - 0.0% 0.0% TOTAL PROGRAMS $ USES 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 3,910,489 $ 3,317,695 $ 3,317,695 $ 4,449,208 $ 1,071,210 $ (2,246,485) -67.7% 10,107,590 137,182 2,706,181 3,586,551 305,133 541,949 243,028 58,144 1,942,732 586,690 $ 17,508,564 135,604 4,180,887 6,192,237 330,880 690,394 364,314 183,148 4,335,874 1,095,226 $ 17,508,564 135,604 4,180,887 6,192,237 330,880 690,394 364,314 183,148 4,335,874 1,095,226 $ 16,824,031 130,823 4,400,049 5,666,051 330,578 647,184 345,546 78,574 4,385,016 840,210 $ 4,909,695 149,509 1,177,600 942,975 272,208 503,548 249,385 8,510 1,256,426 349,534 $ 12,598,869 (13,905) 3,003,287 5,249,262 58,672 186,846 114,929 174,638 3,079,448 745,692 72.0% -10.3% 71.8% 84.8% 17.7% 27.1% 31.5% 95.4% 71.0% 68.1% 21VR - VOTER REGISTRATION VREG - VOTER REGISTRATION SCAN - VOTER REGISTRATION SCANNING $ 2,042,596 1,747,088 295,508 $ 1,448,684 1,249,647 199,037 $ 1,448,684 1,249,647 199,037 $ 1,448,497 1,269,330 179,167 $ 2,164,164 $ 2,031,955 132,209 (715,480) (782,308) 66,828 -49.4% -62.6% 33.6% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 1,111,572 122,201 721,693 192,770 74,908 $ 1,122,836 122,610 752,464 185,637 62,125 $ 1,122,836 122,610 752,464 185,637 62,125 $ 1,148,202 122,521 742,321 196,116 87,244 $ 1,165,722 $ 122,435 819,381 152,726 71,180 (42,886) 175 (66,917) 32,911 (9,055) -3.8% 0.1% -8.9% 17.7% -14.6% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 46,344 46,344 $ 46,344 46,344 $ 46,344 46,344 $ 61,432 61,432 $ 57,240 $ 57,240 (10,896) (10,896) -23.5% -23.5% TOTAL PROGRAMS $ 13,308,102 $ 20,126,428 $ 20,126,428 $ 19,482,162 $ 398 8,296,821 $ 11,829,607 58.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Elections Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 750 3,873,670 3,874,420 $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2008-09 REVISED $ $ 3,301,490 3,301,490 8,455 8,455 $ $ $ SUBTOTAL $ 4,985 4,985 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ FY 2008-09 FORECAST $ $ 3,301,490 3,301,490 702 702 $ $ $ $ 12,000 12,000 3,512 19,117 22,629 $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ 4,418,890 4,418,890 702 702 $ $ $ $ 12,000 12,000 $ $ 3,503 3,503 3,910,489 $ 3,910,489 $ FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ $ $ SUBTOTAL $ 264,814 11,310 276,124 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 $ 8,778 67 6,224,706 82,661 30,226 80,649 61,826 9,751 961,432 71,424 7,531,520 SUBTOTAL $ TOTAL USES $ $ CAPITAL 0950 - DEBT SERVICE $ $ $ ADOPTED VS REVISED VARIANCE % $ $ 55,000 993,600 1,048,600 5,126 5,126 $ $ 1,602 1,602 $ $ 900 900 128.2% 128.2% $ $ 20,882 20,882 $ $ 15,600 15,600 $ $ 3,600 3,600 30.0% 30.0% $ (3,511) $ 7,821 4,310 $ 5,408 5,408 $ $ 3,503 3,503 $ 1,905 1,905 0.0% 54.4% 54.4% 3,317,695 $ 3,317,695 $ 4,449,208 $ 1,071,210 $ (2,246,485) -67.7% 3,317,695 $ 3,317,695 $ 4,449,208 $ 1,071,210 $ (2,246,485) -67.7% FY 2008-09 ADOPTED 2,455,855 348,008 313,277 980,962 44,641 4,142,743 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT FY 2009-10 ADOPTED FY 2008-09 REVISED 2,441,563 1,769,772 740,482 1,115,625 46,344 6,113,786 $ 215,900 26,000 150,000 391,900 $ $ 26,499 10,852,077 381,800 9,000 20,000 84,450 29,750 853,770 5,686 12,263,032 1,357,715 1,357,715 $ 13,308,102 $ $ $ $ $ 2,441,563 1,769,772 740,482 1,115,625 46,344 6,113,786 $ 215,900 26,000 150,000 391,900 $ $ 26,499 10,852,077 381,800 9,000 20,000 84,450 29,750 853,770 5,686 12,263,032 1,357,710 1,357,710 $ 20,126,428 $ 399 FY 2008-09 FORECAST $ $ $ FY 2009-10 ADOPTED 2,328,319 1,049,371 758,572 1,140,573 45,446 5,322,281 $ 228,861 25,569 254,430 $ $ 13,356 10,947,708 246,752 7,109 74,000 97,595 13,149 1,113,414 34,657 12,547,740 1,357,710 1,357,710 $ 20,126,428 $ $ $ $ 55,000 0.0% (2,307,890) -69.9% (2,252,890) -68.2% $ ADOPTED VS REVISED VARIANCE % 2,259,770 232,579 124,259 841,615 92,440 3,550,663 $ 99,184 11,300 5,000 115,484 $ $ $ $ 181,793 1,537,193 616,223 274,010 (46,096) 2,563,123 7.4% 86.9% 83.2% 24.6% -99.5% 41.9% 116,716 14,700 145,000 276,416 54.1% 56.5% 96.7% 70.5% $ 9,000 3,513,024 104,275 16,210 25,000 26,595 21,500 892,570 22,500 4,630,674 $ 17,499 66.0% 0.0% 7,339,053 67.6% 277,525 72.7% (7,210) -80.1% (5,000) -25.0% 57,855 68.5% 8,250 27.7% (38,800) -4.5% (16,814) -295.7% 7,632,358 62.2% 1,357,711 1,357,711 $ - $ 1,357,710 1,357,710 100.0% 100.0% 19,482,162 $ 8,296,821 $ 11,829,607 58.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Elections Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED $ FUND TOTAL $ 3,906,227 3,906,227 $ $ $ $ FUND TOTAL $ 4,262 4,262 DEPARTMENT OPERATING TOTAL $ 3,910,489 $ 248 ELECTIONS GRANT OPERATING NON-RECURRING DEPARTMENT NON-RECURRING TOTAL $ - DEPARTMENT TOTAL $ 3,317,695 3,317,695 - $ - - $ $ 3,317,695 - $ $ $ 1,016,210 1,016,210 $ $ (3,511) $ (3,511) $ 55,000 55,000 $ $ $ 1,016,210 $ $ 55,000 $ $ 1,071,210 $ 4,449,208 $ 3,317,695 FY 2008-09 ADOPTED $ - $ 4,449,208 FY 2008-09 REVISED ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 4,452,719 4,452,719 $ - $ $ 3,317,695 $ $ $ - FY 2008-09 FORECAST 3,317,695 3,317,695 $ 3,317,695 FY 2007-08 ACTUAL 100 GENERAL OPERATING $ $ - $ 3,910,489 FY 2008-09 REVISED FY 2008-09 FORECAST (2,301,485) (2,301,485) 55,000 55,000 (2,301,485) (2,246,485) $ $ 20,096,904 20,096,904 $ $ 20,096,904 20,096,904 $ $ 19,454,352 $ 19,454,352 $ 8,212,297 $ 8,212,297 $ $ $ $ 29,524 29,524 $ $ 29,524 29,524 $ FUND TOTAL USES $ 4,261 4,261 $ 27,810 $ 27,810 $ $ 84,524 84,524 $ DEPARTMENT OPERATING TOTAL USES $ 13,308,102 $ 20,126,428 $ 20,126,428 $ 19,482,162 $ 8,212,297 $ DEPARTMENT TOTAL USES $ 13,308,102 $ $ 20,126,428 $ $ - $ 20,126,428 $ - $ 19,482,162 $ 84,524 -67.7% ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 13,303,841 13,303,841 DEPARTMENT NON-RECURRING TOTAL USES $ -69.4% 55,000 $ FUND TOTAL USES $ 248 ELECTIONS GRANT OPERATING NON-RECURRING -69.4% -69.4% $ 8,296,821 $ 11,884,607 11,884,607 29,524 (84,524) (55,000) 11,914,131 59.1% 59.1% 100.0% -186.3% 59.2% (84,524) 11,829,607 58.8% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 210 - ELECTIONS ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL ELECTIONS CANDIDATE FILING CAMPAIGN FIN EARLY VOTING GEOGRAPHICAL SERVICES POLL STAFFING POLLING SITE SERVICES TECH STAFF BALLOT TABULATION WAREHOUSE PROGRAM TOTAL VOTER REGISTRATION VOTER REGISTRATION VOTER REGISTRATION SCANNING PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.50 1.50 13.00 - 0.00% 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.00% 0.00% 2.00 4.00 4.00 6.00 4.00 3.00 3.00 26.00 2.00 4.00 4.00 6.00 4.00 3.00 3.00 26.00 2.00 4.00 4.00 6.00 4.00 3.00 3.00 26.00 2.00 2.00 4.00 6.00 4.00 3.00 3.00 24.00 (2.00) (2.00) 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% -7.69% (2.00) (2.00) 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% -7.69% 15.00 4.00 15.00 4.00 15.00 4.00 14.00 3.00 (1.00) (1.00) -6.67% -25.00% (1.00) (1.00) -6.67% -25.00% 19.00 58.00 19.00 58.00 19.00 58.00 17.00 54.00 (2.00) (4.00) -10.53% -6.90% (2.00) (4.00) -10.53% -6.90% 400 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Elections Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 210 - ELECTIONS Executive Assistant Human Resources Specialist Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Elections Administrative Supervisor Administrative Staff Supv Field Operations Supervisor Administrator Operations/Program Manager Finan/Business Analyst - Dept GIS Programmer/Analyst Business/Systems Analyst Database Report Writer Analyst General Maintenance Worker GIS Technician GIS Programmer/Analyst - Ld Communicatn Ofcr/Govt Liaison Consultant DEPARTMENT TOTAL 1.00 1.00 25.00 7.00 2.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 58.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 1.00 25.00 7.00 2.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 58.00 1.00 1.00 25.00 7.00 2.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 58.00 FY 2009-10 ADOPTED 1.00 1.00 24.00 6.00 2.00 1.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 54.00 REVISED VS ADOPTED VARIANCE % (1.00) (1.00) (2.00) (4.00) FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% -4.00% -14.29% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -6.90% .00 .00 (1.00) (1.00) .00 .00 .00 .00 (2.00) .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 (4.00) 0.00% 0.00% -4.00% -14.29% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -6.90% Staffing by Fund FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 210 - ELECTIONS 100 - GENERAL DEPARTMENT TOTAL 58.00 58.00 FY 2008-09 REVISED FY 2008-09 FORECAST 58.00 58.00 58.00 58.00 FY 2009-10 ADOPTED 54.00 54.00 REVISED VS ADOPTED VARIANCE % (4.00) (4.00) FORECAST VS ADOPTED VARIANCE % -6.90% -6.90% (4.00) (4.00) -6.90% -6.90% General Adjustments Cost Reductions: By reducing administrative costs, such as seminar trainings and other various discretionary expenditures, $39,810 will be saved in the General Fund operating budget. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for election voting equipment purchased through the Technology Financing Program. This results in an operating savings of $1,357,710 in the General Fund. 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. 401 Maricopa County Annual Business Strategies FY 2009-10 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 FY 2008 Actual 2.5% FY 2009 Revised 15.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 12.0% 40.0% 12.0% (28.0%) -70.0% 95.0% 95.0% 95.0% 0.0% 0.0% 0.6% 0.6% 0.6% (0.0%) -7.0% 99.8% 99.8% 100.0% 0.2% 0.2% Percent of board worker positions filled one week out from election The number of complaints about polls per vote cast at polls Percentage of deliveries of supplies and equipment delivered to the correct precinct FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 15.0% 0.0% 0.0% Activities that comprise this program include: • Candidate Filing/Campaign Finance • Election Processing • Geographical Services • Public Information • Poll Staffing • • • • 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual Fines levied as a percentage of active political committees Number of candidate filings and active committees Number of candidates trained, precinct committeemen processed and filings processed Number of candidates running for office, precinct committeemen processed and filings Cost per candidate trained $ FY 2009 Revised 15.0% 2.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 15.0% 0.0% 0.0% 1,678 3,000 999 (2,001) -66.7% 1,678 3,000 999 (2,001) -66.7% 1,678 3,000 999 (2,001) -66.7% 15.62 $ 9.38 -37.5% 4.20 $ 25.00 $ 100 - GENERAL TOTAL SOURCES $ $ 7,054 7,054 $ $ 12,001 12,001 $ $ 15,601 $ 15,601 $ 3,600 3,600 30.0% 30.0% 100 - GENERAL TOTAL USES $ $ 137,182 137,182 $ $ 135,604 135,604 $ $ 149,509 $ 149,509 $ 13,905 13,905 10.3% 10.3% Expenditure Activity Narrative: The Campaign Filings/Campaign Finance Activity funding is being reduced by $13,905 when compared to FY 2008-09. A reduced need for campaign materials is due to the reduced number of elections that will be held during FY 2009-10. 402 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Output Demand Efficiency Measure Description 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 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 859,014 1,350,000 1,100,000 (250,000) -18.5% 859,014 1,350,000 1,100,000 (250,000) -18.5% 4.18 $ 4.59 $ 0.86 $ 3.73 -81.3% Revenue 100 - GENERAL 248 - ELECTIONS GRANT TOTAL SOURCES $ 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ $ 3,874,954.00 3,512 3,878,466.00 $ 3,582,290.00 4,261 3,586,551.00 $ $ 2,461,491.00 2,461,491.00 $ 6,162,713.00 29,524 6,192,237.00 $ $ 993,601.00 $ 993,601.00 $ (1,467,890.00) (1,467,890.00) -59.6% 0.0% -59.6% 913,451.00 $ 29,524 942,975.00 $ (5,249,262.00) (5,249,262.00) -85.2% 0.0% -84.8% Expenditure $ $ $ Activity Narrative: The FY 2009-10 revenue budget for the Election Processing Activity is reduced by $2,301,485 as compared to FY 2008-09. This decrease is due to the change in the election cycle. In FY 2008-09, the Presidential Election was held, and this year, the Jurisdictional Elections will be held. 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 100.0% Percentage of elections not postponed because of improper boundaries FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Number of jurisdictional boundary changes processed Number of elections Number of jurisdictional boundary changes Cost per boundary change 1,010 1,553 1,253 (300) -19.3% 42 1,010 4 1,553 75 1,253 71 (300) 1775.0% -19.3% $ (4.19) 2.0% 100 - GENERAL TOTAL SOURCES $ $ 4,730 4,730 $ $ 2,701 2,701 $ $ 4,601 $ 4,601 $ 100 - GENERAL TOTAL USES $ $ 305,133 305,133 $ $ 330,880 330,880 $ $ 272,208 $ 272,208 $ 302.11 $ 213.06 $ 217.25 $ 1,900 1,900 70.3% 70.3% (58,672) (58,672) -17.7% -17.7% Expenditure 403 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2008 Actual $ $ FY 2009 Revised 58,144 58,144 $ $ FY 2010 Adopted 183,148 183,148 $ $ Variance Revised - Adopted 8,510 $ 8,510 $ (174,638) (174,638) % Variance Revised - Adopted -95.4% -95.4% 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. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of board worker positions filled one week out from election Percentage reduction in complaints about board workers Number of board workers hired Base number of complaints about board workers Number of board workers required by law Cost per board worker hired $ 100 - GENERAL TOTAL USES $ $ FY 2008 Actual 95.0% FY 2009 Revised 95.0% 12.0% 40.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 0.0% 0.0% 12.0% (28.0%) -70.0% 8,543 37 14,604 25 7,950 25 (6,654) - -45.6% 0.0% 8,543 14,604 7,950 (6,654) -45.6% 0.01 -25.4% 0.02 $ 541,949 541,949 0.02 $ $ $ 690,394 690,394 $ $ 0.02 $ 503,548 $ 503,548 $ (186,846) (186,846) -27.1% -27.1% Activity Narrative: The FY 2009-10 expenditure budget for the Poll Staffing Activity is reduced by $67,017, by reducing Election Troubleshooter duties. 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. 404 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description FY 2008 Actual 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 $ 100 - GENERAL TOTAL USES $ $ Department Strategic Plans and Budgets Elections FY 2009 Revised 0.6% 0.6% 0.0% 1,200,000 1,270 1,270 191.36 $ 243,028 243,028 FY 2010 Adopted 0.0% 1,550,000 2,550 2,550 142.87 $ $ $ 364,314 364,314 $ $ Variance % Variance Revised - Adopted Revised - Adopted 0.6% 0.0% 0.0% 0.0% 1,550,000 1,270 1,270 196.37 $ 0.0% (1,280) (1,280) (53.50) 0.0% 0.0% -50.2% -50.2% 37.4% 249,385 $ 249,385 $ (114,929) (114,929) -31.5% -31.5% Activity Narrative: A reduction in the number of Polling Site locations during FY 2009-10 will create a savings of $34,600 in the operating budget. This is due to a reduced demand for services based on the local elections being held. 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual Percentage of cost for ballots reprinted FY 2009 Revised 3.5% Number of ballot versions prepared Cost of printing ballots Number of ballot versions required Cost per ballot version $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ 3.5% 1,534 640,000 1,534 1,266 $ - FY 2010 Adopted 1,534 2,100,000 1,534 2,827 $ Variance % Variance Revised - Adopted Revised - Adopted 0.0% (3.5%) -100.0% 1,534 640,000 1,534 819 $ (1,460,000) 2,007 0.0% -69.5% 0.0% -71.0% $ $ 840,000 840,000 $ $ - $ $ (840,000) (840,000) -100.0% -100.0% $ $ 4,335,874 4,335,874 $ $ 1,256,426 $ 1,256,426 $ (3,079,448) (3,079,448) -71.0% -71.0% Expenditure 1,942,732 1,942,732 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. 405 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency 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 in cents per early ballot request FY 2008 Actual 100.0% Department Strategic Plans and Budgets Elections FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% $ 723,623 562,500 723,623 3.74 $ 750,000 562,500 750,000 5.57 $ 750,000 562,500 750,000 1.57 $ 4.00 0.0% 0.0% 0.0% -71.8% 100 - GENERAL TOTAL SOURCES $ $ 6,802 6,802 $ $ 896 896 $ $ 1,001 $ 1,001 $ 105 105 11.7% 11.7% 100 - GENERAL TOTAL USES $ $ 2,706,181 2,706,181 $ $ 4,180,887 4,180,887 $ $ 1,177,600 $ 1,177,600 $ Revenue Expenditure (3,003,287) (3,003,287) -71.8% -71.8% Activity Narrative: The Early Voting Activity is being reduced by two full-time positions. In the future, these positions could be reinstated if the demand for early voting services increases along with the four-year cycle of elections. 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. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percentage of deliveries of supplies and equipment delivered to the correct precinct Number of precincts supplied Number of precincts to be supplied Cost per precinct supplied $ 100 - GENERAL TOTAL USES $ $ FY 2008 Actual 99.8% FY 2009 Revised 99.8% 1,270 1,270 461.96 $ 586,690 586,690 $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.8% (0.0%) 0.0% 1,891 1,891 579.18 $ 1,095,226 1,095,226 1,270 1,270 275.22 $ $ 349,534 $ 349,534 $ (621) (621) $304 -32.8% -32.8% -52.5% (745,692) (745,692) -68.1% -68.1% Activity Narrative: The FY 2009-10 supplies budget for the Warehouse Activity will be reduced by $270,410 because fewer elections will be held; thus, less supplies will be needed. 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 Measure Description Percentage of all valid registrations processed in time to meet election deadlines FY 2008 Actual 100.0% FY 2009 Revised 100.0% Activities that comprise this program include: • Voter Registration FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% • 406 Voter Registration Scanning Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 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 $ 100 - GENERAL TOTAL SOURCES $ $ 12,587 12,587 $ $ 604 604 $ $ 100 - GENERAL TOTAL USES $ $ 1,747,088 1,747,088 $ $ 1,249,647 1,249,647 $ $ 482,494 487,494 391,603 391,603 3.62 $ 320,000 310,000 3.19 $ (71,603) (81,603) -18.3% -20.8% (3.16) 99.0% 1,404 $ 1,404 $ 800 800 132.5% 132.5% 2,031,955 $ 2,031,955 $ 782,308 782,308 62.6% 62.6% 6.35 $ Expenditure Activity Narrative: The FY 2009-10 supplies and services budget within the Voter Registration Activity is being reduced by $534,716. This reduction is due to the change in the election cycle (going from a Presidential election year to a Jurisdictional election year). This Activity is also eliminating two full-time positions totaling $126,273. If the demand for voter registration services increases as the four-year election cycle continues, these two positions could be reinstated at a future date. 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. Measure Type Result Output Demand Efficiency Measure Description The percentage of valid registrations scanned and indexed in time to meet election deadlines Number of registrations scanned Number of registrations processed Cost in cents per registration scanned 100 - GENERAL TOTAL USES FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% $ 623,375 623,375 0.47 $ 623,375 623,375 0.32 $ 623,375 623,375 0.21 $ $ $ 295,508 295,508 199,037 199,037 132,209 $ 132,209 $ 0.11 0.0% 0.0% -33.6% Expenditure $ $ 407 $ $ (66,828) (66,828) -33.6% -33.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Elections Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 20,096,904 $ 3,317,695 FY 2008-09 REVISED BUDGET $ 20,096,904 $ 3,317,695 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 117,925 $ - (6,742,544) $ (6,742,544) $ - TECHNICAL ADJUSTMENTS Primary and General Election $ Subtotal $ FY 2009-10 BUDGET TARGET REQUESTED BUDGET ADJUSTMENTS Revenue Election Year Cycle Variation BASE ADJUSTMENTS: BUDGET BALANCING Cost Reduction Reduction for Election Cycle Eliminate Seminar Trainings Reduce Discretionary Costs Reduce Warehouse Supplies Eliminate Election Troubleshooter Funding Reduce Promotional Materials Reduce Campaign Filings/Campaign Finance Materials $ 13,472,285 $ 3,317,695 $ Subtotal $ - $ $ (2,301,485) (2,301,485) Subtotal $ (2,694,457) $ (17,000) (22,810) (270,410) (67,017) (4,500) (12,700) (3,088,894) $ (2,301,485) (2,301,485) $ Subtotal $ (34,600) $ (34,600) $ - $ Subtotal $ (64,142) $ (117,795) (62,131) (534,716) (778,784) $ - $ Subtotal $ (1,357,710) $ (1,357,710) $ - $ Service Reduction Reduce the number of Polling Sites Vacancies Eliminate 1 Voter Registration Scanner Eliminate 2 Early Voting Positions Eliminate 1 Voter Registration Position Eliminate Voter Registration Supplies/Services Costs Pay Off Capital Leases and Other Debt Elections' Voting Equipment FY 2009-10 TOTAL ADOPTED BUDGET $ 408 8,212,297 $ 1,016,210 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant (248) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - FY 2009-10 BUDGET TARGET $ - $ - $ $ Subtotal $ 55,000 29,524 84,524 $ 55,000 55,000 $ 84,524 $ 55,000 NON-RECURRING NON-RECURRING 0001 HAVA Grant FY 2008-09 Carryover FY 2009-10 TOTAL ADOPTED BUDGET Elections Grant Fund (248) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ - $ 71,493 $ 71,493 $ - $ (31,321) Beginning Unreserved/Undesignated Fund Balance $ - $ 71,493 $ 71,493 $ - $ (31,321) Sources: Operating Total Sources: $ $ 4,262 4,262 $ $ - $ $ - $ $ (3,511) (3,511) $ $ 55,000 Uses: Operating Total Uses: $ $ 4,261 4,261 $ $ 29,524 29,524 $ $ 29,524 29,524 $ $ 27,810 27,810 $ $ 84,524 Operating Balance $ 1 $ (31,321) $ - Accounting Adjustments $ $ - Ending Unreserved/Undesignated Fund Balance $ - Ending Unreserved Fund Balance $ - (1) $ (29,524) $ (29,524) $ - $ - $ - $ 41,969 $ 41,969 $ (31,321) $ (60,845) $ 41,969 $ 41,969 $ (31,321) $ (60,845) The Elections Grant Fund receives grant revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 409 Maricopa County Annual Business Strategies FY 2009-10 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: Thirteen city/town and one tribal Citizen Corps councils have been formed. All Citizen Corps programs in Maricopa County are under the umbrella of either a local council or the Arizona Central Region Citizen Corps Council as of June 30, 2009. These actions represent 60% of the entities within Maricopa County completed to date. Staff has assisted with the creation of one tribal citizen corps council, representing 33% of the tribal communities. State Citizens Corp Council is currently addressing the appropriate number of councils per region with regard to current and future Federal grant funding. Since Maricopa County is the Central Region, Emergency Management is working with the State and Central Region Advisory Council for future direction. This goal is expected to be met by 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: This project is not funded at this time. • 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: The NIMS requirements change annually. To date, 40 of 43 partner entities (cities, tribes, fire districts, etc.) are NIMS compliant representing a 93% completion. Meetings with the remaining entities are currently scheduled. This goal is expected to be met by June 30, 2010. 410 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Department Strategic Plans and Budgets Emergency Management 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). Status: The 2007 survey indicated that 53% of respondents agree or strongly agree that they have a plan in place. According to the 2008 survey, 60% of respondents agree or strongly agree that they have a plan in place. This represents a total sample increase of 7%. Accordingly, the department has fully achieved its goal for this year. • 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: Currently 90% are satisfied or very satisfied that the county has taken adequate steps. Public outreach includes the distribution of preparedness pamphlets, presentations, and media stories have assisted the department in communicating the department’s responsibilities and achievements. Steps planned to continue improvement of the level of resident satisfaction will include continued partnerships with various entities in responding to power outages and other events, working with them to continue branding, public awareness and comprehensive response. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 971,491 856,337 115,154 - $ 1,124,278 810,698 148,520 165,060 $ 1,199,396 901,482 132,854 165,060 $ 1,302,259 1,119,000 163,744 19,515 $ 1,332,467 947,950 182,287 202,230 $ 133,071 46,468 49,433 37,170 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ - $ 35,254 35,254 $ 35,254 35,254 $ 8,189 8,189 $ - $ (35,254) (35,254) 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (59,935) $ (59,935) 911,556 $ 1,159,532 $ 1,234,650 $ 14,299 14,299 1,324,747 $ 1,332,467 $ 97,817 TOTAL PROGRAMS $ USES 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE $ $ $ $ 11.1% 5.2% 37.2% 22.5% -100.0% -100.0% 0.0% 0.0% 7.9% $ 1,101,409 981,346 108,390 11,673 $ 1,256,279 790,048 186,093 280,138 $ 1,315,731 856,734 181,561 277,436 $ 1,263,836 889,033 173,286 201,517 $ 1,378,944 864,979 189,176 324,789 $ (63,213) (8,245) (7,615) (47,353) -4.8% -1.0% -4.2% -17.1% $ 19,590 19,590 $ 63,549 63,549 $ 92,349 92,349 $ 39,612 39,612 $ 49,775 49,775 $ 42,574 42,574 46.1% 46.1% 99GV - GENERAL GOVERNMENT $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ 64,906 64,906 1,185,905 $ 74,702 73,659 1,043 1,394,530 $ 74,702 73,659 1,043 1,482,782 $ 74,355 73,659 696 1,377,803 $ 77,629 76,632 997 1,506,348 $ (2,927) (2,973) 46 (23,566) -3.9% -4.0% 4.4% -1.6% 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT $ 411 $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ SUBTOTAL $ 629,756 629,756 $ $ 924,532 924,532 $ $ 1,015,316 1,015,316 $ $ 1,097,134 1,097,134 $ $ 1,157,622 1,157,622 $ $ 142,306 142,306 14.0% 14.0% $ SUBTOTAL $ 269,712 269,712 $ $ 235,000 235,000 $ $ 219,334 219,334 $ $ 213,314 213,314 $ $ 174,845 174,845 $ $ (44,489) (44,489) -20.3% -20.3% $ 11,838 250 12,088 $ $ 14,299 14,299 $ $ - $ $ - $ SUBTOTAL $ $ - $ - 0.0% 1.0% 0.0% TOTAL SOURCES $ 911,556 $ 1,159,532 $ 1,234,650 $ 1,324,747 $ 1,332,467 $ 97,817 7.9% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN $ SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ FY 2008-09 ADOPTED 689,819 $ 2,333 201,822 17,294 (89,364) 145,081 966,985 $ FY 2008-09 REVISED 677,136 $ 5,300 201,990 21,800 (15,000) 129,357 1,020,583 $ $ 45,138 3,502 10,000 771 59,411 $ 35,970 3,502 10,000 771 50,243 SUBTOTAL $ SUBTOTAL $ 87,476 2,463 2,088 83,305 14,023 4,677 943 900 1,445 197,320 $ 155,022 15,498 13,504 13,660 7,140 1,600 5,701 6,659 218,784 $ SUBTOTAL $ - $ $ 73,659 73,659 SUBTOTAL $ 2,851 249 3,100 TOTAL USES $ 1,185,905 CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN FY 2008-09 FORECAST 681,302 $ 5,300 201,990 21,800 (15,000) 129,357 1,024,749 $ 16,252 1,642 38 568 18,500 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 OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2008-09 REVISED $ $ $ $ FY 2009-10 ADOPTED 654,263 $ 1,767 197,029 12,310 (7,500) 123,526 981,395 $ ADOPTED VS REVISED VARIANCE % 666,980 $ 197,939 8,600 (29,007) 176,622 1,021,134 $ 10,156 5,300 4,051 13,200 14,007 (47,265) (551) 1.5% 0.0% 2.0% 0.0% -93.4% -36.5% -0.1% $ 12,061 2,000 21,100 515 35,676 $ 23,909 1,502 (11,100) 256 14,567 66.5% 42.9% -111.0% 33.2% 29.0% $ (4,851) (1,800) (1,803) (10,495) (7,740) (560) 800 5,101 916 (20,432) -1.9% 0.0% -11.6% -77.7% 0.0% -9.1% 50.0% 89.5% 13.8% -6.4% $ $ (2,973) (2,973) -4.0% -4.0% 0.0% 0.0% 38.6% 0.0% -1.6% $ 21,019 1,221 4,300 1,383 27,923 $ $ $ 259,608 15,498 13,504 11,660 6,140 1,600 5,701 6,659 320,370 $ 192,739 49,065 13,301 10,590 5,969 369 3,986 4,265 280,284 $ 264,459 1,800 17,301 23,999 19,400 6,700 800 600 5,743 340,802 $ $ 73,659 73,659 $ $ 73,659 73,659 $ $ 76,632 76,632 $ 17,525 402 17,927 $ 17,525 402 17,927 $ 14,228 314 14,542 $ 19,500 12,357 247 32,104 $ (19,500) 5,168 155 (14,177) $ 1,394,530 $ 1,482,782 $ 1,377,803 $ 1,506,348 $ (23,566) Sources and Uses by Fund and Function FY 2007-08 ACTUAL 207 PALO VERDE OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 345,455 345,455 $ $ 354,558 354,558 $ $ 354,558 354,558 $ $ 368,859 368,859 $ $ 404,459 404,459 $ $ 49,901 49,901 14.1% 14.1% $ $ $ 908,008 20,000 928,008 $ $ 955,888 955,888 $ $ 819,308 60,784 880,092 $ $ 804,974 804,974 $ $ 566,101 566,101 $ 88,700 (40,784) 47,916 10.8% -67.1% 5.4% DEPARTMENT OPERATING TOTAL $ 911,556 $ 1,159,532 $ 1,173,866 $ 1,324,747 $ 1,312,467 $ 138,601 11.8% DEPARTMENT NON-RECURRING TOTAL $ - $ - $ 60,784 $ - $ 20,000 $ (40,784) -67.1% DEPARTMENT TOTAL $ 911,556 $ 1,159,532 $ 1,234,650 $ 1,324,747 $ 1,332,467 $ 97,817 FUND TOTAL 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING FUND TOTAL 412 7.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL 100 GENERAL OPERATING Department Strategic Plans and Budgets Emergency Management FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED DOPTED VS REVISED VARIANCE % FUND TOTAL $ $ 268,218 268,218 $ $ 234,996 234,996 $ $ 219,330 219,330 $ $ 207,252 207,252 $ $ 173,881 173,881 $ $ 45,449 45,449 20.7% 20.7% FUND TOTAL $ $ 221,799 221,799 $ $ 354,560 354,560 $ $ 354,560 354,560 $ $ 316,401 316,401 $ $ 404,459 404,459 $ $ (49,899) (49,899) -14.1% -14.1% $ $ $ 908,008 20,000 928,008 $ $ 817,922 36,228 854,150 $ $ 819,308 89,584 908,892 $ $ 804,974 804,974 $ $ 695,888 695,888 $ (88,700) 69,584 (19,116) -10.8% 77.7% -2.1% DEPARTMENT OPERATING TOTAL $ 1,185,905 $ 1,394,530 $ 1,393,198 $ 1,341,575 $ 1,486,348 $ (93,150) -6.7% DEPARTMENT NON-RECURRING TOTAL $ - $ - $ 89,584 $ 36,228 $ 20,000 $ 69,584 77.7% DEPARTMENT TOTAL $ 1,185,905 $ 1,394,530 $ 1,482,782 $ 1,377,803 $ 1,506,348 $ (23,566) -1.6% 207 PALO VERDE OPERATING 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING FUND TOTAL Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 150 - EMERGENCY MANAGEMENT PREPAREDNESS PLANNING PUBLIC INFORMATION TRAINING AND EXERCISE PROGRAM TOTAL RESPONSE AND RECOVERY EMERGENCY OPERATIONS MGMT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE FORECAST VS ADOPTED VARIANCE % % 8.75 1.63 2.50 12.88 8.75 1.63 2.50 12.88 9.05 1.58 2.30 12.93 8.75 1.63 2.50 12.88 - 0.00% 0.00% 0.00% 0.00% 0.00% (.30) .05 .20 (.05) 0.00% -3.31% 3.17% 8.70% -0.39% 0.63 0.63 13.50 0.63 0.63 13.50 0.58 0.58 13.50 0.63 0.63 13.50 - 0.00% 0.00% 0.00% .05 .05 - 8.70% 8.70% 0.00% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 150 - EMERGENCY MANAGEMENT Admin/Operations Specialist Director - Emergency Mgt Financial Support Supv - Dept Office Assistant Office Assistant Specialized Planner Planner - Emergency Services Planning Supervisor Program Coordinator DEPARTMENT TOTAL FY 2008-09 ADOPTED 1.00 1.00 1.00 1.00 1.00 6.50 1.00 1.00 13.50 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 1.00 1.00 1.00 1.00 6.50 1.00 1.00 13.50 1.00 1.00 1.00 1.00 1.00 1.00 6.50 1.00 13.50 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE 1.00 1.00 1.00 1.00 1.00 7.50 1.00 13.50 1.00 (1.00) - FORECAST VS ADOPTED VARIANCE % % 0.00% 0.00% 0.00% 0.00% 0.00% 15.38% 0.00% 0.00% -100.00% 0.00% 6.50 (6.50) - 0.00% 0.00% 0.00% 0.00% 0.00% 650.00% -100.00% 0.00% 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 150 - EMERGENCY MANAGEMENT 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT DEPARTMENT TOTAL FY 2008-09 ADOPTED 2.00 3.00 8.50 13.50 FY 2008-09 REVISED FY 2008-09 FORECAST 2.00 3.00 8.50 13.50 2.00 3.00 8.50 13.50 FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE 2.00 3.00 8.50 13.50 - FORECAST VS ADOPTED VARIANCE % % 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.00% Significant Variance Analysis Emergency Management is receiving a revenue increase of $45,449 for the Palo Verde Grant and an additional $47,916 in revenue via the Emergency Management Performance Grant (EMPG) and the Emergency Management Wildfire Protection Grant. General Adjustments Budget Balancing: Reduction of $88,978 for supplies and services. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This results in an operating savings of $960. 413 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management 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. FY 2008 Actual 100.0% FY 2009 Revised 87.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 45.8% (41.7%) (47.7%) Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 75.0% (25.0%) (25.0%) 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 13.7% 16.7% 3.0% 21.7% Not Reported 58.0% 58.0% 0.0% 0.0% Not Reported 51.9% 77.8% 25.9% 50.0% 96.0% Activities that comprise this program include: • Training and Exercise • Public Information • Planning 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. 414 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Efficiency Measure Description Percent of cities/towns that have participated in at least one disaster exercise. 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 items evaluated in Palo Verde Nuclear Generating Station exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Number of cities or towns assisted in participating in a disaster exercise. Number of Palo Verde Nuclear Generating Station exercises conducted Number 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. Number of cities and towns Number of cities/towns with population of 100,000 or more Number of items evaluated in Palo Verde Nuclear Generating Station exercise Number of Palo Verde Nuclear Generation Station exercises required to be conducted during the upcoming year Number of cities/towns with population of 100,000 or more that have not participated in at least one disaster exercise within the fiscal year, and cities/towns with a population under 100,000 that have not participated in at least one disaster exercise within the past two fiscal years Average cost per Palo Verde Nuclear Generation Station exercise conducted FY 2008 Actual 100.0% Department Strategic Plans and Budgets Emergency Management FY 2009 Revised 87.5% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 45.8% (41.7%) -47.7% Not Reported 100.0% 75.0% (25.0%) (25.0%) Not Reported 100.0% 100.0% 0.0% 0.0% (47.6%) Not Reported 21 11 (10) 4 4 - 21 3 (18) Not Reported 24 8 24 8 - 0.0% 0.0% Not Reported 50 50 - 0.0% Not Reported 2 4 2 Not Reported 3 3 - 2 Not Reported 24 $5,836.50 $69,359.00 $81,197.25 0.0% (85.7%) 100.0% 0.0% ($11,838.25) (17.1%) Revenue 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ - $ - $ - $ 165,060 165,060 $ 202,230 $ - $ 202,230 $ 202,230 (165,060) 37,170 0.0% (100.0%) 22.5% 285 $ 8,592 2,796 11,673 $ 50,606 $ 131,869 94,961 277,436 $ 29,809 $ 159,587 135,393 324,789 $ 20,797 (27,718) (40,432) (47,353) 41.1% (21.0%) -42.6% (17.1%) Expenditure 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ Activity Narrative: It is anticipated that there will be less city and town participation in disaster exercises, other than Palo Verde exercises. The Coyote Crisis, Flood Control and Top Off are expected to be held in FY 2010-11. The FY 2009-10 budget has increased compared to the FY 200809 due to the elevated number of Palo Verde Nuclear Generation Station exercises that are expected to be conducted this fiscal year. 415 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management 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. Measure Type Result Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of governments (County, city, Not Reported and town) that have an emergency operations plan. Percent of County and City/Town 96.0% emergency operations plans that meet State of Arizona guidelines for NIMS compliance Number of governments (County, city, 25 and town) Number of County and City/Town 25 emergency operations plans Number of County and city/town Not Reported emergency operations plans that were updated to meet State of Arizona guidelines for NIMS compliance Number of County and city/town Not Reported emergency operations plans not meeting State of Arizona guidelines for NIMS compliance Average cost per emergency Not Reported operations plan updated to meet State of Arizona guidelines for NIMS compliance FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% 25 25 - 0.0% 25 25 - 0.0% 25 25 - 0.0% - - - 0.0% $34,033.28 $34,599.16 ($565.88) (1.7%) Revenue 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ 345,455 $ 510,882 856,337 $ 354,558 $ 546,924 901,482 $ 202,229 $ 745,721 947,950 $ (152,329) 198,797 46,468 (43.0%) 36.3% 5.2% 249,104 $ 197,256 534,986 981,346 $ 150,833 $ 176,282 529,619 856,734 $ 131,412 $ 207,053 526,514 864,979 $ 19,421 (30,771) 3,105 (8,245) 12.9% (17.5%) 0.6% (1.0%) Expenditure 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ Activity Narrative: The FY 2009-10 budget for the Planning Activity meets projected demand of all county, cities and towns having National Incident Management Systems (NIMS) compliant emergency operation plans. This activity anticipates that all plans would be in NIMS compliance. 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. 416 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Output Output Output Demand Measure Description FY 2008 Actual Percent increase from 2006 baseline in Not Reported 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. Percentage of Citizen Corps programs Not Reported in Maricopa County that are formed under a parent Citizen Corps council or under the Arizona Central Region Citizen Corps Council. Percent of Maricopa County residents Not Reported 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, Not Reported and towns in Maricopa County that have a Citizen Corps council. Number of residents 3,600,000 Number of Citizen Corps councils 14 established or sustained Number of Maricopa County residents 1,836,000 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. (Note: prorate from sample population to the entire county population) Number of tribal communities, cities, 14 and towns in Maricopa County that have a Citizen Corps council. Number of Citizen Corps programs in 14 Maricopa County that were formed under a parent Citizen Corps Council or under the Arizona Central Region Citizen Corps Council 2006 baseline number of Maricopa 1,836,000 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. Number of Citizen Corps programs in 14 Maricopa County Number of Maricopa County residents 3,600,000 Number of tribal communities, cities, 27 and towns in Maricopa County 1,584,000 Number of Maricopa County residents who do not 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. (Note: prorate from sample population to the entire county population) Department Strategic Plans and Budgets Emergency Management FY 2009 Revised 13.7% 417 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 16.7% 3.0% 21.7% 100.0% 11.6% (88.4%) (88.4%) 58.0% 58.0% 0.0% 0.0% 51.9% 77.8% 25.9% 50.0% 3,600,000 16 3,600,000 21 - 2,088,000 2,088,000 - 14 21 7 50.0% 14 1 (13) (92.9%) 1,836,000 1,836,000 14 181 167 1192.9% 3,600,000 27 3,600,000 14 (14) 0.0% (50.0%) 1,584,000 1,584,000 - 5 0.0% 31.3% 0.0% - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Demand Efficiency Efficiency 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 Average cost per resident of public education to encourage county residents to develop a family preparedness plan. (Note: prorate from sample population to the entire county population) Department Strategic Plans and Budgets Emergency Management 13 13 6 (7) (53.8%) $7,742.14 $2,836.89 $2,252.10 $584.80 20.6% $0.03 $0.05 $0.05 $0.00 (1.7%) Revenue 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ 115,154 $ 115,154 $ 132,854 $ 132,854 $ 182,287 $ 182,287 $ 49,433 49,433 37.2% 37.2% 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ - $ 108,390 108,390 $ 5,848 $ 8,300 167,413 181,561 $ 5,856 $ 8,007 175,313 189,176 $ (8) 293 (7,900) (7,615) (0.1%) 3.5% (4.7%) (4.2%) Expenditure $ Activity Narrative: Emergency Management’s FY 2009-10 budget is aimed to achieve the demand of reducing the number of tribal communities, cities, and towns in Maricopa County by 7 or 53.8% that do not have a Citizen Corps council. While working to achieve this reduction, Emergency Management will assist in the development of these councils since there are Citizen Corp procedures that require that each community establish these councils under their own jurisdictions. The resulting percentage of Citizen Corps programs in Maricopa County that are formed under a parent Citizen Corps council or under the Arizona Central Region Citizen Corp Council should decrease by 88.4% Citizen Corps program output has increased by 167 or 1192.9% due to the rise in the number of programs such as Community Emergency Response Teams (CERT), Volunteers in Police Services (VIPS), USA on Watch and Fire Corps. These are newly introduced programs to Citizen Corp for FY 2009-10. Councils may only have one of these programs while other councils having multiple programs. 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 2008 Actual Not Reported FY 2009 Revised 100.0% FY 2010 Variance % Variance Recomm. Revised - Recomm. Revised - Recomm. 100.0% 0.0% 0.0% Activities that comprise this program include: • Emergency Operations Management Emergency Operations 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. 418 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual Not Reported Percent of emergency notifications made within 15 minutes of receipt 366 Total days in which 24-hour-a-day response and recovery function capable of responding within 15 minutes are maintained Number of emergency notifications Not Reported made within 15 minutes of receipt. Number of emergency notifications Not Reported made Number of emergency notifications Not Reported required $53.52 Cost per day of maintaining 24-hour-aday response and recovery function capable of responding within 15 minutes Department Strategic Plans and Budgets Emergency Management FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 365 365 - 0.0% 250 375 125 50.0% 250 375 125 50.0% 250 375 125 50.0% $253.01 $136.74 $116.27 46.0% (35,254) (35,254) (100.0%) (100.0%) Revenue 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ $ - $ - $ 35,254 $ 35,254 $ - $ - $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ 18,829 $ 761 19,590 $ 11,899 $ 16,996 63,454 92,349 $ 6,656 $ 14,197 28,922 49,775 $ Expenditure $ 5,243 2,799 34,532 42,574 44.1% 16.5% 54.4% 46.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the increasing demand for emergency notifications. Notifications are anticipated to increase by 50% with the National Weather Service’s forecast of an increase in excessive heat callouts and a bad fire season due to the expected lack of rain. 419 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 234,996 $ - $ Subtotal $ (15,666) $ (15,666) $ - FY 2008-09 REVISED BUDGET $ 219,330 $ - FY 2009-10 BUDGET TARGET $ 219,330 $ - $ Subtotal $ (31,333) $ (31,333) $ - $ Subtotal $ (13,156) $ (13,156) $ - $ Subtotal $ (960) $ (960) $ - $ 173,881 $ - MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENT Cost Reduction General Fund Supplies and Services Reduction BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Cost Reduction General Fund Supplies and Services Reduction Fund Shift Exercise Activity Cost Shift Debt Reduction 08-DRP Loan FY 2009-10 ADOPTED OPERATING BUDGET Palo Verde Fund (207) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 354,560 $ 354,558 FY 2008-09 REVISED BUDGET $ 354,560 $ 354,558 FY 2009-10 BUDGET TARGET $ 354,560 $ 354,558 $ Subtotal $ 49,899 49,899 $ $ 49,901 49,901 $ 404,459 $ 404,459 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS: Increase in Palo Verde Grant FY 2009-10 ADOPTED OPERATING BUDGET 420 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 244,303 $ 218,905 $ 218,905 $ 367,957 $ 420,415 Beginning Unreserved/Undesignated Fund Balance $ 244,303 $ 218,905 $ 218,905 $ 367,957 $ 420,415 Sources: Operating Total Sources: $ $ 345,455 345,455 $ $ 354,558 354,558 $ $ 354,558 354,558 $ $ 368,859 368,859 $ $ 404,459 404,459 Uses: Operating Total Uses: $ $ 221,799 221,799 $ $ 354,560 354,560 $ $ 354,560 354,560 $ $ 316,401 316,401 $ $ 404,459 404,459 Operating Balance $ 123,656 $ (2) $ 52,458 $ - Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 367,957 Ending Unreserved Fund Balance $ 367,957 (2) $ (2) $ - $ - $ - $ - $ 218,903 $ 218,903 $ 420,415 $ 420,415 $ 218,903 $ 218,903 $ 420,415 $ 420,415 421 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET BUDGET BALANCING Cost Reduction IGA Personnel Services Reduction IGA Supplies and Services Reduction $ 804,974 $ 804,974 $ (919) $ (14,747) (15,666) $ - Subtotal $ Revenue IGA Revenue Decrease Emergency Management Wildfire Protection Grant (C-15-09-013-G-00) $ Subtotal $ 30,000 30,000 $ (15,666) 30,000 14,334 FY 2008-09 REVISED BUDGET $ 819,308 $ 819,308 FY 2009-10 BUDGET TARGET $ 819,308 $ 819,308 $ (1,838) $ (42,651) (44,489) $ - BASE ADJUSTMENTS: BUDGET BALANCING Cost Reduction IGA Personnel Services Reduction IGA Supplies and Services Reduction $ Subtotal $ OTHER BASE ADJUSTMENTS IGA Revenue Decrease Expected Increase in Grants Revenue and Expenditures $ $ Subtotal $ 133,189 133,189 $ (44,489) 133,189 88,700 $ 908,008 $ 908,008 Subtotal $ 20,000 20,000 $ 20,000 20,000 FY 2009-10 ADOPTED NON-OPERATING BUDGET $ 20,000 $ 20,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 928,008 $ 928,008 FY 2009-10 ADOPTED OPERATING BUDGET NON-OPERATING NON-OPERATING 0001 Emergency Management Wildfire Protection Grant (C-15-09-013-G-00) 422 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (66,185) $ 53,882 $ 53,882 $ (195,971) $ (94,233) Beginning Unreserved/Undesignated Fund Balance $ (66,185) $ 53,882 $ 53,882 $ (195,971) $ (94,233) $ 566,101 566,101 $ 804,974 804,974 $ 819,308 60,784 880,092 $ 955,888 955,888 $ 908,008 20,000 928,008 695,888 695,888 $ $ $ 817,922 36,228 854,150 $ $ 819,308 89,584 908,892 $ $ 804,974 804,974 $ 908,008 20,000 928,008 (129,787) $ - $ - $ 137,966 $ - $ - $ - $ - $ - Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ $ $ $ Operating Balance $ Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ (195,971) $ 53,882 $ 25,082 $ (94,233) $ (94,233) Ending Unreserved Fund Balance $ (195,971) $ 53,882 $ 25,082 $ (94,233) $ (94,233) 1 The Emergency Management Grant Fund receives grant and intergovernmental revenue. Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal yearend. 423 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Employee Benefits Analysis by Maria Tutelman, Management & Budget Analyst Summary Mission The mission of the Employee Benefits 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 Benefits Department is for employees to enjoy a healthy lifestyle so that they can live “well” into the future. Strategic Goals The Department is currently in the process of updating its strategic goals. 424 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED SOURCES 35EP - EMPLOYEE PROGRAMS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS ERGO - ERGONOMICS $ 5,189,695 4,327,002 510,882 351,811 $ 6,392,639 4,510,266 1,490,342 392,031 $ 6,392,639 4,510,266 1,490,342 392,031 $ 6,064,420 4,021,078 1,681,560 361,782 $ 6,060,951 3,718,488 2,083,172 259,291 $ (331,688) (791,778) 592,830 (132,740) -5.2% -17.6% 39.8% -33.9% 35HB - HEALTH BENEFITS SIDE - DENTAL SFMD - MEDICAL SFBH - MENTAL HEALTH SFRX - PHARMACY VISN - VISION $ 109,069,854 8,650,153 80,398,829 2,311,607 16,351,971 1,357,294 $ 127,932,676 9,966,507 94,980,769 2,896,960 18,495,164 1,593,276 $ 127,932,676 9,966,507 94,980,769 2,896,960 18,495,164 1,593,276 $ 115,511,841 9,137,209 85,793,643 2,610,725 16,588,970 1,381,294 $ 115,999,265 9,400,914 86,260,648 2,647,140 16,362,894 1,327,669 $ (11,933,411) (565,593) (8,720,121) (249,820) (2,132,270) (265,607) -9.3% -5.7% -9.2% -8.6% -11.5% -16.7% 35VB - VOLUNTARY BENEFITS PROGRAMS FSAA - FLEXIBLE SPENDING ACCOUNT FIBP - LIFE INSURANCE OTHR - OTHER BENEFITS $ 7,708,648 2,600,944 4,877,844 229,860 $ 8,835,378 2,741,460 5,586,600 507,318 $ 8,835,378 2,741,460 5,586,600 507,318 $ 8,782,389 3,472,600 4,991,142 318,647 $ 8,402,854 $ 2,904,791 5,241,779 256,284 (432,524) 163,331 (344,821) (251,034) -4.9% 6.0% -6.2% -49.5% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 3,564,906 140,796 246,268 3,045,386 132,456 - $ 1,440,861 123,116 561,317 666,505 83,955 5,968 $ 1,440,861 123,116 561,317 666,505 83,955 5,968 $ 1,505,072 112,795 687,582 626,077 76,630 1,988 $ 759,537 $ 35,304 381,970 317,749 19,063 5,451 (681,324) (87,812) (179,347) (348,756) (64,892) (517) -47.3% -71.3% -32.0% -52.3% -77.3% -8.7% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT POOL - POOLED COSTS $ (125,893) $ (125,893) - $ - $ 1,110,271 1,106,690 3,581 $ - $ - TOTAL PROGRAMS $ 125,407,210 $ 144,601,554 $ 144,601,554 $ 132,973,993 $ 131,222,607 $ (13,378,947) -9.3% 35EP - EMPLOYEE PROGRAMS STDD - ABSENCE MANAGEMENT WBEG - EMPLOYEE WELLNESS ERGO - ERGONOMICS $ 2,802,564 2,306,469 132,717 363,378 $ 5,828,997 4,490,255 986,349 352,393 $ 5,828,997 4,490,255 986,349 352,393 $ 3,919,581 2,702,399 891,699 325,483 $ 5,308,671 3,718,488 1,330,892 259,291 $ 520,326 771,767 (344,543) 93,102 8.9% 17.2% -34.9% 26.4% 35HB - HEALTH BENEFITS SIDE - DENTAL SFMD - MEDICAL SFBH - MENTAL HEALTH SFRX - PHARMACY VISN - VISION $ 108,052,312 8,064,554 83,622,149 1,595,257 13,552,188 1,218,164 $ 128,087,875 9,961,958 95,205,513 2,895,931 18,432,251 1,592,222 $ 128,087,875 9,961,958 95,205,513 2,895,931 18,432,251 1,592,222 $ 114,003,488 8,708,843 87,235,537 2,067,173 14,547,512 1,444,423 $ 129,066,083 9,562,770 96,607,886 5,095,568 16,411,796 1,388,063 $ (978,208) 399,188 (1,402,373) (2,199,637) 2,020,455 204,159 -0.8% 4.0% -1.5% -76.0% 11.0% 12.8% 35VB - VOLUNTARY BENEFITS PROGRAMS FSAA - FLEXIBLE SPENDING ACCOUNT FIBP - LIFE INSURANCE OTHR - OTHER BENEFITS $ 7,353,678 2,397,492 4,726,464 229,722 $ 8,833,699 2,740,621 5,585,760 507,318 $ 8,833,699 2,740,621 5,585,760 507,318 $ 8,363,509 3,093,133 4,951,483 318,893 $ 8,402,854 2,904,791 5,241,779 256,284 $ 430,845 (164,170) 343,981 251,034 4.9% -6.0% 6.2% 49.5% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 4,061,373 64,724 463,083 3,465,142 66,276 2,148 $ 1,335,265 115,732 520,171 614,737 79,280 5,345 $ 1,335,265 115,732 520,171 614,737 79,280 5,345 $ 1,035,482 62,501 439,439 468,794 61,987 2,761 $ 759,537 35,304 381,970 317,749 19,063 5,451 $ 575,728 80,428 138,201 296,988 60,217 (106) 43.1% 69.5% 26.6% 48.3% 76.0% -2.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ 164,901 164,901 $ 653 652 1 $ 653 652 1 $ 281,055 172,936 652 107,467 $ TOTAL PROGRAMS $ 122,434,828 $ 144,086,489 $ 144,086,489 $ 127,603,115 $ USES 425 19,033 $ (4) 19,033 4 143,556,178 $ (18,380) -2814.7% 4 (19,033) 652 100.0% (3) -300.0% 530,311 0.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Sources and Uses by Category FY 2007-08 ACTUAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL ALL REVENUES OTHER FINANCING SOURCES 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES TOTAL SOURCES $ $ $ 2,828,736 26,513,370 93,362,073 122,704,179 FY 2008-09 ADOPTED $ $ 2,974,184 31,634,534 109,992,836 144,601,554 $ $ 2,974,184 31,634,534 109,992,836 144,601,554 FY 2008-09 FORECAST $ $ 1,767,355 29,855,543 100,152,053 131,774,951 FY 2009-10 ADOPTED $ $ 1,987,523 31,291,957 97,943,127 131,222,607 ADOPTED VS REVISED VARIANCE % $ $ (986,661) -33.2% (342,577) -1.1% (12,049,709) -11.0% (13,378,947) -9.3% 2,587,106 101,677 2,688,783 125,392,962 $ $ $ 131,222,607 $ $ $ 1,106,690 92,352 1,199,042 132,973,993 $ $ $ 144,601,554 $ $ $ 144,601,554 $ $ $ $ $ (13,378,947) -9.3% $ $ $ 14,248 14,248 125,407,210 $ $ $ 144,601,554 $ $ $ 144,601,554 $ $ $ 132,973,993 $ $ $ 131,222,607 $ $ $ (13,378,947) -9.3% FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL SERVICES 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 OTHER FINANCING USES 0880 - TRANSFERS OUT SUBTOTAL CAPITAL 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL TOTAL USES FY 2008-09 REVISED $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 1,491,861 $ 2,072 444,238 16,209 (847,710) 945,221 2,051,891 $ 1,595,406 $ 12,528 2,496 463,788 (1,132,553) 1,300,421 2,242,086 $ 1,595,406 $ 12,528 2,496 463,788 (1,132,553) 1,300,421 2,242,086 $ 1,447,127 $ 4,176 4,103 439,286 4,934 (936,189) 931,004 1,894,441 $ 1,376,290 $ 428,553 (814,453) 986,069 1,976,459 $ 19,038 $ 1,594 7,610 (23,051) 23,050 28,241 $ 31,872 $ 2,060 6,200 (23,624) 23,625 40,133 $ 31,872 $ 2,060 6,200 (23,624) 23,625 40,133 $ 26,070 $ 1,807 4,160 (23,748) 23,749 32,038 $ 29,927 $ 2,060 6,200 (21,678) 21,678 38,187 $ 1,945 (1,946) 1,947 1,946 6.1% 0.0% 0.0% 8.2% 8.2% 4.8% $ 109,583,730 $ 7,714,725 7,243 5,018 18,514 2,754 7,845 14,866 (169,332) 169,336 117,354,699 $ 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 $ 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 $ 114,624,878 $ 10,790,867 5,202 18,239 26,669 2,943 7,783 12,627 (371,210) 371,194 125,489,192 $ 128,364,902 $ 12,773,453 11,665 5,404 12,488 3,872 16,017 34,550 (1,051,138) 1,051,137 141,222,350 $ 335,268 (100,825) 143,965 7,683 2,979 607 207,483 (34,566) 562,594 0.3% -0.8% 0.0% 0.0% 92.0% 66.5% 15.7% 1.7% -24.6% -3.4% 0.4% $ $ 3,000,000 3,000,000 172,936 172,936 172,936 172,936 172,936 172,936 295,856 295,856 (122,920) (122,920) -71.1% -71.1% $ 1 $ (7,363) 7,359 (3) $ 122,434,828 $ $ $ $ $ $ $ $ $ $ $ 19,326 $ (192,262) 19,326 (153,610) $ 144,086,489 $ 426 $ $ 19,326 $ (192,262) 19,326 (153,610) $ 144,086,489 $ $ $ 14,507 $ (15,250) 15,251 14,508 $ 127,603,115 $ $ $ 23,326 $ (4,293) 4,293 23,326 $ 143,556,178 $ 219,116 13.7% 12,528 100.0% 2,496 100.0% 35,235 7.6% (318,100) 28.1% 314,352 24.2% 265,627 11.8% (4,000) -20.7% (187,969) 97.8% 15,033 77.8% (176,936) 115.2% 530,311 0.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Sources and Uses by Fund and Function FY 2007-08 ACTUAL 601 CMG HIGH OPTION OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED FUND TOTAL SOURCES $ $ 32,650,974 32,650,974 $ $ 38,871,668 38,871,668 $ $ 38,871,668 38,871,668 $ $ 34,926,810 34,926,810 $ $ 34,499,958 34,499,958 $ $ (4,371,710) (4,371,710) -11.2% -11.2% FUND TOTAL SOURCES $ $ 1,575,836 1,575,836 $ $ 1,765,916 1,765,916 $ $ 1,765,916 1,765,916 $ $ 1,257,149 1,257,149 $ $ 1,230,506 1,230,506 $ $ (535,410) (535,410) -30.3% -30.3% FUND TOTAL SOURCES $ $ 15,539,904 15,539,904 $ $ 18,364,277 18,364,277 $ $ 18,364,277 18,364,277 $ $ 17,149,295 17,149,295 $ $ 17,737,642 17,737,642 $ $ (626,635) (626,635) -3.4% -3.4% FUND TOTAL SOURCES $ $ 27,281,589 27,281,589 $ $ 32,607,094 32,607,094 $ $ 32,607,094 32,607,094 $ $ 28,901,390 28,901,390 $ $ 28,880,575 28,880,575 $ $ (3,726,519) (3,726,519) -11.4% -11.4% FUND TOTAL SOURCES $ $ 1,376,374 1,376,374 $ $ 1,655,844 1,655,844 $ $ 1,655,844 1,655,844 $ $ 1,857,386 1,857,386 $ $ 1,886,671 1,886,671 $ $ 230,827 230,827 13.9% 13.9% FUND TOTAL SOURCES $ $ 442,488 442,488 $ $ 466,262 466,262 $ $ 466,262 466,262 $ $ 801,867 801,867 $ $ 719,447 719,447 $ $ 253,185 253,185 54.3% 54.3% FUND TOTAL SOURCES $ $ 5,118,507 5,118,507 $ $ 5,943,115 5,943,115 $ $ 5,943,115 5,943,115 $ $ 5,318,510 5,318,510 $ $ 5,468,592 5,468,592 $ $ (474,523) (474,523) -8.0% -8.0% FUND TOTAL SOURCES $ $ 14,506,989 14,506,989 $ $ 15,599,854 15,599,854 $ $ 15,599,854 15,599,854 $ $ 14,260,908 14,260,908 $ $ 13,683,010 13,683,010 $ $ (1,916,844) (1,916,844) -12.3% -12.3% FUND TOTAL SOURCES $ $ 2,353,947 2,353,947 $ $ 2,593,364 2,593,364 $ $ 2,593,364 2,593,364 $ $ 2,408,226 2,408,226 $ $ 2,355,443 2,355,443 $ $ (237,921) (237,921) -9.2% -9.2% FUND TOTAL SOURCES $ $ 2,634,343 2,634,343 $ $ 2,069,203 2,069,203 $ $ 2,069,203 2,069,203 $ $ 2,278,596 2,278,596 $ $ 1,749,290 1,749,290 $ $ (319,913) (319,913) -15.5% -15.5% FUND TOTAL SOURCES $ $ 561,090 561,090 $ $ 651,142 651,142 $ $ 651,142 651,142 $ $ 568,668 568,668 $ $ 576,713 576,713 $ $ (74,429) (74,429) -11.4% -11.4% FUND TOTAL SOURCES $ $ 434,358 434,358 $ $ 768,661 768,661 $ $ 768,661 768,661 $ $ 546,170 546,170 $ $ 722,524 722,524 $ $ (46,137) (46,137) -6.0% -6.0% FUND TOTAL SOURCES $ $ 218,886 218,886 $ $ 594,994 594,994 $ $ 594,994 594,994 $ $ 325,517 325,517 $ $ 541,457 541,457 $ $ (53,537) (53,537) -9.0% -9.0% FUND TOTAL SOURCES $ $ 2,135,852 2,135,852 $ $ 2,658,708 2,658,708 $ $ 2,658,708 2,658,708 $ $ 2,413,899 2,413,899 $ $ 2,408,542 2,408,542 $ $ (250,166) (250,166) -9.4% -9.4% $ $ 412,883 412,883 $ $ 1,296,888 1,296,888 $ $ 1,296,888 1,296,888 $ $ 1,528,359 1,528,359 $ $ 1,845,120 1,845,120 $ $ 548,232 548,232 42.3% 42.3% $ $ 439,421 439,421 $ $ 456,516 456,516 $ $ 456,516 456,516 $ $ 419,525 419,525 $ $ 462,416 462,416 $ $ 5,900 5,900 1.3% 1.3% $ $ 1,007,300 1,007,300 $ $ - $ $ - $ $ 43,996 43,996 $ $ - $ $ - $ $ 3,051,814 3,051,814 $ $ 3,228,886 3,228,886 $ $ 3,228,886 3,228,886 $ $ 3,284,683 3,284,683 $ $ 2,426,506 2,426,506 $ $ (802,380) (802,380) $ $ 1,908,079 1,908,079 $ $ 1,994,563 1,994,563 $ $ 1,994,563 1,994,563 $ $ 2,486,119 2,486,119 $ $ 2,019,833 2,019,833 $ $ 25,270 25,270 1.3% 1.3% $ $ 723,122 723,122 $ $ 725,872 725,872 $ $ 725,872 725,872 $ $ 973,499 973,499 $ $ 791,577 791,577 $ $ 65,705 65,705 9.1% 9.1% $ $ 1,346,588 1,346,588 $ $ 1,478,152 1,478,152 $ $ 1,478,152 1,478,152 $ $ 1,334,806 1,334,806 $ $ 1,263,399 1,263,399 $ $ (214,753) (214,753) -14.5% -14.5% $ $ - $ $ 94,098 94,098 $ $ 94,098 94,098 $ $ 27,172 27,172 $ $ 40,744 40,744 $ $ (53,354) (53,354) -56.7% -56.7% $ $ 639,784 639,784 $ $ 658,705 658,705 $ $ 658,705 658,705 $ $ 523,450 523,450 $ $ 517,592 517,592 $ $ (141,113) (141,113) -21.4% -21.4% $ $ 963,495 963,495 $ $ 1,065,588 1,065,588 $ $ 1,065,588 1,065,588 $ $ 946,474 946,474 $ $ 1,043,794 1,043,794 $ $ (21,794) (21,794) -2.0% -2.0% $ $ 3,504,601 3,504,601 $ $ 4,105,572 4,105,572 $ $ 4,105,572 4,105,572 $ $ 3,601,415 3,601,415 $ $ 3,766,274 3,766,274 $ $ (339,298) (339,298) -8.3% -8.3% 602 CMG LOW 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 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING FUND TOTAL SOURCES 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL SOURCES 617 MED INCENTIVE AND PENALTIES OPERATING FUND TOTAL SOURCES 618 BENEFIT ADMINISTRATION OPERATING FUND TOTAL SOURCES 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL SOURCES 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL SOURCES 623 VISION OPERATING FUND TOTAL SOURCES 624 STAND ALONE VISION OPERATING FUND TOTAL SOURCES 625 FI PREPAID DENTAL OPERATING FUND TOTAL SOURCES 626 FI LIFE AND AD AND D OPERATING FUND TOTAL SOURCES 627 SUPPLEMENTAL LIFE OPERATING FUND TOTAL SOURCES 427 -24.9% -24.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 628 EMPLOYEE ASSISTANCE OPERATING FUND TOTAL SOURCES 629 SI DENTAL OPERATING FUND TOTAL SOURCES 630 DEPENDENT LIFE OPERATING FUND TOTAL SOURCES 631 VOLUNTARY BENEFITS OPERATING FUND TOTAL SOURCES 632 CIGNA FOR SENIORS OPERATING FUND TOTAL SOURCES 652 HEALTH SELECT SI TRUST OPERATING FUND TOTAL SOURCES Department Strategic Plans and Budgets Employee Benefits $ $ 188,932 188,932 $ $ 217,226 217,226 $ $ 217,226 217,226 $ $ 194,339 194,339 $ $ 198,058 198,058 $ $ (19,168) (19,168) -8.8% -8.8% $ $ 3,000,745 3,000,745 $ $ 3,280,574 3,280,574 $ $ 3,280,574 3,280,574 $ $ 3,316,599 3,316,599 $ $ 3,258,138 3,258,138 $ $ (22,436) (22,436) -0.7% -0.7% $ $ 407,949 407,949 $ $ 394,414 394,414 $ $ 394,414 394,414 $ $ 425,582 425,582 $ $ 399,282 399,282 $ $ 4,868 4,868 1.2% 1.2% $ $ 231,298 231,298 $ $ 507,318 507,318 $ $ 507,318 507,318 $ $ 319,612 319,612 $ $ 256,284 256,284 $ $ (251,034) (251,034) -49.5% -49.5% $ $ 611,679 611,679 $ $ 487,080 487,080 $ $ 487,080 487,080 $ $ 479,944 479,944 $ $ 473,220 473,220 $ $ (13,860) (13,860) -2.8% -2.8% $ $ 138,383 138,383 $ $ - $ $ - $ $ 54,028 54,028 $ $ - $ $ - DEPARTMENT OPERATING TOTAL SOURCES $ 125,407,210 $ 144,601,554 $ 144,601,554 $ 132,973,993 $ 131,222,607 $ (13,378,947) -9.3% DEPARTMENT TOTAL SOURCES $ 125,407,210 $ 144,601,554 $ 144,601,554 $ 132,973,993 $ 131,222,607 $ (13,378,947) -9.3% FY 2007-08 ACTUAL 601 CMG HIGH OPTION OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED FUND TOTAL USES $ $ 34,467,709 34,467,709 $ $ 38,565,052 38,565,052 $ $ 38,565,052 38,565,052 $ $ 35,353,190 35,353,190 $ $ 37,373,246 37,373,246 $ $ 1,191,806 1,191,806 3.1% 3.1% FUND TOTAL USES $ $ 1,184,005 1,184,005 $ $ 1,736,357 1,736,357 $ $ 1,736,357 1,736,357 $ $ 1,023,584 1,023,584 $ $ 1,166,616 1,166,616 $ $ 569,741 569,741 32.8% 32.8% FUND TOTAL USES $ $ 18,547,446 18,547,446 $ $ 18,217,871 18,217,871 $ $ 18,217,871 18,217,871 $ $ 18,591,388 18,591,388 $ $ 21,753,998 21,753,998 $ $ FUND TOTAL USES $ $ 26,632,709 26,632,709 $ $ 32,384,265 32,384,265 $ $ 32,384,265 32,384,265 $ $ 28,241,903 28,241,903 $ $ 31,459,236 31,459,236 $ $ 925,029 925,029 2.9% 2.9% FUND TOTAL USES $ $ 1,052,625 1,052,625 $ $ 1,640,272 1,640,272 $ $ 1,640,272 1,640,272 $ $ 1,542,304 1,542,304 $ $ 1,756,417 1,756,417 $ $ (116,145) (116,145) -7.1% -7.1% FUND TOTAL USES $ $ 892,960 892,960 $ $ 460,207 460,207 $ $ 460,207 460,207 $ $ 752,254 752,254 $ $ 792,524 792,524 $ $ (332,317) (332,317) -72.2% -72.2% FUND TOTAL USES $ $ 5,086,498 5,086,498 $ $ 5,942,253 5,942,253 $ $ 5,942,253 5,942,253 $ $ 5,303,207 5,303,207 $ $ 5,560,052 5,560,052 $ $ 382,201 382,201 6.4% 6.4% FUND TOTAL USES $ $ 11,698,828 11,698,828 $ $ 15,586,712 15,586,712 $ $ 15,586,712 15,586,712 $ $ 12,596,883 12,596,883 $ $ 13,713,239 13,713,239 $ $ 1,873,473 1,873,473 12.0% 12.0% FUND TOTAL USES $ $ 1,754,269 1,754,269 $ $ 2,550,358 2,550,358 $ $ 2,550,358 2,550,358 $ $ 1,805,684 1,805,684 $ $ 2,374,116 2,374,116 $ $ 176,242 176,242 6.9% 6.9% FUND TOTAL USES $ $ 1,532,949 1,532,949 $ $ 2,069,203 2,069,203 $ $ 2,069,203 2,069,203 $ $ 1,495,317 1,495,317 $ $ 1,749,290 1,749,290 $ $ 319,913 319,913 15.5% 15.5% FUND TOTAL USES $ $ 262,909 262,909 $ $ 651,142 651,142 $ $ 651,142 651,142 $ $ 321,940 321,940 $ $ 576,713 576,713 $ $ 74,429 74,429 11.4% 11.4% FUND TOTAL USES $ $ 133,541 133,541 $ $ 768,660 768,660 $ $ 768,660 768,660 $ $ 402,084 402,084 $ $ 722,524 722,524 $ $ 46,136 46,136 6.0% 6.0% FUND TOTAL USES $ $ 89,261 89,261 $ $ 594,994 594,994 $ $ 594,994 594,994 $ $ 216,329 216,329 $ $ 541,457 541,457 $ $ 53,537 53,537 9.0% 9.0% FUND TOTAL USES $ $ 1,387,915 1,387,915 $ $ 2,658,521 2,658,521 $ $ 2,658,521 2,658,521 $ $ 1,862,011 1,862,011 $ $ 4,856,970 4,856,970 $ $ (2,198,449) (2,198,449) -82.7% -82.7% $ $ 89,982 89,982 $ $ 806,304 806,304 $ $ 806,304 806,304 $ $ 753,804 753,804 $ $ 1,092,840 1,092,840 $ $ (286,536) (286,536) -35.5% -35.5% $ $ 173,468 173,468 $ $ 419,092 419,092 $ $ 419,092 419,092 $ $ 332,901 332,901 $ $ 462,416 462,416 $ $ (43,324) (43,324) -10.3% -10.3% $ 3,202 3,202 $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 602 CMG LOW 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 PERCENT STD OPERATING 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING FUND TOTAL USES 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL USES 617 MED INCENTIVE AND PENALTIES OPERATING NON-RECURRING FUND TOTAL USES 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING FUND TOTAL USES $ $ $ 2,176,723 2,176,723 $ $ $ 3,026,622 3,026,622 428 $ $ $ 3,026,622 3,026,622 $ $ $ 2,201,047 2,201,047 $ $ $ 2,426,506 19,033 2,445,539 $ $ $ (3,536,127) (3,536,127) 600,116 (19,033) 581,083 -19.4% -19.4% 0.0% 0.0% 19.8% 19.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 621 FLEX SPENDING HEALTH OPERATING Department Strategic Plans and Budgets Employee Benefits FUND TOTAL USES $ $ 1,677,060 1,677,060 $ $ 1,994,563 1,994,563 $ $ 1,994,563 1,994,563 $ $ 2,283,389 2,283,389 $ $ 2,019,833 2,019,833 $ $ (25,270) (25,270) -1.3% -1.3% FUND TOTAL USES $ $ 719,873 719,873 $ $ 725,872 725,872 $ $ 725,872 725,872 $ $ 804,086 804,086 $ $ 791,577 791,577 $ $ (65,705) (65,705) -9.1% -9.1% FUND TOTAL USES $ $ 1,206,345 1,206,345 $ $ 1,477,962 1,477,962 $ $ 1,477,962 1,477,962 $ $ 1,405,443 1,405,443 $ $ 1,323,793 1,323,793 $ $ 154,169 154,169 10.4% 10.4% FUND TOTAL USES $ $ - $ $ 94,074 94,074 $ $ 94,074 94,074 $ $ 27,343 27,343 $ $ 40,744 40,744 $ $ 53,330 53,330 56.7% 56.7% FUND TOTAL USES $ $ 576,171 576,171 $ $ 658,626 658,626 $ $ 658,626 658,626 $ $ 511,802 511,802 $ $ 517,592 517,592 $ $ 141,034 141,034 21.4% 21.4% FUND TOTAL USES $ $ 957,224 957,224 $ $ 1,065,588 1,065,588 $ $ 1,065,588 1,065,588 $ $ 944,973 944,973 $ $ 1,043,794 1,043,794 $ $ 21,794 21,794 2.0% 2.0% FUND TOTAL USES $ $ 3,353,725 3,353,725 $ $ 4,105,572 4,105,572 $ $ 4,105,572 4,105,572 $ $ 3,572,916 3,572,916 $ $ 3,766,274 3,766,274 $ $ 339,298 339,298 8.3% 8.3% FUND TOTAL USES $ $ 187,219 187,219 $ $ 217,224 217,224 $ $ 217,224 217,224 $ $ 193,432 193,432 $ $ 198,058 198,058 $ $ 19,166 19,166 8.8% 8.8% FUND TOTAL USES $ $ 2,356,902 2,356,902 $ $ 3,280,311 3,280,311 $ $ 3,280,311 3,280,311 $ $ 2,849,247 2,849,247 $ $ 3,328,534 3,328,534 $ $ (48,223) (48,223) -1.5% -1.5% FUND TOTAL USES $ $ 405,036 405,036 $ $ 394,414 394,414 $ $ 394,414 394,414 $ $ 422,583 422,583 $ $ 399,282 399,282 $ $ (4,868) (4,868) -1.2% -1.2% FUND TOTAL USES $ $ 229,722 229,722 $ $ 507,318 507,318 $ $ 507,318 507,318 $ $ 318,893 318,893 $ $ 256,284 256,284 $ $ 251,034 251,034 49.5% 49.5% FUND TOTAL USES $ $ 598,552 598,552 $ $ 487,080 487,080 $ $ 487,080 487,080 $ $ 473,178 473,178 $ $ 473,220 473,220 $ $ 13,860 13,860 2.8% 2.8% FUND TOTAL USES $ $ 3,000,000 3,000,000 $ $ - $ $ - $ $ - $ $ - $ $ - $ 142,537,145 $ 549,344 0.4% $ 1,019,033 $ (19,033) -1.9% $ 143,556,178 $ 530,311 0.4% 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING 624 STAND ALONE VISION OPERATING 625 FI PREPAID DENTAL OPERATING 626 FI LIFE AND AD AND D OPERATING 627 SUPPLEMENTAL LIFE OPERATING 628 EMPLOYEE ASSISTANCE OPERATING 629 SI DENTAL OPERATING 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING 652 HEALTH SELECT SI TRUST OPERATING DEPARTMENT OPERATING TOTAL USES $ 122,434,828 $ 143,086,489 $ 143,086,489 $ 126,603,115 DEPARTMENT NON-RECURRING TOTAL USES $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 DEPARTMENT TOTAL USES $ 122,434,828 $ 144,086,489 $ 144,086,489 $ 127,603,115 Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL EMPLOYEE PROGRAMS ABSENCE MANAGEMENT EMPLOYEE WELLNESS ERGONOMICS PROGRAM TOTAL GENERAL GOVERNMENT POOLED COSTS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 0.35 2.55 5.70 0.35 0.10 9.05 0.35 2.55 5.70 0.35 0.10 9.05 0.35 2.55 5.70 0.35 0.10 9.05 0.35 2.55 4.80 0.35 0.10 8.15 0.60 1.00 3.00 4.60 0.60 1.00 3.00 4.60 0.60 1.00 3.00 4.60 0.60 1.00 3.00 4.60 14.35 14.35 28.00 14.35 14.35 28.00 14.35 14.35 28.00 11.25 11.25 24.00 429 REVISED VS ADOPTED VARIANCE % (0.90) (0.90) (3.10) (3.10) (4.00) 0.00% 0.00% (15.79%) 0.00% 0.00% (9.94%) 0.00% 0.00% 0.00% 0.00% (21.60%) (21.60%) (14.29%) FORECAST VS ADOPTED VARIANCE % (0.90) (0.90) (3.10) (3.10) (4.00) 0.00% 0.00% (15.79%) 0.00% 0.00% (9.94%) 0.00% 0.00% 0.00% 0.00% (21.60%) (21.60%) (14.29%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Accounting Specialist Office Assistant Office Assistant Specialized Benefits Specialist - County Admin/Operations Specialist Director - EHI Financial Supervisor - Dept Human Resources Support Supv Human Resources Mngr - County Management Analyst Accountant Grant-Contract Administrator Nurse - Public Health Health Educator Ergonomist - County Media Specialist Consultant Department Total FY 2008-09 ADOPTED 3.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 28.00 FY 2008-09 REVISED 3.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 28.00 FY 2008-09 FORECAST 3.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 28.00 FY 2009-10 ADOPTED 2.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 1.00 1.00 24.00 REVISED VS ADOPTED VARIANCE % (1.00) -33.33% 0.00% 0.00% (2.00) -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (4.00) -14.29% FORECAST VS ADOPTED VARIANCE % (1.00) -33.33% .00 0.00% .00 0.00% (2.00) -33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (4.00) -14.29% REVISED VS ADOPTED VARIANCE % (4.00) -14.29% (4.00) -14.29% FORECAST VS ADOPTED VARIANCE % (4.00) -14.29% (4.00) -14.29% Staffing by Fund FULL TIME EQUIVALENT (FTE) 618 - BENEFIT ADMINISTRATION DEPARTMENT TOTAL FY 2008-09 ADOPTED 28.00 28.00 FY 2008-09 REVISED 28.00 28.00 FY 2008-09 FORECAST 28.00 28.00 FY 2009-10 ADOPTED 24.00 24.00 Significant Variance Analysis Effective FY 2009-10, as part of the County’s Budget Balancing efforts, staffing is reduced as follows: • Reductions in Force –2 FTE Benefit Specialists. • Vacancies – 1 FTE Nurse position; 1 FTE Accounting Specialist position; and .50 FTE Temporary Office Assistant position. The elimination of these positions may affect customer satisfaction in several Activities including, Medical, Dental, Pharmacy, Vision, Mental Health, Employee Wellness, Life Insurance, and Flexible Spending Account. General Adjustments Budget Balancing Adjustments: Benefit Administration Fund (618) Cost Reduction • Eliminate 2 FTE Benefits Specialists for a reduction of $135,196. • Reduce Supplies for open enrollment by a total of $1,946. • Reduce Capital by a total of $4,577 to right-size to the remaining Technology Finance schedule. • Reduce Services by a total of $296,469 as follows: o Eliminate consulting services budget for a reduction of $250,000; o Eliminate non-electronic means to disseminate information on vendor changes for a savings of $25,000; o Reduce budget for employee wellness fairs for a cost impact of $5,024; o Reduce budget for various services for a cost impact of $5,807; o Reduce budget for employee travel training and certification for a cost impact of $10,638. Vacancies • Eliminate 1 FTE Nurse position for a savings of $93,100. • Eliminate 1 FTE Accounting Specialist position for a reduction of $45,531. • Eliminate .50 FTE Office Assistant position for a savings of $13,486. 430 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $9,811 and a one-time expenditure in the Non-Recurring/Non-Project budget of $19,033. Base Adjustments: • • Adjust expenditures for various activities and funds by a total of $50,772 for rate changes as determined by the Department’s actuary and volume changes based on current County-wide staff levels. Prior years’ budgeted expenditures were based on the County’s current staff and vacant positions, and assumed staffing levels would grow each year. Given the current economic conditions, growth has not been budgeted. Additionally, due to the hiring freeze and pending budget reductions, vacant positions were not included in the expenditure calculations. Reduce revenue for various activities and funds by a total of $12,576,567 for a planned spend down of the Trust Fund balance. This keeps the employer contribution from current departmental budgets flat in FY 2009-10. Strategic Business Plan Update The Employee Benefits Department will undergo a facilitated review and update of its strategic business plan in FY 2009-10. Changes to the Strategic Business Plan will go into effect in FY 2010-11. 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 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 FY 2008 Actual 94.0% FY 2009 Revised 98.0% 93.9% 93.9% 93.9% 0.0% 0.0% 1.0% 0.9% 0.9% 0.0% 0.0% 2.5% 2.0% 1.0% (1.0%) -50.0% 457.9% 14.8% 44.3% 29.5% 199.3% 85.7% 85.7% 85.7% 0.0% 0.0% 10.0% 7.0% (2.7%) (9.7%) -138.6% 87.0% 87.0% 87.0% 0.0% 0.0% 83.9% 83.9% 83.9% 0.0% 0.0% Activities that comprise this program include: • Medical • 431 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% (3.0%) -3.1% Pharmacy Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget • • Department Strategic Plans and Budgets Employee Benefits • 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. 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 2008 Actual 93.9% FY 2009 Revised 93.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 93.9% 0.0% 0.0% 1.0% 0.9% 0.9% 0.0% 0.0% 457.9% 14.8% 44.3% 29.5% 199.3% 2.5% 2.0% 1.0% (1.0%) -50.0% 12,280 12,084 11,319 -765 -6.3% 12,280 12,084 11,319 -765 -6.3% $6,809.62 $7,878.64 $8,535.02 -$656.38 8.3% 32,337,530 $ 1,548,621 15,422,089 26,938,751 1,352,981 443,099 113,672 908,433 724,234 609,419 80,398,829 $ 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 $ 34,499,958 $ 1,230,506 17,737,642 28,880,575 1,886,671 719,447 201,957 630,672 473,220 86,260,648 $ (4,371,710) (535,410) (626,635) (3,726,519) 230,827 253,185 96,959 (26,958) (13,860) (8,720,121) -11.2% -30.3% -3.4% -11.4% 13.9% 54.3% 92.3% 0.0% -4.1% -2.8% -9.2% 34,467,709 $ 1,184,005 18,547,446 26,632,709 1,052,625 892,960 33,721 212,422 598,552 83,622,149 $ 35,353,190 $ 1,023,584 18,591,388 28,241,903 1,542,304 752,254 29,449 1,000,000 228,287 473,178 87,235,537 $ 37,373,246 $ 1,166,616 21,753,998 31,459,236 1,756,417 792,524 201,957 1,000,000 630,672 473,220 96,607,886 $ (2,020,056) (143,032) (3,162,610) (3,217,333) (214,113) (40,270) (172,508) (402,385) (42) (9,372,349) -5.7% -14.0% -17.0% -11.4% -13.9% -5.4% -585.8% 0.0% -176.3% 0.0% -10.7% Revenue 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 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS TOTAL SOURCES $ $ Expenditure 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 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS TOTAL USES $ $ Base Adjustments: Medical Incentive Fund (617) • Increase Medical Incentive Fund (617) Non-Recurring/Non-Project budget by $1,000,000, budgeting medical contract penalties as non-recurring expenses. The FY 2009-10 premium does not include any revenue to support this expenditure. Historically, the vendor has earned little or no incentive payments. 432 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with medical benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Budgeted revenue is based on the approved increases to employee contributions and no change to departmental charges (employer contributions) in FY 2009-10 based on a planned spend down of fund balance. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual 85.7% FY 2009 Revised 85.7% 12,291 12,137 11,844 -293 -2.4% 12,291 12,137 11,844 -293 -2.4% $656.13 $820.79 $807.39 $13.40 -1.6% 607 - FI DENTAL PPO $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ 5,091,656 $ 15,913 119,869 632,608 2,790,107 8,650,153 $ 5,943,115 $ 18,260 65,853 658,705 3,280,574 9,966,507 $ 5,468,592 $ 37,978 118,614 517,592 3,258,138 9,400,914 $ (474,523) 19,718 52,761 (141,113) (22,436) (565,593) -8.0% 108.0% 80.1% -21.4% -0.7% -5.7% 607 - FI DENTAL PPO $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 5,086,498 $ 5,866 39,117 576,171 2,356,902 8,064,554 $ 5,942,253 $ 16,764 64,004 658,626 3,280,311 9,961,958 $ 5,560,052 $ 37,978 118,614 517,592 3,328,534 9,562,770 $ 382,201 (21,214) (54,610) 141,034 (48,223) 399,188 6.4% -126.5% -85.3% 21.4% -1.5% 4.0% 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. Number of active employees, retirees, NPGs and Cobra Beneficiaries who elected Dental Benefit coverage. Cost per average monthly number of employees who receive Dental Benefit Coverage FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 85.7% 0.0% 0.0% Revenue Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with dental benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Budgeted revenue is based on the approved increases to employee contributions and no change to departmental charges (employer contributions) in FY 2009-10 based on a planned spend down of fund balance. 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. 433 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits 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 2008 Actual 87.0% FY 2009 Revised 87.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% 0.0% 0.0% 10.0% 7.4% (2.7%) (10.1%) -136.5% 11,981 11,785 11,509 -276 -2.3% Demand Number of active employees, retirees, NPGs and Cobra beneficiaries who elected Pharmacy Benefit coverage 11,981 11,785 11,509 -276 -2.3% Efficiency Cost per average monthly person who received Pharmacy Benefit coverage $1,131.33 $1,564.04 $1,426.00 $138.05 -8.8% 608 - COINSURANCE $ 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 13,795,785 $ 2,234,635 35,859 285,692 16,351,971 $ 15,599,854 $ 2,593,364 41,086 260,860 18,495,164 $ 13,683,010 $ 2,355,443 78,693 245,748 16,362,894 $ (1,916,844) (237,921) 37,607 (15,112) (2,132,270) -12.3% -9.2% 91.5% -5.8% -11.5% 608 - COINSURANCE $ 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 11,698,828 $ 1,754,269 13,216 85,875 13,552,188 $ 15,586,712 $ 2,550,358 37,716 257,465 18,432,251 $ 13,713,239 $ 2,374,116 78,693 245,748 16,411,796 $ 1,873,473 176,242 (40,977) 11,717 2,020,455 12.0% 6.9% -108.6% 4.6% 11.0% Revenue Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with pharmacy benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Budgeted revenue is based on the approved increases to employee contributions and no change to departmental charges (employer contributions) in FY 2009-10 based on a planned spend down of fund balance. 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. 434 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits 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, retirees, NPGs and Cobra Beneficiaries who received 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 2008 Actual 83.9% FY 2009 Revised 83.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 83.9% 0.0% 0.0% 12,413 12,220 11,943 -277 -2.3% 12,413 12,220 11,943 -277 -2.3% $98.23 $130.30 $116.22 $14.07 -10.8% 4,566 $ 16,460 1,478,152 94,098 1,593,276 $ 5,706 $ 17,820 1,263,399 40,744 1,327,669 $ 1,140 1,360 (214,753) (53,354) (265,607) 25.0% 8.3% -14.5% -56.7% -16.7% 4,188 $ 15,998 1,477,962 94,074 1,592,222 $ 5,706 $ 17,820 1,323,793 40,744 1,388,063 $ (1,518) (1,822) 154,169 53,330 204,159 -36.2% -11.4% 10.4% 56.7% 12.8% Revenue 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 3,988 $ 31,195 1,322,111 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ 1,464 $ 10,355 1,206,345 1,357,294 $ Expenditure 1,218,164 $ Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with vision benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Budgeted revenue is based on the approved increases to employee contributions and no change to departmental charges (employer contributions) in FY 2009-10 based on a planned spend down of fund balance. 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. 435 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Performance Analysis: Measure Type Result Output Measure Description Percent of active employees, retirees, NPGs, and COBRA beneficiaries who received the benefit coverage who are satisfied with the benefit Number of active employees, retirees, NPGs and Cobra beneficiaries who receive Mental Health Benefit coverage FY 2008 Actual 94.0% FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% (3.0%) -3.1% 11,982 25,748 11,518 -14,230 -55.3% Demand Number of active employees, retirees, NPGs and Cobra beneficiaries who elected Mental Health Benefit coverage 11,982 25,748 11,518 -14,230 -55.3% Efficiency Cost per average monthly person receiving Mental Health benefit $133.14 $112.47 $442.40 -$329.93 293.3% 2,086,493 $ 3,985 1,303 31,845 187,981 2,311,607 $ 2,658,708 $ 4,566 2,408,542 $ 9,832 16,460 217,226 2,896,960 $ 30,708 198,058 2,647,140 $ (250,166) 5,266 14,248 (19,168) (249,820) -9.4% 115.3% 0.0% 86.6% -8.8% -8.6% 1,387,915 $ 1,464 3,202 15,457 187,219 1,595,257 $ 2,658,521 $ 4,188 4,856,970 $ 9,832 15,998 217,224 2,895,931 $ 30,708 198,058 5,095,568 $ (2,198,449) (5,644) (14,710) 19,166 (2,199,637) -82.7% -134.8% 0.0% -91.9% 8.8% -76.0% Revenue 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 617 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 617 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ Expenditure $ Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with mental health benefit coverage. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment with no growth. Budgeted revenue is based on the approved increases to employee contributions and no change to departmental charges (employer contributions) in FY 2009-10 based on a planned spend down of fund balance. The FY 2008-09 Output and Demand measures are overstated due to a data reporting issue. Budgeted Demand and Output were closer to 12,000, thus there is a slight decline anticipated in FY 2009-10 based on current enrollment. 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 2008 Actual 61.9% FY 2009 Revised 61.9% 79.3% 79.3% 79.3% 0.0% 0.0% 78.4% 77.9% (0.4%) -0.5% Not Reported Activities that comprise this program include: • Ergonomics • Absence Management FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 61.9% 0.0% 0.0% • 436 Employee Wellness Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Ergonomics Activity The purpose of the Ergonomic Activity is to provide direction, education, consulting and Ergonomic services that reduce risk, improve effectiveness and efficiency of the workplace, promote a safe working environment and assist in medical cost containment so that Maricopa County active employees can do their jobs safely and well. Mandates: Administrative mandate as required by County governance. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of active employees who received services who are satisfied with the Ergonomic Program Number of service requests completed. Number of service requests received from departments within the County. Cost per service request completed FY 2008 Actual 61.9% FY 2009 Revised 61.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 61.9% 0.0% 0.0% 1,842 2,400 2,400 0 0.0% 1,980 2,400 2,400 0 0.0% $197.27 $146.83 $108.04 $38.79 26.4% 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 39,842 $ 311,969 351,811 $ 45,651 $ 346,380 392,031 $ - $ 259,291 259,291 $ (45,651) (87,089) (132,740) -100.0% -25.1% -33.9% 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION TOTAL USES $ 14,670 $ 348,708 363,378 $ 41,910 $ 310,483 352,393 $ - $ 259,291 259,291 $ 41,910 51,192 93,102 100.0% 16.5% 26.4% Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with ergonomics services. Services levels will not be impacted. 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. 437 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 79.3% Percent of active employees who received the services who are satisfied with the services Number of service requests completed Not Reported Number of serves requested by employees or departmental management Cost per service request completed FY 2009 Revised 79.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 79.3% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 610 - 70 PERCENT STD $ 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 2,502,817 $ 533,511 413,567 208,665 75,700 592,742 4,327,002 $ 2,069,203 $ 651,142 768,661 594,994 82,173 344,093 4,510,266 $ 1,749,290 $ 576,713 722,524 541,457 128,504 3,718,488 $ (319,913) (74,429) (46,137) (53,537) (82,173) (215,589) (791,778) -15.5% -11.4% -6.0% -9.0% -100.0% -62.7% -17.6% 610 - 70 PERCENT STD $ 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 1,532,949 $ 262,909 133,541 89,261 28,005 259,804 2,306,469 $ 2,069,203 $ 651,142 768,660 594,994 75,444 330,812 4,490,255 $ 1,749,290 $ 576,713 722,524 541,457 128,504 3,718,488 $ 319,913 74,429 46,136 53,537 75,444 202,308 771,767 15.5% 11.4% 6.0% 9.0% 100.0% 61.2% 17.2% Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with absence management services. The Department will review the measures for this activity during the Strategic Business Plan update process in FY 2009-10. 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 benefit coverage Employee Wellness Program cost per employee enrolled FY 2008 Actual Not Reported FY 2009 Revised 78.4% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 77.9% (0.5%) -0.6% 11,982 11,793 11,319 -474 -4.0% 11,982 11,793 11,319 -474 -4.0% $11.08 $83.64 $117.58 -$33.94 40.6% 615 - WELLNESS $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 355,908 $ 15,937 139,037 510,882 $ 1,296,888 $ 22,826 170,628 1,490,342 $ 1,845,120 $ 39,520 198,532 2,083,172 $ 548,232 16,694 27,904 592,830 42.3% 73.1% 16.4% 39.8% 615 - WELLNESS $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 89,982 $ 5,866 36,869 132,717 $ 806,304 $ 20,956 159,089 986,349 $ 1,092,840 $ 39,520 198,532 1,330,892 $ (286,536) (18,564) (39,443) (344,543) -35.5% -88.6% -24.8% -34.9% Revenue Expenditure 438 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with wellness services. 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 2008 Actual 94.0% FY 2009 Revised 94.0% 90.7% 90.7% 90.7% 0.0% 0.0% 18.9% 19.7% 36.0% 16.3% 82.8% Not Reported Not Reported Activities that comprise this program include: • Flexible Spending Account • Life Insurance FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 94.0% 0.0% 0.0% Not Reported • 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. 439 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description 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 Total number of employees who received 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 2008 Actual 90.7% FY 2009 Revised 90.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.7% 0.0% 0.0% 18.9% 19.7% 36.0% 16.3% 82.8% 1,624 1,886 1,826 -60 -3.2% 1,624 1,886 1,826 -60 -3.2% $1,481.76 $1,453.14 $1,590.79 -$137.66 9.5% Revenue 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ - $ 29 1,884,917 715,998 2,600,944 $ 4,566 $ 16,459 1,994,563 725,872 2,741,460 $ 80,865 $ 12,516 2,019,833 791,577 2,904,791 $ 76,299 (3,943) 25,270 65,705 163,331 1671.0% -24.0% 1.3% 9.1% 6.0% 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ $ 559 1,677,060 719,873 2,397,492 $ 4,188 $ 15,998 1,994,563 725,872 2,740,621 $ 80,865 $ 12,516 2,019,833 791,577 2,904,791 $ (76,677) 3,482 (25,270) (65,705) (164,170) -1830.9% 21.8% -1.3% -9.1% -6.0% Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with flexible spending account services. 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. 440 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 94.0% FY 2009 Revised 94.0% 29,745 30,118 29,662 -456 -1.5% 29,745 30,118 29,662 -456 -1.5% $158.90 $185.46 $176.72 $8.75 -4.7% 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 3,987 $ 31,166 958,436 3,478,399 405,856 4,877,844 $ 4,566 $ 16,460 1,065,588 4,105,572 394,414 5,586,600 $ 7,865 $ 24,564 1,043,794 3,766,274 399,282 5,241,779 $ 3,299 8,104 (21,794) (339,298) 4,868 (344,821) 72.3% 49.2% -2.0% -8.3% 1.2% -6.2% 616 - CONTRACT ADMINISTRATION $ 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ 1,464 $ 9,015 957,224 3,353,725 405,036 4,726,464 $ 4,188 $ 15,998 1,065,588 4,105,572 394,414 5,585,760 $ 7,865 $ 24,564 1,043,794 3,766,274 399,282 5,241,779 $ (3,677) (8,566) 21,794 339,298 (4,868) 343,981 -87.8% -53.5% 2.0% 8.3% -1.2% 6.2% 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 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 94.0% 0.0% 0.0% Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with life insurance benefit services received. Other Benefits Activity The purpose of the Other Benefits activity is to provide cost-effective, satisfactory optional benefits at group rates to Maricopa County active employees, so they can meet their needs. Mandates: Administrative mandate. Performance Analysis: 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 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted 1,229 1,376 1,365 -11 -0.8% 1,229 1,376 1,365 -11 -0.8% $186.92 $368.69 $187.75 $180.94 -49.1% Revenue 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 229,860 $ 229,860 $ 256,284 $ 256,284 $ 256,284 $ 256,284 $ - 0.0% 0.0% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 229,722 $ 229,722 $ 507,318 $ 507,318 $ 256,284 $ 256,284 $ 251,034 251,034 49.5% 49.5% Expenditure Activity Narrative: The Department does not anticipate that the FY 2009-10 budget reductions will cause a decline in employee satisfaction with other benefits (prepaid legal services). 441 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Appropriated Budget Reconciliations Benefit Administration Fund (618) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,026,622 $ 3,228,886 FY 2008-09 REVISED BUDGET $ 3,026,622 $ 3,228,886 FY 2008-09 REVISED RESTATED BUDGET $ 3,026,622 $ 3,228,886 $ Subtotal $ - $ $ $ 3,026,622 $ TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Eliminate 1 Benefits Specialist Position allocated to various activities Eliminate 1 Benefits Specialist Position allocated to various activities Eliminate services budget allocated to various activities Eliminate supplies budget allocated to various activities Eliminate capital budget allocated to various activities $ Subtotal Vacancies Eliminate 1 Vacant Nurse Position allocated to various activities Eliminate 1 Vacant Accounting Specialist Position allocated to various activities Eliminate a .50 FTE Office Assistant Position allocated to various activities Subtotal Debt Reduction Pay Off Capital Leases and Other Debt Subtotal FY 2009-10 ADOPTED OPERATING BUDGET (202,264) (202,264) 3,026,622 (75,471) $ (59,725) (296,469) (1,946) (4,577) (438,188) $ (75,471) (59,725) (296,469) (1,946) (4,577) (438,188) $ (93,100) $ (45,531) (13,486) (152,117) $ (93,100) (45,531) (13,486) (152,117) $ $ (9,811) $ (9,811) $ (9,811) (9,811) $ $ $ 2,426,506 EXPENDITURES $ 2,426,506 REVENUE $ Subtotal $ 19,033 19,033 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 19,033 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,445,539 $ 2,426,506 NON-RECURRING NON-PROJECT (0001) One-time Debt Service Payment for Debt Payoff (08-DRP Loan) 442 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Benefits Trust Funds EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 143,086,489 $ 144,601,554 FY 2008-09 REVISED BUDGET $ 143,086,489 $ 144,601,554 FY 2008-09 REVISED RESTATED BUDGET $ 143,086,489 $ 144,601,554 $ Subtotal $ - $ $ $ 143,086,489 $ TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance Adjustment - Benefits Administration Fund (618) FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Eliminate 1 Benefits Specialist Position allocated to various activities Eliminate 1 Benefits Specialist Position allocated to various activities Eliminate services budget allocated to various activities Eliminate supplies budget allocated to various activities Eliminate capital budget allocated to various activities $ Subtotal Vacancies Eliminate 1 Vacant Nurse Position allocated to various activities Eliminate 1 Vacant Accounting Specialist Position allocated to various activities Eliminate a .50 FTE Office Assistant Position allocated to various activities Subtotal Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Subtotal OTHER BASE ADJUSTMENTS Adjust various activities and funds for rate and volume changes Adjust various activities and funds for planned spend down of Trust Fund balance $ $ $ $ $ (202,264) (202,264) 144,399,290 (75,471) $ (59,725) (296,469) (1,946) (4,577) (438,188) $ (75,471) (59,725) (296,469) (1,946) (4,577) (438,188) (93,100) $ (45,531) (13,486) (152,117) $ (93,100) (45,531) (13,486) (152,117) (8,531) $ (1,280) (9,811) $ (8,531) (1,280) (9,811) $ 50,772 - $ (12,576,567) Subtotal $ 50,772 $ (12,576,567) $ 142,537,145 EXPENDITURES $ 131,222,607 REVENUE $ 1,000,000 $ - Subtotal $ 17,061 1,972 1,019,033 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 1,019,033 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 143,556,178 $ 131,222,607 FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) Adjust Medical Incentive Fund (617) for potential incentive payment Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh 443 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Employee Benefits Benefits Trust Fund Balance Summary FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 32,154,226 $ 42,283,128 $ 42,283,128 $ 37,973,975 $ 43,290,825 Beginning Unreserved/Undesignated Fund Balance $ 32,154,226 $ 42,283,128 $ 42,283,128 $ 37,973,975 $ 43,290,825 Sources: Operating Total Sources: $ $ 125,268,827 125,268,827 $ $ 144,601,554 144,601,554 $ $ 144,601,554 144,601,554 $ $ 132,919,965 132,919,965 $ $ 131,222,607 131,222,607 $ $ $ 126,603,115 1,000,000 127,603,115 $ $ 143,086,489 1,000,000 144,086,489 $ $ 143,086,489 1,000,000 144,086,489 $ $ 119,434,828 119,434,828 $ 142,537,145 1,019,033 143,556,178 Operating Balance $ 5,833,999 $ 1,515,065 $ 1,515,065 $ 6,316,850 $ (11,314,538) Accounting Adjustments $ (14,250) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 37,973,975 $ 42,798,193 $ 42,798,193 $ 43,290,825 $ 30,957,254 Ending Unreserved Fund Balance $ 37,973,975 $ 42,798,193 $ 42,798,193 $ 43,290,825 $ 30,957,254 Uses: Operating Non-Recurring Total Uses: 444 Maricopa County Annual Business Strategies FY 2009-10 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, 2009, implement Phase I of the telecom assessment recommendation. Status: The Telecommunications Expenses Management System (TEMS) was expected to be deployed by February 2009. There are currently contract disputes between the vendor and the County which are close to resolution. The new anticipated deployment date cannot be ascertained until after the contract dispute has been resolved. • By June 30, 2009, implement a new voice mail replacement system. Status: The voice mail replacement system is being planned for deployment by June 30, 2010. 445 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS FY 2008-09 ADOPTED $ 20,326,072 $ 5,738,786 3,238,915 3,441,869 154,344 7,752,158 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 293,998 293,998 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT $ 37,606 37,606 - TOTAL PROGRAMS $ USES 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ DTNW - DATA NETWORK NWPT - NETWORK PROTECTION PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS FY 2008-09 REVISED FY 2008-09 FORECAST 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 $ - $ - $ - 20,657,676 $ 18,725,040 $ 7,079,257 102,760 2,285,740 2,818,095 16,276 6,422,912 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 20,155,627 5,582,001 3,263,122 3,439,898 162,416 7,708,190 $ 15,920,669 4,048,603 2,400,135 3,258,262 156,192 6,057,477 $ (637,328) (318,664) (318,664) $ - $ - $ - 0.0% 0.0% $ - $ - 221,872 221,872 $ - $ - 0.0% 0.0% 0.0% 16,557,997 $ 16,557,997 $ 20,377,499 $ 15,920,669 $ 16,867,048 5,830,919 30,788 2,035,404 2,687,526 35,400 6,247,011 $ 17,867,048 $ 6,830,919 30,788 2,035,404 2,687,526 35,400 6,247,011 16,963,600 5,658,561 75,241 2,419,758 2,952,667 5,986 5,851,387 $ 14,951,716 4,994,511 106,033 2,000,004 2,450,743 5,400,425 $ (637,328) -3.8% -7.3% 0.0% 0.0% 0.0% -5.0% -3.8% 2,915,332 16.3% 1,836,408 26.9% (75,245) -244.4% 35,400 1.7% 236,783 8.8% 35,400 100.0% 846,586 13.6% 41MG - INFO TECHNOLOGY MANAGEMENT EPMG - ENTERPRISE MANAGEMENT $ 876,286 $ 876,286 1,214,698 1,214,698 $ 1,097,230 $ 1,097,230 962,149 962,149 $ 455,216 455,216 $ 642,014 642,014 58.5% 58.5% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 2,648,416 $ 12,703 2,530,029 22,701 54,156 28,827 1,226,713 1,009,788 179,339 37,586 - $ 1,209,804 $ 992,879 179,339 37,586 - 1,396,344 8,731 1,056,174 293,775 37,664 - $ 2,246,887 1,958,134 227,773 60,980 - $ (1,037,083) (965,255) (48,434) (23,394) - -85.7% 0.0% -97.2% -27.0% -62.2% 0.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 329,552 $ 328,024 1,528 422,470 422,470 - $ 422,470 $ 422,470 - 431,230 422,470 8,760 $ 351,195 343,857 7,338 $ 71,275 78,613 (7,338) 16.9% 18.6% 0.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 8,874,125 $ 5,303,618 182,654 1,151,663 328,241 1,907,949 8,955,641 4,859,849 839,951 1,008,478 362,362 1,885,001 $ 8,645,127 $ 4,723,897 785,039 956,501 342,019 1,837,671 8,113,533 4,399,540 623,437 928,395 403,342 1,758,819 $ 6,612,112 2,821,726 540,935 952,608 329,624 1,967,219 $ 2,033,015 1,902,171 244,104 3,893 12,395 (129,548) 23.5% 40.3% 31.1% 0.4% 3.6% -7.0% TOTAL PROGRAMS $ 31,453,419 $ 28,686,570 $ 29,241,679 $ 27,866,856 $ 24,617,126 $ 4,624,553 15.8% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 686,822 19,308,098 19,994,920 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 293,998 28,976 322,974 $ $ $ FY 2008-09 REVISED 685,264 15,861,733 16,546,997 $ $ $ $ 11,000 11,000 FY 2008-09 FORECAST 685,264 15,861,733 16,546,997 $ $ $ $ 11,000 11,000 FY 2009-10 ADOPTED 765,264 19,383,076 20,148,340 $ $ $ $ 221,872 7,287 229,159 ADOPTED VS REVISED VARIANCE % 685,264 15,224,405 15,909,669 $ $ - 0.0% (637,328) -4.0% (637,328) -3.9% $ $ 11,000 11,000 $ - 0.0% 0.0% 0.0% ALL REVENUES $ 20,317,894 $ 16,557,997 $ 16,557,997 $ 20,377,499 $ 15,920,669 $ (637,328) -3.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 339,782 339,782 $ $ - $ $ - $ $ - $ $ - $ $ - TOTAL SOURCES $ 20,657,676 $ 16,557,997 $ 16,557,997 $ 20,377,499 $ 15,920,669 $ (637,328) -3.8% 446 0.0% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ Department Strategic Plans and Budgets Enterprise Technology FY 2008-09 ADOPTED 7,240,639 $ 6,785 92,044 2,030,825 93,781 (1,429,788) 368,622 8,402,908 $ FY 2008-09 REVISED FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 9,410,392 $ 22,978 2,575,473 113,955 (2,041,641) 283,185 10,364,342 $ 8,976,801 $ 22,978 2,575,473 113,955 (2,041,641) 283,185 9,930,751 $ 7,693,534 $ 3,158 83,980 2,271,411 53,533 (1,531,850) 402,601 8,976,367 $ 7,898,790 $ 70,397 2,309,938 17,004 (2,659,479) 1,086,319 8,722,969 $ 2,511,735 $ 26,783 (15,000) 2,523,518 $ 2,511,735 $ 26,783 (15,000) 2,523,518 $ 1,829,008 $ 29,887 6,819 (32,522) 1,833,192 $ 555,724 $ 33,768 (28,873) 12,678 573,297 $ 1,989,272 $ 10,020 3,376,769 166,504 19,464 88,041 3,420 7,933,248 (216,221) 13,370,517 $ 3,095,571 $ 9,195 3,097,908 155,664 14,902 78,658 2,355 7,955,378 (203,668) 14,205,963 $ 1,733,378 $ 11,520 4,045,294 8,000 175,065 10,464 103,041 3,456 7,237,709 (839,574) 107,834 12,596,187 $ 422,470 422,470 422,470 422,470 343,857 343,857 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 2,643,044 26,666 507,517 3,177,227 SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 3,986,269 1,074,863 3,592,719 11,819 1,045,313 39,792 64,062 5,156 7,543,539 17,363,532 $ $ 1,000,572 $ 10,020 3,376,769 166,504 19,464 88,041 3,420 7,933,248 (216,221) 12,381,817 $ $ SUBTOTAL $ 683,363 683,363 $ $ 422,470 422,470 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 34,912 109,013 1,682,464 1,826,389 $ TOTAL USES $ 31,453,419 $ OTHER FINANCING USES 0880 - TRANSFERS OUT FY 2008-09 FORECAST $ $ $ $ - $ 3,119,608 (125,185) 2,994,423 $ $ 28,686,570 $ $ $ - $ 3,119,608 (125,185) 2,994,423 $ 29,241,679 $ $ - $ 70,069 8,398 2,350,353 (104,228) 104,272 2,428,864 $ $ 27,866,856 1,078,011 12.0% 0.0% (47,419) -206.4% 265,535 10.3% 96,951 85.1% 617,838 -30.3% (803,134) -283.6% 1,207,782 12.2% 1,956,011 (6,985) 13,873 (12,678) 1,950,221 255,894 12.9% (1,500) -15.0% (668,525) -19.8% (8,000) 0.0% (8,561) -5.1% 9,000 46.2% (15,000) -17.0% (36) -1.1% 695,539 8.8% 623,353 -288.3% (107,834) 0.0% 774,330 5.8% $ $ - $ 74,000 2,378,954 (247,951) 175,813 2,380,816 $ $ 24,617,126 77.9% -26.1% 0.0% -92.5% 0.0% 77.3% $ 78,613 78,613 18.6% 18.6% (74,000) 740,654 122,766 (175,813) 613,607 0.0% 0.0% 0.0% 23.7% -98.1% 0.0% 20.5% 4,624,553 15.8% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 681 TELECOMMUNICATIONS OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL SOURCES $ 20,657,676 20,657,676 $ $ 16,557,997 16,557,997 $ $ 16,557,997 16,557,997 $ $ 20,377,499 20,377,499 $ $ 15,920,669 15,920,669 $ $ (637,328) (637,328) -3.8% -3.8% DEPARTMENT OPERATING TOTAL SOURCES $ 20,657,676 $ 16,557,997 $ 16,557,997 $ 20,377,499 $ 15,920,669 $ (637,328) -3.8% DEPARTMENT TOTAL SOURCES $ 20,657,676 FY 2007-08 ACTUAL $ 16,557,997 FY 2008-09 ADOPTED $ 16,557,997 FY 2008-09 REVISED $ 20,377,499 FY 2008-09 FORECAST $ 15,920,669 FY 2009-10 ADOPTED $ $ FUND TOTAL USES $ 10,550,573 10,550,573 $ $ 10,785,417 10,785,417 $ $ 10,340,526 10,340,526 $ $ 9,652,436 9,652,436 $ $ 7,614,262 7,614,262 $ $ 2,726,264 2,726,264 26.4% 26.4% $ $ $ 15,900,559 1,102,305 17,002,864 $ $ 15,650,028 2,564,392 18,214,420 $ $ 16,101,153 2,800,000 18,901,153 $ $ 16,101,153 1,800,000 17,901,153 $ FUND TOTAL USES $ 20,902,846 20,902,846 200,594 1,697,695 1,898,289 1.2% 60.6% 10.0% DEPARTMENT OPERATING TOTAL USES $ 31,453,419 $ 26,886,570 $ 26,441,679 $ 25,302,464 $ 23,514,821 $ 2,926,858 11.1% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 1,800,000 $ 2,800,000 $ 2,564,392 $ 1,102,305 $ 1,697,695 60.6% DEPARTMENT TOTAL USES $ 31,453,419 $ 28,686,570 $ 29,241,679 $ 27,866,856 $ 24,617,126 $ 4,624,553 15.8% 100 GENERAL OPERATING 681 TELECOMMUNICATIONS OPERATING NON-RECURRING 447 $ (637,328) -3.8% ADOPTED VS REVISED VARIANCE % Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 410 - ENTERPRISE TECHNOLOGY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL INFO TECHNOLOGY INFRASTRUCTURE DATA NETWORK RADIO NETWORK VOICE SYSTEMS PROGRAM TOTAL INFO TECHNOLOGY MANAGEMENT ENTERPRISE MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL 7.00 5.00 1.00 13.00 7.00 5.00 1.00 13.00 12.00 5.00 2.00 19.00 1.00 6.00 6.00 2.00 15.00 1.00 (1.00) 1.00 1.00 2.00 -14.29% 20.00% 100.00% 15.38% 1.00 (6.00) 1.00 (4.00) -50.00% 20.00% 0.00% -21.05% 15.00 16.00 10.00 41.00 15.00 16.00 10.00 41.00 16.00 16.00 9.00 41.00 13.00 16.00 8.00 37.00 (2.00) (2.00) (4.00) -13.33% 0.00% -20.00% -9.76% (3.00) (1.00) (4.00) -18.75% 0.00% -11.11% -9.76% 10.00 10.00 10.00 10.00 9.00 9.00 7.00 7.00 (3.00) (3.00) -30.00% -30.00% (2.00) (2.00) -22.22% -22.22% 43.00 10.00 14.00 6.00 5.00 78.00 142.00 43.00 10.00 14.00 6.00 5.00 78.00 142.00 48.00 10.00 14.00 6.00 6.00 84.00 153.00 33.00 7.00 11.00 5.00 4.00 60.00 119.00 (10.00) (3.00) (3.00) (1.00) (1.00) (18.00) (23.00) -23.26% -30.00% -21.43% -16.67% -20.00% -23.08% -16.20% (15.00) (3.00) (3.00) (1.00) (2.00) (24.00) (34.00) -31.25% -30.00% -21.43% -16.67% -33.33% -28.57% -22.22% 448 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 410 - ENTERPRISE TECHNOLOGY Accountant Accounting Specialist Admin/Operations Specialist Administrator Applications Development Mgr Applications Development Supv Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Technology Officer Computer Operator Data Security Analyst Data Security Analyst Sr/Ld Database Administrator Database Report Writer Analyst Events Operation Manager Executive Assistant Financial Support Supv - Dept Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IS Architect IS Project Manager IS Project Manager - Sr/Ld IT Consultant IT Division Manager IT Senior Manager IT Services Supv Management Analyst Network Engineer Network Engineer - Sr/Ld Office Assistant Operations Support Analyst PC/LAN Analyst PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2008-09 ADOPTED 1.00 4.00 2.00 1.00 1.00 1.00 5.00 4.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 7.00 2.00 6.00 3.00 1.00 2.00 2.00 1.00 3.00 1.00 9.00 1.00 2.00 11.00 1.00 4.00 6.00 6.00 1.00 5.00 1.00 2.00 2.00 6.00 8.00 3.00 1.00 142.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 4.00 2.00 1.00 1.00 1.00 5.00 4.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 7.00 2.00 6.00 3.00 1.00 2.00 2.00 1.00 3.00 1.00 9.00 1.00 2.00 11.00 1.00 4.00 6.00 6.00 1.00 5.00 1.00 2.00 2.00 6.00 8.00 3.00 1.00 142.00 1.00 5.00 2.00 1.00 1.00 1.00 5.00 6.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 3.00 8.00 3.00 5.00 3.00 1.00 2.00 2.00 1.00 3.00 1.00 9.00 1.00 3.00 12.00 1.00 5.00 6.00 7.00 1.00 5.00 1.00 2.00 2.00 6.00 8.00 3.00 1.00 153.00 FY 2009-10 ADOPTED 1.00 4.00 1.00 1.00 1.00 1.00 4.00 3.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 2.00 4.00 3.00 1.00 1.00 2.00 2.00 1.00 7.00 1.00 2.00 8.00 1.00 2.00 4.00 6.00 5.00 1.00 2.00 2.00 6.00 7.00 2.00 1.00 119.00 REVISED VS ADOPTED VARIANCE % (1.00) (1.00) (1.00) (1.00) (1.00) 1.00 (1.00) (1.00) (2.00) (1.00) (1.00) (1.00) (2.00) (3.00) (2.00) (2.00) (1.00) (1.00) (1.00) (23.00) 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% -20.00% -25.00% 0.00% 0.00% -100.00% 0.00% -20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% -14.29% 0.00% -33.33% 0.00% 0.00% -50.00% 0.00% -100.00% -33.33% 0.00% -22.22% 0.00% 0.00% -27.27% 0.00% -50.00% -33.33% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -12.50% -33.33% 0.00% -16.20% FORECAST VS ADOPTED VARIANCE % (1.00) (1.00) (1.00) (3.00) (1.00) (2.00) (2.00) (2.00) (1.00) (1.00) (1.00) (1.00) (1.00) (2.00) (1.00) (4.00) (3.00) (2.00) (1.00) (1.00) (1.00) (1.00) (34.00) 0.00% -20.00% -50.00% 0.00% 0.00% 0.00% -20.00% -50.00% 0.00% 0.00% -100.00% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -66.67% 0.00% 0.00% 0.00% 0.00% 0.00% -25.00% -33.33% -20.00% 0.00% 0.00% -50.00% 0.00% -100.00% -33.33% 0.00% -22.22% 0.00% -33.33% -33.33% 0.00% -60.00% -33.33% -14.29% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -12.50% -33.33% 0.00% -22.22% Staffing by Fund FULL TIME EQUIVALENT (FTE) 410 - ENTERPRISE TECHNOLOGY 100 - GENERAL 681 - TELECOMMUNICATIONS DEPARTMENT TOTAL FY 2008-09 ADOPTED 98.00 44.00 142.00 FY 2008-09 REVISED FY 2008-09 FORECAST 98.00 44.00 142.00 109.00 44.00 153.00 FY 2009-10 ADOPTED 79.00 40.00 119.00 REVISED VS ADOPTED VARIANCE % (19.00) (4.00) (23.00) -19.39% -9.09% -16.20% FORECAST VS ADOPTED VARIANCE % (30.00) (4.00) (34.00) -27.52% -9.09% -22.22% Significant Variance Analysis OET’s staffing levels changed for several reasons. The County is changing human resource information systems and a net of two FTEs were reduced due to the new system implementation. The Department has gained efficiencies in provided IT services to specific County departments allowing the reduction of one FTE. The Department utilized three FTEs to balance the requested budget submittal. Additionally, eighteen vacant positions were eliminated as part of the Budget Balancing Initiative. 449 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Adjustments Public Health IT Support: OET is achieving significant synergy with the consolidation of the Public Health IT support. This synergy has resulted in tangible savings of $192,185. Debt Service: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This results in an operating savings of $68,796 in the General Fund and $7,373 in the Telecommunications Fund. Infrastructure: $1,000,000 is being carried over for the telecommunications closet build outs for the network infrastructure refresh project. Vehicle Replacements: Funding for two vehicle replacements for telecommunication vehicles in the Non-Recurring/Non-Project Telecommunications Fund. Baseline Telecommunication Rate Reduction: Baseline telecommunication rates for County departments are being reduced for FY 2010; which should result in a revenue reduction of over $2,000,000 annually. The revenue budget has typically been adjusted each year for actual revenue incurred based on departmental work requests. The revenue adjustment for the rate reduction is only shown as $637,328 which brings the revenue in line with expected annual revenue for FY 2010. Service Audits: The implementation of the Telecommunications Expense Management System (TEMS) has created the opportunity to review current services and contract in great detail. The result is an expected recurring savings of $528,691 due to changes in the services received from outside vendors in wireless communication devices. Programs and Activities Information Technology Infrastructure Program The purpose of the Information Technology Infrastructure (Telecommunications) program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so that they can conveniently and dependably conduct business regardless of location. Program Results Measure Description Percent of time Downtown Network is connected to host FY 2008 Actual Not Reported FY 2009 Revised 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 (RAS) 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% 95.0% (2.5%) (2.6%) Not Reported 100.0% 99.0% (1.0%) (1.0%) Not Reported 100.0% 99.0% (1.0%) (1.0%) Activities that comprise this program include: • Data Network • Network Protection • Personal Communication Devices • • • 450 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Radio Network Remote Access Voice Systems Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology 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 2008 Actual Not Reported FY 2009 Revised 100.0% Not Reported Not Reported 900 900 Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 3,420 3,420 2,520 2,520 73.7% 73.7% $ 7,589.91 $ 1,460.38 $ 6,129.53 80.8% (318,664) (318,664) -7.3% -7.3% 681 - TELECOMMUNICATIONS TOTAL SOURCES $ $ 5,738,786 $ 5,738,786 $ 4,367,267 $ 4,367,267 $ 4,048,603 $ 4,048,603 $ 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES $ 159,040 $ 6,920,217 7,079,257 $ $ 6,830,919 6,830,919 $ $ 4,994,511 4,994,511 $ Expenditure $ 1,836,408 1,836,408 0.0% 26.9% 26.9% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The FY 2009-10 budget includes $1,000,000 that is being carried over for telecommunications closet build outs in conjunction with the network infrastructure refresh. 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 un-interrupted access and have confidence in the integrity of resources and data. Mandates: Not a mandated activity. Measure Type Output Demand Efficiency Measure Description FY 2008 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 2009 Revised FY 2010 Adopted 24 173,112 $ Variance % Variance Revised - Adopted Revised - Adopted 432 408 94.4% 424,356 1,282.83 $ 245.45 $ 251,244 1,037.39 59.2% 80.9% Expenditure 681 - TELECOMMUNICATIONS TOTAL USES $ $ 102,760 102,760 $ $ 30,788 30,788 $ $ 106,033 $ 106,033 $ (75,245) (75,245) -244.4% -244.4% Activity Narrative: The FY 2009-10 budget supports the Department in protecting 100% of the connected devices needing protection and is budgeted in line with the actual expenditures experienced in FY 2007-08. 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. 451 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Mandates: Not a mandated activity. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual Not Reported Cost per minute reduction of airtime on cell phones Number of cell phones in the County Number of new cell phones anticipated Cost per cell phone Not Reported Not Reported Not Reported FY 2009 Revised FY 2010 Adopted 5.0% 3,541 3,541 574.81 $ $ Variance % Variance Revised - Adopted Revised - Adopted 5.0% 0.0% 0.0% 4,907 80 407.58 $ 681 - TELECOMMUNICATIONS TOTAL SOURCES $ $ 3,238,915 3,238,915 $ $ 2,400,135 2,400,135 $ $ 2,400,135 2,400,135 $ $ 681 - TELECOMMUNICATIONS TOTAL USES $ $ 2,285,740 2,285,740 $ $ 2,035,404 2,035,404 $ $ 2,000,004 $ 2,000,004 $ 1,366 (3,461) 167.23 27.8% -4326.3% 29.1% - 0.0% 0.0% 35,400 35,400 1.7% 1.7% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The number of wireless devices has grown significantly, however with the service audits and negotiations, total cost for wireless services is not increasing. 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. Measure Type Result Output Demand Efficiency Measure Description 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 Actual Not Reported $ FY 2009 Revised 97.6% 3,633 3,633 775.69 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% (2.5%) (2.7%) 3,012 3,012 892.39 $ 3,030 3,200 808.83 $ 18 188 83.57 0.6% 5.9% 9.4% - 0.0% 0.0% Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ $ 3,441,869 3,441,869 $ $ 3,258,262 3,258,262 $ $ 3,258,262 3,258,262 $ $ 681 - TELECOMMUNICATIONS TOTAL USES $ $ 2,818,095 2,818,095 $ $ 2,687,526 2,687,526 $ $ 2,450,743 $ 2,450,743 $ Expenditure 236,783 236,783 8.8% 8.8% Activity Narrative: The FY 2009-10 budget supports the streamlined operations of the Radio Network Activity. The Department is implementing more cost effective methods of repairing radios resulting in a decreased expenditure budget for FY 2009-10. 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. 452 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Demand Efficiency Measure Description % of time remote access system (RAS) is fully operational during a quarter (24/7) Number of remote access user accounts supported Number of remote access user accounts expected to be supported Number of new remote access user accounts anticipated. Cost per remote access account during a year Department Strategic Plans and Budgets Enterprise Technology FY 2008 Actual Not Reported FY 2009 Revised 100.0% Not Reported 966 1,627 661 40.6% Not Reported 966 1,627 661 40.6% Not Reported 100 60 (40) (66.7%) Not Reported $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% (1.0%) (1.0%) 36.65 $ - $ 36.65 $ $ - $ $ 35,400 35,400 100.0% Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ $ 154,344 154,344 $ $ 156,192 156,192 $ $ 681 - TELECOMMUNICATIONS TOTAL USES $ $ 16,276 16,276 $ $ 35,400 35,400 $ $ 156,192 156,192 0.0% 0.0% Expenditure - 100.0% 100.0% Activity Narrative: The FY 2009-10 expenditure budget is zero because the costs associated with remote access are incurred along with the communication devices. This activity will be examined during the strategic business planning to determine if it needs to be tracked as a separate activity. 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual Not Reported FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% (1.0%) (1.0%) Percent of time Voice Systems are operational during a quarter 24/7 Number of work orders completed Number of ports Number of work orders anticipated Cost per port $ 681 - TELECOMMUNICATIONS TOTAL SOURCES $ $ 7,752,158 7,752,158 $ $ 6,376,141 6,376,141 $ $ 6,057,477 6,057,477 681 - TELECOMMUNICATIONS TOTAL USES $ $ 6,422,912 6,422,912 $ $ 6,247,011 6,247,011 $ $ 5,411,815 5,411,815 5,306 16,609 5,306 386.71 $ 5,772 13,000 5,772 480.54 $ 4,800 15,505 4,800 349.04 $ (972) 2,505 (972) 131.50 (20.2%) 16.2% (20.2%) 27.4% $ $ (318,664) (318,664) (5.0%) (5.0%) $ $ 835,196 835,196 13.4% 13.4% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in providing voice/telephone services to the County. The revenue reduction is part of the baseline rate reductions implemented to reduce expenditures for County Departments. The expenditure reduction is related to the expected decrease in demand for services as County government reduces in size. 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. 453 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Description Percent of customers satisfied with Applications Development Service Request Outcome Percent of time data center system available 12/5 Percent of time system available 24/7 Expenditure 100 - GENERAL TOTAL USES FY 2008 Actual 70.0% $ $ Department Strategic Plans and Budgets Enterprise Technology FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Not reported 100.0% 99.0% (1.0%) -1.0% Not reported 99.8% 99.8% 0.0% 0.0% 8,874,125 8,874,125 $ $ 8,645,127 8,645,127 Activities that comprise this program include: • Business Application Development • Data Center • Data Entry • Desktop Support • Enterprise IT Collaboration $ $ • • • • 6,612,112 6,612,112 $ $ 2,033,015 2,033,015 23.5% 23.5% GIS Application Development Help Desk Support Reporting/Technical Assistance Value Added Network Services The FY 2009-10 budget reflects budget balancing initiatives which resulted in the reduction of eleven vacant positions ($1,262,673). Several costs are being removed from OET’s budget. The General Ledger hardware maintenance costs of $395,092 per year is being removed as the new hardware maintenance cost has been prepaid for five years. The General Ledger software costs are being restated to Non-Departmental’s budget in the amount of $153,798. PeopleSoft stabilization and personnel support are being reduced by $155,214. The CAMA project funding is being restated to NonDepartmental in the amount of $720,693. 454 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ FY 2008-09 RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Desktop Support Software Reduce Desktop Support Mileage $ Subtotal $ Vacancies Eliminate 4 Vacant Business Applications Positions Eliminate 2 Vacant Data Center Positions Eliminate 2 Vacant Desktop Support Positions Eliminate 3 Vacant Enterprise Programming Positions Eliminate 1 Vacant Help Desk Position Eliminate 1 Vacant Value Added Network Position Eliminate 1 Vacant Executive Management Position $ Subtotal $ FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT TECHNICAL ADJUSTMENTS Restatement of Treasurer's Debt Service Google Server - (4,500) $ (6,800) (11,300) $ - (135,952) $ (54,912) (40,677) (117,468) (20,343) (47,330) (16,909) (433,591) $ - 10,340,526 $ - $ 186,628 $ - $ (35,548) $ (30,000) (65,548) $ - $ 455 $ $ Subtotal $ FY 2009-10 BUDGET TARGET 10,785,417 10,461,606 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) – continued EXPENDITURES REVENUE OPERATING FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Cost Reduction Reduction in Other Services $ $ - $ Subtotal $ (41,000) $ (41,000) $ - $ Subtotal $ (276,023) $ (111,489) (82,587) (238,496) (41,301) (96,095) (34,330) (880,321) $ - $ Subtotal $ (428,809) $ (428,809) $ - $ Subtotal $ (68,796) $ (12,596) 31,029 (50,363) $ - OTHER BASE ADJUSTMENTS Personnel Savings to 3% $ Restatement of CAMA Budget to Non-Departmental Public Health IT Synergy Savings PeopleSoft - HST Analyst Business Application Development Personnel Support Reduction for PeopleSoft Stabilization (FY07 Addition) General Ledger - Info Crossing Restatement of General Ledger - Advantage Maintenance to Non-Departmental Restatement of ReportWeb Maintenance from Finance Subtotal $ 39,417 $ (720,693) (192,185) (116,214) 116,214 (39,000) (395,092) (153,798) 14,500 (1,446,851) $ - Vacancies Eliminate 4 Vacant Business Applications Positions Eliminate 2 Vacant Data Center Positions Eliminate 2 Vacant Desktop Support Positions Eliminate 3 Vacant Enterprise Programming Positions Eliminate 1 Vacant Help Desk Position Eliminate 1 Vacant Value Added Network Position Eliminate 1 Vacant Executive Management Position Fund Shift Allocate 50% of Department Administration Costs to Telecommunications Pay Off Capital Leases and Other Debt 08-Desktop Refresh Program 08-Laptop Refresh Program Correctioni to Capital Lease Payoff 10,461,606 FY 2009-10 ADOPTED OPERATING BUDGET $ 7,614,262 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 7,614,262 $ - 456 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 16,101,153 $ 16,557,997 FY 2008-09 REVISED BUDGET $ 16,101,153 $ 16,557,997 FY 2009-10 BUDGET TARGET $ 16,101,153 $ 16,557,997 BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Baseline Rate Reduction Central Service Cost Allocation Reduction Streamline Operations in Radio Repair and Battery Replacements Reduce Maintenance Contracts Reduction of Telecommunication Costs through Audit of Services $ Subtotal $ Fund Shift Allocate 50% of Department Administration Costs to Telecommunications Debt Reduction Pay off Capital Leases - 08 Desktop Refresh Pay off Capital Leases - 08 Laptop Refresh Pay off Capital Leases - 08 Infrastructure Refresh $ Subtotal $ $ Subtotal $ OTHER BASE ADJUSTMENTS Structural Balance - $ (78,613) (82,871) (38,536) (528,691) (728,711) $ 499,745 499,745 (637,328) (637,328) $ $ - (7,373) $ (1,347) (11,390) (20,110) $ - $ Subtotal $ 48,482 48,482 $ $ - $ 15,900,559 $ 15,920,669 $ $ Subtotal $ 1,000,000 74,000 28,305 1,102,305 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 1,102,305 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 17,002,864 $ 15,920,669 FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-RECURRING 0001 Telecom Infrastructure Upgrade Carryover Vehicle Replacements Debt Service Payoff 457 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 7,200,272 $ 6,116,606 $ 6,116,606 $ 6,453,664 $ 8,616,743 Beginning Unreserved/Undesignated Fund Balance $ 7,200,272 $ 6,116,606 $ 6,116,606 $ 6,453,664 $ 8,616,743 Sources: Operating Total Sources: $ $ 20,657,676 20,657,676 $ $ 16,557,997 16,557,997 $ $ 16,557,997 16,557,997 $ $ 20,377,499 20,377,499 $ $ 15,920,669 15,920,669 $ 20,902,846 20,902,846 $ $ $ 15,650,028 2,564,392 18,214,420 $ $ 16,101,153 2,800,000 18,901,153 $ $ 16,101,153 1,800,000 17,901,153 $ 15,900,559 1,102,305 17,002,864 Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ (245,170) $ 456,844 $ 456,844 $ 4,727,471 $ 20,110 Accounting Adjustments $ (501,438) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 6,453,664 $ 4,773,450 $ 3,773,450 $ 8,616,743 $ 7,534,548 Ending Unreserved Fund Balance $ 6,453,664 $ 4,773,450 $ 3,773,450 $ 8,616,743 $ 7,534,548 458 Maricopa County Annual Business Strategies FY 2009-10 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 safe food, water, waste disposal and vector borne disease reduction controls to the people of Maricopa County so they may enjoy living in a healthy and safe community. Vision As the recognized regional environmental leader, we will develop and foster innovative environmental health protection programs for the safety of our residents and their environment. Strategic Goals • By June 30, 2015, 75% of customer requests will be processed online to address customer demands. Status: Fifty years of septic system records have been imaged in preparation for customer selfservice web based searches, which when implemented with Acella in the spring of 2010 will provide the customer the desired information within minutes in lieu of waiting a few days. Discussions between Environmental Services and Regional Development Services Administration’s (RDSA’s) Information Technology officials have transpired to implement a customer online credit card payment option. The procurement process has been initiated to purchase handheld credit card payment equipment for the utilization of fees to be charged at remote locations. This remote credit card option applies internet technology and computer uploads. • By June 30, 2015, reduce vector borne mosquito populations by 5% from 136 positive mosquitoes in fiscal year 2008 to 129 positive mosquitoes. Status: Maricopa County has experienced a 75% rise in the number of green pools from FY 2007-08 to FY 2008-09 and an expansion of the mosquito season, which resulted in a 72% increase of West Nile virus positive mosquitoes trapped for the first 3 quarters of FY 2008-09 compared to the same time-frame in FY 2007-08. Breeding site escalation is attributed to the County’s foreclosure upsurge and the time period expansion (11 months of active mosquitoes in FY 2008-09 compared to 8 in FY 2007-08) may be a result of last year’s mild winter. To combat the increase in West Nile virus positive mosquitoes, Vector Control officials are treating pools with gambusia fish, granular larvicides or oils. • By June 30, 2013, 90% of qualified new employees will be retained for at least one year to meet customer demands for safe food, water, waste disposal and vector borne disease reduction controls. Status: Data tracking for this goal began in FY 2008-09. 459 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 6,766 $ 6,766 2,400 $ 2,400 2,400 2,400 $ 4,345 $ 4,345 2,400 2,400 $ - 0.0% 0.0% 88EP - ENVIRONMENTAL ENFORCEMENT EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE $ 267,790 $ 267,790 - 356,511 $ 356,511 - 356,511 356,511 - $ 479,389 $ 479,389 - 383,248 382,248 1,000 $ 26,737 25,737 1,000 7.5% 7.2% 0.0% 88EH - ENVIRONMENTAL HEALTH SERVICES EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE $ 14,385,488 $ 1,365,360 11,369,789 1,650,339 15,555,595 $ 1,358,370 12,622,165 1,575,060 15,555,595 1,358,370 12,622,165 1,575,060 $ 15,205,385 $ 974,735 12,659,032 1,571,618 12,841,584 873,630 10,476,194 1,491,760 $ (2,714,011) (484,740) (2,145,971) (83,300) -17.4% -35.7% -17.0% -5.3% 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER PLAN REVIEW WFIA - PUB WATER FACILITY INSPECTIONS SOLW - SOLID WASTE INSPECTION SWPA - STORMWATER CONSTRUCTION SSFA - SUBDIV SANITARY FACILITIES SPCI - SWIMMING POOL INSPECTIONS SPPR - SWIM POOL PLAN REV CONST INSP WASW - WASTEWATER PLAN REVIEW WWFI - WASTEWATER FACILITY INSPECTION $ 4,694,263 $ 1,630,614 416,520 585,288 2,061,841 - 4,455,958 $ 913,704 469,120 446,782 165,120 527,904 1,832,528 100,800 4,455,958 913,704 469,120 446,782 165,120 527,904 1,832,528 100,800 $ 3,706,994 $ 846,664 385,150 436,375 59,225 196,825 390,612 1,260,903 131,240 5,202,336 592,285 321,015 477,310 883,490 60,000 1,299,908 421,488 994,800 152,040 $ 746,378 (321,419) (148,105) 30,528 883,490 (105,120) 1,299,908 (106,416) (837,728) 51,240 16.8% -35.2% -31.6% 6.8% 0.0% -63.7% 0.0% -20.2% -45.7% 50.8% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 278,466 $ 278,466 200,000 $ 200,000 200,000 200,000 $ 210,221 $ 210,221 620,379 620,379 $ 420,379 420,379 210.2% 210.2% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (13,721) $ (13,721) $ - $ $ - $ - 0.0% 0.0% TOTAL PROGRAMS $ 19,619,052 $ 20,570,464 $ 20,570,464 $ 19,606,334 $ 19,049,947 $ $ 524,845 $ 524,845 715,013 $ 715,013 715,013 715,013 $ 573,527 $ 573,527 606,336 606,336 $ 108,677 108,677 15.2% 15.2% 88EP - ENVIRONMENTAL ENFORCEMENT EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE $ 828,970 $ 828,970 - 853,323 $ 853,323 - 870,985 870,985 - $ 962,430 $ 962,430 - 734,784 594,021 140,763 $ 136,201 276,964 (140,763) 15.6% 31.8% 0.0% 88EH - ENVIRONMENTAL HEALTH SERVICES EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG $ 9,369,220 $ 638,633 7,801,627 786,116 142,844 10,260,841 $ 639,449 8,470,002 1,001,177 150,213 10,578,041 636,024 8,790,627 1,001,177 150,213 $ 9,895,413 $ 613,083 8,254,962 856,778 170,590 9,071,031 612,864 7,380,251 876,067 201,849 $ 1,507,010 23,160 1,410,376 125,110 (51,636) 14.2% 3.6% 16.0% 12.5% -34.4% 88VC - VECTOR CONTROL VCCM - VECTOR CONTROL COMPLAINT MGMT VECT - VECTOR CTRL PUB ED SURV TRTMNT $ 3,441,657 $ 864,243 2,577,414 2,861,499 $ 940,323 1,921,176 2,811,703 890,527 1,921,176 $ 2,730,156 $ 1,048,345 1,681,811 2,597,480 1,078,796 1,518,684 $ 214,223 (188,269) 402,492 7.6% -21.1% 21.0% 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER PLAN REVIEW WFIA - PUB WATER FACILITY INSPECTIONS SOLW - SOLID WASTE INSPECTION SWIA - STORMWATER DISCHARGE SWPA - STORMWATER CONSTRUCTION SSFA - SUBDIV SANITARY FACILITIES SPCI - SWIMMING POOL INSPECTIONS SPPR - SWIM POOL PLAN REV CONST INSP WASW - WASTEWATER PLAN REVIEW WWFI - WASTEWATER FACILITY INSPECTION SWCE - STORMWATER PUBLIC EDUCATION $ 4,212,735 $ 870,753 156,267 308,014 51,959 114,974 15,232 161,025 389,477 2,125,417 19,617 - 4,863,492 $ 592,952 497,485 302,858 51,744 167,886 39,507 400,747 181,820 2,525,654 102,839 - 4,854,367 592,952 497,485 293,733 51,744 167,886 39,507 400,747 181,820 2,525,654 102,839 - $ 4,023,735 $ 522,308 382,527 371,354 (2,633) 151,914 34,441 526,661 332,141 1,629,516 75,506 - 4,696,758 508,970 425,148 298,939 54,366 935,335 36,258 897,040 303,740 1,083,681 133,281 20,000 $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 2,284,339 $ 109,373 1,656,777 222,368 261,334 34,487 2,065,618 $ 94,935 1,495,958 208,536 216,921 49,268 2,019,171 94,935 1,449,511 208,536 216,921 49,268 $ 2,273,364 $ 94,987 1,663,229 215,870 244,960 54,318 3,109,503 $ 63,874 2,600,006 162,983 197,459 85,181 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 611,595 $ 324,951 286,644 799,735 $ 481,622 318,113 799,735 481,622 318,113 $ 1,120,573 $ 481,622 638,951 700,529 589,349 111,180 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 1,025,407 $ 668,708 39,868 173,079 102,512 39,186 2,054 4,006,002 $ 3,767,125 238,877 - 4,006,002 3,767,125 238,877 - $ 3,335,560 $ 3,149,903 185,657 - 2,130,299 2,130,299 - $ 1,875,703 1,636,826 238,877 - 46.8% 43.5% 0.0% 100.0% 0.0% 0.0% 0.0% TOTAL PROGRAMS $ 22,298,768 $ 26,425,523 $ 26,655,017 $ 24,914,758 $ 23,646,720 $ 3,008,297 11.3% USES 88BP - BUSINESS SERVICES HCPA - HEALTH CODE PERMITTING - 460 - (1,520,517) -7.4% 157,609 3.2% 83,982 14.2% 72,337 14.5% (5,206) -1.8% (2,622) -5.1% (767,449) -457.1% 3,249 8.2% (496,293) -123.8% (121,920) -67.1% 1,441,973 57.1% (30,442) -29.6% (20,000) 0.0% (1,090,332) 31,061 (1,150,495) 45,553 19,462 (35,913) -54.0% 32.7% -79.4% 21.8% 9.0% -72.9% 99,206 (107,727) 206,933 12.4% -22.4% 65.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 14,130,164 14,130,164 $ $ 12,966,378 12,966,378 $ $ 12,966,378 12,966,378 $ $ 13,138,326 13,138,326 $ $ 13,330,584 13,330,584 $ $ 364,206 364,206 2.8% 2.8% $ SUBTOTAL $ 1,320,292 1,320,292 $ $ 900,000 900,000 $ $ 900,000 900,000 $ $ 900,000 900,000 $ $ 900,000 900,000 $ $ - 0.0% 0.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,950,648 1,950,648 $ $ 6,372,686 6,372,686 $ $ 6,372,686 6,372,686 $ $ 5,103,757 5,103,757 $ $ 4,433,963 4,433,963 $ $ (1,938,723) -30.4% (1,938,723) -30.4% $ SUBTOTAL $ 267,790 267,790 $ $ 121,000 121,000 $ $ 121,000 121,000 $ $ 243,878 243,878 $ $ 181,000 181,000 $ $ 60,000 60,000 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 293,053 1,657,105 1,950,158 $ $ $ 202,000 2,400 204,400 $ $ 216,028 4,345 220,373 $ $ 208,000 2,400 210,400 $ $ 208,000 2,400 210,400 $ (6,000) -2.9% - 0.0% (6,000) -2.9% TOTAL SOURCES $ 19,619,052 $ 20,570,464 $ 20,570,464 $ 19,606,334 $ 19,049,947 $ (1,520,517) -7.4% INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED 49.6% 49.6% ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 11,712,262 $ 110,719 316,340 3,885,668 125,271 (844,167) 1,617,423 16,923,516 $ 12,171,592 $ 260,974 3,997,616 875,520 (214,892) 1,113,930 18,204,740 $ 12,053,561 $ 260,974 3,997,616 875,520 (214,892) 1,113,930 18,086,709 $ 12,121,799 $ 247,162 4,038,617 316,343 (464,187) 1,343,286 17,603,020 $ 12,477,652 $ 175,396 4,187,199 235,147 (820,353) 1,685,407 17,940,448 $ (424,091) 85,578 (189,583) 640,373 605,461 (571,477) 146,261 -3.5% 0.0% 32.8% -4.7% 73.1% -281.8% -51.3% 0.8% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,277,562 $ 241,347 79,331 (9,981) 33,580 1,621,839 $ 973,112 $ 100 327,600 8,000 (3,384) 18,495 1,323,923 $ 973,112 $ 100 327,600 328,000 (3,384) 18,495 1,643,923 $ 591,071 $ 26 278,872 349,642 (3,102) 39,841 1,256,350 $ 728,559 $ 244,418 131,800 (5,646) 14,686 1,113,817 $ 244,553 100 83,182 196,200 2,262 3,809 530,106 25.1% 100.0% 25.4% 59.8% -66.8% 20.6% 32.2% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 57,244 $ 585,957 1,122,579 13,294 1,173,611 128,534 52,558 99,660 (152,984) 231,191 3,311,644 $ 66,000 $ 2,998,181 904,546 9,000 918,325 109,945 114,115 137,198 (83,688) 341,933 5,515,555 $ 66,000 $ 2,998,181 904,546 9,000 918,325 109,945 114,115 137,198 (83,688) 341,933 5,515,555 $ 29,828 $ 2,523,440 920,628 14,742 1,329,233 122,602 70,810 111,089 (152,568) 214,473 5,184,277 $ 30,500 $ 1,330,386 930,919 84,930 1,108,603 127,166 26,210 105,684 (176,589) 197,877 3,765,686 $ 35,500 1,667,795 (26,373) (75,930) (190,278) (17,221) 87,905 31,514 92,901 144,056 1,749,869 53.8% 55.6% -2.9% -843.7% -20.7% -15.7% 77.0% 23.0% -111.0% 42.1% 31.7% -4.4% -4.4% 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 $ - $ $ - $ 194,913 242,597 (15,313) 19,572 441,769 $ 22,298,768 $ 481,622 481,622 $ $ 425,000 $ 56,000 393,948 (2,364) 27,099 899,683 $ 26,425,523 $ 461 564,672 564,672 $ $ 425,000 $ 475 393,948 (2,364) 27,099 844,158 $ 26,655,017 $ 481,622 481,622 $ $ 589,349 589,349 $ $ (24,677) (24,677) - $ 384,962 (2,167) 6,694 389,489 $ 48,000 184,864 4,556 237,420 $ 425,000 100.0% (47,525) -10005.3% 209,084 53.1% (2,364) 100.0% 22,543 83.2% 606,738 71.9% 23,646,720 $ 24,914,758 $ $ 3,008,297 11.3% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ - $ $ 1,000 1,000 $ $ 1,000 1,000 $ $ 550 $ 550 $ 1,000 1,000 $ $ $ $ 1,334,879 1,334,879 $ $ 908,000 908,000 $ $ 908,000 908,000 $ $ 905,807 $ 905,807 $ 902,000 902,000 $ $ (6,000) (6,000) -0.7% -0.7% $ $ 18,284,173 18,284,173 $ $ 19,661,464 19,661,464 $ $ 19,661,464 19,661,464 $ $ 18,699,977 $ 18,699,977 $ 18,146,947 18,146,947 $ $ (1,514,517) (1,514,517) -7.7% -7.7% DEPARTMENT OPERATING TOTAL SOURCES $ 19,619,052 $ 20,570,464 $ 20,570,464 $ 19,606,334 $ 19,049,947 $ (1,520,517) -7.4% $ 20,570,464 FY 2008-09 REVISED $ FUND TOTAL SOURCES 505 ENVIRONMENTAL SERVICES GRANT OPERATING FUND TOTAL SOURCES 506 ENVIRONMTL SVCS ENV HEALTH OPERATING FUND TOTAL SOURCES DEPARTMENT TOTAL SOURCES $ 19,619,052 FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FUND TOTAL USES 505 ENVIRONMENTAL SERVICES GRANT OPERATING NON-RECURRING FUND TOTAL USES 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON-RECURRING FUND TOTAL USES $ $ $ $ $ 20,570,464 FY 2008-09 ADOPTED 4,388,509 4,388,509 $ 1,334,882 1,334,882 $ $ 16,575,377 16,575,377 DEPARTMENT OPERATING TOTAL USES $ 22,298,768 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ $ $ $ 3,687,644 3,687,644 $ 482,998 425,000 907,998 $ $ 18,988,768 2,841,113 21,829,881 $ 23,159,410 - $ 22,298,768 $ $ $ $ 19,606,334 $ 19,049,947 FY 2008-09 FY 2009-10 FORECAST ADOPTED 3,569,613 3,569,613 $ $ 482,998 452,525 935,523 $ $ $ - 0.0% 0.0% $ (1,520,517) -7.4% ADOPTED VS REVISED VARIANCE % 3,557,034 $ 3,557,034 $ 3,350,072 $ 70,000 3,420,072 $ 219,541 (70,000) 149,541 6.2% 0.0% 4.2% 592,727 $ 815 593,542 $ 902,000 $ 902,000 $ (419,002) 452,525 33,523 -86.8% 100.0% 3.6% 18,053,147 $ 1,271,501 19,324,648 $ $ 18,988,768 3,161,113 22,149,881 $ 18,224,493 $ 2,539,689 20,764,182 $ 935,621 1,889,612 2,825,233 4.9% 59.8% 12.8% $ 23,041,379 $ 22,374,254 $ 22,305,219 $ 736,160 3.2% 3,266,113 $ 3,613,638 $ 2,540,504 $ 1,341,501 $ 2,272,137 62.9% 26,425,523 $ 26,655,017 $ 24,914,758 $ 23,646,720 $ 3,008,297 11.3% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 880 - ENVIRONMENTAL SERVICES ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL BUSINESS SERVICES HEALTH CODE PERMITTING PROGRAM TOTAL ENVIRONMENTAL ENFORCEMENT ENV HEALTH ENFORCEMENT NONPERMIT RELATED COMPLIANCE PROGRAM TOTAL ENVIRONMENTAL HEALTH SERVICES ENV HEALTH PLAN REVIEW ENV RELATED ILLNESS INVESTIG FOOD NON FOOD INSPECTIONS FOOD SERVICE LICENSE PROGRAM TOTAL VECTOR CONTROL VECTOR CONTROL COMPLAINT MGMT VECTOR CTRL PUB ED SURV TRTMNT PROGRAM TOTAL WATER AND WASTE MANAGEMENT PUB WATER FACILITY INSPECTIONS PUBLIC WATER PLAN REVIEW SOLID WASTE INSPECTION STORMWATER CONSTRUCTION STORMWATER DISCHARGE SUBDIV SANITARY FACILITIES SWIM POOL PLAN REV CONST INSP SWIMMING POOL INSPECTIONS WASTEWATER FACILITY INSPECTION WASTEWATER PLAN REVIEW PROGRAM TOTAL DEPARTMENT TOTAL 1.50 5.00 3.50 3.00 1.00 14.00 1.50 5.00 3.50 3.00 1.00 14.00 1.50 6.00 3.50 3.00 1.00 15.00 1.00 13.00 3.00 2.00 2.00 21.00 (0.50) 8.00 (0.50) (1.00) 1.00 7.00 -33.33% 160.00% -14.29% -33.33% 100.00% 50.00% (.50) 7.00 (.50) (1.00) 1.00 6.00 -33.33% 116.67% -14.29% -33.33% 100.00% 40.00% 10.00 10.00 10.00 10.00 10.00 10.00 9.00 9.00 (1.00) (1.00) -10.00% -10.00% (1.00) (1.00) -10.00% -10.00% 13.00 13.00 13.00 13.00 -15.38% (4.00) 2.00 (2.00) -30.77% 13.00 (4.00) 2.00 (2.00) -30.77% 13.00 9.00 2.00 11.00 8.17 2.00 106.23 13.35 129.75 8.17 2.00 106.23 13.35 129.75 8.17 4.00 119.48 12.35 144.00 8.17 3.00 105.83 12.00 129.00 1.00 (0.40) (1.35) (0.75) 0.00% 50.00% -0.38% -10.11% -0.58% (1.00) (13.65) (.35) (15.00) 0.00% -25.00% -11.42% -2.83% -10.42% 17.13 22.87 40.00 17.13 22.87 40.00 18.10 20.90 39.00 18.75 17.25 36.00 1.62 (5.62) (4.00) 9.46% -24.57% -10.00% .65 (3.65) (3.00) 3.59% -17.46% -7.69% 7.11 7.49 3.80 0.50 0.50 0.70 2.41 5.85 0.75 34.89 64.00 270.75 7.11 7.49 3.80 0.50 0.50 0.70 2.41 5.85 0.75 34.89 64.00 270.75 7.16 7.55 7.00 0.50 3.50 0.50 4.27 14.66 1.30 20.56 67.00 288.00 5.19 6.42 3.93 8.50 3.50 0.50 3.75 11.93 1.30 13.98 59.00 265.00 (1.92) (1.07) 0.13 8.00 3.00 (0.20) 1.34 6.08 0.55 (20.91) (5.00) (5.75) -27.00% -14.29% 3.42% 1600.00% 600.00% -28.57% 55.60% 103.93% 73.33% -59.93% -7.81% -2.12% (1.97) (1.13) (3.07) 8.00 (.52) (2.73) (6.58) (8.00) (23.00) -27.51% -14.97% -43.86% 1600.00% 0.00% 0.00% -12.18% -18.62% 0.00% -32.00% -11.94% -7.99% 462 -15.38% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 880 - ENVIRONMENTAL SERVICES Accountant Admin/Operations Specialist Administrative Manager Administrative Staff Supv Chemical Applicatns Tech Collector Communicatn Ofcr/Govt Liaison Deputy Director Development Svcs Supervisor Development Svcs Technician Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Financial Support Supv - Dept Human Resources Analyst Human Resources Specialist Human Resources Supervisor Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Procurement Specialist Program Coordinator Department Total FY 2008-09 ADOPTED 1.00 7.00 1.00 4.00 27.00 1.00 1.00 1.00 1.00 19.00 1.00 10.00 1.00 1.00 3.00 7.00 16.00 126.75 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 19.00 8.00 2.00 1.00 1.00 270.75 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 7.00 1.00 4.00 27.00 1.00 1.00 1.00 1.00 19.00 1.00 10.00 1.00 1.00 3.00 7.00 16.00 126.75 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 19.00 8.00 2.00 1.00 1.00 270.75 1.00 7.00 1.00 4.00 27.00 1.00 1.00 1.00 1.00 20.00 1.00 10.00 1.00 1.00 3.00 7.00 24.00 129.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 19.00 8.00 3.00 5.00 1.00 1.00 288.00 FY 2009-10 ADOPTED 1.00 6.00 1.00 4.00 25.00 1.00 1.00 1.00 1.00 18.00 1.00 10.00 1.00 1.00 4.00 6.00 23.00 117.00 1.00 3.00 1.00 1.00 1.00 2.00 17.00 8.00 2.00 5.00 1.00 1.00 265.00 REVISED VS ADOPTED VARIANCE % (1.00) (2.00) (1.00) 1.00 (1.00) 7.00 (9.75) (1.00) 1.00 (1.00) (1.00) (2.00) 5.00 (5.75) 0.00% -14.29% 0.00% 0.00% -7.41% 0.00% 0.00% 0.00% 0.00% -5.26% 0.00% 0.00% 0.00% 0.00% 33.33% -14.29% 43.75% -7.69% 0.00% 0.00% -100.00% 0.00% -100.00% 0.00% 0.00% -100.00% 0.00% -10.53% 0.00% 0.00% 0.00% 0.00% 0.00% -2.12% FORECAST VS ADOPTED VARIANCE % (1.00) (2.00) (2.00) 1.00 (1.00) (1.00) (12.00) (1.00) (1.00) (2.00) (1.00) (23.00) 0.00% -14.29% 0.00% 0.00% -7.41% 0.00% 0.00% 0.00% 0.00% -10.00% 0.00% 0.00% 0.00% 0.00% 33.33% -14.29% -4.17% -9.30% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% -10.53% 0.00% -33.33% 0.00% 0.00% 0.00% -7.99% Staffing by Fund FULL TIME EQUIVALENT (FTE) 880 - ENVIRONMENTAL SERVICES 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH DEPARTMENT TOTAL FY 2008-09 ADOPTED 44.00 6.00 220.75 270.75 FY 2008-09 REVISED FY 2008-09 FORECAST 44.00 6.00 220.75 270.75 46.00 6.00 236.00 288.00 FY 2009-10 ADOPTED 42.00 6.00 217.00 265.00 REVISED VS ADOPTED VARIANCE % (2.00) (3.75) (5.75) -4.55% 0.00% -1.70% -2.12% FORECAST VS ADOPTED VARIANCE % (4.00) (19.00) (23.00) -8.70% 0.00% -8.05% -7.99% General Adjustments Budget Balancing: Reduce General Fund by four vacant positions and for one position is moved to the Environmental Health Fund. Revenue: Reduce the Environmental Health Fund operating revenue $2,398,007 for expected decrease in demand. Reduce the associated operating expenditures by $1,725,311 through vacant position reduction and cost shift to Grant Fund to maintain structural balance. Stormwater regulations and fees were adopted by the Board of Supervisors on May 6, 2009. $883,490 in revenue and expenditures have been added to the Stormwater Construction Activity due to the newly adopted regulations and fees. Technology: Increase the Environmental Health Fund Non-Recurring/Non-Project budget by $1,177,701 for Acella technology and implementation. Increase the General Fund Non-Recurring/NonProject budget by $70,000 for Vector Control Software. These are both carry-over from FY 2008-09. 463 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Strategic Business Plan Update Environmental Services went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. Most of the Department’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The Enforcement Program brought the Enforcement Activity out from the Environmental Health Program into the Enforcement Program. The substance of the activity has not changed. The Vector Control Program has focused their activities on the two results that the customer experiences: 1) reduced vector borne disease exposure; and 2) timely complaint resolution. This process focus has resulted in the program having two activities this year as opposed to the five in previous years. The Water and Waste Program has taken on Swimming Pool Inspections as well as Swimming Pool Plan Review and Construction Inspections from the Environmental Health Program. Additionally, the set of activities involving stormwater have been revised to be four activities revolving around the results in this area: 1) helping property owners be in compliance with the Federal Clean Water Act; 2) increasing public awareness to help reduce or eliminate stormwater pollution; 3) increasing County Departments’ awareness of the Federal Clean Water Act; and 4) timely complaint resolution. During the FY 2009-10 budget cycle, no resources have been allocated to the County Compliance Activity. Programs and Activities Business Operations Program The purpose of the Business Operations Program is to provide permitting services to regulated businesses within Maricopa County so they can operate with a valid permit. Program Results Measure Description Percent of environmental permit applications processed within 1 business day of invoice receipt or initial permit approval FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 58.7% % Variance Revised - Adopted Activities that comprise this program include: • Health Code Permitting Health Code Permitting Activity The Purpose of the Environmental Health Code Permitting Activity is to provide permitting services to regulated businesses within Maricopa County so they can operate with a valid permit. 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. 464 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of environmental permit applications processed within 1 business day of invoice receipt or initial permit approval Number of environmental permit applications processed Number of environmental permit applications processed within 1 day of invoice receipt or initial permit approval Number of environmental permit applications submitted Cost per environmental permit application processed Department Strategic Plans and Budgets Environmental Services FY 2008 Actual Not Reported FY 2009 Revised Not Reported 41,864 FY 2010 Variance Adopted Revised - Adopted 95.0% 40,686 Not Reported 40,686 Not Reported % Variance Revised - Adopted - 0.0% - 0.0% 2.67 15.2% 38,652 52,463 40,686 40,686 $ 12.54 $ 17.57 $ 14.90 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 6,766 6,766 $ $ 2,400 2,400 $ $ 2,400 2,400 $ $ - 0.0% 0.0% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 76,422 448,423 524,845 $ 715,013 715,013 $ 606,336 606,336 $ (108,677) (108,677) 0.0% -15.2% -15.2% Revenue Expenditure $ $ $ $ Activity Narrative: The FY 2009-10 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 complaint intake, investigations and enforcement proceedings for violators/complainants of the Maricopa County Health Code so they can either receive due process in resolving non-compliance issues and/or an environmental problem solution. Program Results Measure Description Percent of enforcement actions processed within 7 business days Percent of nuisance complaints investigated within 5 business days Percent of nuisance complaints resolved within 30 business days FY 2008 Actual 100.0% FY 2009 Revised 70.0% Not Reported Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% 5.0% 7.2% 28.3% 80.0% Not Reported Activities that comprise this program include: • Enforcement Activity 51.7% 182.6% 59.7% • Non-Permit Related Compliance Enforcement Activity The purpose of the Enforcement Activity is to provide enforcement proceedings for the regulated community of Maricopa County so they can receive due process in resolving non-compliance issues. Mandates: A.R.S. §36-601 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. 465 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Environmental Services FY 2008 Actual 100.0% FY 2009 Revised 70.0% Percent of enforcement actions processed within 7 business days Number of enforcement actions processed within Not Reported Not Reported 7 business days Number of enforcement actions processed 6,334 6,325 Number of enforcement action requested 8,399 6,325 Cost per enforcement action processed $ 130.88 $ 139.34 $ 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 267,790 267,790 $ $ $ 1,000 235,511 120,000 356,511 $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% 5.0% 7.2% 7,874 10,499 10,499 56.58 $ 202,248 180,000 382,248 $ $ 4,174 4,174 82.76 66.0% 66.0% 59.4% (1,000) (33,263) 60,000 25,737 -100.0% -14.1% 50.0% 7.2% 217,327 (27,671) 97,646 287,302 100.0% -16.3% 19.8% 32.6% Expenditure 100 - GENERAL 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 243,923 199,437 385,610 828,970 $ $ $ 217,327 169,949 494,047 881,323 $ $ 197,620 396,401 594,021 $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand and output for enforcement actions are expected to increase because of vacant homes and the pools at those homes as well as an increase in business related permitting issues as businesses struggle with the economy and keeping business profitable. Non-Permit Related Compliance Activity The purpose of the Non-Permit Related Compliance Activity is to provide nuisance complaint investigations and follow-up to complainants so they can receive the benefit of complaint resolution. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual Not Reported Percent of nuisance complaints investigated within 5 business days Percent of nuisance complaints resolved within 30 business days Number of nuisance complaints investigated Number of nuisance complaints investigated within 5 business days Number of nuisance complaints resolved within 30 business days Number of nuisance complaints received Cost per nuisance complaint investigated FY 2009 Revised 28.3% Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% 51.7% 182.6% Not Reported Not Reported 59.7% 3,622 2,233 Not Reported Not Reported 1,786 Not Reported Not Reported 1,334 2,233 4,116 $ - 2,233 (1,389) -38.3% (1,883) -45.7% $ 63.04 $ (63.04) 1,000 1,000 Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ - $ - $ - $ 1,000 $ 1,000 $ 100 - GENERAL TOTAL USES $ $ - $ - $ - $ - $ 140,763 $ 140,763 $ 0.0% 0.0% Expenditure (140,763) (140,763) 0.0% 0.0% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services compared to FY 2007-08 actual demand. The Department has shifted resources to show those resources specifically working with non-permit related complaints and resolution. Prior years’ resources were combined with the Enforcement Activity. 466 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Health Services Program The purpose of the Environmental Health Program is to provide environmental health review, investigative, permitting and licensing services for regulated facilities and the general population so that compliance is maintained with the Maricopa County Environmental Health Code, regulated businesses can operate with qualified staff and the public’s exposure to environmental related illness is minimized. Program Results Measure Description Percent of environmental health plans reviewed within 30 days Percent of environmental health construction permits approved with all construction inspections provided Percent of comprehensive food inspections with critical violations Rate of weighted violations per comprehensive food inspection Percent of non-food facility establishments with violations Rate of violations per comprehensive non-food inspection provided Percent of the food service employees with a food service license Percent of environmental illness complaints investigated within 72 hours Percent of environmental illness complaint responses initiated within 24 hours FY 2008 Actual 97.1% FY 2009 Revised 89.0% Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.1% 7.1% 8.0% Not Reported 0.1% Not Reported 75.1% 67.1% 70.0% 2.9% 4.3% 1.6% 9.5% 7.9% 482.5% 71.5% 2038.6% Not Reported Not Reported 0.0% Not Reported Not Reported 0.0% Not Reported Not Reported 85.0% 84.8% 3.5% Not Reported 75.0% Not Reported Activities that comprise this program include: • Environmental Health Plan Review • Environmental Related Illness Investigations 100.0% • • Food/Non-Food Inspection Food Service License Environmental Health Plan Review Activity The purpose of the Environmental Health Plan Review Activity is to provide plan review and construction inspection services to owners of regulated establishments so they can design and construct facilities compliant with Maricopa County Environmental Health Code and obtain a permit to operate their business. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 97.1% Percent of environmental health plans reviewed within 30 days Percent of environmental health construction permits approved with all construction inspections provided Number of environmental health plans reviewed Number of environmental health construction permits approved Number of environmental health plan reviews requested Cost per environmental health plan review FY 2009 Revised 89.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.1% 7.1% 8.0% Not Reported Not Reported 75.1% Not Reported Not Reported 1,520 Not Reported Not Reported 1,480 1,977 Not Reported 1,794 Not Reported 1,520 $ (274) -15.3% 403.20 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 1,365,360 $ 1,365,360 $ 1,358,370 $ 1,358,370 $ 873,630 $ 873,630 $ (484,740) (484,740) -35.7% -35.7% 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 35,089 $ 603,544 638,633 $ 40,665 $ 598,784 639,449 $ 34,185 $ 578,679 612,864 $ 6,480 20,105 26,585 15.9% 3.4% 4.2% Expenditure $ 467 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. The number of plan reviews is expected to decrease with the continued unstable economic climate. Environmental Related Illness Investigations Activity The purpose of the Environmental Related Illness Investigations Activity is to provide environmental related illness investigations to Maricopa County residents, so they can mitigate exposure to contaminated food, water and/or environmental related illnesses. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of environmental illness complaints investigated within 72 hours Percent of environmental illness complaint responses initiated within 24 hours Number of environmental illness complaints investigated Number of environmental illness complaint responses initiated Number of environmental illness complaints received Number of environmental illness complaints requiring an investigation Cost per environmental illness complaint response initiated FY 2008 Actual 75.6% FY 2009 Revised 72.9% Not Reported Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% 2.1% 2.9% 100.0% 287 187 200 13 7.1% 1,057 865 1,072 207 23.9% 1,057 865 1,072 207 23.9% 217 136 200 64 47.1% $ 135.14 $ 173.59 $ 188.29 $ (14.70) -8.5% $ $ 142,844 $ 142,844 $ 150,213 $ 150,213 $ 201,849 $ 201,849 $ (51,636) (51,636) -34.4% -34.4% Expenditure 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand for services is expected to increase slightly as there have been more incidents of nation-wide salmonella issues and an increase in media coverage which raises awareness of and reporting of illnesses. Food/Non-Food Inspection Activity The purpose of the Food/Non-Food Inspection Activity is to provide inspections to regulated facility owners and operators so that they can maintain compliance with the Maricopa County Environmental Health Code and operate their business. Mandates: The Maricopa County Environmental Health Code mandates this activity. 468 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Efficiency Measure Description Department Strategic Plans and Budgets Environmental Services FY 2008 Actual Not Reported Rate of weighted violations per comprehensive food inspection Percent of comprehensive food inspections with critical violations Percent of non-food facility establishments with violations Rate of violations per comprehensive non-food inspection provided Number of comprehensive and training food inspections provided Number of non-food inspections provided Number of comprehensive and training food inspections required Number of non-food inspections required Expenditure per food and non-food inspection provided FY 2009 Revised FY 2010 Adopted 1.6% 67.1% 67.1% Variance % Variance Revised - Adopted Revised - Adopted 9.5% 7.9% 482.5% 70.0% Not Reported Not Reported 0.0% Not Reported Not Reported 0.0% Not Reported 55,847 56,800 Not Reported Not Reported 23,100 60,836 2,200 60,836 Not Reported 29,124 111.35 $ $ 2,304 110.75 $ 2.9% 4.3% 953 1.7% (20,900) - -90.5% 0.0% (26,820) 0.60 -92.1% 0.5% (393,116) (1,752,855) (2,145,971) -58.5% -14.7% -17.0% (128,888) (1,281,488) (1,410,376) -18.1% -15.9% -16.0% Revenue 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 1,348,600 10,021,189 11,369,789 $ $ 672,489 11,949,676 12,622,165 $ 713,459 8,077,168 8,790,627 $ $ 279,373 10,196,821 10,476,194 $ 584,571 6,795,680 7,380,251 $ $ Expenditure 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 905,915 6,895,712 7,801,627 $ $ $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 90% of the demand, recognizing no growth in the demand for services. Violations are expected to grow slightly as business search for ways to reduce expenditures and remain in compliance with the health code. Non-food inspections in FY 2008-09 included inspections of operating swimming pools. In FY 2009-10 the operating swimming pool inspections will be captured in the Swimming Pool Inspections Activity. This shift of responsibility accounts for the dramatic drop in demand and output in the non-food inspections performance measures. Food Service Licensing Activity The purpose of Food Service Licensing Activity is to provide licensing services to the food service workforce so they can be employed in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Demand Demand Efficiency Revenue Measure Description FY 2008 Actual 57.9% FY 2009 Revised 77.1% 125,742 217,293 140,597 182,369 Percent of the food service employees with a food service license Number of food service licenses issued Number of food service employees that are required to have a license Number of food service licenses requested Cost per food service license issued $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 1,650,339 $ 1,650,339 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 780,066 $ 780,066 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 85.0% 7.9% 10.3% 110,000 175,000 (30,597) (7,369) (21.8%) (4.0%) 110,000 7.85 $ (0.82) (11.6%) 1,575,060 $ 1,575,060 $ 1,491,760 $ 1,491,760 $ (83,300) (83,300) (5.3%) (5.3%) 1,001,177 $ 1,001,177 $ 876,067 $ 876,067 $ 125,110 125,110 12.5% 12.5% Not Reported Not Reported 6.20 $ 7.03 $ Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. As the economy continues to decline, the number of employees at restaurants and grocery stores is reduced and the number of people requesting Food Service Licenses is expected to decrease. 469 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Vector Control Program The purpose of the Vector Control Program is to provide human disease carrying vector surveillance, investigative, treatment and education services to Maricopa County residents so they can benefit from reduced vector borne disease exposure. Program Results Measure Description Percent of complaints investigated in one business day Percent of complaints investigated in five days Percent change of West Nile virus positive mosquitoes Percent of surveillance tests completed within 48 hours Percent of inspected acres treated for mosquito breeding FY 2008 Actual 9.5% 32.5% Not Reported Not Reported Not Reported FY 2009 Revised 13.7% 44.1% Not Reported Not Reported Not Reported Activities that comprise this program include: • Vector Control Complaint Management FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 2.0% (11.7%) (85.6%) 20.0% (24.1%) (54.6%) 12.2% 100.0% 50.1% • Vector Control Public Education, Surveillance and Treatment The Department restructured the vector control activities as part of the Strategic Business Plan update process. Expenditure variations in the activities is due to this restructure. The Vector Control program has redistributed workload such that they will be able to provide the same level of service as they have in the past. Vector Control Complaint Management Activity The purpose of the Vector Complaint Management Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of complaints investigated in five days Percent of complaints investigated in one business day Number of complaints resolved Number of complaints received Cost per resolved complaint $ 100 - GENERAL TOTAL USES $ $ FY 2008 Actual 32.5% FY 2009 Revised 44.1% 9.5% 13.7% 2.0% 10,153 11,180 85.12 $ 8,799 9,056 101.21 $ 864,243 864,243 $ $ 890,527 890,527 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 20.0% (24.1%) (54.6%) $ $ (11.7%) (85.6%) 17,500 17,500 61.65 $ 8,701 8,444 39.56 98.9% 93.2% 39.1% 1,078,796 $ 1,078,796 $ (188,269) (188,269) (21.1%) (21.1%) Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand is expected to increase due to the increase in the number of vacant homes with pools and the wet winter experienced in Maricopa County in 2008-09 which may lead to more complaints over the summer. Vector Control Public Education, Surveillance and Treatment Activity The purpose of the Vector Control Public Education, Surveillance and Treatment Activity is to provide surveillance, education and treatment to the residents of Maricopa County so they can benefit from reduced vector borne disease exposure. 470 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Efficiency Measure Description Percent of surveillance tests completed within 48 hours Percent of inspected acres treated for mosquito breeding Percent of acres treated with adulticide as a percent of total County acres Percent change of West Nile virus positive mosquitoes Number of surveillance tests completed Number of surveillance tests completed within 48 hours Number of acres inspected for mosquito breeding Number of acres surveyed and treated Number of acres treated with adulticide Number surveillance tests needed Number of acres to be treated with adulticide Cost per acre to provide Vector Control Public Education, Surveillance and Treatment Activity services FY 2008 Actual Not Reported FY 2009 Revised Not Reported Not Reported Not Reported Not Reported FY 2010 Variance Adopted Revised - Adopted 100.0% 50.1% 5.3% 3.8% Not Reported Not Reported 12.2% Not Reported Not Reported 14,500 21,317 22,291 Not Reported Not Reported Not Reported Not Reported 37,514 Not Reported Not Reported 310,490 40,745 310,490 % Variance Revised - Adopted 14,500 (1.4%) (27.5%) (7,791) (35.0%) (85,490) (26,245) (152,990) (27.5%) (64.4%) (49.3%) 775 388 225,000 14,500 157,500 $ 1,987.63 Expenditure 100 - GENERAL TOTAL USES $ $ 2,577,414 2,577,414 $ $ 1,921,176 1,921,176 $ $ 1,518,684 $ 1,518,684 $ 402,492 402,492 0.0% 0.0% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The Department takes a pro-active approach to mosquito control and uses surveillance and larviciding as the preferred methods of control. Therefore, the adulticiding (spraying) service is expected to decrease as the disease carrying mosquitoes are controlled prior to being able to fly. Water and Waste Management Program The purpose of the Water and Waste Management Program is to provide construction plan review, construction inspection and facility compliance inspection services to individuals, entities and facility operators so they construct their facilities in a timely manner in compliance with current regulations or maintain compliance with those regulations. 471 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description Percent of bathing facilities posted closed for compliance violations Percent of bathing facility initial plan reviews provided within 30 business days Percent of bathing facility construction inspections provided within 5 business days of request Percent of water distribution construction initial plan reviews provided within 30 business days Percent of water treatment plant initial plan reviews provided within 30 business days Percent of inspected solid waste vehicles and facilities in compliance with the regulations Percent of solid waste vehicle and facility inspections provided Percent of subdivision sanitary report approvals provided in 30 business days Percent of stormwater complaint inspections provided within 5 business days Percent of onsite facility initial plan 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 onsite facility inspections provided within 5 business days Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of public water treatment facility operating inspections provided Percent of public water facility sanitary surveys provided Percent of inspected wastewater treatment plants in compliance with the Maricopa County Environmental Health Code Percent of wastewater treatment plant inspections provided Percent indicating stormwater awareness Percent of County employee stormwater awareness FY 2008 Actual Not Reported FY 2009 Revised Not Reported 100.0% Not Reported 100.0% Not Reported 99.2% Not Reported 100.0% Not Reported Not Reported 80.0% % Variance Revised - Adopted (20.0%) (20.0%) 80.0% 99.0% 100.0% 1.0% 1.0% 104.2% 100.0% (4.2%) (4.1%) 100.0% 92.1% (7.9%) (7.9%) 4.9% 5.1% Not Reported Not Reported FY 2010 Variance Adopted Revised - Adopted 9.0% 95.1% Not Reported 74.9% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 10.8% 116.0% 100.0% (16.0%) (13.8%) 100.0% 100.0% 0.0% 0.0% Not Reported Not Reported Not Reported 90.0% 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% 1217.1% Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported Not Reported 61.0% 60.0% Activities that comprise this program include: • Public Water Facility Inspections • Public Water Plan Review • Solid Waste Inspection • Stormwater Construction • Stormwater County Compliance • Stormwater Discharge • Stormwater Public Education • • • • • Subdivision Sanitary Facilities Swimming Pool Inspections Swimming Pool Plan Review and Construction Inspection Wastewater Facility Inspections Wastewater Plan Review Public Water Facility Inspections Activity The purpose of the Public Water Facility Inspections Activity is to provide sanitary surveys and facility inspections to public drinking water facility operators so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. 472 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Measure Description Percent of public water facility sanitary surveys provided Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of public water treatment facility operating inspections provided Number of public water facility sanitary surveys provided Number of public water treatment facility operating inspections provided Number of public water facility sanitary surveys required Number of public water treatment facility operating inspections required Department Strategic Plans and Budgets Environmental Services FY 2008 Actual Not Reported FY 2009 Revised 100.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 0.0% 0.0% Not Reported 322 64 (258) (80.1%) Not Reported 875 130 (745) (85.1%) 322 64 (258) (80.1%) 875 130 (745) (85.1%) 398 Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Cost per public water facility sanitary survey and public water treatment facility operating inspection $ 414.50 $ 1,625.77 $ 2,191.48 $ (565.72) (34.8%) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ $ 469,120 $ 469,120 $ 321,015 $ 321,015 $ (148,105) (148,105) (31.6%) (31.6%) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 156,267 $ 156,267 $ 497,485 $ 497,485 $ 425,148 $ 425,148 $ 72,337 72,337 Revenue Expenditure 14.5% 14.5% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand decrease is due to the drop off in construction and development in Maricopa County. Public Water Plan Review Activity The purpose of the Public Water Plan Review 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 public water system regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Output Output Output Demand Demand Efficiency Revenue Measure Description FY 2008 Actual 99.2% Percent of water distribution construction initial plan reviews provided within 30 business days Percent of water treatment plant initial plan reviews provided within 30 business days Number of water treatment plant construction initial plan reviews provided Number of water treatment plant approvals to construct provided Number of water distribution construction initial plan reviews provided Number of water distribution approvals to construct provided Number of water distribution construction initial plan reviews requested Number of water treatment plant construction initial plan reviews requested Cost per approval to construct provided FY 2009 Revised 99.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 1.0% 1.0% Not Reported 104.2% 100.0% (4.2%) (4.1%) Not Reported 68 64 (4) (5.9%) Not Reported 45 64 19 42.2% Not Reported 658 240 (418) (63.5%) Not Reported 664 240 (424) (63.9%) 726 240 (486) (66.9%) (35.2%) (35.2%) 1,749 Not Reported Not Reported 64 $ 1,674.24 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 1,630,614 $ 1,630,614 $ 913,704 $ 913,704 $ 592,285 $ 592,285 $ (321,419) (321,419) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 870,753 $ 870,753 $ 592,952 $ 592,952 $ 508,970 $ 508,970 $ 83,982 83,982 Expenditure 473 14.2% 14.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand decrease is due to the drop off in construction and development. Solid Waste Inspection Activity The purpose of the Solid Waste Inspection Activity is to provide solid waste inspection services to solid waste vehicle and facility operators so they can continue to operate their vehicles and facilities in compliance with the regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Demand Efficiency Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% 82.7% 82.7% 96.4% 13.7% 16.6% 10,866 10,866 12,196 1,330 12.2% 13,140 13,140 12,651 (489) (3.7%) $ 28.35 $ 27.87 $ 24.51 $ 3.36 12.1% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 416,520 $ 416,520 $ 446,782 $ 446,782 $ 477,310 $ 477,310 $ 30,528 30,528 6.8% 6.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 308,014 $ 308,014 $ 302,858 $ 302,858 $ 298,939 $ 298,939 $ 3,919 3,919 1.3% 1.3% Percent of inspected solid waste vehicles and facilities in compliance with the regulations Percent of solid waste vehicle and facility inspections provided Number of solid waste vehicle and facility inspections provided Number of solid waste facility inspections required Cost per solid waste vehicle or facility inspection provided FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 71.5% (28.5%) (28.5%) Revenue Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 96.4% of the demand. Stormwater Construction Activity The purpose of the Stormwater Construction Activity is to provide plan reviews to property owners so they can alter their property in compliance with the Federal Clean Water Act. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Output Demand Measure Description FY 2010 Adopted Number of initial plan reviews provided Number of initial plan reviews for construction projects required 0 1,000 Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 883,490 883,490 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 51,845 883,490 935,335 Expenditure $ Activity Narrative: The Stormwater regulations and fees were passed by the Board of Supervisors on May 6, 2009 becoming effective on June 9, 2009. Plan reviews are expected to begin during FY 200910. Stormwater Discharge Activity The purpose of the Stormwater Discharge Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. 474 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Output Demand Efficiency Measure Description FY 2010 Adopted 100.0% Percent of stormwater complaint inspections provided within 5 business days Number of stormwater complaints resolved Number of stormwater complaint inspections provided Number of stormwater complaints reported Cost per stormwater complaint inspection provided 4 4 4 $13,591.50 Expenditure 100 - GENERAL TOTAL USES $ $ 54,366 54,366 Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of demand for this new activity. Stormwater Public Education Activity The purpose of the Stormwater Public Education Activity is to provide educational services to Maricopa County residents so they can increase their awareness to help reduce or eliminate stormwater pollution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Demand Efficiency Measure Description FY 2010 Adopted 61.0% Percent indicating stormwater awareness Number of public educational opportunities conducted Number of public educational opportunities required by the ADEQ permit Cost per public educational opportunity 20 - $1,000.00 Expenditure 100 - GENERAL TOTAL USES $ $ 20,000 20,000 Activity Narrative: The FY 2009-10 budget supports the Department in meeting 20 public educational opportunities for this new activity. The number of public education opportunities required by the permit is still being negotiated with the State of Arizona. 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. 475 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of subdivision sanitary report approvals provided in 30 business days Number of subdivision sanitary report approvals provided Number of subdivision sanitary report approvals requested Cost per subdivision sanitary report approval $ provided Department Strategic Plans and Budgets Environmental Services FY 2008 Actual Not Reported FY 2009 Revised 95.1% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 4.9% 5.1% 150 150 35 (115) (76.7%) 142 142 35 (107) (75.4%) 101.55 $ 263.38 $ 1,035.94 $ (772.56) (293.3%) (105,120) (105,120) (63.7%) (63.7%) Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ - $ 165,120 $ 165,120 $ 60,000 $ 60,000 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 15,232 $ 15,232 $ 39,507 $ 39,507 $ 36,258 $ 36,258 $ Expenditure 3,249 3,249 8.2% 8.2% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand decrease is due to the drop off in construction and development in Maricopa County. Swimming Pool Inspections Activity The purpose of the Swimming Pool Inspections Activity is to provide operational and maintenance inspection services to facility owners so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Demand Efficiency Measure Description Percent of bathing facilities posted closed for compliance violations Number of bathing facility inspections provided Number of bathing facility inspections required Cost per bathing facility inspection provided FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Variance Revised - Adopted Not Reported Not Reported 10,000 Not Reported Not Reported 26,900 Not Reported Not Reported % Variance Revised - Adopted 9.0% $ 89.70 Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ - $ - $ - $ 1,299,908 $ 1,299,908 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 161,025 $ 161,025 $ 400,747 $ 400,747 $ 897,040 $ 897,040 $ 1,299,908 1,299,908 0.0% 0.0% Expenditure (496,293) (496,293) -123.8% -123.8% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 37% of the demand. This activity was previously in the Environmental Health Program and revenue for it was collected under the Food/Non-Food Activity. Additionally, the required demand and output were included in the previous activity and were not broken out from other Non-Food inspections that will continue in the Food/Non-Food Activity. The expenditures in FY 2007-08 and FY 2008-09 are reflective of the construction inspections that were performed in prior years. Swimming Pool Plan Review and Construction Inspection Activity The purpose of the Swimming Pool Plan Review and Construction Inspection Activity is to provide is to provide plan review and construction inspection services to facility owners so they can construct their regulated bathing facility in a timely manner. Mandates: The Maricopa County Environmental Health Code mandates this activity. 476 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of bathing facility construction inspections provided within 5 business days of request Percent of bathing facility initial plan reviews provided within 30 business days Number of bathing facility construction inspections provided Number of bathing facility initial plan reviews provided Number of bathing facility construction inspections requested Number of bathing facility initial plan reviews requested Cost per bathing facility initial plan reviews $ provided Department Strategic Plans and Budgets Environmental Services FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 80.0% % Variance Revised - Adopted 100.0% 100.0% 80.0% (20.0%) (20.0%) 3,499 3,404 2,880 (524) (15.4%) 1,104 963 960 (3) (0.3%) 1,318 1,356 2,880 3,561 3,404 352.79 $ 1,524 112.4% 960 (2,444) (71.8%) 188.81 $ 316.40 $ (127.59) (67.6%) Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 585,288 $ 585,288 $ 527,904 $ 527,904 $ 421,488 $ 421,488 $ (106,416) (106,416) (20.2%) (20.2%) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 389,477 $ 389,477 $ 181,820 $ 181,820 $ 303,740 $ 303,740 $ (121,920) (121,920) (67.1%) (67.1%) Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Demand for plan reviews is decreasing with the decline in the economy and its impact on the residential housing (apartments) and hospitality (hotels/resorts) industries. Demand for construction inspections is expected to increase as public and semi-public swimming pools are brought into compliance with the Virginia Graeme Baker Pool and Spa Safety Act which went into effect on December 19, 2008, requiring safety devices on pool drain and vacuum systems. Those plan reviews will be conducted in FY 2008-09; with the inspections being performed in FY 2009-10. 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. Measure Type Result Result Output Demand Efficiency Measure Description FY 2008 Actual 1217.1% Percent of inspected wastewater treatment plants in compliance with the Maricopa County Environmental Health Code Percent of wastewater treatment plant inspections provided Number of wastewater treatment plant inspections provided Number of wastewater treatment plant inspections required Cost per wastewater treatment plant inspection FY 2009 Revised 100.0% Not Reported Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 100.0% 42 68 51 (17) (25.0%) 73 92 51 (41) (44.6%) (1,101.01) (72.8%) $ 467.07 $ 1,512.34 $ 2,613.35 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ $ 100,800 $ 100,800 $ 152,040 $ 152,040 $ 51,240 51,240 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 19,617 $ 19,617 $ 102,839 $ 102,839 $ 133,281 $ 133,281 $ (30,442) (30,442) Revenue 50.8% 50.8% Expenditure (29.6%) (29.6%) Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand decrease is due to the drop off in construction and development. 477 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Wastewater Plan Review Activity The purpose of the Wastewater Plan Review 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 construct their facilities in a timely manner in compliance with wastewater regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Result Result Output Output Output Output Output Output Output Measure Description FY 2008 Actual 100.0% Percent of onsite facility initial plan reviews provided within 10 business days Percent of sewer collection system construction initial plan reviews provided within 30 business days Percent of wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 business days Percent of onsite facility inspections provided within 5 business days Number of onsite facility initial plan reviews provided Number of onsite facility inspections provided Number of wastewater treatment plant and reuse/recharge system construction authorizations (ATC) provided Not Reported 10.8% Not Reported Number of wastewater treatment plant and reuse/recharge system initial plan reviews provided Number of wastewater initial plan review provided Number of sewer collection system construction initial plan reviews provided Number of sewer collection system construction authorizations (ATC) provided 100.0% 0.0% 0.0% 116.0% 100.0% (16.0%) (13.8%) (43) (2.6%) 32 36.4% 90.0% 1,639 1,596 Not Reported 1,445 Not Reported Not Reported 120 Not Reported 88 Not Reported Not Reported Number of onsite facility inspections requested Cost per wastewater initial plan review provided Not Reported 1,920 576 Not Reported Number of wastewater treatment plant and reuse/recharge system plan reviews requested Number of sewer collection system construction plan approvals requested 120 Not Reported 676 Number of onsite plan reviews requested Efficiency 100.0% Not Reported Demand Demand FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Not Reported 1,639 Demand Demand FY 2009 Revised 100.0% 204 Not Reported 994 507 (372) (64.6%) 204 1,214 1,445 152 120 (32) (21.1%) 502 204 (298) (59.4%) (837,728) (837,728) (45.7%) (45.7%) Not Reported 231 19.0% 1,445 $ 564.42 Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 2,061,841 $ 2,061,841 $ 1,832,528 $ 1,832,528 $ 994,800 $ 994,800 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 2,125,417 $ 2,125,417 $ 2,525,654 $ 2,525,654 $ 1,083,681 $ 1,083,681 $ Expenditure 1,441,973 1,441,973 57.1% 57.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The demand decrease is due to the drop off in construction and development. The efficiency metric was updated as part of the Strategic Business Plan update process. Additionally expenditures related to construction were captured in the Wastewater Facility Inspections Activity in prior years; making FY 2009-10 a benchmark year from an expenditure and efficiency perspective. 478 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,687,644 $ 1,000 FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 3,687,644 $ 1,000 $ 52,174 $ - $ Subtotal $ 189,034 189,034 $ $ - $ 3,928,852 $ 1,000 (48) $ (12,141) (7,581) (95,820) (68,200) (43,629) (227,419) $ - Subtotal $ (108,472) $ (42,424) (66,024) (216,920) $ - $ Subtotal $ (46,447) $ (46,447) $ - $ Subtotal $ (5,109) $ (5,109) $ - $ 7,901 $ 98,248 (189,034) (82,885) $ - TECHNICAL ADJUSTMENTS Restatement of Stormwater Funding (C-88-09-005-2-00) FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Cost Reduction Capital Allocation Reduction Enforcement Operational Costs Reduction RDSA Allocation Reduction Vector Control Other Personnel Services & Services (right-size) Stormwater Legal Costs Reduction Reduction in ESD Administrative Allocation $ Subtotal $ Vacancies Eliminate 2 Vacant Vector Control Field Positions Eliminate 1 Vacant Vector Control Administrative Position Eliminate 1 Vacant Enforcement Specialist Fund Shift Move Public Information Aide to Env Serv Fee Fund (506) Pay Off Capital Leases and Other Debt 08-Desktop Refresh Program OTHER BASE ADJUSTMENTS Personnel Savings to 3% RDSA IT Allocation Restatement of Stormwater Funding (C-88-09-005-2-00) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 3,350,072 $ 1,000 $ Subtotal $ $ 70,000 70,000 70,000 $ $ $ - $ 3,420,072 $ 1,000 NON-RECURRING NON-RECURRING 0001 Vector Control Software FY 2009-10 ADOPTED NON-RECURRING BUDGET FY 2009-10 TOTAL ADOPTED BUDGET 479 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Grant Fund (505) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 482,998 $ 908,000 FY 2008-09 REVISED BUDGET $ 482,998 $ 908,000 FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Structural Balance Interest Earnings Reduction $ 482,998 $ 908,000 $ $ Subtotal $ 419,002 419,002 FY 2009-10 ADOPTED OPERATING BUDGET $ 902,000 $ 902,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 902,000 $ 902,000 (6,000) (6,000) $ Environmental Services Grant Fund (505) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ - $ 58,995 $ 58,995 $ - $ 312,265 Beginning Unreserved/Undesignated Fund Balance $ - $ 58,995 $ 58,995 $ - $ 312,265 Sources: Operating Total Sources: $ $ 1,334,879 1,334,879 $ $ 908,000 908,000 $ $ 908,000 908,000 $ $ 905,807 905,807 $ $ 902,000 902,000 $ 1,334,882 1,334,882 $ $ $ 592,727 815 593,542 $ $ 482,998 452,525 935,523 $ $ 482,998 425,000 907,998 $ 902,000 902,000 (3) $ 425,002 $ 425,002 $ 313,080 $ - Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ - $ 58,997 $ 31,472 $ 312,265 $ 312,265 Ending Unreserved Fund Balance $ - $ 58,997 $ 31,472 $ 312,265 $ 312,265 480 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 18,988,768 $ 19,661,464 FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 18,988,768 $ 19,661,464 $ 434,252 $ - $ 19,423,020 $ 19,661,464 $ Subtotal $ 46,447 46,447 $ $ - FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Fund Shift Move Public Information Aide to Env Serv Fee Fund (506) OTHER BASE ADJUSTMENTS Reduced demand for Water & Wastewater Services Elimination of vacant positions Reduced demand for Environmental Health Services Fund Shift (505) for Food/Non-Food Inspections Fund Shift (505) for Enforcement Cost Reduction in Supplies/Services Reduction of Vehicle Maintenance and Baseline Telecomm Stormwater Regulations and Fees $ (328,842) (476,116) Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET - $ (328,842) (298,946) (16,381) (160,789) (46,447) 789,690 (61,715) $ 883,490 78,532 $ 18,053,147 $ 18,146,947 $ $ Subtotal $ 1,177,701 93,800 1,271,501 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 1,271,501 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 19,324,648 $ 18,146,947 NON-RECURRING NON-RECURRING 0001 Accela Implementation - Carryover Stormwater Construction Activity Office Equipment and Vehicles 481 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 4,829,621 $ 5,419,748 $ 5,419,748 $ 6,538,413 $ 4,474,208 Beginning Unreserved/Undesignated Fund Balance $ 4,829,621 $ 5,419,748 $ 5,419,748 $ 6,538,413 $ 4,474,208 $ 18,284,173 18,284,173 $ 19,661,464 19,661,464 $ 19,661,464 19,661,464 $ 18,699,977 18,699,977 $ 18,146,947 18,146,947 $ $ 16,575,377 16,575,377 Operating Balance $ 1,708,796 Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 6,538,413 Ending Unreserved Fund Balance $ 6,538,413 Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ $ $ 18,988,768 2,841,113 21,829,881 $ (4) $ $ $ $ 18,988,768 3,161,113 22,149,881 672,696 $ - $ $ 482 $ $ $ 18,224,493 2,539,689 20,764,182 $ 18,053,147 1,271,501 19,324,648 672,696 $ 475,484 $ 93,800 $ - $ - $ - 3,251,331 $ 2,931,331 $ 4,474,208 $ 3,296,507 3,251,331 $ 2,931,331 $ 4,474,208 $ 3,296,507 Maricopa County Annual Business Strategies FY 2009-10 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 compliance rate is 73%. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 74FM - FLEET MANAGEMENT FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEH AND EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PRTS - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 17,357,051 122,089 9,640,873 2,323,774 1,126,323 3,230,276 844,007 69,709 $ 15,519,000 66,860 8,393,181 2,135,494 1,023,274 3,099,993 739,018 61,180 $ 15,457,832 66,860 8,393,181 2,135,494 1,023,274 3,038,825 739,018 61,180 $ 16,779,233 66,860 9,126,678 2,217,025 1,120,045 3,270,034 911,823 66,768 $ 13,839,815 122,060 6,523,128 1,927,883 1,129,553 3,167,899 899,828 69,464 $ $ - $ - $ - $ 38,854 38,854 $ 44,000 44,000 $ TOTAL PROGRAMS $ USES 74FM - FLEET MANAGEMENT $ FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEH AND EQUIPMENT HDVR - HEAVY DUTY VEH AND EQUIP LDVR - LIGHT DUTY VEH AND EQUIP PRTS - PARTS PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL VEQM - VEHICLE AND EQUIP MAINT VEQR - VEHICLE AND EQUIPMENT REPAIR 17,357,051 $ 15,519,000 $ 15,457,832 $ 16,818,087 $ 13,883,815 $ (1,574,017) -10.2% 14,825,535 $ 133,385 9,098,356 1,220,572 938,371 3,044,293 360,217 30,618 (184) (93) 12,262,348 133,860 6,421,763 1,173,429 998,010 2,994,302 420,144 120,840 - $ 12,247,194 133,860 6,421,763 1,173,429 998,010 2,993,234 406,058 120,840 - $ 14,430,617 140,946 8,818,030 1,287,004 1,069,209 2,691,443 415,695 8,290 - $ 11,770,250 134,626 5,774,128 1,440,472 1,068,284 2,931,777 412,889 8,074 - $ 476,944 (766) 647,635 (267,043) (70,274) 61,457 (6,831) 112,766 - 3.9% -0.6% 10.1% -22.8% -7.0% 2.1% -1.7% 93.3% 0.0% 0.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT (1,618,017) 55,200 (1,870,053) (207,611) 106,279 129,074 160,810 8,284 44,000 44,000 -10.5% 82.6% -22.3% -9.7% 10.4% 4.2% 21.8% 13.5% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,078,557 895,438 183,119 - $ 1,050,083 791,087 137,530 54,905 66,561 $ 1,004,069 745,073 137,530 54,905 66,561 $ 928,153 660,960 145,582 56,250 65,361 $ 954,781 629,724 206,997 53,382 64,678 $ 49,288 115,349 (69,467) 1,523 1,883 4.9% 15.5% -50.5% 2.8% 2.8% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 428,336 428,336 - $ 669,576 669,576 - $ 669,576 669,576 - $ 716,874 667,146 49,728 $ 700,275 608,074 92,201 $ (30,699) 61,502 (92,201) -4.6% 9.2% 0.0% TOTAL PROGRAMS $ 16,332,430 $ 13,982,007 $ 13,920,839 $ 16,075,644 $ 13,425,306 $ 495,533 3.6% 483 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 3,676,687 13,676,178 17,352,865 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 6,274 6,274 $ ALL REVENUES $ 17,359,139 OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN 3,303,988 12,211,512 15,515,500 $ $ $ 3,500 3,500 $ (2,088) $ (2,088) $ $ 3,768,796 12,999,919 16,768,715 $ $ $ 3,500 3,500 $ $ 38,854 10,518 49,372 15,519,000 $ 15,457,832 $ - $ $ - $ 3,781,115 10,055,200 13,836,315 $ $ $ 44,000 3,500 47,500 $ 16,818,087 $ 13,883,815 $ (1,574,017) -10.2% $ $ - $ $ - $ $ - $ $ $ $ 15,457,832 FY 2008-09 REVISED $ 16,818,087 FY 2008-09 FORECAST $ 13,883,815 FY 2009-10 ADOPTED 2,355,941 103,413 844,812 24,471 94,902 3,423,539 $ 2,336,301 75,000 806,228 18,930 121,537 3,357,996 $ 2,316,201 75,000 806,228 18,930 121,537 3,337,896 $ 2,379,252 114,972 851,950 27,512 112,833 3,486,519 $ 2,317,467 103,442 857,245 28,525 112,825 3,419,504 $ 2,322,850 6,197,036 27,675 934 8,548,495 $ 2,245,303 8,784,881 11,278 6,341 11,047,803 $ 2,613,472 5,614,464 21,275 623 8,249,834 $ $ $ $ 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 106,547 5,958 467,200 509,191 1,776 4,289 7,537 142,016 17,410 4,763 1,266,687 $ - TOTAL USES $ $ ADOPTED VS REVISED VARIANCE % 15,519,000 FY 2008-09 ADOPTED SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 3,303,988 12,150,344 15,454,332 FY 2009-10 ADOPTED $ $ $ SUBTOTAL $ FY 2008-09 FORECAST 17,357,051 FY 2007-08 ACTUAL 2,551,091 9,074,232 15,267 688 11,641,278 OTHER FINANCING USES 0880 - TRANSFERS OUT $ FY 2008-09 REVISED $ 2,323,918 6,197,036 27,675 934 8,549,563 $ $ $ 119,262 22,570 473,530 93,211 5,605 6,000 2,000 130,000 40,000 9,524 901,702 $ 119,262 22,570 473,530 93,211 5,605 6,000 2,000 130,000 9,524 861,702 $ $ 667,146 667,146 $ $ - $ (4) 930 926 $ 248,665 240,000 16,330 605 505,600 $ 13,982,007 16,332,430 $ $ $ $ $ $ $ 477,127 14.4% (2,095,144) -17.2% (1,618,017) -10.5% 44,000 0.0% 0.0% 44,000 1257.1% 0.0% 0.0% $ (1,574,017) -10.2% ADOPTED VS REVISED VARIANCE % $ $ (1,266) (28,442) (51,017) (9,595) 8,712 (81,608) -0.1% -37.9% -6.3% -50.7% 7.2% -2.4% (290,622) 582,572 6,400 311 298,661 -12.5% 9.4% 23.1% 33.3% 3.5% $ $ 56,288 16,546 471,233 60,656 6,400 4,763 8,482 152,453 5,010 781,831 $ 122,314 22,570 473,530 89,561 8,872 12,185 9,238 149,394 7,634 895,298 667,146 667,146 $ $ 667,146 667,146 $ $ 608,074 608,074 $ $ 59,072 59,072 8.9% 8.9% $ $ 96,665 139,200 16,330 401 252,596 $ $ 60,000 19,200 12,718 427 92,345 $ $ 248,665 240,000 16,330 605 505,600 $ 152,000 100,800 204 253,004 61.1% 42.0% 0.0% 33.7% 50.0% $ 13,920,839 $ 16,075,644 $ 13,425,306 $ 495,533 3.6% 484 $ (3,052) -2.6% 0.0% 0.0% 3,650 3.9% (3,267) -58.3% (6,185) -103.1% (7,238) -361.9% (19,394) -14.9% 0.0% 1,890 19.8% (33,596) -3.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services Sources and Uses by Fund and Function FY 2007-08 ACTUAL 654 EQUIPMENT SERVICES OPERATING $ FUND TOTAL SOURCES $ FY 2008-09 ADOPTED 17,357,051 17,357,051 $ $ 15,519,000 15,519,000 FY 2008-09 REVISED $ $ FY 2008-09 FORECAST 15,457,832 15,457,832 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 16,818,087 16,818,087 $ $ 13,883,815 13,883,815 $ $ (1,574,017) (1,574,017) -10.2% -10.2% $ (1,574,017) -10.2% DEPARTMENT OPERATING TOTAL SOURCES $ 17,357,051 $ 15,519,000 $ 15,457,832 $ 16,818,087 $ 13,883,815 DEPARTMENT TOTAL SOURCES $ 17,357,051 FY 2007-08 ACTUAL $ 15,519,000 FY 2008-09 ADOPTED $ 15,457,832 FY 2008-09 REVISED $ 16,818,087 FY 2008-09 FORECAST $ 13,883,815 FY 2009-10 ADOPTED $ $ 13,192,006 233,300 13,425,306 $ $ 15,986,444 89,200 16,075,644 $ $ 13,460,839 460,000 13,920,839 $ $ 13,522,007 460,000 13,982,007 $ FUND TOTAL USES $ 16,332,430 16,332,430 $ 268,833 226,700 495,533 DEPARTMENT OPERATING TOTAL USES $ 16,332,430 $ 13,522,007 $ 13,460,839 $ 15,986,444 $ 13,192,006 $ 268,833 2.0% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 460,000 $ 460,000 $ 89,200 $ 233,300 $ 226,700 49.3% DEPARTMENT TOTAL USES $ 16,332,430 $ 13,982,007 $ 13,920,839 $ 16,075,644 $ 13,425,306 $ 495,533 3.6% 654 EQUIPMENT SERVICES OPERATING NON-RECURRING $ $ (1,574,017) -10.2% ADOPTED VS REVISED VARIANCE % 2.0% 49.3% 3.6% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 740 - EQUIPMENT SERVICES ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL FLEET MANAGEMENT FLEET PROCUREMENT AND REMOVAL FUEL FOR VEH AND EQUIPMENT HEAVY DUTY VEH AND EQUIP LIGHT DUTY VEH AND EQUIP PARTS PREVENTATIVE MAINTENANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 3.20 2.00 1.00 1.00 7.20 3.20 2.00 1.00 1.00 7.20 3.20 2.00 1.00 1.00 7.20 2.20 3.00 1.00 1.00 7.20 (1.00) 1.00 - -31.25% 50.00% 0.00% 0.00% 0.00% (1.00) 1.00 - -31.25% 50.00% 0.00% 0.00% 0.00% 2.00 1.00 15.80 16.10 4.00 7.90 46.80 54.00 2.00 1.00 15.80 16.10 4.00 7.90 46.80 54.00 2.00 1.00 15.80 16.10 4.00 7.90 46.80 54.00 2.00 1.00 15.80 15.10 4.00 6.90 44.80 52.00 (1.00) (1.00) (1.00) (2.00) 0.00% 0.00% 0.00% -6.21% 0.00% -12.66% -2.14% -3.70% (1.00) (1.00) (1.00) (2.00) 0.00% 0.00% 0.00% -6.21% 0.00% -12.66% -2.14% -3.70% FY 2008-09 REVISED FY 2008-09 FORECAST Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 740 - EQUIPMENT SERVICES Accounting Specialist Human Resources Specialist Office Assistant Specialized Director - Equipment Services Administrative Supervisor Mechanic Supervisor Administrator Management Analyst Program Coordinator Grant-Contract Administrator Procurement Specialist Materials Inventory Specialist Mechanic - Automotive Trades Specialist Mechanic Lead Preventive Maintenance Tech Mechanic - Heavy Equipment Department Total FY 2008-09 ADOPTED 1.00 1.00 3.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 13.00 1.00 3.00 8.00 11.00 54.00 1.00 1.00 3.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 13.00 1.00 3.00 8.00 11.00 54.00 1.00 1.00 3.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 14.00 1.00 8.00 13.00 54.00 FY 2009-10 ADOPTED 1.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 14.00 1.00 7.00 13.00 52.00 REVISED VS ADOPTED VARIANCE % (1.00) 1.00 (3.00) (1.00) 2.00 (2.00) 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.69% 0.00% -100.00% -12.50% 18.18% -3.70% FORECAST VS ADOPTED VARIANCE % (1.00) (1.00) (2.00) 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -12.50% 0.00% -3.70% Staffing by Fund FULL TIME EQUIVALENT (FTE) 740 - EQUIPMENT SERVICES 654 - EQUIPMENT SERVICES DEPARTMENT TOTAL FY 2008-09 ADOPTED 54.00 54.00 FY 2008-09 REVISED FY 2008-09 FORECAST 54.00 54.00 54.00 54.00 485 FY 2009-10 ADOPTED 52.00 52.00 REVISED VS ADOPTED VARIANCE % (2.00) (2.00) -3.70% -3.70% FORECAST VS ADOPTED VARIANCE % (2.00) (2.00) -3.70% -3.70% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services Significant Variance Analysis The Preventative Maintenance Activity decreased by 1.0 FTE in FY 2009-10 due to the increase in miles in Preventative Maintenance cycles which requires less staff. The Executive Management Activity is decreasing by 1.0 FTE due to a retirement and re-assignment of duties. General Adjustments Interest Expense: The Department has eliminated the Equipment Services Fund (654) deficit and has accumulated a cash balance to provide cash flow reserves which earn interest rather than incurring interest expense. $40,000 of interest expense is being eliminated and revenue of $13,280 is included in the FY 2009-10 budget. Allocations: The Central Service Cost Allocation and the Regional Development Services Allocation are both being reduced for FY 2009-10, allowing for a budget reduction of $76,953. Technology: Increase Non-Recurring/Non-Project by $84,500 for upgrading the fuel key system which will provide for more accurate fuel and vehicle information collection. Vehicle Replacements: Funding of $139,200 for the replacement of two vehicles is included in the Non-Recurring/Non-Project budget. Sustainability: Increase Non-Recurring/Non-Project by $9,600 for the State Green Business Shop Program participation providing the County with current information and opportunity information on green fleets. 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 hybrid and alternative fuel vehicles in the onroad fleet Percent of fuel purchased that was sold Percent of technicians producing at or above targeted maintenance & repair hours Percent of vehicles presented for Preventative Maintenance Percent of PMA services completed within 10% of Cycle Length Percent of parts issued from stock FY 2008 Actual 34.0% FY 2009 Revised 34.2% 101.7% 70.7% 101.7% 78.1% 100.0% 72.6% (1.7%) (5.5%) -1.7% -7.0% 79.1% 77.7% 76.8% (0.9%) -1.2% 72.5% 72.0% 73.6% 1.6% 2.3% 53.2% 53.2% 60.0% 6.8% 12.8% Activities that comprise this program include: • Fleet Procurement and Removal • Fuel for Vehicles and Equipment • Heavy Duty Vehicles and Equipment Repair • • • • 486 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 40.9% 6.7% 19.7% Light Duty Vehicles and Equipment Repair Parts Preventative Maintenance Rental Pool Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Hybrid and Alt Fuel vehicles in the on-road fleet Number of vehicles in the on-road fleet Number of Hybrid and Alt Fuel vehicles in the on-road fleet Number of vehicles due or overdue for replacement Cost per vehicle replaced $ FY 2008 Actual 34.0% FY 2009 Revised 34.2% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 40.9% 6.7% 19.7% 1,841 1,839 1,930 91 4.9% 627 629 790 161 25.6% 232 232 567 335 144.4% 698.35 $ 669.30 $ 712.31 $ (43.01) -6.4% 55,200 55,200 82.6% 82.6% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 122,089 $ 122,089 $ 66,860 $ 66,860 $ 122,060 $ 122,060 $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ 133,385 $ 133,385 $ 133,860 $ 133,860 $ 134,626 $ 134,626 $ Expenditure (766) (766) -0.6% -0.6% Activity Narrative: The FY 2009-10 budget supports the Department in continuing to provide analysis and procurement services to replace vehicles as needed. The County will replace fewer vehicles than in previous years due to the current recession and decrease in revenue; however the staff required to analyze and procure the necessary vehicles remains constant. 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. Measure Type Result Output Output Demand Efficiency Measure Description Percent of fuel purchased that was sold Gallons of fuel purchased Number of gallons of fuel sold Number of gallons of fuel purchased Average cost to Equipment Services Department per gallon of fuel purchased FY 2008 Actual 101.7% FY 2009 Revised 101.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% (1.7%) -1.7% $ 3,106,838 3,159,817 3,106,838 2.93 $ 3,106,838 3,159,817 3,106,838 2.07 $ 3,000,000 3,000,000 3,000,000 1.92 $ (106,838) (159,817) (106,838) 0.14 -3.4% -5.1% -3.4% 6.9% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 9,640,873 $ 9,640,873 $ 8,393,181 $ 8,393,181 $ 6,523,128 $ 6,523,128 $ (1,870,053) (1,870,053) -22.3% -22.3% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 9,098,356 $ 9,098,356 $ 6,421,763 $ 6,421,763 $ 5,774,128 $ 5,774,128 $ Revenue Expenditure 647,635 647,635 10.1% 10.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. Fuel usage should decrease along with the reduction of the County Fleet. The revenue decrease is part of the budget balancing initiatives to reduce operating costs to County Departments. The administrative recovery charge on fuel has decreased for FY 2009-10. 487 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services 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. Measure Type Output Demand Efficiency Revenue Measure Description FY 2008 Actual 8,491 4,904 FY 2009 Revised 8,844 4,904 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 8,610 (234) -2.6% 4,904 0.0% Number of work orders completed Number of heavy duty vehicles presented for repair. Cost per work order completed $ 143.75 $ 132.68 $ 167.30 $ (34.62) -26.1% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 2,323,774 $ 2,323,774 $ 2,135,494 $ 2,135,494 $ 1,927,883 $ 1,927,883 $ (207,611) (207,611) -9.7% -9.7% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 1,220,572 $ 1,220,572 $ 1,173,429 $ 1,173,429 $ 1,440,472 $ 1,440,472 $ (267,043) (267,043) -22.8% -22.8% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. As the County purchases fewer pieces of equipment, the number of work orders will diminish. 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. Measure Type Result Output Output Demand Efficiency Measure Description Percent of technicians producing at or above targeted maintenance & repair hours Number of average maintenance & repair hours charged per FTE technician Number of Light Duty repair work orders Number of maintenance & repair hours targeted per FTE technician Average cost of light duty repair per $ repair work order FY 2008 Actual 70.7% FY 2009 Revised 78.1% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 72.6% (5.5%) -7.0% 1,579 1,621 1,600 (21) -1.3% 11,521 11,521 11,020 (501) -4.3% 1,398 1,392 1,416 24 1.7% 81.45 $ 86.63 $ 96.94 $ (10.32) -11.9% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 1,126,323 $ 1,126,323 $ 1,023,274 $ 1,023,274 $ 1,129,553 $ 1,129,553 $ 106,279 106,279 10.4% 10.4% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 938,371 $ 938,371 $ 998,010 $ 998,010 $ 1,068,284 $ 1,068,284 $ (70,274) (70,274) -7.0% -7.0% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand for repairs on light duty vehicles. The number of vehicles in the fleet is expected to decrease resulting in fewer work orders. The reduction in work orders due to reduced vehicles is predicted to outweigh the increase of work orders due to having the older vehicles in the fleet. 488 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services 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. 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 Expenditure per part issued - stock $ and nonstock FY 2008 Actual 53.2% 240,031 FY 2009 Revised 53.2% 240,031 240,031 240,031 12.68 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 60.0% 6.8% 12.8% 211,900 (28,131) -11.7% 211,900 12.47 $ 13.84 $ (28,131) -11.7% (1.36) -10.9% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 3,230,276 3,230,276 $ $ 3,099,993 3,099,993 $ $ 3,167,899 3,167,899 $ $ 67,906 67,906 2.2% 2.2% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 3,044,293 3,044,293 $ $ 2,994,302 2,994,302 $ $ 2,931,777 2,931,777 $ $ 62,525 62,525 2.1% 2.1% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand of providing parts as needed to repair and maintain equipment. The Department is reducing the amount of inventory kept in stock. Additionally, the change in Preventative Maintenance Cycles will result in fewer parts being ordered. 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. Measure Type Result Result Output Output Efficiency Measure Description Percent of vehicles presented for PM Percent of PMA services completed within 10% of Cycle Length. Number of work orders completed Number of PM "A" services performed Expenditure per PM "A" service $ performed FY 2008 Actual 79.1% FY 2009 Revised 26.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 76.8% 50.8% 195.1% 72.5% 77.7% 73.6% 8,156 6,012 59.92 $ 8,156 6,012 69.88 $ 8,110 6,125 67.41 $ (4.0%) -5.2% (46) 113 2.47 -0.6% 1.9% 3.5% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 844,007 $ 844,007 $ 739,018 $ 739,018 $ 899,828 $ 899,828 $ 160,810 160,810 21.8% 21.8% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 360,217 360,217 420,144 420,144 412,889 $ 412,889 $ 7,255 7,255 1.7% 1.7% Expenditure $ $ $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The preventative maintenance cycle is being expanded to allow for more miles to be driven between scheduled maintenance. This change results in decreased work orders and expense. 489 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services 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. Measure Type Output Output Demand Efficiency Measure Description Number of miles Number of rental request met Number of rental requests received Operating cost* (to Equipment Services Department) per mile *repairs, maintenance & fuel $ FY 2008 Actual 54,205 1,067 1,105 0.56 $ FY 2009 Revised 2,591 1,067 1,105 46.64 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 43,400 40,809 1575.0% 940 (127) -11.9% 1,065 (40) -3.6% 0.19 $ 46.45 99.6% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 69,709 69,709 $ $ 61,180 61,180 $ $ 69,464 $ 69,464 $ 8,284 8,284 13.5% 13.5% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 30,618 30,618 $ $ 120,840 120,840 $ $ 8,074 $ 8,074 $ 112,766 112,766 93.3% 93.3% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department continuing to provide rental vehicles to County Departments. The expenditures in this activity reflect the fuel and maintenance costs of the rental pool. 490 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services Appropriated Budget Reconciliations Equipment Services Fund (654) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET BUDGET BALANCING REDUCTIONS Administrative Reduction Interest Expense Reduction Rate Reduction $ $ Cost Reduction Emergency Generator Preventative Maintenance Vacancies Eliminate 1 Vacant Executive Management Position Eliminate 1 Vacant Preventative Maintenance Position 13,522,007 $ 15,519,000 Subtotal $ (40,000) $ (40,000) $ $ Subtotal $ (1,068) $ (1,068) $ - $ (6,014) $ (14,086) (20,100) $ - Subtotal $ (61,168) (61,168) FY 2008-09 REVISED BUDGET $ 13,460,839 $ 15,457,832 FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Administrative Reduction Central Service Cost Allocation Reduction RDSA Cost Allocation Reduction Rate Reduction $ 13,460,839 $ 15,457,832 $ Subtotal $ Cost Reduction Extend Preventative Maintenance Interval Emergency Generator Preventative Maintenance $ Subtotal $ Vacancies Eliminate 1 Vacant Executive Management Position Eliminate 1 Vacant Preventative Maintenance Position $ Subtotal $ OTHER BASE ADJUSTMENTS Personnel Savings to 3% Increase Fuel Purchases $ (59,078) $ (17,875) (81,790) (158,743) $ (1,531,004) (1,531,004) (15,056) $ (2,493) (17,549) $ (34,182) (8,831) (43,013) (66,154) $ (32,866) (99,020) $ Subtotal $ 3,574 2,905 6,479 $ - $ 13,192,006 $ 13,883,815 $ $ Subtotal $ 84,500 139,200 9,600 233,300 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 233,300 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 13,425,306 $ 13,883,815 FY 2009-10 ADOPTED OPERATING BUDGET $ - NON-RECURRING NON-RECURRING 0001 Fuel Key Sensor System Vehicle Replacements State Green Business Shop Program 491 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (271,197) $ 823,302 $ 823,302 $ 656,612 $ 1,399,055 Beginning Unreserved/Undesignated Fund Balance $ (271,197) $ 823,302 $ 823,302 $ 656,612 $ 1,399,055 Sources: Operating Total Sources: $ $ 17,357,051 17,357,051 $ $ 15,519,000 15,519,000 $ $ 15,457,832 15,457,832 $ $ 16,818,087 16,818,087 $ $ 13,883,815 13,883,815 $ $ $ 15,986,444 89,200 16,075,644 $ $ 13,460,839 460,000 13,920,839 $ $ 13,522,007 460,000 13,982,007 $ $ 16,332,430 16,332,430 $ 13,192,006 233,300 13,425,306 Operating Balance $ 1,024,621 $ 1,996,993 $ 1,996,993 $ 831,643 $ 691,809 Accounting Adjustments $ (96,812) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 656,612 $ 2,360,295 $ 2,360,295 $ 1,399,055 $ 1,857,564 Ending Unreserved Fund Balance $ 656,612 $ 2,360,295 $ 2,360,295 $ 1,399,055 $ 1,857,564 Uses: Operating Non Recurring Non Project Total Uses: 492 Maricopa County Annual Business Strategies FY 2009-10 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 • The Department will develop new goals during the strategic plan update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 18CL - COLLECTIONS CLCT - COLLECTIONS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ - $ 440,374 440,374 $ 440,374 440,374 $ 47,450 47,450 $ 34,800 34,800 $ (405,574) (405,574) -92.1% -92.1% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT $ 929,488 929,488 $ 947,187 947,187 $ 947,187 947,187 $ 855,775 855,775 $ 777,288 777,288 $ (169,899) (169,899) -17.9% -17.9% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 221,304 221,304 $ 222,282 222,282 $ 222,282 222,282 $ 221,017 221,017 $ 245,111 245,111 $ 22,829 22,829 10.3% 10.3% TOTAL PROGRAMS $ 1,150,792 $ 1,609,843 $ 1,609,843 $ 1,124,242 $ 1,057,199 $ (552,644) -34.3% $ 313,593 313,593 $ 290,760 290,760 $ 290,760 290,760 $ 225,319 225,319 $ 160,223 160,223 $ 130,537 130,537 44.9% 44.9% 18RE - REAL ESTATE RLST - REAL ESTATE MANAGEMENT $ 369,856 369,856 $ 337,615 337,615 $ 337,615 337,615 $ 311,792 311,792 $ 300,850 300,850 $ 36,765 36,765 10.9% 10.9% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 3,250,377 3,250,377 $ 3,157,195 3,157,195 $ 3,157,195 3,157,195 $ 3,177,823 3,177,823 $ 2,818,776 2,818,776 $ 338,419 338,419 10.7% 10.7% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 2,520 2,520 $ 1,467 1,467 $ 1,467 1,467 $ 1,467 1,467 $ 2,724 2,724 $ TOTAL PROGRAMS $ 3,936,346 $ 3,787,037 $ 3,787,037 $ 3,716,401 $ 3,282,573 $ USES 18CL - COLLECTIONS CLCT - COLLECTIONS 493 (1,257) (1,257) 504,464 -85.7% -85.7% 13.3% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,150,792 $ 1,150,792 $ 222,282 $ 440,374 662,656 $ 222,282 $ 440,374 662,656 $ 221,017 $ 47,450 268,467 $ 245,111 $ 34,800 279,911 $ 22,829 (405,574) (382,745) 10.3% -92.1% -57.8% MISCELLANEOUS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ - $ - $ 947,187 $ 947,187 $ 947,187 $ 947,187 $ 855,775 $ 855,775 $ 777,288 $ 777,288 $ (169,899) (169,899) -17.9% -17.9% ALL REVENUES $ 1,150,792 $ 1,609,843 $ 1,609,843 $ 1,124,242 $ 1,057,199 $ (552,644) -34.3% TOTAL SOURCES $ 1,150,792 $ 1,609,843 $ 1,609,843 $ 1,124,242 $ 1,057,199 $ (552,644) -34.3% FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,845,226 $ 41,188 346 835,742 17,825 147 3,740,474 $ 2,694,348 $ 91,581 769,099 8,426 3,563,454 $ 2,694,348 $ 91,581 769,099 8,426 3,563,454 $ 2,695,458 $ 13,938 794,852 3,896 (17,150) 3,490,994 $ 2,420,757 $ 711,577 (25,422) 3,106,912 $ 273,591 91,581 57,522 8,426 25,422 456,542 SUPPLIES $ 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT SUBTOTAL $ 29,285 $ 295 29,580 $ 31,368 $ 300 31,668 $ 31,368 $ 300 31,668 $ 27,662 $ 335 (432) 27,565 $ 30,500 $ 480 30,980 $ 868 (180) 688 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 SUBTOTAL $ 594 $ 22,214 1,314 19,696 4,000 9,140 1,739 15,659 49,902 124,258 $ 300 $ 36,650 8,400 15,000 4,000 8,700 622 47,954 121,626 $ 300 $ 36,650 8,400 15,000 4,000 8,700 622 47,954 121,626 $ 100 $ 37,437 10,625 29,938 4,500 7,966 1,633 2,429 35,650 1,897 132,175 $ 800 $ 19,820 9,000 11,000 4,500 10,700 1,876 48,792 105,845 $ SUBTOTAL $ 42,034 $ 42,034 $ 70,289 $ 70,289 $ 70,289 $ 70,289 $ 65,907 $ (240) 65,667 $ 39,191 $ (355) 38,836 $ 31,098 355 31,453 44.7% TOTAL USES $ 3,936,346 $ 3,787,037 $ 3,787,037 $ 3,716,401 $ 3,282,573 $ 504,464 13.3% CAPITAL 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT $ 10.2% 100.0% 7.5% 100.0% 12.8% 2.8% -60.0% 2.2% (500) -166.7% 16,830 45.9% (600) -7.1% 4,000 26.7% (500) -12.5% (2,000) -23.0% (1,254) -201.6% (838) -1.7% 15,781 13.0% 44.2% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES $ $ 1,150,792 1,150,792 FY 2008-09 ADOPTED $ $ 1,609,843 1,609,843 FY 2008-09 REVISED $ $ 1,609,843 1,609,843 FY 2008-09 FORECAST $ $ 1,124,242 $ 1,124,242 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 1,057,199 1,057,199 $ $ (552,644) (552,644) -34.3% -34.3% DEPARTMENT OPERATING TOTAL SOURCES $ 1,150,792 $ 1,609,843 $ 1,609,843 $ 1,124,242 $ 1,057,199 $ (552,644) -34.3% DEPARTMENT TOTAL SOURCES $ 1,150,792 $ 1,609,843 $ 1,609,843 $ 1,124,242 $ 1,057,199 $ (552,644) -34.3% FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES $ $ 3,936,346 3,936,346 FY 2008-09 ADOPTED $ $ 3,787,037 3,787,037 FY 2008-09 REVISED $ $ 3,787,037 3,787,037 FY 2008-09 FORECAST $ $ 3,716,401 $ 3,716,401 $ FY 2009-10 ADOPTED 3,282,573 $ 3,282,573 $ ADOPTED VS REVISED VARIANCE % 504,464 504,464 13.3% 13.3% DEPARTMENT OPERATING TOTAL USES $ 3,936,346 $ 3,787,037 $ 3,787,037 $ 3,716,401 $ 3,282,573 $ 504,464 13.3% DEPARTMENT TOTAL USES $ 3,936,346 $ 3,787,037 $ 3,787,037 $ 3,716,401 $ 3,282,573 $ 504,464 13.3% 494 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED ADMINISTRATIVE SERVICES FINANCIAL SERVICES PROGRAM TOTAL COLLECTIONS COLLECTIONS PROGRAM TOTAL REAL ESTATE REAL ESTATE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 41.00 41.00 41.00 41.00 40.29 40.29 34.29 34.29 (6.71) (6.71) (16.37%) (16.37%) (6.00) (6.00) (14.89%) (14.89%) 5.00 5.00 5.00 5.00 6.50 6.50 2.50 2.50 (2.50) (2.50) (50.00%) (50.00%) (4.00) (4.00) (61.54%) (61.54%) 3.00 3.00 49.00 3.00 3.00 49.00 3.00 3.00 49.79 3.00 3.00 39.79 (9.21) 0.00% 0.00% (18.80%) (10.00) 0.00% 0.00% (20.08%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Justice System Clerk Collector Office Assistant Office Assistant Specialized Assistant County Manager Deputy Director - Budget/Fin Real Estate Manager - County Administrative Supervisor Financial Supervisor - County Collections Supervisor Financial Manager - County Management Analyst Finan/Business Analyst -County Real Property Specialist Consultant Department Total FY 2008-09 ADOPTED 1.00 8.00 2.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 3.00 15.00 2.00 49.00 FY 2008-09 REVISED 1.00 8.00 2.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 3.00 15.00 2.00 49.00 FY 2008-09 FORECAST 1.00 8.00 2.00 3.50 1.00 3.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 3.00 14.00 2.00 0.29 49.79 FY 2009-10 ADOPTED 1.00 6.00 1.50 3.00 1.00 1.00 5.00 1.00 2.00 3.00 13.00 2.00 0.29 39.79 REVISED VS ADOPTED VARIANCE % 0.00% (2.00) -25.00% (2.00) -100.00% (0.50) -25.00% (1.00) -100.00% 0.00% (1.00) -100.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (2.00) -13.33% 0.00% 0.29 (9.21) -18.80% FORECAST VS ADOPTED VARIANCE % .00 0.00% (2.00) -25.00% (2.00) -100.00% (2.00) -57.14% (1.00) -100.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -7.14% .00 0.00% .00 0.00% (10.00) -20.08% REVISED VS ADOPTED VARIANCE % (9.21) -18.80% (9.21) -18.80% FORECAST VS ADOPTED VARIANCE % (10.00) -20.08% (10.00) -20.08% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 49.00 49.00 FY 2008-09 REVISED 49.00 49.00 FY 2008-09 FORECAST 49.79 49.79 FY 2009-10 ADOPTED 39.79 39.79 Significant Variance Analysis The Financial Services Activity is reduced by 6 FTE resulting from budget reductions. The Collections Activity and Real Estate Activity are reduced by 4 FTE and 0.8 temporary FTE respectively, also due to budget reductions. General Adjustments Budget Balancing Adjustments: Administrative Reduction • Reduce the General Fund Operating budget by $135,388 in salary and benefits associated with reorganizing. This savings results from inactivating the vacant Assistant County Manager position and allowing for salary adjustments for department reorganization. The reorganization will not affect service levels but may change the way in which services are delivered. Service Reduction • Reduce the General Fund Operating budget by $64,215 for the salary and benefits of one filled Financial Business Analyst position. While the work will be absorbed by other staff, financial reporting may be delayed. • Reduce the General Fund Operating budget by $43,602 for the salary and benefits of one filled Accounting Specialist position. While this work will be absorbed by other staff in the department, processing time for documents will be negatively impacted. 495 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance Vacancies • Reduce the General Fund Operating budget by $69,283. This reduction eliminates the vacant Electronic Document Management Supervisor position (1 FTE). This position has been vacant since January 2008. Work has been reallocated to remaining staff. These staff now report to the Financial Services Manager. • Reduce the General Fund Operating budget by $39,929. This reduction eliminates a vacant Office Assistant position (1 FTE). The duties of this position have been absorbed by other employees allowing for service levels to be maintained. • Reduce the General Fund Operating budget by $48,571. This reduction eliminates a vacant Accounting Specialist. Accounting Specialists are responsible for entering financial information into the Advantage Financial System. The duties of this position have been absorbed by other employees, resulting in increased turn around time. However, turn around is still within acceptable time frames. Debt Service • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $20,721. Base Adjustments: • Increase revenue in the Financial Services Activity for Intergovernmental Charges for Service by • $22,829. This increased revenue results from accurately charging out the cost of services provided to the Industrial Development Authority. Reallocate Report Web Maintenance in the Financial Services Activity to the Office of Enterprise Technology. This reallocation results in a reduction of $14,500. Strategic Business Plan Update Finance went through a systematic and facilitated review and update of their Collections Activity measures. These measures were updated to more accurately reflect the work of the division. The Strategic Business Plan for the entire department is due for review in the next fiscal year. 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 collectible accounts that are paying FY 2008 Actual FY 2009 Revised N/A N/A FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A The Collections Program went through a strategic business plan update process. All measures are new this year not allowing for a historical comparison. Activities that comprise this program include: • Collections 496 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance 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 Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of collectible accounts that are paying Total number of collectable accounts internal to CCU Number of accounts sent to Private Collections Total number of accounts at County Collections Unit Number of accounts to County Collections Unit per Fiscal Year Cost per collectible accounts internal to CCU FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% N/A N/A N/A N/A N/A N/A 1,832 N/A N/A N/A N/A 10,540 N/A N/A N/A N/A 289,570 N/A N/A N/A N/A 6,636 N/A N/A N/A N/A $21.86 N/A N/A Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ - $ 440,374 $ 440,374 $ 34,800 $ 34,800 $ (405,574) (405,574) -92.1% -92.1% 100 - GENERAL TOTAL USES $ $ 313,593 $ 313,593 $ 290,760 $ 290,760 $ 160,223 $ 160,223 $ 130,537 130,537 44.9% 44.9% Expenditure The Collections Activity went through a strategic business plan update process. All measures are redefined or are new this year not allowing for a historical comparison. Budget Balancing Adjustments: Service Reduction • Reduce the Collections Activity by $97,975 by eliminating one filled Collector and one filled Judicial Clerk for a total of two FTE. The reduction will modify the process and require most collections to be sent to a private company. • Reduce Collection Activity Revenues by $55,322 due to the decreased staffing levels. 497 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance Vacancies • Reduce the Collections Activity $97,608 by eliminating one vacant Collector and one vacant Judicial Clerk for a total of two FTE. These positions have been vacant for all of FY 2008-09. The workload has been absorbed by other staff. • Reduce the Collections Activity Revenue by $51,955. Revenues will decrease with the elimination of the vacant positions. Base Adjustments: • Reduce revenues in the Collections Activity by $298,297. This reduction reflects reduced staff levels and the decreased ability to collect on the 11.2 % fee instituted last fiscal year. Activity Narrative: The FY 2009-10 budget changes the functioning of the Collections Activity. While demand will remain the same, more accounts will be sent to an outside collections agency at no cost to the County. Minimal accounts will still be worked within the department. In FY 2008-09, the Collections Activity instituted an 11.2% fee to recover costs. FY 2008-09 revenues were adopted at $440,374. The forecast for FY 2008-09 is $46,933. For all of FY 2008-09, the Activity was understaffed due to the hiring freeze, resulting in lower than expected revenues. In FY 2009-10, revenues are forecasted to be $34,800. This revenue will come from current accounts and minimal new internal accounts that are being assessed the cost recovery fee. 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 2008 Actual Not Reported FY 2009 Revised 96.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 82.8% -13.8% -14.3% Activities that comprise this program include: • Real Estate Management Real Estate Activity The purpose of the Real Estate Management Activity is to protect the Real Property Rights of the County and to support the efficient utilization of the County’s Real Estate Assets. Mandates: Administrative mandate. 498 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance 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 2008 Not Reported FY 2009 Revised 96.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 82.8% -13.8% -14.3% Not Reported 130 100 -30 -23.1% Not Reported 130 120 -10 -7.7% Not Reported $2,597.04 $3,008.50 -$411.46 -15.8% 100 - GENERAL TOTAL SOURCES $ $ 929,488 $ 929,488 $ 947,187 $ 947,187 $ 777,288 $ 777,288 $ (169,899) (169,899) -17.9% -17.9% 100 - GENERAL TOTAL USES $ $ 369,856 $ 369,856 $ 337,615 $ 337,615 $ 300,850 $ 300,850 $ 36,765 36,765 10.9% 10.9% Expenditure Budget Balancing Adjustments: Service Reduction • Reduce the Real Estate Management Activity $50,565 by eliminating 2 vacant temporary positions (2 positions at 0.4 FTE each). The workload has been absorbed by other Activity staff; however, this reduction decreases the amount of demand that can be met. Base Adjustments: • Reduce Real Estate Management Activity revenues by $169,899 due to cancelled and expired leases. Activity Narrative: The reduction of staff in the Real Estate Management Activity may lead to increased turn around times for the processing of lease agreements or research into property, leading to decreased results. Budget reductions in this activity will lead to a decline in demand met. 499 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Finance Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,787,037 $ 1,609,843 FY 2008-09 REVISED BUDGET $ 3,787,037 $ 1,609,843 FY 2008-09 REVISED RESTATED BUDGET $ 3,787,037 $ 1,609,843 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 177,893 $ - FY 2009-10 BUDGET TARGET $ 3,964,930 $ 1,609,843 $ Subtotal $ (135,388) $ (135,388) $ - $ (97,975) $ (50,565) (43,602) (64,215) (256,357) $ (55,322) (55,322) Subtotal $ (97,608) $ (69,283) (39,929) (48,571) (255,391) $ (51,955) (51,955) $ Subtotal $ (20,721) $ (20,721) $ $ (14,500) $ (14,500) $ BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reorganization Service Reduction Reduce Collections Staff and Reduce Revenues Elimination of Real Estate Temporary Staff Eliminate Accounting Specialist Eliminate Financial Business Analyst-County Subtotal $ Vacancies Eliminate Vacant Collections Staff and Reduce Revenues Eliminate Vacant EDM Supervisor Eliminate Vacant Office Assistant Eliminate Vacant Accounting Specialist Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh OTHER BASE ADJUSTMENTS Reallocate Report Web Maintenance to the Office of Enterprise Technology Increase IDA Revenue in Financial Services Reduce Collections Activity Revenue Reduce Real Estate Activity Revenue $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 500 3,282,573 $ - 22,829 (298,297) (169,899) (445,367) 1,057,199 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets General Litigation General Litigation Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The Department will develop a mission during the strategic plan update process. Vision The Department will develop a vision during the strategic plan update process. Strategic Goals The Department will develop new goals during the strategic plan update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 33CL - CIVIL LITIGATION CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ - $ - $ - $ - $ 3,014,022 2,561,910 452,112 $ 3,014,022 2,561,910 452,112 TOTAL PROGRAMS $ USES 33CL - CIVIL LITIGATION $ CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION - $ - $ - $ - $ 3,014,022 $ 3,014,022 - $ - $ - $ - $ 5,058,223 $ 4,300,513 757,710 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ - $ - $ 721,871 721,871 $ 721,871 721,871 $ TOTAL PROGRAMS $ - $ - $ 721,871 $ 721,871 $ 147,594 147,594 $ 5,205,817 $ (5,058,223) (4,300,513) (757,710) 574,277 574,277 79.6% 79.6% (4,483,946) -621.2% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ ALL REVENUES $ - $ TOTAL SOURCES $ - FY 2008-09 REVISED $ $ $ - $ - 501 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ - $ $ $ 287,436 2,726,586 3,014,022 3,014,022 $ $ 287,436 2,726,586 3,014,022 3,014,022 $ - $ 3,014,022 $ 3,014,022 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2008-09 ADOPTED $ SUBTOTAL $ - $ SUBTOTAL $ $ FY 2008-09 REVISED $ $ - - $ $ $ SUBTOTAL $ - $ SUBTOTAL $ TOTAL USES $ SERVICES 0810 - LEGAL SERVICES 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING CAPITAL 0950 - DEBT SERVICE Department Strategic Plans and Budgets General Litigation FY 2008-09 FORECAST $ $ 126,347 30,298 156,645 - $ $ $ $ - - $ $ - $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 126,347 30,298 156,645 $ $ 2,571,498 672,046 3,529,174 35,380 35,380 $ $ 35,380 35,380 $ $ 101,203 111,203 $ $ $ $ 527,530 500 120 729 500 529,379 $ $ 1,385,896 21,471 120 7,317 6,649 1,564,973 $ $ 527,530 500 120 729 500 529,379 $ - $ $ 467 467 $ $ 467 467 $ $ 467 467 $ $ - $ 721,871 $ 721,871 $ 5,205,817 $ (2,445,151) -1935.3% (641,748) -2118.1% (3,372,529) -2153.0% $ (65,823) (75,823) -186.0% -214.3% (858,366) -162.7% (20,971) -4194.2% 0.0% (6,588) -903.7% (6,149) -1229.8% (1,035,594) -195.6% (4,483,946) 0.0% 0.0% -621.2% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES $ $ FY 2008-09 ADOPTED - $ $ FY 2008-09 REVISED - $ $ FY 2008-09 FORECAST - $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED - $ $ 3,014,022 3,014,022 $ $ 3,014,022 3,014,022 DEPARTMENT OPERATING TOTAL SOURCES $ - $ - $ - $ - $ 3,014,022 $ 3,014,022 DEPARTMENT TOTAL SOURCES $ - $ - $ - $ - $ 3,014,022 $ 3,014,022 FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % - $ $ (4,319,946) (164,000) (4,483,946) -598.4% $ 5,041,817 164,000 5,205,817 $ $ 721,871 721,871 $ $ 721,871 721,871 $ $ - $ $ DEPARTMENT OPERATING TOTAL USES $ - $ - $ 721,871 $ 721,871 $ 5,041,817 $ (4,319,946) -598.4% DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ - $ - $ 164,000 $ (164,000) DEPARTMENT TOTAL USES $ - $ - $ 721,871 $ 721,871 $ 5,205,817 $ (4,483,946) FUND TOTAL USES -621.2% -621.2% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL CIVIL LITIGATION CIVIL LITIGATION DEFENSE CIVIL LITIGATION PROSECUTION PROGRAM TOTAL DEPARTMENT TOTAL FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST - - - 1.30 1.30 1.30 1.30 1.30 1.30 - - - 2.30 0.40 2.70 4.00 2.30 0.40 2.70 4.00 2.30 0.40 2.70 4.00 Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Legal Support Specialist Office Assistant Specialized Director - Litigation Administrative Manager Attorney - Senior Associate Attorney - Senior Legal Assistant Attorney - Senior Counsel Department Total FY 2008-09 ADOPTED FY 2008-09 REVISED - FY 2008-09 FORECAST - 502 FY 2009-10 ADOPTED - 1.00 1.00 1.00 1.00 4.00 REVISED VS ADOPTED VARIANCE % 1.00 1.00 1.00 1.00 4.00 FORECAST VS ADOPTED VARIANCE % .00 .00 1.00 1.00 .00 1.00 1.00 .00 4.00 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets General Litigation Staffing By Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED - FY 2008-09 FORECAST - - FY 2009-10 ADOPTED 4.00 4.00 REVISED VS ADOPTED VARIANCE % 4.00 4.00 FORECAST VS ADOPTED VARIANCE % 4.00 4.00 Significant Variance Analysis General Litigation was developed as a department near the end of FY 2008-09. Once fully developed in FY 2009-10, the staffing compliment will be as follows: Director- 1 FTE Administrative Manager- 1 FTE Attorney- Senior- 3 FTE Attorney- Senior Associate- 2 FTE Attorney- Senior Counsel- 5 FTE Legal Assistant- 5 FTE Legal Support Specialist- 5 FTE Office Assistant Specialized- 4 FTE General Operating Adjustments Base Adjustment: In December 2008, the Board of Supervisors took back its authority to direct and control the prosecution, defense and compromise of all civil legal actions to which the County is a party or has an interest. In March 2009, the Board of Supervisors established the General Litigation Department to provide these services. The following adjustments are associated with that action: ƒ Annualize salaries and benefits for an increase of $300,296. ƒ Increase expenditures in the amount of $3,372,529 for additional personnel. ƒ Increase expenditures by $947,417 for supplies and services for the increased staffing level and the full year needs of the department. ƒ Increase expenditures in the amount of $164,000 in Non-Recurring/Non-Project for purchases associated with development of the new department. Included in these costs are a case management system, office furniture, books, and copiers/printers. ƒ Increase revenue in the amount of $3,014,022 for retainers paid by other departments and districts to General Litigation. Strategic Business Plan Update The strategic business plan is currently being developed. 503 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets General Litigation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING $ - $ - $ Subtotal $ 721,871 721,871 $ $ - FY 2008-09 REVISED BUDGET $ 721,871 $ - FY 2008-09 REVISED RESTATED BUDGET $ 721,871 $ - FY 2009-10 BUDGET TARGET $ 721,871 $ - $ Subtotal $ 300,296 300,296 $ $ - FY 2009-10 TENTATIVE OPERATING BUDGET $ 1,022,167 $ - BASE ADJUSTMENTS: Create General Litigation Department Right-size General Litigation Retainers $ 4,019,650 4,019,650 $ 2,174,533 839,489 3,014,022 $ 5,041,817 EXPENDITURES $ 3,014,022 REVENUE $ Subtotal $ 164,000 164,000 $ $ - FY 2009-10 ADOPTED NON-OPERATING BUDGET $ 164,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 5,205,817 $ 3,014,022 FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Create General Litigation Department C-49-09-051-M-00 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Annualize Salaries for General Litigation Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ NON-OPERATING NON-OPERATING 0001 Create General Litigation Department 504 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Tara Acuña, Management & Budget Analyst 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 • 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. The merger with Human Services should help create synergies which promote administrative strength. 505 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 22ED - CHILD DEVELOPMENT EDUCATION CDEV - CHILD DEVELOPMENT AND EDUC CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 16,790,795 15,582,741 233,392 974,662 $ 18,387,052 16,408,928 319,994 1,658,130 $ 18,387,052 16,408,928 319,994 1,658,130 $ 18,256,776 16,278,651 319,994 1,658,131 $ 18,136,346 16,343,572 349,261 1,443,513 $ (250,706) (65,356) 29,267 (214,617) 17CD - COMMUNITY DEV BLOCK GRANT CDBG - CDBG ADMIN AND PROJECTS $ 2,137,389 2,137,389 $ 4,466,601 4,466,601 $ 4,466,601 4,466,601 $ 2,671,549 2,671,549 $ 4,673,355 4,673,355 $ 206,754 206,754 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE $ 4,763,866 1,838,979 2,924,887 $ 4,715,305 2,263,465 2,451,840 $ 5,643,883 2,263,465 3,380,418 $ 8,598,960 2,492,675 6,106,285 $ 8,416,511 1,955,597 6,460,914 $ 2,772,628 (307,868) 3,080,496 49.1% -13.6% 91.1% 17HM - HOME HMAD - HOME ADMIN AND PROJECTS HOME - HOMELESS ASSISTANCE EHSN - EMERGENCY SHELTER NIGHTS $ 5,676,967 5,676,967 71,945 71,945 $ 8,201,038 8,201,038 81,000 81,000 $ 8,201,038 8,201,038 81,000 81,000 $ 4,110,888 4,110,888 81,000 81,000 $ 8,160,552 8,160,552 81,000 81,000 $ (40,486) (40,486) - -0.5% -0.5% 0.0% 0.0% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP MEALS SNTT - SPECIAL NEEDS TRANSP TRIPS $ 3,113,429 278,321 333,193 2,501,915 $ 4,601,280 3,081,600 1,519,680 $ 5,050,743 3,531,063 1,519,680 $ 2,822,147 2,140,831 681,316 $ 138,172 138,172 - $ (4,912,571) (3,392,891) (1,519,680) -97.3% -96.1% 39SA - SR ADULT INDEPENDENT LIVING SAIL - SR ADULT INDEPENDENT LIVING $ 1,653,123 1,653,123 $ 1,076,798 1,076,798 $ 1,076,798 1,076,798 $ 1,278,797 1,278,797 $ 1,506,614 1,506,614 $ 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 9,887,426 7,039,521 756,332 2,091,573 $ 9,914,397 7,726,755 2,187,642 $ 10,168,976 7,850,084 2,318,892 $ 9,933,459 6,337,359 3,596,100 $ 8,137,768 5,694,337 2,443,431 $ 22NS - NEIGHBORHOOD STABILIZATION NBHD - NEIGHBORHOOD STABILIZATION $ - $ - $ 9,974,267 9,974,267 $ 1,698,700 1,698,700 $ 10,306,366 10,306,366 $ 332,099 332,099 3.3% 3.3% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 1,387,020 1,387,020 $ 3,167,268 3,167,268 $ 3,167,268 3,167,268 $ 3,278,941 3,278,941 $ 2,908,550 2,908,550 $ (258,718) (258,718) -8.2% -8.2% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 1,513,603 1,513,603 - $ 41,637 39,292 2,345 $ 41,637 39,292 2,345 $ (196,238) $ 26,192 (223,231) 801 62,340 60,609 1,731 $ 20,703 21,317 (614) 49.7% 54.3% -26.2% 46,995,563 $ 54,652,376 $ 66,259,263 $ 62,527,574 $ (3,731,689) -5.6% $ TOTAL PROGRAMS $ $ $ 506 $ 52,534,979 $ $ $ 429,816 429,816 (2,031,208) (2,155,747) 124,539 -1.4% -0.4% 9.1% -12.9% 4.6% 4.6% -100.0% 39.9% 39.9% -20.0% -27.5% 5.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Program and Activity (Continued) FY 2007-08 ACTUAL USES 22ED - CHILD DEVELOPMENT EDUCATION CDEV - CHILD DEVELOPMENT AND EDUC CHLT - CHILD HEALTH SERVICES FAMI - FAMILY PARTNERSHIPS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 17,562,704 16,000,417 260,314 1,301,973 $ 18,387,056 16,408,931 319,994 1,658,131 $ 18,387,056 16,408,931 319,994 1,658,131 $ 18,256,776 16,278,651 319,994 1,658,131 $ 18,136,346 16,343,572 349,261 1,443,513 $ 250,710 65,359 (29,267) 214,618 1.4% 0.4% -9.1% 12.9% 17CD - COMMUNITY DEV BLOCK GRANT CDBG - CDBG ADMIN AND PROJECTS $ 2,274,477 2,274,477 $ 4,466,605 4,466,605 $ 4,466,605 4,466,605 $ 2,334,908 2,334,908 $ 4,673,355 4,673,355 $ (206,750) (206,750) -4.6% -4.6% 22CS - COMMUNITY SERVICES COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE $ 6,008,665 2,613,104 3,395,561 $ 5,118,588 2,666,748 2,451,840 $ 6,047,166 2,672,692 3,374,474 $ 9,002,246 2,895,961 6,106,285 $ 8,728,679 2,267,765 6,460,914 $ (2,681,513) 404,927 (3,086,440) -44.3% 15.2% -91.5% $ 5,302,734 5,302,734 806,000 306,000 500,000 - $ 8,201,038 8,201,038 696,297 196,297 428,000 72,000 $ 8,201,038 8,201,038 696,297 196,297 428,000 72,000 $ 3,947,784 3,947,784 696,297 256,000 368,297 72,000 $ 8,160,552 8,160,552 883,698 443,401 368,297 72,000 $ 40,486 40,486 (187,401) (247,104) 59,703 - 0.5% 0.5% -26.9% -125.9% 13.9% 0.0% 17HM - HOME HMAD - HOME ADMIN AND PROJECTS HOME - HOMELESS ASSISTANCE EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HWDR - HOMELESS WEEKEND DAY RESOURCE $ $ $ $ $ 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP MEALS SNTT - SPECIAL NEEDS TRANSP TRIPS $ 4,254,738 1,162,445 466,923 2,625,370 $ 4,883,278 3,081,597 70,500 1,731,181 $ 5,332,741 3,531,060 70,500 1,731,181 $ 3,104,147 2,140,831 963,316 $ 138,172 138,172 - $ 39SA - SR ADULT INDEPENDENT LIVING SAIL - SR ADULT INDEPENDENT LIVING $ 2,395,004 2,395,004 $ 2,293,227 2,293,227 $ 2,293,227 2,293,227 $ 2,495,227 2,495,227 $ 2,578,083 2,578,083 $ (284,856) (284,856) -12.4% -12.4% 22WD - WORKFORCE DEVELOPMENT SEEK - JOB SEEKER SERVICES TSKT - TECHNICAL SKILLS TRAINING YOUT - YOUTH SERVICES $ 8,847,666 6,358,646 274,086 2,214,934 $ 9,914,400 7,726,759 2,187,641 $ 10,168,979 7,850,088 2,318,891 $ 9,933,459 6,337,359 3,596,100 $ 8,137,768 5,694,337 2,443,431 $ 2,031,211 2,155,751 (124,540) 20.0% 27.5% 22NS - NEIGHBORHOOD STABILIZATION NBHD - NEIGHBORHOOD STABILIZATION $ - $ - $ 9,974,267 9,974,267 $ 1,698,700 1,698,700 $ 10,306,366 10,306,366 $ (332,099) (332,099) -3.3% -3.3% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 2,662,268 $ 2,705,357 (20,319) (13,603) (9,167) 3,167,265 $ 3,167,271 (3) (2) (1) 3,167,265 $ 3,167,271 (3) (2) (1) 2,482,385 2,176,361 157,634 124,103 24,287 $ 3,035,825 3,035,825 - $ 131,440 131,446 (3) (2) (1) 4.1% 4.2% 100.0% 100.0% 100.0% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 81,061 $ 258,952 (177,891) 41,637 39,292 2,345 41,637 39,292 2,345 $ 424,381 257,725 166,656 $ 62,340 60,609 1,731 $ (20,703) (21,317) 614 -49.7% -54.3% 26.2% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT $ - $ (1) 4 (3) 413,079 67,525 91,304 254,250 $ - $ (1) 4 (3) 100.0% 100.0% 100.0% 54,789,389 $ 64,841,184 $ TOTAL PROGRAMS $ 39,050 11,177 4,973 22,900 $ 50,234,367 $ $ - $ (1) 4 (3) 57,169,391 507 $ 68,776,278 $ 5,194,569 3,392,888 70,500 1,731,181 3,935,094 97.4% 96.1% 100.0% 100.0% -5.4% 5.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Category FY 2007-08 ACTUAL ALL FUNDS INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ FY 2008-09 ADOPTED 46,989,637 46,989,637 FY 2008-09 REVISED FY 2008-09 FORECAST $ $ 54,652,376 54,652,376 $ $ 66,259,263 66,259,263 $ $ (1) $ 5,927 5,926 $ - $ - $ $ 54,652,376 54,652,376 $ $ 66,259,263 66,259,263 $ $ 46,995,563 46,995,563 $ $ FY 2007-08 ACTUAL FY 2008-09 ADOPTED $ FY 2008-09 REVISED 49,936,973 52,403,406 FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 62,527,574 62,527,574 $ $ (223,231) $ 354,804 131,573 $ - $ 62,527,574 62,527,574 $ $ 52,534,979 52,534,979 $ $ FY 2008-09 FORECAST FY 2009-10 ADOPTED $ (3,731,689) (3,731,689) -5.6% -5.6% (3,731,689) (3,731,689) -5.6% -5.6% ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 12,861,807 $ 44,320 27,091 4,962,664 308,723 (6,824,876) 6,824,466 18,204,195 $ 14,448,378 $ 5,415,906 323,393 (4,753,940) 4,922,221 20,355,958 $ 14,448,378 $ 5,415,906 323,393 (4,753,940) 5,117,221 20,550,958 $ 12,795,334 $ 16,617 8,715 4,877,790 206,482 (2,400,039) 4,451,425 19,956,324 $ 12,539,703 $ 86,768 4,844,425 96,427 (4,057,285) 4,057,285 17,567,323 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,387,903 $ 8,963 347,687 549,327 (76,641) 76,640 2,293,879 $ 597,328 $ 1,000 527,394 16,560 (33,192) 49,152 1,158,242 $ 597,328 $ 1,000 527,394 16,560 (33,192) 50,852 1,159,942 $ 935,665 $ 18,636 297,721 106,880 (732,915) 315,626 941,613 $ 960,581 $ 2,000 23,000 2,280 (72,128) 72,128 987,861 $ (363,253) -60.8% (1,000) -100.0% 504,394 95.6% 14,280 86.2% 38,936 -117.3% (21,276) -41.8% 172,081 14.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,276 $ 74,269 16,193,347 1,468,610 168,358 8,052,526 2,095,336 202,554 116,849 28,063 123,338 139,874 (1,422,800) 1,422,798 28,667,398 $ 2,439 $ 76,822 17,803,137 1,538,102 479,269 12,080,432 562,016 197,158 132,573 17,240 252,647 151,253 (4,043,314) 3,498,651 32,748,425 $ 2,439 $ 76,822 19,437,757 1,538,102 479,269 21,855,999 562,016 197,158 132,573 17,240 252,647 151,253 (4,043,314) 3,498,651 44,158,612 $ 29,205 $ 87,288 19,869,654 1,747,496 253,285 8,596,938 767,425 220,620 93,709 20,319 260,968 178,825 (1,961,332) 2,221,881 32,386,281 $ 5,000 $ 52,500 18,198,153 1,606,866 184,400 23,637,545 506,358 224,129 94,633 19,465 42,327 163,000 (3,705,295) 3,705,296 44,734,377 $ (2,561) -105.0% 24,322 31.7% 1,239,604 6.4% (68,764) -4.5% 294,869 61.5% (1,781,546) -8.2% 55,658 9.9% (26,971) -13.7% 37,940 28.6% (2,225) -12.9% 210,320 83.2% (11,747) -7.8% (338,019) 8.4% (206,645) -5.9% (575,765) -1.3% 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 $ - $ $ 29,907 $ 24,162 867,825 147,004 (37,197) 37,194 1,068,895 $ 50,234,367 $ 1,131,458 1,131,458 $ $ 532 $ 140,500 1,573,728 110,887 (28,104) (22,235) 1,775,308 $ 57,169,391 $ 508 1,131,458 1,131,458 $ $ 532 $ 140,500 1,573,728 110,887 (28,104) (22,235) 1,775,308 $ 68,776,278 $ 1,131,458 1,131,458 $ $ - $ 84,676 305,850 (16,813) 373,713 $ 54,789,389 $ 1,246,438 1,246,438 1,908,675 (86,768) 571,481 226,966 (696,655) 1,059,936 2,983,635 13.2% 10.6% 70.2% 14.7% 20.7% 14.5% $ $ (114,980) (114,980) -10.2% -10.2% - $ 32,000 273,184 (176,754) 176,755 305,185 $ 532 108,500 1,573,728 (162,297) 148,650 (198,990) 1,470,123 100.0% 77.2% 100.0% -146.4% -528.9% 894.9% 82.8% 64,841,184 $ 3,935,094 5.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FY 2007-08 ACTUAL 217 CDBG HOUSING TRUST OPERATING FUND TOTAL SOURCES 222 HUMAN SERVICES GRANTS OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 7,795,714 7,795,714 $ $ 12,709,276 12,709,276 $ $ 22,683,543 22,683,543 $ $ 8,505,799 8,505,799 $ $ 23,202,613 23,202,613 $ $ $ $ 39,199,849 39,199,849 $ $ 41,943,100 41,943,100 $ $ 43,575,720 43,575,720 $ $ 44,029,180 44,029,180 $ $ 39,324,961 39,324,961 $ $ 519,070 519,070 (4,250,759) (4,250,759) 2.3% 2.3% -9.8% -9.8% DEPARTMENT OPERATING TOTAL SOURCES $ 46,995,563 $ 54,652,376 $ 66,259,263 $ 52,534,979 $ 62,527,574 $ (3,731,689) -5.6% DEPARTMENT TOTAL SOURCES $ 46,995,563 $ 54,652,376 $ 66,259,263 $ 52,534,979 $ 62,527,574 $ (3,731,689) -5.6% FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FUND TOTAL USES 217 CDBG HOUSING TRUST OPERATING FUND TOTAL USES 222 HUMAN SERVICES GRANTS OPERATING FUND TOTAL USES FY 2008-09 ADOPTED $ $ 2,702,376 2,702,376 $ $ FY 2008-09 REVISED $ $ 2,517,013 2,517,013 7,601,704 7,601,704 $ $ $ $ 39,930,287 39,930,287 FY 2008-09 FORECAST $ $ 2,517,013 2,517,013 12,709,280 12,709,280 $ $ $ $ 41,943,098 41,943,098 FY 2009-10 ADOPTED $ $ 2,517,013 2,517,013 22,683,547 22,683,547 $ $ $ $ 43,575,718 43,575,718 ADOPTED VS REVISED VARIANCE % $ $ 2,063,610 250,000 2,313,610 18.0% $ 453,403 (250,000) 203,403 8,022,296 8,022,296 $ $ 23,202,613 23,202,613 $ $ (519,066) (519,066) -2.3% -2.3% $ $ 44,250,080 44,250,080 $ $ 39,324,961 39,324,961 $ $ 4,250,757 4,250,757 9.8% 9.8% 4,185,094 6.1% DEPARTMENT OPERATING TOTAL USES $ 50,234,367 $ 57,169,391 $ 68,776,278 $ 54,789,389 $ 64,591,184 $ DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ - $ - $ 250,000 $ DEPARTMENT TOTAL USES $ 50,234,367 $ 57,169,391 $ 68,776,278 $ 54,789,389 $ 64,841,184 $ 8.1% (250,000) 3,935,094 5.7% Staffing by Program/Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CHILD DEVELOPMENT EDUCATION CHILD DEVELOPMENT AND EDUC CHILD HEALTH SERVICES FAMILY PARTNERSHIPS PROGRAM TOTAL COMMUNITY DEV BLOCK GRANT CDBG ADMIN AND PROJECTS PROGRAM TOTAL COMMUNITY SERVICES COMMUNITY ACTION AGENCY PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT PROGRAM TOTAL SPECIAL TRANSPORTATION SERVICE EMPLOYMENT RELATED TRANSP SPECIAL NEEDS TRANSP TRIPS PROGRAM TOTAL SR ADULT INDEPENDENT LIVING SR ADULT INDEPENDENT LIVING PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % 3.00 5.00 4.00 1.00 13.00 3.00 5.00 4.00 1.00 13.00 4.00 4.00 3.00 1.00 12.00 4.00 4.00 3.00 1.00 12.00 1.00 (1.00) (1.00) (1.00) 33.33% (20.00%) (25.00%) 0.00% (7.69%) 204.00 6.00 26.00 236.00 204.00 6.00 26.00 236.00 166.00 5.00 22.00 193.00 165.00 5.00 22.00 192.00 (39.00) (1.00) (4.00) (44.00) (19.12%) (16.67%) (15.38%) (18.64%) 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 8.50 8.50 8.50 8.50 9.00 9.00 9.00 9.00 1.18 1.38 2.44 5.00 1.18 1.38 2.44 5.00 1.18 1.38 4.44 7.00 19.15 31.85 51.00 19.15 31.85 51.00 40.50 40.50 77.00 4.00 81.00 442.00 (1.00) (1.00) % 0.00% 0.00% 0.00% 0.00% 0.00% (0.60%) 0.00% 0.00% (0.52%) 0.00% 0.00% - 0.00% 0.00% 0.50 0.50 5.88% 5.88% - 0.00% 0.00% 1.18 1.38 4.44 7.00 2.00 2.00 0.00% 0.00% 81.97% 40.00% - 0.00% 0.00% 0.00% 0.00% 35.00 35.00 1.00 1.00 (18.15) (31.85) (50.00) (94.78%) (100.00%) (98.04%) 40.50 40.50 36.00 36.00 36.00 36.00 (4.50) (4.50) (11.11%) (11.11%) 77.00 4.00 81.00 442.00 70.82 7.18 78.00 377.00 72.50 5.50 78.00 342.00 (4.50) 1.50 (3.00) (100.00) (5.84%) 37.50% (3.70%) (22.62%) 509 - FORECAST VS VARIANCE (34.00) (34.00) 1.68 (1.68) (35.00) (97.14%) (97.14%) 0.00% 0.00% 2.37% (23.40%) 0.00% (9.28%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Administrative Specialist Executive Assistant Accounting Specialist Human Resources Specialist Community Svcs Specialist Educator Assistant Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Community Dev Director - Human Services Grant-Contract Admin Supv Financial Supervisor - Dept Human Resources Supervisor Administrative Supervisor Administrative Staff Supv IT Services Supv Field Operations Supervisor Financial Support Supv - Dept Operations/Program Supervisor Social Worker Supervisor Educator Coordinator Administrator Administrative Manager IT Operations Manager Operations/Program Manager Management Analyst Program Coordinator Accountant Grant-Contract Administrator Project Manager Dietitian/Nutritionist Human Resources Analyst Trainer Educator Social Worker Programmer/Analyst Systems/Network Administrator Systems/Network Admin-Sr/Ld Workforce Development Spec General Laborer Dispatcher PC/LAN Tech Support Communicatn Ofcr/Govt Liaison Educator Bachelor's Deptartment Total FY 2008-09 ADOPTED 1.00 2.00 3.00 1.00 26.00 56.00 20.00 14.00 14.00 1.00 1.00 1.00 1.00 1.00 16.00 1.00 1.00 1.00 1.00 5.00 3.00 36.00 3.00 3.00 1.00 1.00 2.00 13.00 5.00 7.00 4.00 1.00 2.00 5.00 42.00 37.00 1.00 1.00 1.00 24.00 44.00 6.00 1.00 1.00 31.00 442.00 FY 2008-09 REVISED 1.00 2.00 3.00 1.00 26.00 56.00 20.00 14.00 14.00 1.00 1.00 1.00 1.00 1.00 16.00 1.00 1.00 1.00 1.00 5.00 3.00 36.00 3.00 3.00 1.00 1.00 2.00 13.00 5.00 7.00 4.00 1.00 2.00 5.00 42.00 37.00 1.00 1.00 1.00 24.00 44.00 6.00 1.00 1.00 31.00 442.00 FY 2008-09 FORECAST 2.00 3.00 1.00 27.00 19.00 27.00 13.00 1.00 1.00 1.00 1.00 1.00 1.00 17.00 2.00 1.00 1.00 1.00 5.00 3.00 32.00 3.00 3.00 1.00 1.00 3.00 13.00 6.00 7.00 4.00 1.00 2.00 5.00 42.00 32.00 1.00 1.00 23.00 32.00 4.00 3.00 1.00 29.00 377.00 FY 2009-10 ADOPTED 2.00 3.00 1.00 27.00 19.00 27.00 13.00 1.00 1.00 1.00 1.00 1.00 17.00 2.00 1.00 1.00 1.00 5.00 3.00 32.00 3.00 3.00 1.00 1.00 3.00 13.00 6.00 7.00 4.00 1.00 2.00 5.00 42.00 32.00 1.00 1.00 23.00 2.00 3.00 1.00 29.00 342.00 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% 0.00% 0.00% 0.00% (26.00) -100.00% (29.00) -51.79% (1.00) -5.00% 13.00 92.86% (1.00) -7.14% 0.00% 0.00% 0.00% 0.00% 0.00% 1.00 6.25% 1.00 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% (4.00) -11.11% 0.00% 0.00% 0.00% 0.00% 1.00 50.00% 0.00% 1.00 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (5.00) -13.51% (1.00) -100.00% 0.00% 0.00% (1.00) -4.17% (42.00) -95.45% (6.00) -100.00% 2.00 200.00% 0.00% (2.00) -6.45% (100.00) -22.62% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (30.00) -93.75% (4.00) -100.00% .00 0.00% .00 0.00% .00 0.00% (35.00) -9.28% REVISED VS ADOPTED VARIANCE % 0.00% (100.00) -22.99% (100.00) -22.62% FORECAST VS ADOPTED VARIANCE % 0.00% (35.00) -9.46% (35.00) -9.28% Staffing by Fund FULL TIME EQUIVALENT (FTE) 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS DEPARTMENT TOTAL FY 2008-09 ADOPTED 7.00 435.00 442.00 FY 2008-09 REVISED 7.00 435.00 442.00 FY 2008-09 FORECAST 7.00 370.00 377.00 FY 2009-10 ADOPTED 7.00 335.00 342.00 Significant Variance Analysis Throughout the year the Human Services Department made several changes to their staffing model based on ever changing grant funding and program needs. Two changes that had significant impact on staffing included the change in the Head Start staffing model which reduced the number of staff in the program by 44 FTE, and the elimination of the Special Transportation Program which reduced the staffing level by an additional 50 FTE. Strategic Business Plan Update The Human Services Department and the Community Development Department merged in FY 2009-10 and will need to participate in a comprehensive facilitated review and revision of their strategic business plan. 510 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services 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. Measure Description % of requested low demand shelter nights provided % of requested days of operation provided % of requested emergency shelter nights provided FY 2008 FY 2009 Actual Revised 42.7% 70.3% not reported 100.0% 4.4% not reported Activities that comprise this program include: • Homeless Low Demand Shelter Activity • Homeless Weekend Day Resource FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 29.7% 42.2% 100.0% 0.0% 0.0% 25.0% • 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of demanded shelter nights provided Number of shelter nights provided Number of overflow shelter nights demanded $ Cost per shelter night provided 100 - GENERAL TOTAL USES $ $ FY 2008 Actual 42.7% FY 2009 Revised 70.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 40.0% -30.3% -75.9% 29,050 68,000 27,981 39,776 26,000 65,000 -1,981 25,224 -7.6% 38.8% $17.21 $15.30 $14.17 $1.13 7.4% 500,000 $ 500,000 $ 428,000 $ 428,000 $ 368,297 $ 368,297 $ 59,703 59,703 13.9% 13.9% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 40% of the demand, due to a sharp increase in demand for 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: This is a non-mandated Activity. 511 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual not reported FY 2009 Revised 100.0% % of requested days of operation provided Number of days of operation provided not reported Number of days of operation not reported demanded. $ Cost per day of operation provided. not reported 100 - GENERAL TOTAL USES $ $ - $ - $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 100 100 100 100 0 0 0.0% 0.0% $720.00 $720.00 $0.00 0.0% 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 0.0% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of requested shelter nights provided Number of shelter nights provided Number of shelter nights demanded $ cost per emergency shelter night FY 2008 Actual 35.1% FY 2009 Revised 35.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 25.0% -10.0% -40.2% 51,202 146,000 $5.98 52,569 150,000 $3.73 50,000 200,000 $8.87 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 71,945 $ 71,945 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 225,000 $ 81,000 306,000 $ 115,297 $ 81,000 196,297 $ 362,401 $ 81,000 443,401 $ -2,569 50,000 -$5.13 -5.1% 25.0% -137.5% - 0.0% 0.0% Expenditure $ (247,104) (247,104) -214.3% 0.0% -125.9% Budget Balancing Adjustments (Operating): Non-Mandated Service • Reduce the General Fund contribution to the Emergency Homeless Shelter Nights Activity. Budget Balancing Adjustments (Non-Recurring/Non-Project): Non-Mandated Service • Increase one-time funding in the amount of $250,000. Activity Narrative: The FY 2009-10 budget supports the Department in meeting 25% of the demand, recognizing increased demand for services. The $250,000 of funding is one-time funding to be used as a stop-gap while the Department seeks out alternate revenue sources for long-term viability. 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. 512 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Program Results Measure Description Percent of subcontracts 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 FY 2008 Actual 100.0% 100.0% FY 2009 Revised 100.0% 100.0% 4.4% not reported 1.9% not reported Activities that comprise this program include: • Community Action Agency FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 100.0% 0.0% 0.0% 17.0% 8.0% • 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: This is a non-mandated Activity. 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 subcontracts monitored # of subcontractor agency participants who rate training Number of subcontracts 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 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 100.0% 16 100.0% 16 100.0% 15 0.0% -1 0.0% -6.7% 16 16 15 -1 -6.7% 26 26 25 -1 -4.0% $100,504.00 $167,043.25 $151,184.00 $15,859.25 9.5% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 1,838,979 $ 1,838,979 $ 2,263,465 $ 2,263,465 $ 1,955,597 $ 1,955,597 $ (307,868) (307,868) -13.6% -13.6% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 478,947 $ 2,134,157 2,613,104 $ 403,286 $ 2,269,406 2,672,692 $ 312,168 $ 1,955,597 2,267,765 $ 91,118 313,809 404,927 22.6% 13.8% 15.2% Expenditure $ Budget Balancing Adjustment Non-Mandated Service • Reduce the General Fund contribution to the Community Action Agency Activity by $62,954 and Olive Branch by $10,000. Fund Shift • Shift EASE Program funding to the Grant Fund for a savings of $18,164. Activity Narrative: Because of the General Fund reductions, it may be necessary to close one Community Action Program Office making it more difficult for individuals to access necessary services. 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. 513 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2008 Actual Percent of low income households served Percent of low-income households provided eviction prevention or movein cost assistance Number of low-income households receiving financial assistance services. FY 2009 Revised 4.4% not reported 1.9% not reported 287,220 FY 2010 Variance Adopted Revised - Adopted 17.0% % Variance Revised - Adopted 8.0% 5,000 not reported 12,000 7,000 58.3% 0 0.0% Number of low income households in Maricopa County. Number of low-income households in Maricopa County Total Activity Expenditure per household not reported $ 11.82 $ 674.89 $ 538.41 $ 136.49 20.2% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 2,924,887 $ 2,924,887 $ 3,380,418 $ 3,380,418 $ 6,460,914 $ 6,460,914 $ 3,080,496 3,080,496 91.1% 91.1% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 3,395,561 $ 3,395,561 $ 3,374,474 $ 3,374,474 $ 6,460,914 $ 6,460,914 $ (3,086,440) (3,086,440) -91.5% -91.5% 71,805 71,805 71,805 71,805 Revenue Expenditure Activity Narrative: Because of the current economic situation and the sensitivity of this program, grant revenue is increasing, thus, assistance is available to more low-income individuals for homeless prevention. The demand is based on the number of low income families at or below 125% of the federal poverty level per the 2000 federal census. Since this is a federal formula grant, poverty is the only factor taken into account for funding allocation. The Community Services Block Grant (CSBG) plan will be revised to raise the income eligibility to 200% of the federal poverty level; however, the state plan has not yet been approved so income eligibility criteria must remain flat until approvals are made. The Department anticipates increased results up to 25% once the approvals are made. 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 CDBG Entitlement Spent for Projects Percentage of CDBG Entitlement Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for CDBG Projects Percentage of total expenditures related to CDBG projects FY 2008 Actual 87.0% 16.0% FY 2009 Revised 98.0% 20.0% 105.0% 120.0% 100.0% -20.0% -16.7% 85.0% 83.0% 86.0% 3.0% 3.6% Activities that comprise this program include: • Community Development Block Grant 514 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% -6.0% -6.1% 15.0% -5.0% -25.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Measure Description FY 2008 Actual 87.0% FY 2009 Revised 98.0% 16.0% 20.0% 15.0% (5.0%) -33.3% 105.0% 120.0% 100.0% (20.0%) -20.0% 85.0% 83.0% 86.0% 3.0% 3.5% 1,948,297 2,123,550 1,992,289 -131,261 -6.6% 349,270 424,373 327,695 -96,678 -29.5% $ 1,863,651 2,297,567 2,240,162 1.18 $ 1,769,625 2,547,923 2,167,757 1.20 $ 1,992,289 2,319,984 2,167,757 1.16 $ 222,664 -227,939 0 0.04 $ 11.2% -9.8% 0.0% 0.03 217 - CDBG HOUSING TRUST TOTAL SOURCES $ $ 2,137,389 $ 2,137,389 $ 4,466,601 $ 4,466,601 $ 4,673,355 $ 4,673,355 $ 206,754 206,754 4.6% 4.6% 217 - CDBG HOUSING TRUST TOTAL USES $ $ 2,274,477 $ 2,274,477 $ 4,466,605 $ 4,466,605 $ 4,673,355 $ 4,673,355 $ (206,750) (206,750) -4.6% -4.6% Output Percentage of CDBG Entitlement Spent for Projects Percentage of CDBG Entitlement Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for CDBG Projects Percentage of total expenditures related to CDBG projects Total Dollars Spent for CDBG Projects Output Total Dollars Spent on Administration Output Output Demand Efficiency Total Allocated to CDBG Projects Total CDBG Expenditures Annual CDBG Entitlement Cost to Distribute Dollars Spent for CDBG Projects Result Result Result FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% (6.0%) -6.5% Revenue 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 HOME Allocation Spent for Projects Percentage of HOME Allocation Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for HOME Projects Percentage of Total Expenditures Related to HOME Projects FY 2008 Actual 86.0% 5.0% FY 2009 Revised 107.8% 4.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 86.4% -21.4% -19.9% 5.0% 1.0% 25.0% 90.9% 114.3% 91.9% -22.4% -19.6% 94.5% 96.4% 94.4% -2.0% -2.1% Activities that comprise this program include: • HOME Investment Partnerships Program 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. 515 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Measure Description Percentage of HOME Allocation Spent for Projects Percentage of HOME Allocation Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for HOME Projects Percentage of Total Expenditures Related to HOME Projects Total Dollars Spent for HOME Projects Annual HOME Allocation Total Allocated to HOME Projects Total HOME Expenditures Annual HOME Allocation Cost to Distribute Dollars Spent for HOME Projects FY 2008 Actual 86.0% FY 2009 Revised 107.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 86.4% -21.4% -24.8% 5.0% 4.0% 5.0% 1.0% 20.0% 90.9% 114.3% 91.9% -22.4% -24.4% 94.5% 96.4% 94.4% (2.0%) -2.2% 4,710,882 5,653,058 3,500,000 -2,153,058 -61.5% 5,182,437 5,182,437 4,985,640 5,494,189 $1.06 4,943,857 4,943,857 5,863,596 5,244,910 $1.04 4,072,941 3,807,678 3,708,453 4,052,717 $1.06 -870,916 -1,136,179 -2,155,143 -1,192,193 -$0.02 -21.4% -29.8% -58.1% -29.4% -2.2% Revenue 217 - CDBG HOUSING TRUST TOTAL SOURCES $ $ 5,676,967 $ 5,676,967 $ 8,201,038 $ 8,201,038 $ 8,160,552 $ 8,160,552 $ (40,486) (40,486) -0.5% -0.5% 217 - CDBG HOUSING TRUST TOTAL USES $ $ 5,302,734 $ 5,302,734 $ 8,201,038 $ 8,201,038 $ 8,160,552 $ 8,160,552 $ 40,486 40,486 0.5% 0.5% Expenditure Neighborhood Stabilization Program The purpose of the Neighborhood Stabilization program is to provide for the acquisition, redevelopment and resale/rental of abandoned and foreclosed residential houses and properties to low, moderate and middle income residents so they can help stabilize neighborhoods. Program Results Measure FY 2008 Description Actual Percentage of Total Expenditures Related to NSP not reported Projects Percentage of NSP assisted owner-occupied households not reported still in NSP assisted housing after three years FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 90.0% not reported 100.0% Percentage of NSP Allocation Spent on Administration not reported not reported 10.0% Percentage of Dollars Spent vs. Dollars Allocated for NSP not reported Projects Percentage of NSP Allocation Spent for Projects not reported not reported 100.0% not reported 90.0% % Variance Revised - Adopted Activities that comprise this program include: • Neighborhood Stabilization Neighborhood Stabilization Activity The purpose of the Neighborhood Stabilization activity is to provide for the acquisition, redevelopment and resale/rental of abandoned and foreclosed residential houses and properties to low, moderate and middle income residents so they can help stabilize neighborhoods. Mandates: This is a non-mandated Activity. 516 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Result Result Result Result Output Output Output Output Demand Efficiency Measure Description Percentage of Total Expenditures Related to NSP Projects Percentage of NSP assisted owneroccupied households still in NSP assisted housing after three years Percentage of NSP Allocation Spent on Administration Percentage of Dollars Spent vs. Dollars Allocated for NSP Projects Percentage of NSP Allocation Spent for Projects Total Dollars Spent for NSP Projects Total NSP Funds expended Total number of owner-occupied households assisted Total Allocated to Projects NSP Allocation Total activity expenditures per dollar spent for NSP projects FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 90.0% not reported not reported 100.0% not reported not reported 10.0% not reported not reported 100.0% not reported not reported 90.0% not reported not reported not reported not reported not reported not reported 8,976,841 9,974,267 50 not reported not reported not reported not reported not reported not reported 8,976,841 9,974,267 $1.11 % Variance Revised - Adopted Revenue 217 - CDBG HOUSING TRUST TOTAL SOURCES $ $ - $ - $ - $ - $ 10,306,366 $ 10,306,366 $ 10,306,366 10,306,366 -100.0% -100.0% 217 - CDBG HOUSING TRUST TOTAL USES $ $ - $ - $ - $ - $ 10,306,366 $ 10,306,366 $ (10,306,366) (10,306,366) 100.0% 100.0% Expenditure Activity Narrative: This new Activity, funded via federal grant funding, is to revitalize and rehabilitate homes in areas with high foreclosure rates and enable low to moderate income families to purchase homes that were once abandoned. 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 Percent of eligible children served Percent of children screened Percent of families referred for services FY 2008 Actual 11.0% 1.0% 21.9% FY 2009 Revised 10.0% 4.0% 20.3% Activities that comprise this program include: • Child Development and Education • Child Health Services FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 10.5% 0.5% 5.0% 4.5% 0.5% 12.5% 20.5% 0.2% 1.0% • 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: This is a non-mandated Activity. 517 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of eligible children served Number of children served by program Number of eligible children $ Cost per child served FY 2008 Actual 11.0% 3,038 FY 2009 Revised 10.0% 2,928 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 10.5% 0.5% 4.8% 3,030 102 3.4% 28,722 $5,266.76 28,722 $5,604.14 28,722 $5,393.92 0 $210.22 0.0% 3.8% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 15,582,741 $ 15,582,741 $ 16,408,928 $ 16,408,928 $ 16,343,572 $ 16,343,572 $ (65,356) (65,356) -0.4% -0.4% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 16,000,417 $ 16,000,417 $ 16,408,931 $ 16,408,931 $ 16,343,572 $ 16,343,572 $ 65,359 65,359 0.4% 0.4% Expenditure Activity Narrative: Although funding will remain relatively flat, it is anticipated that 3.4% more children will be served as a result of improved efficiency. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Percent of children screened Number of children screened Number of children enrolled in the program Average cost per child who received health services paid with Head Start funds FY 2009 Revised 1.0% 54 5,575 4.0% 64 1,582 $4,820.63 $4,999.91 FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 4.5% 0.5% 10.5% 75 11 14.7% 1,660 78 4.7% $4,656.81 $343.09 6.9% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 233,392 $ 233,392 $ 319,994 $ 319,994 $ 349,261 $ 349,261 $ 29,267 29,267 9.1% 9.1% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 260,314 $ 260,314 $ 319,994 $ 319,994 $ 349,261 $ 349,261 $ (29,267) (29,267) -9.1% -9.1% Expenditure Activity Narrative: Funding is increasing by 9%, and improved efficiency in this Activity will allow for a 14.7% increase in the number of children receiving services. 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: This is a non-mandated Activity. 518 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of families referred for services Number of families referred for social services Number of families enrolled during the program year Average cost per family referred for services FY 2008 Actual 21.9% FY 2009 Revised 20.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 20.5% 0.2% 0.9% 304 300 300 0 0.0% 1,387 1,476 1,462 -14 -1.0% $4,282.81 $5,527.10 $4,811.71 $715.39 12.9% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 974,662 $ 974,662 $ 1,658,130 $ 1,658,130 $ 1,443,513 $ 1,443,513 $ (214,617) (214,617) -12.9% -12.9% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 1,301,973 $ 1,301,973 $ 1,658,131 $ 1,658,131 $ 1,443,513 $ 1,443,513 $ 214,618 214,618 12.9% 12.9% Expenditure Activity Narrative: Although funding is slightly reduced, it is anticipated that the number of families referred for social services will remain the same as a result of improved efficiency. 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 2008 Actual 100.0% FY 2009 FY 2010 Revised Adopted 90.0% not reported Variance Revised - Adopted % Variance Revised - Adopted 100.0% not reported not reported 100.0% 100.0% not reported Activities that comprise this program include: • Employment Related Transportation • Special Needs Transportation Trips • Special Needs Transportation Meals Employment Related Transportation Activity The purpose of the Employment Related Transportation Activity is to provide a short-term transportation option to eligible low-income individuals so that they may seek and maintain employment. Mandates: This is a non-mandated Activity. 519 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 100.0% Percent of individuals for whom employment-related trips were made (of total demand). # of eligible clients served. Number of eligible individuals who received transportation services for employment and/or employmentrelated training # of eligible individuals requesting transportation services for employment and training purposes. Average $ cost per individual served. FY 2009 FY 2010 Revised Adopted 90.0% not reported 4,555 4,555 1,000 not reported 1,000 not reported 4,555 1,000 not reported $255.20 $3,531.06 not reported Variance Revised - Adopted % Variance Revised - Adopted 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 278,321 $ 278,321 $ 3,531,063 $ 3,531,063 $ 138,172 $ 138,172 $ (3,392,891) (3,392,891) -96.1% -96.1% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 1,162,445 $ 1,162,445 $ 3,531,060 $ 3,531,060 $ 138,172 $ 138,172 $ 3,392,888 3,392,888 96.1% 96.1% Expenditure Activity Narrative: The FY 2009-10 budget no longer supports the Special Transportation Services Program. The Department is working directly with Cities and Towns to find alternate sources of transportation for each individual affected. The remaining expenditures in FY 2009-10 will support the costs associated with terminating the Program and providing services until other resources are established. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description % of satisfied passengers currently using STS Percent of trips provided Number of special needs trips provided to qualified individuals. # of trips demanded Average $ cost per trip provided FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Adopted not reported 100.0% 102,379 100.0% not reported 120,000 not reported 108,217 $25.64 120,000 not reported $14.43 not reported Variance Revised - Adopted % Variance Revised - Adopted 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 2,501,915 $ 2,501,915 $ 1,519,680 $ 1,519,680 $ - $ - $ (1,519,680) (1,519,680) -100.0% -100.0% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 211,500 $ 2,413,870 2,625,370 $ 211,500 $ 1,519,681 1,731,181 $ - $ - $ 211,500 1,519,681 1,731,181 100.0% 100.0% 100.0% Expenditure $ Budget Balancing Adjustments: • Non-Mandated Service Reduce the General Fund contribution to the Special Needs Transportation Trips Activity by $282,000. Activity Narrative: The FY 2009-10 budget no longer supports the Special Transportation Services Program. Funding for the program was volatile and cost recovery was dependent on the volume of trips, which was unpredictable. Therefore, the program was no longer financially viable. The 520 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Department is working directly with Cities and Towns to find alternate sources of transportation for each individual affected. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 FY 2009 Actual Revised 100.0% not reported 126,880 not reported 126,880 not reported $3.68 not reported Percent of meals delivered Number of meals delivered Number of meals demanded Average $ cost per meal delivered. FY 2010 Adopted not reported not reported not reported not reported Variance Revised - Adopted % Variance Revised - Adopted 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 333,193 $ 333,193 $ - $ - $ - $ - $ - 0.0% 0.0% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 70,500 $ 396,423 466,923 $ 70,500 $ 70,500 $ - $ - $ 70,500 70,500 100.0% 0.0% 100.0% Expenditure $ Activity Narrative: Special Needs Transportation Meals Activity was discontinued in FY 2008-09 as it was no longer financially viable to provide this service. 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 enrolled individuals who obtain unsubsidized employment placements % of unemployed individuals served Percent of individuals that successfully complete training resulting in certifications/credentials % 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 2008 Actual 84.1% FY 2009 Revised 80.5% 8.1% 32.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% -10.5% -13.0% 3.9% 2.3% 100.0% not reported -1.6% -41.0% 17.6% 65.0% 65.0% 0.0% 0.0% 1.2% 4.9% 6.3% 1.4% 28.6% Activities that comprise this program include: • Job Seeker • Youth Services • Technical Skills Training Job Seeker Activity The purpose of the Job Seeker Activity is to provide employment and training services to unemployed and underemployed individuals, so that they can increase employment opportunities. Mandates: This is a non-mandated Activity. 521 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description % of enrolled individuals who obtain unsubsidized employment placements FY 2008 Actual 84.1% FY 2009 Revised 80.5% 8.1% 5,435 3.9% 4,324 2.3% 3,500 -1.6% -824 -67.1% -23.5% 67,216 112,146 150,000 37,854 25.2% $1,169.94 $1,815.47 $1,626.95 $188.52 10.4% % of unemployed individuals served # of eligible unemployed individuals served Measurement of unemployed individuals in Maricopa County $ Cost per placement FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% -10.5% -15.0% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 7,039,521 $ 7,039,521 $ 7,850,084 $ 7,850,084 $ 5,694,337 $ 5,694,337 $ (2,155,747) (2,155,747) -27.5% -27.5% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 6,358,646 $ 6,358,646 $ 7,850,088 $ 7,850,088 $ 5,694,337 $ 5,694,337 $ 2,155,751 2,155,751 27.5% 27.5% Expenditure Activity Narrative: Grant funding in FY 2010 is being reduced which will negatively impact output and results. 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual Percent of eligible youth served % of enrolled youth who are placed in one or more of the following: postsecondary education advanced training, employment, and military Number of youth served who obtain employment. Number of youth served Number of eligible youth (ages 14-21) in Maricopa County $ cost per placement FY 2009 Revised FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 6.3% 1.4% 22.2% 65.0% 0.0% 0.0% 1.2% 17.6% 4.9% 65.0% 239 240 250 10 4.0% 368 31,876 1,554 31,876 2,000 31,876 446 0 22.3% 0.0% $9,267.51 $9,662.05 $9,773.72 -$111.68 -1.2% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 2,091,573 $ 2,091,573 $ 2,318,892 $ 2,318,892 $ 2,443,431 $ 2,443,431 $ 124,539 124,539 5.4% 5.4% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 2,214,934 $ 2,214,934 $ 2,318,891 $ 2,318,891 $ 2,443,431 $ 2,443,431 $ (124,540) (124,540) -5.4% -5.4% Expenditure Activity Narrative: Funding in this Activity is increased by 5.4% and demand is staying flat. The Department plans to be more efficient and slightly increase output and results. 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: This is a non-mandated Activity. 522 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual 32.0% Percent of individuals that successfully complete training resulting in certifications/credentials Number of individuals that successfully complete training resulting in certifications/credentials Number of individuals eligible for technical skills training Average cost of individual per completed training FY 2009 FY 2010 Revised Adopted 100.0% not reported 200 200 not reported 200 200 not reported $1,370.43 $0.00 not reported Variance Revised - Adopted % Variance Revised - Adopted Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 756,332 756,332 $ $ - $ $ - $ $ - 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 274,086 274,086 $ $ - $ $ - $ $ - Expenditure Activity Narrative: Funding for this Activity was eliminated in the FY 2008-09 budget year. 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. Measure Description Percent of eligible persons provided case management services FY 2008 Actual FY 2009 Revised 4.6% FY 2010 Adopted 5.2% Variance % Variance Revised - Adopted Revised - Adopted 5.8% 0.6% 10.7% 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: This is a non-mandated Activity. 523 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Percent of eligible persons provided case management services Number of persons provided case management services Number of eligible persons in Maricopa County $ cost per client provided case management FY 2009 Revised FY 2010 Adopted 4.6% 5.2% Variance % Variance Revised - Adopted Revised - Adopted 5.8% 0.6% 10.7% 3,938 4,502 5,000 498 10.0% 85,865 86,000 85,865 -135 -0.2% $152.06 $352.80 $515.62 -$162.81 -46.1% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 1,653,123 $ 1,653,123 $ 1,076,798 $ 1,076,798 $ 1,506,614 $ 1,506,614 $ 429,816 429,816 39.9% 39.9% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,216,429 $ 1,178,575 2,395,004 $ 1,216,430 $ 1,076,797 2,293,227 $ 1,071,469 $ 1,506,614 2,578,083 $ 144,961 (429,817) (284,856) 11.9% -39.9% -12.4% Expenditure $ Budget Balancing Adjustment Non-Mandated Service • Reduce the General Fund contribution to Senior Adult Independent Living by $17,686. Activity Narrative: The General Fund reduction in this Activity is offset by the increase in grant funding, so the impact to services associated with the reduction will be minimal. 524 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,517,013 $ - FY 2008-09 REVISED BUDGET $ 2,517,013 $ - RESTATEMENTS Restate General Fund CASS Contribution from Non-Departmental (470) $ 50,000 $ - FY 2008-09 REVISED RESTATED BUDGET $ 2,567,013 $ - FY 2009-10 BUDGET TARGET $ 2,567,013 $ - Subtotal $ (10,000) $ (62,954) (282,000) (17,686) (112,599) (485,239) $ - $ Subtotal $ (18,164) $ (18,164) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Non-Mandated Service Olive Branch Pass-through Reduction Community Action Agency Pass-through Reduction Special Transportation Services Reduction Senior Adult Independent Living Reduction CASS Emergency Homeless Shelter Nights Reduction $ Fund Shift EASE Case Management Services Shifted to Grant Fund FY 2009-10 RECOMMENDED OPERATING BUDGET $ 2,063,610 EXPENDITURES $ - $ Subtotal $ $ 250,000 250,000 250,000 $ $ $ - $ 2,313,610 $ - REVENUE NON-RECURRING NON-PROJECT (0001) CASS FY 2009-10 RECOMMENDED NON-RECURRING BUDGET FY 2009-10 TOTAL ADOPTED BUDGET 525 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 41,943,098 $ 41,943,100 $ $ Subtotal $ 270,310 123,329 449,463 131,250 658,268 1,632,620 $ 270,310 123,329 449,463 131,250 658,268 1,632,620 FY 2008-09 REVISED BUDGET $ 43,575,718 $ 43,575,720 FY 2009-10 BUDGET TARGET $ 43,575,718 $ 43,575,720 MID-YEAR ADJUSTMENTS: Arizona Community Action Association Arizona Department of Economic Services DES Workforce Development Summer Youth Program LTAF Special Needs and Work Links Transportation Programs AZ Dept. of Commerce Low-Income Weatherization Assistance Program BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Grant Reconciliation $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ (4,250,757) $ (4,250,757) $ (4,250,759) (4,250,759) 39,324,961 39,324,961 $ Human Services Grant Fund (222) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (3,260,828) $ (3,423,123) $ (3,423,123) $ (3,991,262) $ (4,212,162) Beginning Unreserved/Undesignated Fund Balance $ (3,260,828) $ (3,423,123) $ (3,423,123) $ (3,991,262) $ (4,212,162) Sources: Operating Total Sources: $ $ 39,199,849 39,199,849 $ $ 41,943,100 41,943,100 $ $ 43,575,720 43,575,720 $ $ 44,029,180 44,029,180 $ 39,324,961 $ 39,324,961 Uses: Operating Total Uses: $ $ 39,930,287 39,930,287 $ $ 41,943,098 41,943,098 $ $ 43,575,718 43,575,718 $ $ 44,250,080 44,250,080 $ 39,324,961 $ 39,324,961 Operating Balance $ (730,438) $ 2 $ 2 $ Accounting Adjustments $ - $ - $ Ending Unreserved/Undesignated Fund Balance $ (3,991,262) $ (3,423,121) $ (3,423,121) $ (4,212,162) $ (4,212,162) Ending Unreserved Fund Balance $ (3,991,262) $ (3,423,121) $ (3,423,121) $ (4,212,162) $ (4,212,162) 4 $ 526 (220,900) - $ - $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - $ Subtotal $ 22,683,547 22,683,547 $ $ 22,683,543 22,683,543 $ 22,683,547 $ 22,683,543 (4) $ (4) $ - RESTATEMENTS Community Development to Human Services FY 2008-09 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Target Adjustment for Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Grant Reconciliation $ 22,683,543 $ 22,683,543 $ Subtotal $ 519,070 519,070 $ $ 519,070 519,070 $ 23,202,613 $ 23,202,613 FY 2009-10 ADOPTED OPERATING BUDGET CDBG Housing Trust Fund (217) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED (194,014) $ (194,014) $ FY 2008-09 REVISED Beginning Unreserved Fund Balance Beginning Unreserved/Undesignated Fund Balance $ $ Sources: Operating Total Sources: $ $ 7,795,714 7,795,714 $ $ 12,709,276 12,709,276 $ $ 22,683,543 22,683,543 Uses: Operating Total Uses: $ $ 7,601,704 7,601,704 $ $ 12,709,280 12,709,280 $ $ 22,683,547 22,683,547 Operating Balance $ 194,010 $ Accounting Adjustments $ 4 $ Ending Unreserved/Undesignated Fund Balance Ending Unreserved Fund Balance $ $ - $ $ 527 (731,287) $ (731,287) $ FY 2008-09 FORECAST (4) $ - $ (731,291) $ (731,291) $ (731,287) $ (731,287) $ FY 2009-10 ADOPTED - $ $ 483,503 483,503 $ $ 8,505,799 8,505,799 $ $ 23,202,613 23,202,613 $ $ 8,022,296 8,022,296 $ $ 23,202,613 23,202,613 (4) $ 483,503 $ - $ - $ - (731,291) $ (731,291) $ 483,503 483,503 $ $ 483,503 483,503 - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Maria Tutelman, Management & Budget Analyst Summary Mission The mission of the Internal Audit Department is to provide assistance to the Board of Supervisors so they can ensure Maricopa County government is accountable to its citizens. Vision To promote positive change throughout County operations while ensuring that public resources are used effectively, efficiently, economically, and ethically. Strategic Goals • By September 30, 2013, Internal Audit will maintain a 100% customer satisfaction rating from our primary customers, the Board of Supervisors, so they can ensure Maricopa County government is accountable to its citizens. Status: In FY 2009-10, the Internal Audit Department is striving for 100% customer satisfaction from the Board of Supervisors. • By September 30, 2014, Internal Audit will maintain a 100% completion rate on the Board of Supervisors’ approved Audit Plan and report this information to the Board so they can ensure Maricopa County government is accountable to its citizens. Status: By the end of FY 2009-10, the Internal Audit Department is expecting a 100% completion rate on the Board of Supervisors’ approved Audit Plan. • By September 30, 2015, Internal Audit will facilitate the implementation of 95% of the audit recommendations within three years of being reported so the Board of Supervisors can ensure Maricopa County government is accountable to its citizens. Status: In FY 2009-10, the Internal Audit Department is expecting to continue to meet its goal of 95% implementation of audit recommendations made within the past three years. 528 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 23MS - MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 1,993 1,993 $ - $ - $ - $ - $ - TOTAL PROGRAMS $ 1,993 $ - $ - $ - $ - $ - $ 1,396,574 881,623 128,170 386,781 $ 1,588,487 1,588,487 - $ 1,588,487 1,588,487 - $ 1,572,259 1,572,236 23 $ 1,315,724 1,315,724 - $ 272,763 272,763 - 23MS - MANAGEMENT SERVICES HRMS - HIGH RISK MANAGEMENT SERVICES LRMS - LOW RISK MANAGEMENT SERVICES MRMS - MEDIUM RISK MANAGEMENT SVCS $ 245,938 58,922 30,875 156,141 $ - $ - $ 2,487 2,487 - $ - $ - 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 201,830 10,283 179,293 1,608 8,578 2,068 $ 254,531 15,975 203,594 10,755 13,452 10,755 $ 254,531 15,975 203,594 10,755 13,452 10,755 $ 261,188 13,854 224,297 5,079 12,606 5,352 $ 237,270 23,948 178,364 10,755 13,448 10,755 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 711 711 $ 768 768 $ 768 768 $ 765 765 $ 500 500 $ 268 268 34.9% 34.9% TOTAL PROGRAMS $ 1,845,053 $ 1,843,786 $ 1,843,786 $ 1,836,699 $ 1,553,494 $ 290,292 15.7% USES 23AS - AUDIT SERVICES HRSK - HIGH RISK AUDITS LRSK - LOW RISK AUDITS MRSK - MEDIUM RISK AUDITS 17,261 (7,973) 25,230 4 - 17.2% 17.2% 6.8% -49.9% 12.4% 0.0% 0.0% 0.0% Sources and Uses by Category FY 2007-08 ACTUAL ALL FUNDS MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ TOTAL SOURCES $ 1,993 1,993 1,993 FY 2008-09 ADOPTED $ $ $ FY 2007-08 ACTUAL ALL FUNDS 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL SUPPLIES 0801 - GENERAL SUPPLIES 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 CAPITAL 0950 - DEBT SERVICE SUBTOTAL TOTAL USES $ FY 2008-09 REVISED - $ $ $ FY 2008-09 ADOPTED FY 2008-09 FORECAST - $ $ $ FY 2008-09 REVISED FY 2009-10 ADOPTED - $ $ $ FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ $ ADOPTED VS REVISED VARIANCE % $ 1,346,789 $ 11,577 390,744 623 (11,025) 1,738,708 $ 1,326,264 $ 50,112 387,840 (15,750) 1,748,466 $ 1,326,264 $ 50,112 387,840 (15,750) 1,748,466 $ 1,375,946 $ 12,432 382,851 39 (15,750) 1,755,518 $ 1,118,705 $ 57,360 327,860 (15,000) 1,488,925 $ $ $ 7,930 7,930 $ $ 6,509 6,509 $ $ 6,509 6,509 $ $ 5,643 5,643 $ $ 4,934 4,934 $ $ $ 34,625 2,632 90 3,915 12,275 9,124 97 62,758 $ $ 42,082 3,000 100 6,000 15,000 10,000 100 76,282 $ $ 42,082 3,000 100 6,000 15,000 10,000 100 76,282 $ $ 63,658 1,402 3,442 9,492 12,774 20 90,788 $ 22,081 3,000 200 6,000 14,550 9,400 100 55,331 $ $ $ $ 7,627 7,627 1,845,053 $ $ $ 12,529 12,529 1,843,786 $ $ $ 12,529 12,529 1,843,786 $ $ $ 12,780 12,780 1,836,699 $ $ $ 4,304 4,304 1,553,494 $ $ $ 529 - $ $ 207,559 (7,248) 59,980 (750) 259,541 1,575 1,575 15.6% -14.5% 15.5% 4.8% 14.8% 24.2% 24.2% 20,001 47.5% 0.0% (100) -100.0% 0.0% 450 3.0% 600 6.0% 0.0% 20,951 27.5% 8,225 8,225 290,292 65.6% 65.6% 15.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit Sources and Uses by Fund by Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL $ $ FY 2008-09 ADOPTED 1,993 1,993 $ $ FY 2008-09 REVISED - $ $ FY 2008-09 FORECAST - $ $ FY 2009-10 ADOPTED - $ $ ADOPTED VS REVISED VARIANCE % - $ $ - DEPARTMENT OPERATING TOTAL $ 1,993 $ - $ - $ - $ - $ - DEPARTMENT TOTAL $ 1,993 $ - $ - $ - $ - $ - FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 1,845,053 1,845,053 $ $ 1,843,786 1,843,786 $ $ 1,843,786 1,843,786 $ $ 1,836,699 1,836,699 $ $ 1,553,494 1,553,494 $ $ 290,292 290,292 15.7% 15.7% DEPARTMENT OPERATING TOTAL $ 1,845,053 $ 1,843,786 $ 1,843,786 $ 1,836,699 $ 1,553,494 $ 290,292 15.7% DEPARTMENT TOTAL $ 1,845,053 $ 1,843,786 $ 1,843,786 $ 1,836,699 $ 1,553,494 $ 290,292 15.7% FUND TOTAL Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL AUDIT SERVICES HIGH RISK AUDITS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % FORECAST VS VARIANCE % 0.20 1.40 0.20 0.25 0.20 2.25 0.20 1.40 0.20 0.25 0.20 2.25 0.20 1.40 0.20 0.25 0.20 2.25 0.30 1.30 0.20 0.25 0.20 2.25 0.10 (0.10) - 50.00% (7.14%) 0.00% 0.00% 0.00% 0.00% 0.10 (0.10) - 50.00% (7.14%) 0.00% 0.00% 0.00% 0.00% 17.75 17.75 20.00 17.75 17.75 20.00 17.75 17.75 20.00 14.75 14.75 17.00 (3.00) (3.00) (3.00) (16.90%) (16.90%) (15.00%) (3.00) (3.00) (3.00) (16.90%) (16.90%) (15.00%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Admin/Operations Specialist Director - Internal Audit Internal Audit Supervisor Internal Audit Manager Internal Auditor Deptartment Total FY 2008-09 ADOPTED 1.00 1.00 5.00 2.00 11.00 20.00 FY 2008-09 REVISED 1.00 1.00 5.00 2.00 11.00 20.00 FY 2008-09 FORECAST 1.00 1.00 5.00 2.00 11.00 20.00 FY 2009-10 ADOPTED 1.00 1.00 4.00 2.00 9.00 17.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% (1.00) -20.00% 0.00% (2.00) -18.18% (3.00) -15.00% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% (1.00) -20.00% .00 0.00% (2.00) -18.18% (3.00) -15.00% REVISED VS ADOPTED VARIANCE % (3.00) -15.00% (3.00) -15.00% FORECAST VS ADOPTED VARIANCE % (3.00) -15.00% (3.00) -15.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 20.00 20.00 FY 2008-09 REVISED 20.00 20.00 FY 2008-09 FORECAST 20.00 20.00 FY 2009-10 ADOPTED 17.00 17.00 Significant Variance Analysis The High Risk Audit Services Activity decreases by 3.0 Full-Time Equivalents (FTEs) in FY 2009-10 due to the elimination of a vacant position and reductions in force as part of the budget balancing plan. 530 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit General Adjustments Budget Balancing Adjustments: Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $8,696. Base Adjustment: • Debt Service is reduced by $2,000 to reflect the remaining charges on the Technology Financing Program repayment schedule. Strategic Business Plan Update The Internal Audit Department went through a facilitated review and update of their strategic issues and goals; the goal changes are reflected in this document. Upon review of the Department’s activities and performance measures, any resulting changes will be in effect in FY 2010-11. 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 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 97.0% 100.0% 95.3% -4.7% -4.7% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% Not Reported Not Reported Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported Not Reported Activities that comprise this program include: • High Risk Audits • Low Risk Audits • Medium Risk Audits High Risk Audits 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: Federal Office of Management and Budget (OMB) Circular A-133 pursuant to the Single Audit Act; Arizona Supreme Court Administrative Order 2006-121. 531 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets 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 $ Fund 100 TOTAL USES $ $ FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 97.0% 100.0% 95.3% -4.7% -4.7% 100.0% 100.0% 100.0% 0.0% 0.0% 20 22 17 -5 -22.7% 20 22 20 -2 -9.1% 44,081.15 $ 72,203.95 $ 77,395.53 $ (5,191.57) -7.2% 881,623 $ 881,623 $ 1,588,487 $ 1,588,487 $ 1,315,724 $ 1,315,724 $ 272,763 272,763 17% 17% Budget Balancing Adjustments: Service Reduction • Eliminate 2 Internal Auditor FTEs for a reduction of $153,860. • Reduce consulting services budget for a savings of $20,000. Vacancies • Eliminate 1 Vacant Internal Auditor FTE for a savings of $106,605. Activity Narrative: Budget balancing adjustments, including elimination of 3 Internal Auditor positions, impact service delivery by reducing the number of high risk audits completed by 3; according to the Department, there is a direct correlation of 1 auditor to 1 audit. However, the Department works with the Board of Supervisors and County management in setting priorities for which audits should be included in the annual audit plan. Therefore, the overall service reduction should have no significant impact in the short-term as long as priorities are being addressed. However, depending on the frequency with which the Board requires the Department to perform special audits, staff and other resources may need to be revisited. 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: Federal Office of Management and Budget (OMB) Circular A-133 pursuant to the Single Audit Act; Arizona Supreme Court Administrative Order 2006-121. 532 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 FY 2009 Actual Revised 100.0% Not Reported 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 $ Fund 100 TOTAL USES $ $ FY 2010 Adopted Not Reported 7 Not Reported Not Reported 7 Not Reported Not Reported 55,254.43 Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Expenditure 386,781 $ 386,781 $ - $ - $ - Activity Narrative: The Department has elected to budget funding for all audits in the High Risk Audits Activity. The Department is in the process of reviewing its Strategic Business Plan. Low Risk Audits Activity The purpose of the Low Risk Audits Activity is to provide independent assessments of low-risk audit services activities and make recommendations to the Board of Supervisors so they can make informed decisions. Mandates: Federal Office of Management and Budget (OMB) Circular A-133 pursuant to the Single Audit Act; Arizona Supreme Court Administrative Order 2006-121. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description FY 2008 FY 2009 Actual Revised 100.0% Not Reported Percent of Board of Supervisors satisfied with low-risk audits services Number of low-risk Audits completed Number of low-risk audits scheduled on an audit plan approved by the Board of Supervisors Cost per low-risk audit completed $ Fund 100 TOTAL USES $ $ FY 2010 Adopted Not Reported 3 Not Reported Not Reported 3 Not Reported Not Reported 42,723.33 Not Reported Not Reported 128,170 $ 128,170 $ - $ - $ Variance Revised - Adopted % Variance Revised - Adopted - Activity Narrative: The Department has elected to budget funding for all audits in the High Risk Audits Activity. The Department is in the process of reviewing its Strategic Business Plan. Management Services Program The purpose of the Management Services Program is to provide independent strategic information to the Board of Supervisors so they can make informed decisions. 533 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit 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 MediumRisk Management Services Percent of Board of Supervisors satisfied with Low-Risk Management Services FY 2008 FY 2009 Actual Revised 100.0% Not Reported FY 2010 Adopted Not Reported 100.0% Not Reported Not Reported 100.0% Not Reported Not Reported Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Not Reported Activities that comprise this program include: • High Risk Management Services • Medium Risk Management Services • Low Risk Management Services High Risk Management Services Activity The purpose of the High-Risk Management Services Activity is to provide independent high-risk strategic information to the Board of Supervisors so they can make informed decisions. Mandates: This is a non-mandated Activity. 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 2008 FY 2009 Actual Revised 100.0% Not Reported $ FY 2010 Adopted Not Reported 100.0% Not Reported Not Reported 4 Not Reported Not Reported 4 Not Reported Not Reported 14,730.50 Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Expenditure Fund 100 TOTAL USES $ $ 58,922 $ 58,922 $ - $ - $ - Activity Narrative: The Department has elected to budget funding in the High Risk Audits Activity for services previously budgeted in the High Risk Management Services Activity. The Department is in the process of reviewing its Strategic Business Plan. 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: This is a non-mandated Activity. 534 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit 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 Percent of Board of Supervisors satisfied with Medium-Risk Management Services FY 2008 FY 2009 Actual Revised 100.0% Not Reported $ FY 2010 Adopted Not Reported 1 Not Reported Not Reported 1 Not Reported Not Reported 156,141.00 Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Expenditure 100 - GENERAL TOTAL SOURCES $ $ 156,141 $ 156,141 $ - $ - $ - Activity Narrative: The Department has elected to budget funding in the High Risk Audits Activity for services previously budgeted in the Medium Risk Management Services Activity. The Department is in the process of reviewing its Strategic Business Plan. Low Risk 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: This is a non-mandated Activity. 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 2008 Actual Not Reported $ FY 2009 Revised Not Reported FY 2010 Adopted Not Reported 5 Not Reported Not Reported 5 Not Reported Not Reported 6,175.00 Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Revenue 100 - GENERAL TOTAL SOURCES $ $ 1,993 $ 1,993 $ - $ - $ - 100 - GENERAL TOTAL USES $ $ 30,875 $ 30,875 $ - $ - $ - Expenditure Activity Narrative: The Department has elected to budget funding in the High Risk Audits Activity for services previously budgeted in the Low Risk Management Services Activity. However, the Department is in the process of reviewing its Strategic Business Plan. 535 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Internal Audit Appropriated Budget Reconciliation General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,843,786 $ - FY 2008-09 REVISED BUDGET $ 1,843,786 $ - FY 2008-09 REVISED RESTATED BUDGET $ 1,843,786 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 869 $ - FY 2009-10 BUDGET TARGET $ 1,844,655 $ - $ (83,149) $ (70,711) (20,000) (173,860) $ - $ (106,605) $ - $ (106,605) $ - $ $ (6,676) $ (2,020) (8,696) $ - $ Subtotal $ (2,000) $ (2,000) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Service Reduction Eliminate 1 Internal Auditor position and supplies in the High Risk Audits Activity Eliminate 1 Internal Auditor position and supplies in the High Risk Audits Activity Reduce Services budget for Consulting in the High Risk Audits Activity Subtotal Vacancies Eliminate 1 Vacant Internal Auditor position and supplies in High Risk Audits Activity Subtotal Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Subtotal OTHER BASE ADJUSTMENTS Adjust debt service according to TFP schedule FY 2009-10 ADOPTED OPERATING BUDGET $ $ 536 1,553,494 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Dexter C. Thomas, Sr. Management & Budget Analyst Summary Mission Under development Vision Under development Strategic Goals Under development Note: On July 1, 2008, the Arizona Supreme Court issued Administrative Order No. 2008 – 59 separating Justice Courts from the Superior Court. The order returned day-to-day control of the staff of each Justice Court to the individual Justices of the Peace and gave Justices of the Peace greater responsibility and authority for their respective courts and management of their caseloads. The Justice Courts have not formally submitted a mission, vision and strategic goals but these will be developed during the strategic planning update process for FY 2010-11. 537 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 80CV - CIVIL JUSTICE CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 8,626,920 2,241,607 6,385,313 $ 7,820,346 2,073,627 5,746,719 $ 9,333,278 3,586,559 5,746,719 $ 9,550,808 2,326,754 7,224,054 $ 10,203,842 4,216,956 5,986,886 $ 870,564 630,397 240,167 9.3% 17.6% 4.2% 80CJ - CRIMINAL JUSTICE MCAD - MISDEMEANOR CRIM ADJUDICATION $ 13,843,547 13,843,547 $ 12,695,303 12,695,303 $ 12,695,303 12,695,303 $ 13,873,293 13,873,293 $ 16,059,875 16,059,875 $ 3,364,572 3,364,572 26.5% 26.5% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ - $ 155,679 155,679 $ - $ - 0.0% 0.0% $ TOTAL PROGRAMS $ USES 80CV - CIVIL JUSTICE $ CVSC - CIVIL SMALL CLAIMS CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL 22,470,467 $ 20,515,649 $ 22,028,581 $ 23,579,780 $ 26,263,717 12,755,731 1,515,331 4,384,462 3,005,991 732,736 923,952 2,193,259 $ 12,994,778 1,539,149 4,644,606 3,033,803 750,567 929,026 2,097,627 $ 12,994,778 1,539,149 4,644,606 3,033,803 750,567 929,026 2,097,627 $ 13,547,503 1,500,299 5,293,506 3,172,256 700,777 925,417 1,955,248 $ 15,942,225 $ 1,446,944 6,744,824 4,258,546 664,072 903,773 1,924,066 4,235,136 19.2% (2,947,447) 92,205 (2,100,218) (1,224,743) 86,495 25,253 173,561 -22.7% 6.0% -45.2% -40.4% 11.5% 2.7% 8.3% 80OS - COURT OPERATIONS SUPPORT PICO - PUB INFO AND COMMUNITY OUTRCH $ - $ 66,159 66,159 $ 66,159 66,159 $ 43,306 43,306 $ - $ 66,159 66,159 100.0% 100.0% 80CJ - CRIMINAL JUSTICE CTRF - CRIMINAL TRAFFIC MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI $ 3,549,940 1,199,607 1,618,935 731,398 $ 3,495,633 1,189,379 1,600,137 706,117 $ 3,495,633 1,189,379 1,600,137 706,117 $ 3,416,100 1,184,277 1,610,616 621,207 $ 3,299,114 1,118,840 1,523,235 657,039 $ 196,519 70,539 76,902 49,078 5.6% 5.9% 4.8% 7.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 243,390 243,390 - $ 1,076,533 65,403 410,146 372,459 228,525 $ 2,911,935 65,403 2,245,548 372,459 228,525 $ 1,346,763 21,773 784,411 389,244 151,335 $ 2,446,826 65,324 1,767,492 438,111 175,899 $ 465,109 79 478,056 (65,652) 52,626 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 81,879 81,879 $ 66,294 66,294 $ 3,664,374 3,598,080 66,294 $ 3,679,635 3,598,080 81,555 $ 66,294 66,294 $ 3,598,080 3,598,080 - 98.2% 100.0% 0.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT $ 474,725 474,725 - $ 850,260 811,129 39,131 $ 1,459,378 1,080,247 379,131 $ 980,460 955,550 24,910 $ 871,005 746,005 125,000 $ 588,373 334,242 254,131 40.3% 30.9% 67.0% TOTAL PROGRAMS $ 17,105,665 $ 18,549,657 $ 24,592,257 $ 23,013,767 $ 22,625,464 $ 1,966,793 8.0% 16.0% 0.1% 21.3% -17.6% 23.0% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED % INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ - $ $ 4,474 4,474 $ $ 4,474 4,474 $ $ 1,490 1,490 $ $ 4,474 4,474 $ $ - 0.0% 0.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 7,989,632 7,989,632 $ $ 7,226,255 7,226,255 $ $ 8,739,187 8,739,187 $ $ 9,144,493 9,144,493 $ $ 9,465,215 9,465,215 $ $ 726,028 726,028 8.3% 8.3% $ SUBTOTAL $ 13,164,613 13,164,613 $ $ 12,150,259 12,150,259 $ $ 12,150,259 12,150,259 $ $ 13,252,902 13,252,902 $ $ 15,659,367 15,659,367 $ $ 3,509,108 3,509,108 28.9% 28.9% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 362,332 953,890 1,316,222 $ $ $ 229,910 904,751 1,134,661 $ $ 232,315 948,580 1,180,895 $ $ 229,910 904,751 1,134,661 $ $ 229,910 904,751 1,134,661 $ - 0.0% 0.0% 0.0% ALL REVENUES $ 22,470,467 $ 20,515,649 $ 22,028,581 $ 23,579,780 $ 26,263,717 $ 4,235,136 19.2% TOTAL SOURCES $ 22,470,467 $ 20,515,649 $ 22,028,581 $ 23,579,780 $ 26,263,717 $ 4,235,136 19.2% FINES & FOREFEITS 0637 - FINES & FORFEITS 538 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL Department Strategic Plans and Budgets Justice Courts FY 2008-09 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 10,796,132 411,384 135,564 3,872,801 110,631 15,326,512 SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 299,696 14,634 314,330 $ 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 $ 12,213 512,531 707,374 5,567 54,330 37,966 22,152 104,497 1,456,630 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 8,193 8,193 $ TOTAL USES $ 17,105,665 $ FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 9,599,742 $ 1,755,146 118,836 4,096,293 459,226 (1,741,254) 2,370,117 16,658,106 $ 9,599,742 $ 1,755,146 118,836 4,096,293 459,226 (1,741,254) 2,370,117 16,658,106 $ 10,779,590 $ 922,429 126,458 4,161,735 299,150 (2,512,485) 3,141,350 16,918,227 $ 11,808,578 $ 599,354 118,836 4,278,686 459,226 (3,427,641) 4,135,171 17,972,210 $ 249,714 249,714 $ 249,714 352,004 601,718 $ 355,952 59,118 415,070 $ 249,712 249,712 $ 11,000 580,886 735,137 49,674 74,817 50,898 31,025 108,400 1,641,837 $ 11,000 1,945,718 853,703 49,674 3,598,080 74,817 50,898 31,025 108,400 6,723,315 $ 7,608 616,979 907,604 61,458 3,598,080 70,368 29,420 19,970 105,710 5,417,197 $ 11,000 2,763,327 1,189,401 49,674 74,817 50,898 31,025 108,400 4,278,542 $ $ $ 125,000 125,000 $ $ 263,273 263,273 $ $ 269,118 340,000 609,118 $ $ - $ 18,549,657 $ 24,592,257 $ 23,013,767 $ 22,625,464 $ $ $ $ $ $ $ $ $ (2,208,836) 1,155,792 (182,393) 1,686,387 (1,765,054) (1,314,104) 2 352,004 352,006 $ -23.0% 65.9% 0.0% -4.5% 0.0% -96.8% -74.5% -7.9% 0.0% 100.0% 58.5% 0.0% (817,609) -42.0% (335,698) -39.3% 0.0% 3,598,080 100.0% 0.0% 0.0% 0.0% 0.0% 2,444,773 36.4% $ 100.0% $ 269,118 215,000 484,118 $ 1,966,793 8.0% 63.2% 79.5% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 17,483,212 17,483,212 $ $ 16,763,590 16,763,590 $ $ 16,763,590 16,763,590 $ $ 18,155,274 $ 18,155,274 $ 20,140,000 20,140,000 $ $ (3,376,410) (3,376,410) -20.1% -20.1% $ $ 849,228 849,228 $ $ 657,982 657,982 $ $ 657,982 657,982 $ $ 817,494 $ 817,494 $ 916,686 916,686 $ $ (258,704) (258,704) -39.3% -39.3% $ $ 5,207,031 5,207,031 $ (600,022) (600,022) -13.0% $ 4,607,012 $ 4,607,012 $ $ $ 4,607,009 4,607,009 $ $ 3,094,077 3,094,077 $ $ 4,138,027 4,138,027 -13.0% DEPARTMENT OPERATING TOTAL SOURCES $ 22,470,467 $ 20,515,649 $ 22,028,581 $ 23,579,780 $ 26,263,717 $ (4,235,136) -19.2% DEPARTMENT TOTAL SOURCES $ 22,470,467 $ 20,515,649 $ 22,028,581 $ 23,579,780 $ 26,263,717 $ (4,235,136) -19.2% FUND TOTAL SOURCES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL SOURCES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON-RECURRING FUND TOTAL USES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST $ $ 13,525,602 13,525,602 $ $ 14,115,672 14,115,672 $ $ 14,234,238 14,234,238 $ $ 13,805,222 $ 13,805,222 $ $ 610,856 610,856 $ 657,480 657,480 $ 657,480 2,427,171 3,084,651 $ $ $ $ 2,969,207 2,969,207 DEPARTMENT OPERATING TOTAL USES $ 17,105,665 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ $ $ $ $ $ 14,488,923 14,488,923 $ $ (254,685) (254,685) -1.8% -1.8% 614,302 $ 2,421,326 3,035,628 $ 916,686 $ 916,686 $ (259,206) 2,427,171 2,167,965 -39.4% 100.0% 70.3% 5,207,031 $ 2,012,824 7,219,855 $ (600,022) 653,535 53,513 -13.0% 24.5% 0.7% $ 3,776,505 3,776,505 $ 4,607,009 2,666,359 7,273,368 $ 4,520,115 $ 1,652,802 6,172,917 $ $ 18,549,657 $ 19,498,727 $ 18,939,639 $ (1,113,913) -5.7% - $ - $ 5,093,530 $ 4,074,128 $ 2,012,824 $ 3,080,706 60.5% 17,105,665 $ 18,549,657 $ 24,592,257 $ 23,013,767 $ 22,625,464 $ 1,966,793 8.0% 539 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 20,612,640 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL CIVIL JUSTICE CIVIL SMALL CLAIMS CIVIL TRAFFIC FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS ORDERS OF PROTECTION SMALL CIVIL PROGRAM TOTAL COURT OPERATIONS SUPPORT PUB INFO AND COMMUNITY OUTRCH PROGRAM TOTAL CRIMINAL JUSTICE CRIMINAL TRAFFIC MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DESKTOP SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.00 4.00 5.00 4.00 14.00 1.00 4.00 5.00 4.00 14.00 1.00 7.00 6.00 3.00 17.00 1.00 6.00 6.00 3.00 16.00 2.00 1.00 (1.00) 2.00 0.00% 50.00% 20.00% (25.00%) 14.29% 26.50 77.03 46.00 13.00 14.00 36.00 212.53 26.50 77.03 46.00 13.00 14.00 36.00 212.53 26.50 79.03 51.00 13.00 14.00 36.00 219.53 26.50 79.03 51.00 13.00 14.00 36.00 219.53 2.00 5.00 7.00 0.00% 2.60% 10.87% 0.00% 0.00% 0.00% 3.29% - 1.00 1.00 1.00 1.00 (1.00) (1.00) (100.00%) (100.00%) - 22.00 26.00 12.00 60.00 22.00 26.00 12.00 60.00 21.50 28.00 12.00 61.50 21.50 28.00 12.00 61.50 (0.50) 2.00 1.50 (2.27%) 7.69% 0.00% 2.50% - 2.00 1.00 3.00 290.53 2.00 1.00 3.00 290.53 1.00 1.00 299.03 1.00 1.00 298.03 (1.00) (1.00) (2.00) 7.50 (50.00%) (100.00%) (66.67%) 2.58% - - (1.00) (1.00) (1.00) 0.00% (14.29%) 0.00% 0.00% (5.88%) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (0.33%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Administrative Specialist Justice System Clerk Justice System Clerk Lead Court Reporter Office Assistant Specialized Admin/Operations Specialist Deputy Director Justice Of The Peace Justice System Clerk Supv Admin & Operations Mgr Security Officer Manager Management Analyst Human Resources Analyst Business/Systems Analyst-Sr/Ld Programmer/Analyst Computer Operator Human Resources Associate Department Total FY 2008-09 ADOPTED 1.00 206.53 20.00 1.00 1.00 1.00 23.00 23.00 4.00 1.00 5.00 1.00 2.00 1.00 290.53 FY 2008-09 REVISED 1.00 206.53 20.00 1.00 1.00 1.00 23.00 23.00 4.00 1.00 5.00 1.00 2.00 1.00 290.53 FY 2008-09 FORECAST 1.00 207.03 24.00 1.00 1.00 1.00 2.00 25.00 25.00 3.00 6.00 1.00 1.00 1.00 299.03 FY 2009-10 ADOPTED 1.00 207.03 24.00 1.00 1.00 1.00 1.00 25.00 25.00 3.00 6.00 1.00 1.00 1.00 298.03 REVISED VS ADOPTED VARIANCE % 0.00% 0.50 0.24% 4.00 20.00% 0.00% 1.00 0.00% 0.00% 2.00 8.70% 2.00 8.70% (1.00) -25.00% (1.00) -100.00% 1.00 20.00% (1.00) -100.00% 1.00 (1.00) -50.00% (1.00) -100.00% 1.00 7.50 2.58% FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -0.33% REVISED VS ADOPTED VARIANCE % 5.50 1.92% (2.00) -50.00% 4.00 7.50 2.58% FORECAST VS ADOPTED VARIANCE % (1.00) -0.34% (4.00) -66.67% 4.00 (1.00) -0.33% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE DEPARTMENT TOTAL FY 2008-09 ADOPTED 286.53 4.00 290.53 FY 2008-09 REVISED 286.53 4.00 290.53 FY 2008-09 FORECAST 293.03 6.00 299.03 FY 2009-10 ADOPTED 292.03 2.00 4.00 298.03 Significant Variance Analysis The department made no staffing changes as a result of Budget Balancing initiatives. 540 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Adjustments Budget Balancing Adjustments: General Fund (100) Fund Shift • The expenditure budget is reduced by $430,022. This is a result of growing fee revenue collected in Justice Court Special Revenue Fund (245), thus allowing for an increased Personnel Services Allocation-Out to the Justice Court Special Revenue Fund (245). Revenue Enhancement • The revenue budget is increased by $3,376,410. Fines collections have continually grown year over year at approximately 8%, thus justifying increased revenue of $2,779,094. In addition, the department is implementing the Fines/Fees and Restitution Enforcement (FARE) Program and expects to generate $597,316 in additional revenue. Other Base Adjustments • The expenditure budget is reduced by $1,518,926. FY 2009-10 reductions include the rightsizing of Personnel Savings ($1,449,730), a reduced rental payment for the North Mesa Justice Court due to a new lease agreement ($30,000) and decreased risk management charges ($39,196). Justice Court Judicial Enhancement Fund (204) Revenue Enhancement • The revenue and expenditure budgets are increased by $258,704. Fees collections have continually grown year over year at approximately 8%, thus justifying increased revenue of $228,329. In addition, the department is implementing the FARE Program, expecting to generate $30,375 in additional revenue. Programs and Activities 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 80OS - COURT OPERATIONS SUPPORT Description Percent of Civil Traffic cases resolved within 180 days. Percent of Small Civil cases resolved within 180 days. FY 2008 Actual 100.0% 80.0% FY 2009 Revised 100.0% 80.0% Activities that comprise this program include: • Civil Traffic • Forcible Detainer • Orders of Protection • • • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% (13.0%) -13.0% 87.0% 7.0% 8.8% Civil Small Claims Injunction Against Harassment 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. 541 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. 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 2008 Actual 100.0% FY 2009 Revised 100.0% 156,853 160,365 163,273 2,908 1.8% 152,729 160,365 157,616 -2,749 -1.7% $27.95 $28.96 $42.25 -$13.29 -45.9% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,254,592 $ - 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% (13.0%) -13.0% 1,184,115 $ - 1,184,115 $ 30,375 2,402,444 3,002,466 600,022 25.0% 2,241,607 $ 3,586,559 $ 4,216,956 $ 630,397 17.6% 3,387,420 $ 253,607 3,463,858 $ 348,672 3,671,340 $ 571,415 (207,482) (222,743) -6.0% -63.9% 2,656,187 (1,824,111) -219.2% 6,898,942 $ (2,254,336) -48.5% 987,015 30,375 - Expenditure 743,435 4,384,462 $ 832,076 4,644,606 $ Activity Narrative: The FY 2009-10 expenditure budget increases by 48.5%, due to the Department increasing the staff allocation of time to this activity. The Department indicated that this more accurately reflects the use of staff time to process traffic cases; thus correctly reflecting the services being provided to the public by Justice Courts. Budget Balancing Adjustments: Justice Courts Special Revenue Fund (245) Revenue Enhancement • The revenue budget is increased by $600,022. Civil Traffic fee collections have continually grown year over year at approximately 8%, thus justifying increased revenue of $387,397. In addition, the department is implementing the FARE Program expecting to generate $212,625 in additional revenue. Fund Shift • The expenditure budget is increased by $430,022. This is a result of growing fee revenue collected in the Justice Court Special Revenue Fund (245), thus allowing an increased Personnel Services Allocation-In from the General Fund (100). Other Base Adjustments: Justice Courts Special Revenue Fund (245) • The expenditure budget is increased by $170,000 by shifting 4 FTEs from the Judicial Enhancement Fund (204) to the Justice Court Special Revenue Fund (245). 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). 542 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Justice Courts FY 2008 Actual 76.0% FY 2009 Revised 80.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 72.0% (8.0%) -10.0% 12,594 13,877 13,215 -662 -4.8% 16,520 17,346 17,049 -297 -1.7% $120.32 $110.91 $109.49 $1.42 1.3% 1,108,561 $ 130,422 1,226,295 $ 35,679 1,134,090 $ 35,679 Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 276,348 277,175 1,515,331 $ 277,175 1,539,149 $ 1,446,944 $ 92,205 92,205 7.5% 6.0% Forcible Detainer Activity The purpose of the Forcible Detainer Activity is to resolve forcible detainer (eviction) 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. 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 2008 Actual 82,825 80,562 Variance % Variance Revised - Adopted Revised - Adopted 88,490 7,928 9.8% 80,764 84,802 83,348 -1,454 -1.7% $36.29 $37.66 $36.51 $1.15 3.1% (424,846) 83,963 -17.6% 62.7% 144,014 29.5% (196,869) -6.5% N/A FY 2009 Revised N/A FY 2010 Adopted N/A Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,566,554 $ 130,367 2,412,105 $ 134,002 309,070 3,005,991 $ 487,696 3,033,803 $ 2,836,951 $ 50,039 343,682 3,230,672 $ Injunctions Against Harassment Activity The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment (in the workplace) to litigants with cause so that they receive timely and just legal protections manner. 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. 543 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Justice Courts FY 2008 Actual 4,974 5,223 Variance % Variance Revised - Adopted Revised - Adopted 5,677 454 8.7% 4,974 5,223 5,677 454 8.7% $147.31 $143.70 $116.98 $26.73 18.6% N/A FY 2009 Revised N/A FY 2010 Adopted N/A Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 611,540 $ 3,586 635,766 $ 12,393 549,271 $ 12,393 117,610 102,408 102,408 732,736 $ 750,567 $ 664,072 $ 86,495 86,495 13.6% 11.5% Orders of Protection Activity The purpose of the Orders of Protection Activity is to provide orders of protection to litigants with cause so that they receive timely and just legal protections. Mandates: A.R.S. §13-3602 establishes that any court may issue orders of protection when presented with an appropriate written petition. The court must review the petition to determine whether there is adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. Measure Type Result Output Demand Efficiency Expenditure Measure Description TBD Number of Orders of Protection issued. Number of Orders of Protection (ORDP) requested. Cost per Order of Protection issued. FY 2008 Actual 4,945 5,093 Variance % Variance Revised - Adopted Revised - Adopted 5,277 184 3.6% 4,945 5,093 5,277 184 3.6% $186.85 $182.41 $171.27 $11.15 6.1% (123,487) - -17.9% - 148,740 66.3% 25,253 2.7% N/A 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ FY 2009 Revised N/A 839,796 $ 5,248 FY 2010 Adopted N/A 689,712 $ 15,116 78,908 224,198 923,952 $ 929,026 $ 813,199 $ 15,116 75,458 903,773 $ Small Civil (Justice Courts) 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 Division jurisdiction in all civil actions where the amount involved is less than $2,500 (excluding interest, costs, and attorney fees). 544 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Justice Courts FY 2008 Actual 80.0% FY 2009 Revised 80.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% 7.0% 8.8% 55,647 58,314 56,246 -2,068 -3.5% 69,421 72,892 71,642 -1,250 -1.7% $39.41 $35.97 $34.21 $1.76 4.9% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 3,960,055 $ 578,264 4,192,093 $ 386,494 4,318,099 $ 500,660 1,846,994 1,168,132 1,168,132 6,385,313 $ 5,746,719 $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,795,484 $ 22,369 1,615,307 $ 29,009 126,006 114,166 0.03 0.30 - 0.0% 5,986,891 $ 240,172 4.2% 1,555,494 $ 29,009 59,813 - 3.7% - 113,748 25.1% 173,561 8.3% Expenditure 375,406 2,193,259 $ 453,311 2,097,627 $ 339,563 1,924,066 $ Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Criminal Traffic cases resolved within 180 days. Percent of Misdemenaor Criminal cases resolved within 180 days. Percent of Misdemeanor DUI cases resolved within 180 days. FY 2008 Actual 102.0% FY 2009 Revised 99.0% 81.0% 85.0% 82.0% (3.0%) -3.5% 87.0% 90.0% 80.0% (10.0%) -11.1% Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 82.0% (17.0%) -17.2% 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. 545 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency 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. Department Strategic Plans and Budgets Justice Courts FY 2008 Actual 102.0% FY 2009 Revised 99.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 82.0% (17.0%) -17.2% 71,894 72,592 75,543 2,951 4.1% 69,834 73,326 72,069 -1,257 -1.7% $16.69 $16.38 $14.81 $1.57 9.6% 967,518 $ 24,812 972,920 $ 24,786 902,381 $ 24,786 207,277 191,673 191,673 Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,199,607 $ 1,189,379 $ 1,118,840 $ 70,539 70,539 7.3% 5.9% Activity Narrative: The FY 2009-10 result measure decreases by 17.2%, due to the introduction of photo radar. In November 2008, the Justice Courts began processing photo enforcement violations with photo radar filings totaling 279,508 by year end. Misdemeanor Criminal Adjudication Activity The purpose of the Misdemeanor Criminal Adjudication Activity is to resolve misdemeanor cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. 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 2008 Actual 81.0% FY 2009 Revised 85.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 82.0% (3.0%) -3.5% 19,650 21,665 22,506 841 3.9% 24,275 25,489 24,283 -1,206 -4.7% $82.39 $73.86 $67.68 $6.18 8.4% Revenue 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 12,268,565 $ 270,964 13,843,547 $ 12,695,303 $ 16,059,870 $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,372,484 $ 13,475 1,151,454 $ 30,233 1,263,274 $ 30,233 1,304,018 11,387,382 $ 271,488 1,036,433 14,637,786 $ 385,651 1,036,433 3,250,404 114,163 3,364,567 28.5% 42.1% 26.5% Expenditure 232,976 1,618,935 $ 418,450 1,600,137 $ 229,726 1,523,233 $ (111,820) - -9.7% - 188,724 45.1% 76,904 4.8% Misdemeanor DUI Activity The Misdemeanor DUI Adjudication Activity is to resolve misdemeanor DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. 546 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Justice Courts FY 2008 Actual 87.0% FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% (10.0%) -11.1% 10,080 10,917 10,913 -4 0.0% 11,552 12,130 11,922 -208 -1.7% $72.56 $64.68 $60.21 $4.47 6.9% 573,386 $ 10,812 584,905 $ 17,840 535,827 $ 17,840 147,200 103,372 103,372 731,398 $ 706,117 $ 657,039 $ Expenditure 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 547 49,078 49,078 8.4% 7.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 14,115,672 $ 16,763,590 $ Subtotal $ 118,566 118,566 $ $ - FY 2008-09 REVISED BUDGET $ 14,234,238 $ 16,763,590 FY 2008-09 REVISED RESTATED BUDGET $ 14,234,238 $ 16,763,590 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 1,973,525 $ - $ $ Subtotal $ 101,656 128,452 230,108 $ - $ 16,437,871 $ 16,763,590 (430,022) $ (430,022) $ - MID-YEAR ADJUSTMENTS: New Highland Justice Court IGA (C-24-09-002-3-00) ANNUALIZATION OF OTHER ITEMS Annualization of Justice of the Peace Salary Increase Annualization of Two New Justice Court Precincts FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Increase Personnel Services Allocation-Out $ Subtotal $ Revenue Enhancement Increase Collections Increase Collections for FARE Program $ Subtotal $ OTHER BASE ADJUSTMENTS Right-size Personnel Savings Reduction In Lease Payment Reduce Risk Management Charges $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 548 - $ 2,779,094 597,316 3,376,410 (1,449,730) $ (30,000) (39,196) (1,518,926) $ - 14,488,923 $ $ 20,140,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 657,480 $ 657,982 FY 2008-09 REVISED BUDGET $ 657,480 $ 657,982 FY 2008-09 REVISED RESTATED BUDGET $ 657,480 $ 657,982 $ Subtotal $ 502 502 $ $ - $ 657,982 $ 657,982 $ $ Subtotal $ 228,329 30,375 258,704 $ 228,329 30,375 258,704 $ 916,686 $ 916,686 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Revenue Enhancement Increase Collections Increase Collections for FARE Program FY 2009-10 ADOPTED OPERATING BUDGET Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 2,633,894 FY 2008-09 ADOPTED $ 3,050,168 FY 2008-09 REVISED $ 3,050,168 FY 2008-09 FORECAST $ 2,844,977 FY 2009-10 ADOPTED $ 626,843 Beginning Unreserved/Undesignated Fund Balance $ 2,633,894 $ 3,050,168 $ 3,050,168 $ 2,844,977 $ 626,843 Sources: Operating Total Sources: $ $ 849,228 849,228 $ $ 657,982 657,982 $ $ 657,982 657,982 $ $ 817,494 817,494 $ $ 916,686 916,686 $ $ $ 614,302 2,421,326 3,035,628 $ $ 657,480 2,427,171 3,084,651 $ $ 657,480 657,480 $ $ 638,145 638,145 $ 916,686 916,686 Operating Balance $ 211,083 $ 502 $ 502 $ 203,192 $ - Ending Unreserved/Undesignated Fund Balance $ 2,844,977 $ 3,050,670 $ 623,499 $ 626,843 $ 626,843 Ending Unreserved Fund Balance $ 2,844,977 $ 3,050,670 $ 623,499 $ 626,843 $ 626,843 Uses: Operating Non Recurring Total Uses: 549 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,776,505 $ 3,094,077 $ Subtotal $ 830,504 830,504 $ $ 1,512,932 1,512,932 FY 2008-09 REVISED BUDGET $ 4,607,009 $ 4,607,009 FY 2008-09 REVISED RESTATED BUDGET $ 4,607,009 $ 4,607,009 FY 2009-10 BUDGET TARGET $ 4,607,009 $ 4,607,009 $ Subtotal $ 430,022 430,022 $ $ - $ $ Subtotal $ - $ 387,397 212,625 600,022 $ Subtotal $ 170,000 170,000 $ $ - $ 5,207,031 $ 5,207,031 MID-YEAR ADJUSTMENTS: Increased Revenue and Expenditure Appropriation (C-24-09-005-M-00) BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Fund Shift Increase Personnel Services Allocation-In Revenue Enhancement Increase Collections Increase Collections for FARE Program OTHER BASE ADJUSTMENTS Shift 4 FTEs from Judicial Enhancement Fund 204 FY 2009-10 ADOPTED OPERATING BUDGET EXPENDITURES REVENUE NON-RECURRING NON-PROJECT 0001 Justice Courts One-Time Computer Refresh (C-24-09-005-M-00) Justice Courts Temporary Clerk Pool (C-24-09-007-M-00) Buckeye Lease Tenant Improvements (C-24-09006-1-00) Justice Courts Admin. Space $ Subtotal $ 125,000 187,824 850,000 850,000 2,012,824 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 2,012,824 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 7,219,855 $ 5,207,031 550 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2007-08 ACTUAL $ 4,008,508 FY 2008-09 ADOPTED $ 4,769,874 FY 2008-09 REVISED $ 4,769,874 FY 2008-09 FORECAST $ 5,177,286 FY 2009-10 ADOPTED $ 3,611,381 Beginning Unreserved/Undesignated Fund Balance $ 4,008,508 $ 4,769,874 $ 4,769,874 $ 5,177,286 $ 3,611,381 Sources: Operating Total Sources: $ $ 4,138,027 4,138,027 $ $ 3,094,077 3,094,077 $ $ 4,607,009 4,607,009 $ $ 4,607,012 4,607,012 $ $ 5,207,031 5,207,031 $ $ $ $ 4,520,115 1,652,802 6,172,917 $ $ 4,607,009 2,666,359 7,273,368 $ $ 3,776,505 3,776,505 $ 5,207,031 2,012,824 5,489,855 $ (682,428) $ - $ 86,897 $ - Beginning Unreserved Fund Balance Designations: Budget Stabilization: Uses: Operating Non Recurring Total Uses: $ 2,969,207 2,969,207 Operating Balance $ 1,168,820 Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 5,177,286 Ending Unreserved Fund Balance $ 5,177,286 (42) $ - $ - $ - $ - $ 4,087,446 $ 2,103,515 $ 3,611,381 $ 3,328,557 $ 4,087,446 $ 2,103,515 $ 3,611,381 $ 3,328,557 551 Maricopa County Annual Business Strategies FY 2009-10 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 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 achieving the following benchmarks: • Review Detention Programs • By July 2010, Review Probation Supervision and Treatment Programs • By July 2010, Review Early Intervention & Prevention Programs Status: The department is using evidence based practices to develop guidelines for standards in working with youth and their families. 552 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 27JD - JUVENILE DETENTION DALT - ALTERNATIVE TO JUV SECURE CARE PDIS - JUV PRE DISPO SECURE CARE FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 904,973 186,009 718,964 $ 1,360,251 452,000 908,251 $ 1,360,251 452,000 908,251 $ 991,622 229,980 761,642 $ 27EN - JUVENILE EARLY INTERVENTION JVCP - JUV CRIME AND TRUANCY PREV DVRN - JUVENILE COURT DIVERSION $ 5,082,097 1,855,968 3,226,129 $ 4,671,965 1,686,607 2,985,358 $ 6,570,591 3,585,233 2,985,358 $ 4,225,686 1,906,284 2,319,402 $ 27JP - JUVENILE PROBATION SUPERVISION JCSA - JUVENILE COURT SERVICES JSTD - JUV STANDARD PROB SUPERVISION $ 982,009 16,003 966,006 $ 1,076,688 1,076,688 $ 1,076,688 1,076,688 $ 832,301 832,301 27JT - JUVENILE TREATMENT NRTA - JUV NON RESIDENTIAL TREATMENT RTCA - JUV NON RESIDENTIAL TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT $ 79,746 22,178 57,568 $ 405,263 335,263 70,000 $ 405,263 335,263 70,000 $ 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES RMGT - RISK MANAGEMENT $ 108,280 17,992 90,288 $ 19,260 8,001 11,259 $ 19,260 8,001 11,259 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 1,437,906 1,437,906 $ 3,760,698 3,760,698 $ TOTAL PROGRAMS $ USES 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 8,595,011 $ 11,294,125 31,485,949 2,712,618 630,551 1,701,991 2,648,386 23,792,403 $ 933,974 $ 414,043 519,931 (426,277) (37,957) (388,320) -31.3% -8.4% -42.8% $ (2,648,115) (2,480,692) (167,423) -40.3% -69.2% -5.6% $ 774,335 $ 774,335 (302,353) (302,353) -28.1% 127,548 111,756 15,792 $ 429,859 112,562 317,297 - $ 12,498 8,746 3,752 $ 3,760,698 3,760,698 $ 3,529,588 3,529,588 $ 3,618,698 3,618,698 $ (142,000) (142,000) -3.8% -3.8% $ 13,192,751 $ 9,719,243 $ 9,687,343 $ (3,505,408) -26.6% 35,017,835 2,591,651 2,080,126 1,642,410 3,048,335 25,655,313 $ 33,955,410 2,591,651 2,080,126 1,642,410 3,048,335 24,592,888 $ 32,263,478 3,518,983 812,493 1,711,501 2,480,712 23,739,789 $ 33,100,935 3,933,013 847,304 1,553,539 2,515,977 24,251,102 $ 854,475 (1,341,362) 1,232,822 88,871 532,358 341,786 2.5% -51.8% 59.3% 5.4% 17.5% 1.4% 3,140,324 3,037,915 32,286 70,123 37.8% 65.0% 1.0% 13.8% 3,922,476 1,104,541 2,817,935 -28.1% $ 24,596 6.1% 112,562 (17,966) -5.4% (70,000) -100.0% 8,001 $ 8,001 - (11,259) -58.5% 0.0% (11,259) -100.0% 27EN - JUVENILE EARLY INTERVENTION JVCP - JUV CRIME AND TRUANCY PREV DVRN - JUVENILE COURT DIVERSION TEEN - JUVENILE TEEN COURT $ 7,363,809 3,526,020 3,368,462 469,327 $ 6,417,962 2,773,254 3,135,658 509,050 $ 8,316,588 4,671,880 3,135,658 509,050 $ 5,613,880 2,138,420 3,110,627 364,833 $ 5,176,264 1,633,965 3,103,372 438,927 $ 27JP - JUVENILE PROBATION SUPERVISION JIPS - JUV INTENSIVE PROB SUPERVISION SOPS - JUVENILE SEX OFFENDER SUPV JSTD - JUV STANDARD PROB SUPERVISION JPDI - PRE DISPOSITION INVESTIGATIONS DWRS - RESIDENTIAL DUAL WARD SUPV $ 16,796,602 3,955,789 18,384 11,262,459 1,514,544 45,426 $ 15,299,890 3,184,870 87,931 9,578,055 2,403,139 45,895 $ 15,641,730 2,997,337 87,931 10,107,428 2,403,139 45,895 $ 15,676,772 3,376,063 55,706 9,971,322 2,236,056 37,625 $ 14,911,184 3,300,216 73,212 9,444,318 2,051,860 41,578 $ 730,546 (302,879) 14,719 663,110 351,279 4,317 4.7% -10.1% 16.7% 6.6% 14.6% 9.4% 27JT - JUVENILE TREATMENT NRTA - JUV NON RESIDENTIAL TREATMENT SEXT - JUV SEX OFFENDER TREATMENT DRUG - JUVENILE DRUG TREATMENT RTCA - JUV NON RESIDENTIAL TREATMENT CMDV - JUVENILE SKILLS DEVELOPMENT YRAA - YOUTH RECOVERY ACADEMY $ 4,297,148 486,641 71,246 141,671 414,801 485,265 2,697,524 $ 1,592,512 461,416 92,352 202,764 340,226 495,754 - $ 1,592,512 461,416 92,352 202,764 340,226 495,754 - $ 1,315,711 480,605 49,672 119,320 327,287 335,848 2,979 $ 1,210,126 437,499 33,645 122,158 316,714 300,110 - $ 382,386 23,917 58,707 80,606 23,512 195,644 - 24.0% 5.2% 63.6% 39.8% 6.9% 39.5% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 3,572,070 103,661 939,772 1,220,997 948,288 337,970 21,382 $ 3,631,642 97,846 999,554 1,353,246 955,674 185,313 40,009 $ 3,631,642 97,846 999,554 1,353,246 955,674 185,313 40,009 $ 3,333,224 132,329 844,495 1,180,842 815,671 41,298 318,589 $ 3,581,891 279,224 850,622 1,291,728 932,015 190,078 38,224 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 341,112 341,112 $ 367,346 367,346 $ 1,146,955 779,609 367,346 $ 1,218,184 779,609 438,575 $ 268,405 268,405 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 1,557,473 $ 1,068,875 93,613 359,105 41,401 (5,521) 1,872,898 1,084,612 97,125 633,235 43,949 12,000 1,977 $ 1,872,898 1,084,612 97,125 633,235 43,949 12,000 1,977 $ 1,360,580 $ 1,066,514 59,635 197,921 42,025 (5,515) 64,200,085 $ 66,157,735 $ TOTAL PROGRAMS $ 65,414,163 $ 553 60,781,829 $ 1,510,621 $ 1,091,277 38,142 341,592 42,718 (3,108) 59,759,426 $ 49,751 1.4% (181,378) -185.4% 148,932 14.9% 61,518 4.5% 23,659 2.5% (4,765) -2.6% 1,785 4.5% 878,550 779,609 98,941 76.6% 100.0% 26.9% 362,277 (6,665) 58,983 291,643 1,231 12,000 5,085 19.3% -0.6% 60.7% 46.1% 2.8% 100.0% 257.2% 6,398,309 9.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 5,342,575 20,592 5,363,167 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2008-09 ADOPTED $ 6,177,305 20,999 6,198,304 959,292 959,292 $ $ $ SUBTOTAL $ 2,093,567 2,093,567 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ FY 2008-09 REVISED $ 8,075,931 20,999 8,096,930 $ 5,064,684 48,998 5,113,682 1,237,490 1,237,490 $ $ 1,237,490 1,237,490 $ $ $ $ 3,760,698 3,760,698 $ $ 3,760,698 3,760,698 178,579 406 178,985 $ $ $ 72,633 25,000 97,633 ALL REVENUES $ 8,595,011 $ TOTAL SOURCES $ 8,595,011 $ FY 2007-08 ACTUAL $ FY 2008-09 FORECAST $ 4,992,523 20,999 5,013,522 1,024,219 1,024,219 $ $ $ $ 3,431,593 3,431,593 $ $ 72,633 25,000 97,633 11,294,125 $ 11,294,125 $ FY 2008-09 ADOPTED $ FY 2009-10 ADOPTED $ (3,083,408) (3,083,408) -38.2% 0.0% -38.1% 957,490 957,490 $ $ (280,000) (280,000) -22.6% -22.6% $ $ 3,618,698 3,618,698 $ $ (142,000) (142,000) -3.8% -3.8% $ $ 72,633 25,000 97,633 $ $ 131,863 17,886 149,749 13,192,751 $ 9,719,243 $ 9,687,343 $ (3,505,408) -26.6% 13,192,751 $ 9,719,243 $ 9,687,343 $ (3,505,408) -26.6% FY 2008-09 REVISED $ ADOPTED VS REVISED % FY 2008-09 FORECAST FY 2009-10 ADOPTED $ $ - 0.0% 0.0% 0.0% ADOPTED VS REVISED % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 39,999,171 $ 219,675 562,282 13,113,742 926,532 (4,300,037) 6,631,340 57,152,705 $ 39,371,146 $ 980,080 419,400 12,559,262 480,467 (7,946,387) 10,170,301 56,034,269 $ 38,773,781 $ 980,080 419,400 12,436,042 480,467 (7,304,547) 9,528,461 55,313,684 $ 37,712,110 $ 457,521 330,929 12,666,234 530,651 (7,336,423) 9,827,952 54,188,974 $ 35,401,511 $ 541,689 565,990 11,826,788 669,295 (6,643,773) 10,696,120 53,057,620 $ 3,372,270 438,391 (146,590) 609,254 (188,828) (660,774) (1,167,659) 2,256,064 8.7% 44.7% -35.0% 4.9% -39.3% 9.0% -12.3% 4.1% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 732,818 $ 197,031 70,220 47,735 (33,254) 716,106 1,730,656 $ 1,039,373 $ 1,431,610 95,775 25,500 (40,763) 1,128,118 3,679,613 $ 1,039,373 $ 1,431,610 95,775 25,500 (40,763) 1,128,118 3,679,613 $ 555,929 $ 141,547 56,460 8,134 (40,762) 742,321 1,463,629 $ 1,032,250 $ 211,150 109,523 20,500 (119,274) 916,767 2,170,916 $ 7,123 1,220,460 (13,748) 5,000 78,511 211,351 1,508,697 0.7% 85.3% -14.4% 19.6% -192.6% 18.7% 41.0% 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 $ 8,739 $ 567,601 3,363,784 441,744 295,691 979,462 310,932 174,698 41,316 52,145 16,864 (270,781) 270,759 6,252,954 $ 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 $ 3,100 $ 681,980 3,295,039 380,550 283,550 1,241,188 320,104 128,916 176,165 103,200 12,300 (629,003) 658,116 6,655,205 $ 1,032 $ 1,665,651 432,551 401,615 291,770 1,563,232 373,323 163,125 56,700 54,600 2,384 (666,927) 663,198 5,002,254 $ 3,100 $ 1,758,777 532,066 468,000 292,300 495,852 326,292 128,917 175,997 103,200 4,300 (382,768) 382,768 4,288,801 $ (1,076,797) 2,762,973 (87,450) (8,750) 745,336 (6,188) (1) 168 8,000 (246,235) 275,348 2,366,404 0.0% -157.9% 83.9% -23.0% -3.1% 60.1% -1.9% 0.0% 0.1% 0.0% 65.0% 39.1% 41.8% 35.6% CAPITAL 0950 - DEBT SERVICE $ SUBTOTAL $ 277,848 277,848 $ $ 509,233 509,233 $ $ 509,233 509,233 $ $ 126,972 126,972 $ $ 242,089 242,089 $ $ 267,144 267,144 52.5% 52.5% TOTAL USES $ 65,414,163 $ 64,200,085 $ 66,157,735 $ 60,781,829 $ 59,759,426 $ 6,398,309 9.7% 554 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL SOURCES 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL SOURCES 229 JUVENILE RESTITUTION OPERATING FUND TOTAL SOURCES 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST $ $ 38,584 38,584 $ $ 29,000 29,000 $ $ 29,000 29,000 $ $ 57,744 $ 57,744 $ $ $ 5,360,485 5,360,485 $ $ 6,227,305 6,227,305 $ $ 8,125,931 8,125,931 $ $ $ $ 2,816,498 2,816,498 $ $ 4,696,187 4,696,187 $ $ 4,696,187 4,696,187 $ $ 22,769 22,769 $ $ 25,000 25,000 $ $ $ $ 356,675 356,675 $ $ 316,633 316,633 $ $ FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 29,000 29,000 $ $ - 0.0% 0.0% 5,096,552 $ 5,096,552 $ 5,042,523 $ 5,042,523 $ 3,083,408 3,083,408 37.9% 37.9% $ $ 4,139,814 $ 4,139,814 $ 4,204,187 $ 4,204,187 $ 492,000 492,000 10.5% 10.5% 25,000 25,000 $ $ 19,638 $ 19,638 $ 25,000 25,000 $ $ - 0.0% 0.0% 316,633 316,633 $ $ 405,495 $ 405,495 $ 386,633 386,633 $ $ (70,000) (70,000) -22.1% -22.1% DEPARTMENT OPERATING TOTAL SOURCES $ 8,595,011 $ 11,294,125 $ 13,192,751 $ 9,719,243 $ 9,687,343 $ 3,505,408 26.6% DEPARTMENT TOTAL SOURCES $ 8,595,011 $ 11,294,125 $ 13,192,751 $ 9,719,243 $ 9,687,343 $ 3,505,408 26.6% FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL USES 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON-RECURRING FUND TOTAL USES 229 JUVENILE RESTITUTION OPERATING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING FUND TOTAL USES 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 21,466,054 21,466,054 $ $ 17,220,629 17,220,629 $ $ 17,562,469 17,562,469 $ $ 16,568,646 $ 16,568,646 $ 16,449,965 $ 16,449,965 $ 1,112,504 1,112,504 6.3% 6.3% $ $ 6,116,353 6,116,353 $ $ 6,227,304 6,227,304 $ $ 8,125,930 8,125,930 $ $ 5,431,536 $ 5,431,536 $ 5,042,523 $ 5,042,523 $ 3,083,407 3,083,407 37.9% 37.9% $ $ $ 4,696,187 779,609 5,475,796 $ $ 4,696,187 4,696,187 $ $ 2,850,693 2,850,693 $ 4,684,513 $ 779,609 5,464,122 $ 4,204,187 $ 4,204,187 $ 492,000 779,609 1,271,609 10.5% 100.0% 23.2% $ $ 17,967 17,967 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 21,443 $ 21,443 $ $ $ - 0.0% 0.0% $ $ 34,665,501 34,665,501 $ $ 35,714,330 35,714,330 $ $ 34,651,905 34,651,905 $ $ 33,037,268 $ 33,037,268 $ 33,651,118 $ 33,651,118 $ 1,000,787 1,000,787 2.9% 2.9% $ $ 297,595 297,595 $ $ 316,635 316,635 $ $ 316,635 316,635 $ $ 258,814 $ 258,814 $ 25,000 25,000 386,633 386,633 $ $ (69,998) (69,998) -22.1% -22.1% DEPARTMENT OPERATING TOTAL USES $ 65,414,163 $ 64,200,085 $ 65,378,126 $ 60,002,220 $ 59,759,426 $ 5,618,700 8.6% DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ 779,609 $ 779,609 $ - $ 779,609 100.0% DEPARTMENT TOTAL USES $ 65,414,163 $ 64,200,085 $ 66,157,735 $ 60,781,829 $ 59,759,426 $ 6,398,309 9.7% 555 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP PROGRAM TOTAL JUVENILE DETENTION ALTERNATIVE TO JUV SECURE CARE JUV DET BEHAVIORAL HEALTH JUV DETENTION ASSESSMENT JUV DETENTION MEDICAL HEALTH JUV PRE DISPO SECURE CARE PROGRAM TOTAL JUVENILE EARLY INTERVENTION JUV CRIME AND TRUANCY PREV JUVENILE COURT DIVERSION JUVENILE TEEN COURT PROGRAM TOTAL JUVENILE PROBATION SUPERVISION JUV INTENSIVE PROB SUPERVISION JUV STANDARD PROB SUPERVISION JUVENILE SEX OFFENDER SUPV PRE DISPOSITION INVESTIGATIONS RESIDENTIAL DUAL WARD SUPV PROGRAM TOTAL JUVENILE TREATMENT JUV NON RESIDENTIAL TREATMENT JUV SEX OFFENDER TREATMENT JUVENILE DRUG TREATMENT JUVENILE SKILLS DEVELOPMENT YOUTH RECOVERY ACADEMY PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.90 12.50 22.70 10.15 3.50 0.25 50.00 0.90 12.50 22.70 10.15 3.50 0.25 50.00 0.90 12.50 22.70 10.15 2.50 0.25 49.00 0.50 10.50 1.50 7.95 0.30 0.25 21.00 (0.40) (2.00) (21.20) (2.20) (3.20) (29.00) (44.44%) (16.00%) (93.39%) (21.67%) (91.43%) 0.00% (58.00%) (0.40) (2.00) (21.20) (2.20) (2.20) (28.00) (44.44%) (16.00%) (93.39%) (21.67%) (88.00%) 0.00% (57.14%) 1.00 3.00 0.50 4.50 1.00 3.00 0.50 4.50 1.00 3.00 0.50 4.50 1.00 2.00 0.50 3.50 (1.00) (1.00) 0.00% (33.33%) 0.00% (22.22%) (1.00) (1.00) 0.00% (33.33%) 0.00% (22.22%) 25.00 12.00 23.00 24.00 379.10 463.10 25.00 12.00 23.00 24.00 379.10 463.10 24.00 12.00 23.00 23.00 377.10 459.10 24.00 9.00 21.00 23.00 327.10 404.10 (1.00) (3.00) (2.00) (1.00) (52.00) (59.00) (4.00%) (25.00%) (8.70%) (4.17%) (13.72%) (12.74%) (3.00) (2.00) (50.00) (55.00) 0.00% (25.00%) (8.70%) 0.00% (13.26%) (11.98%) 29.10 49.60 7.00 85.70 29.10 49.60 7.00 85.70 25.50 51.20 6.00 82.70 22.50 50.20 6.00 78.70 (6.60) 0.60 (1.00) (7.00) (22.68%) 1.21% (14.29%) (8.17%) (3.00) (1.00) (4.00) (11.76%) (1.95%) 0.00% (4.84%) 58.60 173.10 1.20 37.60 0.60 271.10 58.60 173.10 1.20 37.60 0.60 271.10 58.60 173.10 1.20 37.60 0.60 271.10 48.70 150.00 1.20 29.10 0.60 229.60 (9.90) (23.10) (8.50) (41.50) (16.89%) (13.34%) 0.00% (22.61%) 0.00% (15.31%) (9.90) (23.10) (8.50) (41.50) (16.89%) (13.34%) 0.00% (22.61%) 0.00% (15.31%) 12.20 1.90 2.60 10.00 1.00 27.70 902.10 12.20 1.90 2.60 10.00 1.00 27.70 902.10 12.20 1.90 2.60 9.00 25.70 892.10 12.20 0.90 1.60 6.00 20.70 757.60 (1.00) (1.00) (4.00) (1.00) (7.00) (144.50) 0.00% (52.63%) (38.46%) (40.00%) (100.00%) (25.27%) (16.02%) (1.00) (1.00) (3.00) (5.00) (134.50) 0.00% (52.63%) (38.46%) (33.33%) 556 (19.46%) (15.08%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Justice System Clerk Justice System Clerk Lead Collector Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Probation Financial Supervisor - Dept Nursing Supervisor Probation Officer Supervisor Counseling Supervisor Detention Ofcr Supv -Probation Justice System Clerk Supv Administrative Supervisor Detention Ofcr Coord-Probation Collections Supervisor Operations/Program Supervisor Administrator Info Systems Manager Managing Physician Probation Manager Operations/Program Manager Management Analyst Management Assistant Program Coordinator Accountant Procurement Specialist Nurse Pract/Phys Asst Health Educator Physician Psychologist Counselor General Laborer Medical Assistant Probation Officer Detention Officer - Probation Surveillance Officer Licensed Practical Nurse Nurse - Correctional Department Total FY 2008-09 ADOPTED 1.00 11.00 46.00 1.00 3.00 8.00 3.00 3.00 1.00 1.00 2.00 39.00 2.00 16.00 7.00 1.00 13.00 1.00 1.00 1.00 1.00 7.00 3.00 1.00 3.00 2.00 2.00 1.00 5.00 3.00 9.00 21.00 4.00 298.00 313.10 55.00 1.00 12.00 902.10 FY 2008-09 REVISED 1.00 11.00 46.00 1.00 3.00 8.00 3.00 3.00 1.00 1.00 2.00 39.00 2.00 16.00 7.00 1.00 13.00 1.00 1.00 1.00 1.00 7.00 3.00 1.00 3.00 2.00 2.00 1.00 5.00 3.00 9.00 21.00 4.00 298.00 313.10 55.00 1.00 12.00 902.10 FY 2008-09 FORECAST 1.00 11.00 45.00 1.00 3.00 8.00 3.00 3.00 1.00 1.00 38.00 2.00 16.00 7.00 1.00 13.00 1.00 1.00 7.00 1.00 3.00 1.00 3.00 2.00 2.00 2.00 5.00 1.00 3.00 9.00 21.00 4.00 293.00 312.10 54.00 1.00 12.00 892.10 FY 2009-10 ADOPTED 2.00 40.00 1.00 2.00 3.00 3.00 1.00 35.00 1.00 13.00 6.00 12.00 1.00 7.00 2.00 1.00 3.00 2.00 5.00 1.00 2.00 6.50 20.00 4.00 255.00 266.10 50.00 1.00 12.00 757.60 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% (9.00) -81.82% (6.00) -13.04% 0.00% (3.00) -100.00% (6.00) -75.00% 0.00% 0.00% 0.00% (1.00) -100.00% (2.00) -100.00% (4.00) -10.26% (1.00) -50.00% (3.00) -18.75% (1.00) -14.29% (1.00) -100.00% (1.00) -7.69% (1.00) -100.00% 1.00 (1.00) -100.00% (1.00) -100.00% (1.00) -100.00% 0.00% (1.00) -33.33% 0.00% 0.00% (2.00) -100.00% (2.00) -100.00% 1.00 100.00% 0.00% 1.00 (1.00) -33.33% (2.50) -27.78% (1.00) -4.76% 0.00% (43.00) -14.43% (47.00) -15.01% (5.00) -9.09% 0.00% 0.00% (144.50) -16.02% FORECAST VS ADOPTED VARIANCE % (1.00) -100.00% (9.00) -81.82% (5.00) -11.11% .00 0.00% (3.00) -100.00% (6.00) -75.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 (3.00) -7.89% (1.00) -50.00% (3.00) -18.75% (1.00) -14.29% (1.00) -100.00% (1.00) -7.69% (1.00) -100.00% 1.00 (1.00) -100.00% .00 .00 .00 0.00% (1.00) -100.00% (1.00) -33.33% .00 0.00% .00 0.00% (2.00) -100.00% (2.00) -100.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -33.33% (2.50) -27.78% (1.00) -4.76% .00 0.00% (38.00) -12.97% (46.00) -14.74% (4.00) -7.41% .00 0.00% .00 0.00% (134.50) -15.08% REVISED VS ADOPTED VARIANCE % (72.50) -20.48% (7.00) -10.29% (65.00) -13.68% 0.00% (144.50) -16.02% FORECAST VS ADOPTED VARIANCE % (71.50) -20.25% (1.00) -1.61% (62.00) -13.13% 0.00% (134.50) -15.08% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION DEPARTMENT TOTAL FY 2008-09 ADOPTED 354.00 68.00 475.10 5.00 902.10 FY 2008-09 REVISED 354.00 68.00 475.10 5.00 902.10 FY 2008-09 FORECAST 353.00 62.00 472.10 5.00 892.10 FY 2009-10 ADOPTED 281.50 61.00 410.10 5.00 757.60 Significant Variance Analysis The department reduced staffing as a result of Budget Balancing initiatives. The decline in the number of youth detainees allows the department to reduce positions without negatively impacting services. The positions eliminated in the budget were mostly vacant as a result of employee attrition. General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • The expenditure budget is reduced by $31,500 as a result of lowering the multi-lingual pay rate for eligible staff from $1.00 to $0.50. 557 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation • The expenditure budget is reduced by $95,289 as a result of eliminating two staff, one filled executive assistant FTE ($50,040) and one filled finance clerk FTE ($45,249). Vacancies • The expenditure budget is reduced by $1,785,534 as a result of eliminating 29 vacant FTEs in multiple activities ($1,485,534), in association with the FY 2008-09 partial year reduction of ($300,000). Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $81,037. Detention Fund (255) Administrative Reduction • The expenditure budget is reduced by $102,751 as a result of lowering the multi-lingual pay rate for eligible staff from $1.00 to $0.50. • The expenditure budget is reduced by $126,564 as a result of eliminating two staff, one filled staff development FTE ($63,619) and one filled probation supervisor FTE ($62,945). Vacancies • The expenditure budget is reduced by $1,682,338. This FY 2009-10 reduction eliminates 32 vacant FTEs in multiple activities ($1,261,753) in association with the FY 2008-09 partial year reduction of ($420,585). Other Base Adjustments: General Fund (100) • The expenditure budget is increased by $492,000 as a result of reducing the Allocation-Out due to declining revenues in the Special Fee Fund (228). • The expenditure budget is increased by $375,730 as a result of right-sizing the indirect cost allocation to the Detention Fund (255). • The expenditure budget is reduced by $63,476 as a result of the cost savings in workers compensation and unemployment benefits. Juvenile Probation Grants Fund (227) • The revenue and expenditure budgets are reduced by $3,083,407 as a result of a reduction in available grant funds. In addition, the revenue budget is reduced by one dollar for structural balance. Juvenile Probation Special Fees Fund (228) • The collection of the probation surcharge fee is lower than anticipated, thus the need to reduce the revenue and expenditure budgets by ($492,000). Detention Fund (255) • The expenditure budget is reduced by $106,680 as a result of right-sizing the Personnel Savings. • The expenditure budget is reduced by $375,730 as a result of right-sizing the indirect cost allocation from the General Fund (100). • The expenditure budget is decreased by $2,736 as a result of the cost savings in workers compensation and unemployment benefits. 558 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) • The revenue and expenditure budgets are increased by $70,000 as a result of an increased number of juvenile offenders paying to utilize Juvenile Probation diversion programs. Programs and Activities Juvenile Detention Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. Program Results 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. 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 FY 2008 Actual 80.1% FY 2009 Revised 78.0% 81.7% 100.0% 84.0% 100.0% 80.0% 100.0% (4.0%) - -4.8% 0.0% 100.0% 100.0% 100.0% 98.0% 100.0% 100.0% 2.0% 0.0% 2.0% Activities that comprise this program include: • Alternatives to Juvenile Secure Care • Juvenile Detention Assessment Center • Juvenile Pre-Disposition Secure Care • • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 79.9% 1.9% 2.4% Juvenile Detention Medical Health 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: 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. 559 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 80.1% FY 2009 Revised 78.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 79.9% 1.9% 2.3% 447 431 471 40.00 8.5% 447 431 471 40.00 8.5% $6,075.29 $6,013.11 $8,350.35 -$2,337.23 -38.9% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ 186,009 $ 452,000 $ 414,043 $ (37,957) -8.4% 186,009 $ 452,000 $ 414,043 $ (37,957) -8.4% 218,688 $ 251,649 231,679 $ 272,124 227,771 $ 436,660 3,908 (164,536) 1.7% -60.5% 2,242,281 2,712,618 $ 2,087,848 2,591,651 $ 3,268,582 3,933,013 $ (1,180,734) (1,341,362) -56.6% -51.8% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ Activity Narrative: The FY 2009-10 expenditure budget is increasing by 51.8% as a result of rightsizing the budgeted expenditures in this activity. Actual expenditures in FY 2008-09 were $3,472,436 and the department indicates that using detention alternatives is a more effective use of resources. The variance in the efficiency measure is considerably lower at 3.6%, if the calculation for the measure is based on Actual and not Revised FY 2008-09 expenditures. 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. 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 2008 Actual 81.7% FY 2009 Revised 84.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% (4.0%) -5.0% 9,302 9,194 9,194 - 0.0% 10,419 10,327 10,327 - 0.0% $182.97 $178.64 $168.97 $9.67 5.4% 1,701,991 $ 1,701,991 $ 1,642,410 $ 1,642,410 $ 1,553,539 $ 1,553,539 $ 88,871 88,871 5.4% 5.4% 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. 560 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Mandates: A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. Measure Type Result Output Output Demand Efficiency Measure Description Percent of comprehensive medical examinations that were provided within the appropriate (seven day) timeframe. Number of comprehensive medical examinations provided. Number of medical services provided. Number of requested or required medical services. Cost per medical service provided. FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance Adopted Revised - Adopted 100.0% - % Variance Revised - Adopted 0.0% 11,741 23,482 23,484 2 0.0% 11,741 23,482 23,484 2 0.0% 11,741 23,482 23,484 2 0.0% $225.57 $129.82 $107.14 $22.68 17.5% 2,648,386 $ 2,648,386 $ 3,048,335 $ 3,048,335 $ 2,515,977 $ 2,515,977 $ Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 532,358 532,358 17.5% 17.5% 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. Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles who appear in court. Average daily population of juveniles detained pre-disposition. Average daily population of juveniles admitted to Pre-Disposition Secure Care Detention. Cost (daily) per juvenile detained predisposition. FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance Adopted Revised - Adopted 100.0% - 298 298 298 - 0.0% 298 298 298 - 0.0% $79,840.28 $83,937.83 $81,388.72 $2,549.11 % Variance Revised - Adopted 0.0% 3.0% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 58 $ 756,132 32,000 $ 740,758 - $ 511,893 32,000 228,865 100.0% 30.9% 23,036,213 23,792,403 $ 24,240,715 25,013,473 $ 23,741,945 24,253,838 $ 498,770 759,635 2.1% 3.0% Budget Balancing Adjustments: Detention Fund (255) Cost Reduction • The expenditure budget is reduced by $1,024,079. The average daily population of detained juveniles is declining so the department is closing one secure care unit in the Detention Program and eliminating 15 vacant FTEs. 561 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Measure Type Result Output Demand Efficiency 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. FY 2008 Actual 100.0% FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 2.0% 2.0% 5,002 17,257 17,256 5,002 17,484 17,484 $126.06 $120.54 $49.10 2,080,126 $ 2,080,126 $ 847,304 $ 847,304 $ -1 $71.44 0.0% 0.0% 59.3% Expenditure 255 - DETENTION OPERATIONS $ TOTAL USES $ 630,551 $ 630,551 $ 1,232,822 1,232,822 59.3% 59.3% Activity Narrative: The FY 2009-10 expenditure budget is reduced by 59.3% as a result of the rightsizing of budgeted expenditures as the Actual expenditures in FY 2008-09 were $681,050. The variance in the efficiency measure is considerably lower at 24.4%, if the calculation for the measure is based on Actual and not Revised FY 2008-09 expenditures. Juvenile Early Intervention Program The purpose of the Juvenile Early Intervention Program is to provide Prevention and Diversion opportunities to juveniles and families to prevent juvenile crime. 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 2008 Actual 94.6% FY 2009 Revised 94.0% 95.0% 95.0% 95.0% - 0.0% 95.7% 95.0% 95.0% - 0.0% 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 • Juvenile Teen Court 562 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 88.0% (6.0%) -6.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Measure Type Result Output Demand Efficiency Measure 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. 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 2008 Actual 88.0% FY 2009 Revised 94.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 88.0% (6.0%) -6.8% 11,104 15,513 15,512 -1 0.0% 11,104 15,513 15,512 -1 0.0% $303.36 $202.13 $200.06 $2.07 1.0% 2,846,685 $ 2,643,725 $ 2,406,302 $ (237,423) -9.0% 22,769 2,869,454 25,000 2,668,725 25,000 2,431,302 (237,423) -8.9% 973,811 $ 2,139,169 791,654 $ 2,123,464 813,461 $ 1,949,752 (21,807) 173,712 -2.8% 8.2% (6,902) (112,717) -3.5% - 32,286 1.0% Revenue 227 - JUVENILE PROBATION $ GRANTS 229 - JUVENILE RESTITUTION TOTAL SOURCES Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 17,967 168,434 69,081 3,368,462 $ 25,000 195,540 3,135,658 $ 25,000 202,442 112,717 3,103,372 $ Budget Balancing Adjustments: Detention Fund (255) Service Reduction • The expenditure budget is reduced by $190,567 as a result of eliminating three filled FTEs from the Juvenile Court Diversion Activity. Juvenile Crime and 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. 563 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description 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. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 95.0% FY 2009 Revised 95.0% FY 2010 Variance Adopted Revised - Adopted 95.0% - % Variance Revised - Adopted 0.0% 30,362 15,000 12,114 -2,886 -23.8% 32,025 15,000 12,114 -2,886 -23.8% $116.13 $184.88 $134.88 $50.00 27.0% 1,855,968 $ 1,686,607 $ 1,104,541 $ (582,066) -34.5% 1,855,968 $ 1,686,607 $ 1,104,541 $ (582,066) -34.5% 1,192,349 $ 2,043,287 512,308 $ 1,893,186 181,701 $ 1,201,795 330,607 691,391 64.5% 36.5% 73,115 44,176 36.2% 26.6% 1,139,289 41.1% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 185,776 104,608 3,526,020 $ 201,972 165,788 2,773,254 $ 128,857 121,612 1,633,965 $ Activity Narrative: The expenditure budget is reduced by 41.1% as a result of the department no longer providing resource officers to various schools in Maricopa County. The resource officers provided target schools with onsite assistance in intervening with at risk youth. This change reduces the demand and output due to fewer direct referrals of at risk youth made to the Department by the target area schools. Budget Balancing Adjustments: General Fund (100) Service Reduction • The expenditure budget is reduced by $156,000 as a result of reducing the non-mandated Truancy and Delinquency Prevention Activity. • The expenditure budget is reduced by $127,239 as a result of reductions made in the Early Intervention Program which impact the services provided within the Truancy and Delinquency Prevention Activity. Detention Fund (255) Service Reduction • The expenditure budget is reduced by $78,364 as a result of reducing the non-mandated Truancy and Delinquency Prevention Activity. 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. 564 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 86.1% FY 2009 Revised 95.0% FY 2010 Variance Adopted Revised - Adopted 95.0% - % Variance Revised - Adopted 0.0% 730 800 800 - 0.0% 730 800 800 - 0.0% $642.91 $636.31 $548.66 $87.65 13.8% (17,868) 88,494 -7.6% 45.8% (503) -0.6% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 274,627 $ 130,219 234,530 $ 193,119 64,481 81,401 469,327 $ 509,050 $ 252,398 $ 104,625 81,904 438,927 $ 70,123 13.8% 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. Program Results 27JP - JUVENILE PROBATION SUPERVISON 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 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 2008 Actual 100.0% FY 2009 Revised 91.0% 79.0% 80.0% 79.9% Percent of pre-adjudication/pre-disposition reports Not Reported Not Reported completed on time during the reporting period Percent of Judicial Officers who report that they are Not Reported Not Reported satisified with Pre-Disposition Investigation Reports. Percent of probationers successfully released from 86.0% 89.0% 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 79.0% 13.0% by the Juvenile Sex Offender/Special Supervision Unit. 100.0% - 0.0% 90.9% - 0.0% 89.0% - 0.0% 13.1% 0.1% 1.0% 95.0% - 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. 97.9% 95.0% Activities that comprise this program include: • Residential Dual Ward Supervision • Juvenile Intensive Probation Supervision • Juvenile Standard Probation Supervision • • 565 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.8% (0.2%) -0.2% (0.1%) Pre-Disposition Investigations Juvenile Sex Offender Supervision -0.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. Measure Type Result Output Demand Efficiency Measure 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. Average daily population of probationers supervised within the Residential Dual Ward Unit. Average daily population of Residential Dual Ward probationers. Average Daily Cost per dual ward probationer supervised. FY 2008 Actual 100.0% FY 2009 Revised 91.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.8% (0.2%) -0.2% 237 240 240 - 0.0% 237 240 240 - 0.0% $191.67 $191.23 $173.24 $17.99 9.4% 45,426 $ 45,426 $ 45,895 $ 45,895 $ 41,578 $ 41,578 $ 4,317 4,317 9.4% 9.4% Expenditure 100 - GENERAL $ TOTAL USES $ Juvenile Intensive Probation Supervision Activity The purpose of the Juvenile Intensive Probation Supervision Activity is to provide statutorily mandated supervision to juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. Mandates: The 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. 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. 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. FY 2008 Actual 80.0% FY 2009 Revised 80.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 79.9% (0.1%) -0.1% 522 527 527 - 0.0% 522 527 527 - 0.0% $7,585.41 $6,256.81 $6,262.27 -$5.46 -0.1% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 3,910,254 $ 45,535 3,137,849 $ 159,488 3,142,107 $ 158,109 (4,258) 1,379 -0.1% 0.9% 3,955,789 $ 3,297,337 $ 3,300,216 $ (2,879) -0.1% 566 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $234,861 as a result of eliminating 4 vacant FTEs in the Intensive Probation Activity. Juvenile 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. Measure Type Result FY 2008 Actual Percent of Judicial Officers who report Not Reported that they are satisified with PreDisposition Investigation Reports. FY 2009 Revised Not Reported Result Percent of pre-adjudication/predisposition reports completed on time during the reporting period. Number of Judicial Officers. 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. Not Reported Not Reported 100.0% - - Not Reported Not Reported Not Reported Not Reported 22 12,768 - - Not Reported Not Reported 12,770 - - Cost per Pre-Disposition Investigation Not Reported Case. Not Reported $160.70 - - Output Output Demand Efficiency Measure Description FY 2010 Variance Adopted Revised - Adopted 90.9% - % Variance Revised - Adopted - Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 905,925 $ 5,873 1,764,379 $ 8,088 602,746 1,514,544 $ 630,672 2,403,139 $ 1,414,479 $ 6,709 630,672 2,051,860 $ 349,900 1,379 351,279 19.8% 17.0% 14.6% 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. 567 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 89.0% FY 2009 Revised 89.0% FY 2010 Variance Adopted Revised - Adopted 89.0% - % Variance Revised - Adopted 0.0% 4,680 4,680 4,500 -180 -4.0% 4,250 4,680 4,111 -569 -13.8% 4,250 4,680 4,111 -569 -13.8% $356.41 $513.49 $499.11 $14.38 2.8% 1,764,379 $ 8,088 1,414,479 $ 6,709 Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 905,925 $ 5,873 602,746 630,672 1,514,544 $ 2,403,139 $ 630,672 2,051,860 $ 349,900 1,379 351,279 19.8% 17.0% 14.6% Activity Narrative: The expenditure budget is reduced by 14.6% as a result of the Department restructuring standard probation cases. This change moves eligible low risk standard probation supervision cases to a summary probation caseload. The Department will serve the same overall number of youth while not reducing the level of service. Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $857,094 as a result of the restructuring of low risk supervision caseloads eliminating 14 vacant FTEs. 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. 568 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of probationers supervised within the community by the Juvenile Sex Offender/Special Supervision Unit. Percent of probationers supervised by the Juvenile Sex Offender/Special Supervision Unit that do not receive a subsequent referral for sexual offenses within the prior 12 months. 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. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 12.0% FY 2009 Revised 13.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 13.1% 0.1% 1.0% 97.9% 95.0% 95.0% - 0.0% 239 320 320 - 0.0% 239 320 320 - 0.0% $47,123.26 $31,585.71 $29,711.86 $1,873.86 5.9% 47,647 35.2% Revenue 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL SOURCES $ 877 $ 242,198 5,999 $ 135,200 5,999 $ 182,847 722,931 935,489 585,489 (350,000) -37.4% 966,006 $ 1,076,688 $ 774,335 $ (302,353) -28.1% 8,897,833 $ 165,735 5,891,499 $ 217,044 5,726,582 $ 225,277 164,917 (8,233) 2.8% -3.8% 2,198,891 3,998,885 3,555,935 442,950 11.1% 9,507,794 $ 599,634 5.9% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 11,262,459 $ 10,107,428 $ 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. 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 2008 Actual 83.0% FY 2009 Revised 85.0% 66.0% 72.0% 71.1% (0.9%) -1.3% 90.0% 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. 78.0% 80.0% 89.1% 9.1% 11.4% 91.0% 91.0% 100.0% 9.0% 9.9% 569 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.2% 11.2% 13.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Activities that comprise this program include: • Juvenile Skills Development • Juvenile Non-Residential Treatment • Juvenile Sex Offender Treatment • • Juvenile Drug Treatment Juvenile Residential Treatment Juvenile Skills Development Activity The purpose of the Juvenile Skills Development Activity is to provide vocational rehabilitation and community service opportunities to juvenile offenders so that they can satisfy legal obligations while learning job skills. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Efficiency Measure 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. Number of juvenile offenders participating in Juvenile Skills Development. Number of juvenile offenders referred to or ordered into Juvenile Skills Development. Cost per juvenile offender participating in Juvenile Skills Development. FY 2008 Actual 83.0% FY 2009 Revised 85.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.2% 11.2% 11.6% 4,582 4,488 6,316 1,828 28.9% 4,580 4,488 6,316 1,828 28.9% $105.91 $110.46 $47.52 $62.95 57.0% 57,568 $ 70,000 $ - $ (70,000) -100.0% 57,568 $ 70,000 $ - $ (70,000) -100.0% 310,582 $ 174,683 414,914 $ 80,840 298,210 $ 1,900 116,704 78,940 28.1% 97.6% 485,265 $ 495,754 $ 300,110 $ 195,644 39.5% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 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. 570 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency 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. Number of juvenile offenders referred to drug treatment. Cost per juvenile offender who received drug treatment. Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 66.0% FY 2009 Revised 72.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 71.1% (0.9%) -1.3% 105 200 152 -48 -31.6% 105 220 172 -48 -27.9% $1,349.25 $1,013.82 $803.67 $210.15 20.7% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 134,346 $ 7,325 199,564 $ 3,200 118,958 $ 3,200 80,606 - 40.4% - 141,671 $ 202,764 $ 122,158 $ 80,606 39.8% Juvenile Non-Residential Treatment Activity The purpose of the Juvenile 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. Measure Type Result Output Demand Efficiency 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. Number of juvenile offenders who receive Non-Residential Treatment. Number of juvenile offenders referred or ordered by the court into NonResidential Treatment. Cost per juvenile offender who receives Non-Residential Treatment. FY 2008 Actual 90.0% FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% 0.0% 0.0% 16 22 21 -1 -4.8% 16 30 28 -2 -7.1% $30,415.06 $20,973.45 $20,833.29 $140.17 0.7% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES $ - $ - $ 112,562 $ 112,562 - - $ - $ 112,562 $ 112,562 - 304,011 $ 182,630 307,126 $ 154,290 313,556 $ 123,943 (6,430) 30,347 -2.1% 19.7% 486,641 $ 461,416 $ 437,499 $ 23,917 5.2% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ Juvenile Residential Treatment Activity The purpose of the Juvenile 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. 571 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Number of juvenile offenders sent to residential treatment. Cost per juvenile offender who receives residential treatment Department Strategic Plans and Budgets Juvenile Probation FY 2008 Actual 78.0% FY 2009 Revised 80.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 89.1% 9.1% 10.3% 356 486 460 -26 -5.7% 357 438 440 2 0.5% $1,165.17 $700.05 $688.51 $11.54 1.6% Revenue 227 - JUVENILE PROBATION $ GRANTS TOTAL SOURCES 22,178 $ 335,263 $ 317,297 $ (17,966) -5.4% 22,178 335,263 317,297 (17,966) -5.4% 328,846 $ 85,955 256,338 $ 83,888 250,596 $ 66,118 5,742 17,770 2.2% 21.2% 414,801 $ 340,226 $ 316,714 $ 23,512 6.9% Expenditure 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 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. Measure Type Result Output Output Demand Efficiency 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. 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. Number of juvenile offenders referred to sex offender treatment. Cost per juvenile offender who received sex offender treatment. FY 2008 Actual 91.0% FY 2009 Revised 91.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 9.0% 9.0% 66 60 68 8 11.8% 96 70 76 6 7.9% 96 70 76 6 7.9% $1,079.48 $1,539.20 $494.78 $1,044.42 67.9% 58,707 58,707 63.6% 63.6% Expenditure 100 - GENERAL $ TOTAL USES $ 71,246 $ 71,246 $ 92,352 $ 92,352 $ 33,645 $ 33,645 $ Activity Narrative: The FY 2009-10 expenditure budget is reduced by 63.6% as a result of right-sizing the budgeted expenditures in this activity. Actual expenditures in FY 2008-09 were $30,237 as the expense to provide this service is contracted and billed through the State Administrative Office of the Courts (AOC). 572 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Correct Indirect Cost Allocation (C-27-09-002-M-00) BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate 29 Vacant Position (partial) $ 17,220,629 $ 29,000 $ Subtotal $ 641,840 641,840 $ $ - (300,000) $ (300,000) $ - $ Subtotal $ FY 2008-09 REVISED BUDGET $ 17,562,469 $ 29,000 FY 2008-09 REVISED RESTATED BUDGET $ 17,562,469 $ 29,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 1,200,459 $ - (48,663) $ (48,663) $ - TECHNICAL ADJUSTMENTS Transfer Funding To Superior Court For Warehouse Worker FY 2009-10 BUDGET TARGET $ Subtotal $ $ BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Multi-Lingual Pay Differential Reduce Executive Support Staff - 1 Filled (RIF) Position Eliminate Finance Clerk - 1 Filled (RIF) Position $ 29,000 (31,500) $ (50,040) (45,249) (126,789) $ - (234,861) $ (857,094) (1,091,955) $ - Subtotal $ (156,000) $ (127,239) (283,239) $ - $ Subtotal $ (1,485,534) $ (1,485,534) $ - $ Subtotal $ (81,037) $ (81,037) $ - $ 492,000 $ 375,730 (63,476) 804,254 $ - $ Subtotal $ Cost Reduction Reduce Juvenile Intensive Probation (JIPS) - 4 Filled (RIF) Positions Restructure Low risk Supervision - 14 Filled (RIF) Positions $ Subtotal $ Service Reduction Reduce Truancy and Deliquency Prevention Program Reduce Early Intervention Program - 2 Filled (RIF) Positions Vacancies Eliminate 29 Vacant Position (annualization) Debt Reduction TFP Debt Service Payoff Savings OTHER BASE ADJUSTMENTS Reduce Allocation to Fee Fund Rightsize departmental indirect cost allocation to the Detention Fund Reduce Worker's Compensation and Unemployment Benefits $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 573 18,714,265 16,449,965 $ 29,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) FY 2009-10 BUDGET RECOMMENDATION 270 - JUVENILE PROBATION 227 JUVENILE PROBATION GRANTS EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 6,227,304 $ 6,227,305 $ Subtotal $ 1,898,626 1,898,626 $ $ 1,898,626 1,898,626 FY 2008-09 REVISED BUDGET $ 8,125,930 $ 8,125,931 FY 2008-09 REVISED RESTATED BUDGET $ 8,125,930 $ 8,125,931 FY 2009-10 BUDGET TARGET $ 8,125,930 $ 8,125,931 MID-YEAR ADJUSTMENTS: Increase Revenue and Expenditure C-27-09-003-G-00 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Structural Balance Reduction in Grant Funds $ - $ (3,083,407) (3,083,407) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 5,042,523 (1) (3,083,407) (3,083,408) $ 5,042,523 Juvenile Probation Grants Fund (227) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 495,208 FY 2008-09 ADOPTED $ 479,941 FY 2008-09 REVISED $ 479,941 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ (260,651) $ (595,635) Beginning Unreserved/Undesignated Fund Balance $ 495,208 $ 479,941 $ 479,941 $ Sources: Operating Total Sources: $ $ 5,360,485 5,360,485 $ $ 6,227,305 6,227,305 $ $ 8,125,931 8,125,931 $ $ 5,096,552 5,096,552 $ $ 5,042,523 5,042,523 Uses: Operating Total Uses: $ $ 6,116,353 6,116,353 $ $ 6,227,304 6,227,304 $ $ 8,125,930 8,125,930 $ $ 5,431,536 5,431,536 $ $ 5,042,523 5,042,523 Operating Balance $ (755,868) $ 1 $ 1 $ (334,984) $ - Accounting Adjustments $ $ - $ - $ Ending Unreserved/Undesignated Fund Balance $ (260,651) $ 479,942 $ 479,942 $ (595,635) $ (595,635) Ending Unreserved Fund Balance $ (260,651) $ 479,942 $ 479,942 $ (595,635) $ (595,635) 9 574 (260,651) $ - $ (595,635) - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 4,696,187 $ 4,696,187 FY 2008-09 REVISED BUDGET $ 4,696,187 $ 4,696,187 FY 2008-09 REVISED RESTATED BUDGET $ 4,696,187 $ 4,696,187 FY 2009-10 BUDGET TARGET $ 4,696,187 $ 4,696,187 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Decrease Collections of Probation Surcharge Fee Reduce Allocation from General Fund $ - $ (492,000) (492,000) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 4,204,187 (492,000) (492,000) $ 4,204,187 Juvenile Probation Special Fees Fund (228) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 495,208 FY 2008-09 ADOPTED $ 479,941 FY 2008-09 REVISED $ 479,941 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ (260,651) $ (595,635) Beginning Unreserved/Undesignated Fund Balance $ 495,208 $ 479,941 $ 479,941 $ Sources: Operating Total Sources: $ $ 5,360,485 5,360,485 $ $ 6,227,305 6,227,305 $ $ 8,125,931 8,125,931 $ $ 5,096,552 5,096,552 $ $ 5,042,523 5,042,523 Uses: Operating Total Uses: $ $ 6,116,353 6,116,353 $ $ 6,227,304 6,227,304 $ $ 8,125,930 8,125,930 $ $ 5,431,536 5,431,536 $ $ 5,042,523 5,042,523 Operating Balance $ (755,868) $ 1 $ 1 $ (334,984) $ - Accounting Adjustments $ $ - $ - $ Ending Unreserved/Undesignated Fund Balance $ (260,651) $ 479,942 $ 479,942 $ (595,635) $ (595,635) Ending Unreserved Fund Balance $ (260,651) $ 479,942 $ 479,942 $ (595,635) $ (595,635) 9 (260,651) $ - (595,635) $ - Juvenile Probation Restitution Fund (229) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 25,000 $ 25,000 FY 2008-09 REVISED BUDGET $ 25,000 $ 25,000 FY 2008-09 REVISED RESTATED BUDGET $ 25,000 $ 25,000 FY 2009-10 BUDGET TARGET $ 25,000 $ 25,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 25,000 $ 25,000 575 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Restitution Fund (229) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 84,990 FY 2008-09 ADOPTED $ 93,865 FY 2008-09 REVISED $ 93,865 FY 2008-09 FORECAST $ 89,791 FY 2009-10 ADOPTED $ 87,986 Beginning Unreserved/Undesignated Fund Balance $ 84,990 $ 93,865 $ 93,865 $ 89,791 $ 87,986 Sources: Operating Total Sources: $ $ 22,769 22,769 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 19,638 19,638 $ $ 25,000 25,000 Uses: Operating Total Uses: $ $ 17,967 17,967 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 21,443 21,443 $ $ 25,000 25,000 Operating Balance $ 4,802 $ - $ - $ (1,805) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 89,791 $ 93,865 $ 93,865 $ 87,986 $ 87,986 Ending Unreserved Fund Balance $ 89,791 $ 93,865 $ 93,865 $ 87,986 $ 87,986 576 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Correct Indirect Cost Allocation (C-27-09-002-M-00) BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate 32 Vacant Position (partial) 35,714,330 $ - $ Subtotal $ (641,840) $ (641,840) $ - $ Subtotal $ (420,585) $ (420,585) $ - FY 2008-09 REVISED BUDGET $ 34,651,905 $ - FY 2008-09 REVISED RESTATED BUDGET $ 34,651,905 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 2,268,437 $ - FY 2009-10 BUDGET TARGET $ 36,920,342 $ - Subtotal $ (63,619) $ (62,945) (102,751) (229,315) $ - $ Subtotal $ (1,024,079) $ (1,024,079) $ - $ Subtotal $ (78,364) $ (190,567) (268,931) $ - $ Subtotal $ (1,261,753) $ (1,261,753) $ - $ (106,680) $ (375,730) (2,736) (485,146) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Eliminate 1 Filled (RIF) Staff Development Position Eliminate 1 Filled (RIF) Detention Supervisor Position Reduce Multi-Lingual Pay Differential $ Cost Reduction Close 1 Secure Care Unit - 15 Vacant Positions Service Reduction Reduce Truancy and Deliquency Prevention Program Restructure Detention Alternative Program Eliminate 3 Filled (RIF) Vacancies Eliminate 32 Vacant Positions (annualization) OTHER BASE ADJUSTMENTS Rightsize Personnel Savings to 3.0% Rightsize departmental indirect cost allocation from the General Fund Worker's Compensation and Unemployment Benefits Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 577 33,651,118 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 316,635 $ 316,633 FY 2008-09 REVISED BUDGET $ 316,635 $ 316,633 FY 2008-09 REVISED RESTATED BUDGET $ 316,635 $ 316,633 (2) $ (2) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Increase Collections $ 316,633 $ 316,633 $ Subtotal $ 70,000 70,000 $ $ 70,000 70,000 $ 386,633 $ 386,633 FY 2009-10 ADOPTED OPERATING BUDGET Juvenile Probation Diversion Fund (275) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 742,999 FY 2008-09 ADOPTED $ 699,930 FY 2008-09 REVISED $ 699,930 FY 2008-09 FORECAST $ 802,075 FY 2009-10 ADOPTED $ 948,756 Beginning Unreserved/Undesignated Fund Balance $ 742,999 $ 699,930 $ 699,930 $ 802,075 $ 948,756 Sources: Operating Total Sources: $ $ 356,675 356,675 $ $ 316,633 316,633 $ $ 316,633 316,633 $ $ 405,495 405,495 $ $ 386,633 386,633 Uses: Operating Total Uses: $ $ 297,595 297,595 $ $ 316,635 316,635 $ $ 316,635 316,635 $ $ 258,814 258,814 $ $ 386,633 386,633 Operating Balance $ 59,080 $ (2) $ 146,681 $ - Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 802,075 Ending Unreserved Fund Balance $ 802,075 (4) $ (2) $ - $ - $ - $ - $ 699,928 $ 699,928 $ 948,756 $ 948,756 $ 699,928 $ 699,928 $ 948,756 $ 948,756 578 Maricopa County Annual Business Strategies FY 2009-10 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 • By July 2010, complete a review of county programs to delete non-essential services and improve the performance of other programs. Status: The Office of Management and Budget continues to work toward this goal. Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FO RECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % USES 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 3,699,042 2,106,715 862,026 48,604 642,972 38,725 $ 3,741,645 2,293,362 811,426 12,987 615,870 8,000 $ 3,593,247 2,235,764 767,426 2,187 585,870 2,000 $ 3,339,913 2,261,776 578,159 499,978 - $ 3,185,480 2,038,028 646,741 500,711 - $ 407,767 197,736 120,685 2,187 85,159 2,000 11.3% 8.8% 15.7% 100.0% 14.5% 100.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 8,460 8,460 $ 4,656 4,656 $ 4,656 4,656 $ 6,912 6,912 $ 687 687 $ 3,969 3,969 85.2% 85.2% TOTAL PROGRAMS $ 3,707,502 $ 3,746,301 $ 3,597,903 $ 3,346,825 $ 3,186,167 $ 411,736 11.4% 579 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Management and Budget Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED ALL FUNDS PERSO NAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,541,506 $ 2,022 709,083 8,162 (89,724) 400,875 3,571,924 $ 2,453,803 $ 691,376 (88,224) 465,636 3,522,591 $ 2,453,803 $ 691,376 (88,224) 465,636 3,522,591 $ 2,548,065 $ 687,587 77 (429,239) 484,174 3,290,664 $ 2,559,909 $ 693,644 44,873 (502,933) 315,636 3,111,129 $ (106,106) -4.3% (2,268) -0.3% (44,873) 414,709 -470.1% 150,000 32.2% 411,462 11.7% 85,000 85,000 16,000 16,000 11,662 11,662 33,957 33,957 $ SUBTOTAL $ 11,987 182 12,169 (17,957) -112.2% (17,957) -112.2% 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 $ 60,342 8,070 45 38,406 3,317 6,401 3,107 119,688 $ $ $ SUBTOTAL $ TOTAL USES $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL CAPITAL 0950 - DEBT SERVICE $ $ $ $ $ 33,000 9,248 1,500 52,000 13,250 8,500 117,498 3,721 3,721 $ $ 3,707,502 $ $ $ $ $ 15,000 9,248 1,500 4,572 5,280 2,500 38,100 21,212 21,212 $ $ 3,746,301 $ $ $ $ $ $ $ $ $ 4,000 7,395 700 17,496 275 250 293 30,409 $ 6,300 9,171 700 20,080 1,000 400 37,651 8,700 58.0% 77 0.8% 800 53.3% (15,508) -339.2% 4,280 81.1% 2,100 84.0% 449 1.2% 21,212 21,212 $ $ 14,090 14,090 $ $ 3,430 3,430 $ $ 17,782 17,782 83.8% 83.8% 3,597,903 $ 3,346,825 $ 3,186,167 $ 411,736 11.4% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 3,707,502 3,707,502 $ $ 3,746,301 3,746,301 $ $ 3,597,903 3,597,903 $ $ 3,346,825 3,346,825 $ $ 3,186,167 3,186,167 $ $ 411,736 411,736 11.4% 11.4% DEPARTMENT OPERATING TOTAL USES $ 3,707,502 $ 3,746,301 $ 3,597,903 $ 3,346,825 $ 3,186,167 $ 411,736 11.4% DEPARTMENT TOTAL USES $ 3,707,502 $ 3,746,301 $ 3,597,903 $ 3,346,825 $ 3,186,167 $ 411,736 11.4% FUND TOTAL USES Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 490 - MANAGEMENT AND BUDGET ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED 17.90 7.20 7.80 32.90 32.90 FY 2008-09 FORECAST FY 2009-10 ADOPTED 17.90 7.20 7.80 32.90 32.90 17.90 6.59 7.18 31.67 31.67 17.90 6.69 7.18 31.77 31.77 FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % (0.51) (0.63) (1.14) (1.14) 0.00% (7.08%) (8.01%) (3.45%) (3.45%) FORECAST VS ADO PTED VARIANCE % 0.10 0.10 0.10 0.00% 1.52% 0.00% 0.32% 0.32% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 490 - MANAGEMENT AND BUDGET Human Resources Specialist Office Assistant Specialized Deputy Director - Budget/Fin Deputy County Manager Budget Supervisor Compensation Supervisor Administrator Management Analyst Budget Analyst Finan/Business Analyst - Dept Compensation Analyst Consultant Deptartment Total FY 2008-09 ADOPTED 1.00 1.00 3.00 1.00 4.00 1.00 1.00 1.00 13.00 1.00 5.80 0.10 32.90 1.00 1.00 3.00 1.00 4.00 1.00 1.00 1.00 13.00 1.00 5.80 0.10 32.90 580 1.00 1.00 3.00 1.00 4.00 1.00 2.00 12.00 1.00 5.18 0.49 31.67 1.00 1.00 3.00 1.00 4.00 1.00 2.00 12.00 1.00 5.18 0.59 31.77 REVISED VS ADOPTED VARIANCE % (1.00) 1.00 (1.00) (0.63) 0.49 (1.14) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 100.00% -7.69% 0.00% -10.78% 490.00% -3.45% FORECAST VS ADOPTED VARIANCE % .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .10 .10 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.41% 0.32% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Fund FULL TIME EQUIVALENT (FTE) 490 - MANAGEMENT AND BUDGET 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 32.90 32.90 FY 2008-09 REVISED FY 2008-09 FORECAST 32.90 32.90 31.67 31.67 FY 2009-10 ADOPTED 31.77 31.77 REVISED VS ADOPTED VARIANCE % (1.14) (1.14) -3.45% -3.45% FORECAST VS ADOPTED VARIANCE % 0.10 0.10 0.32% 0.32% Significant Variance Analysis General Operating Adjustments Budget Balancing: Debt Reduction • The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This results in operating savings of $11,414. Base Adjustments: • • Personnel costs are reduced by $(295,195) by eliminating vacant positions, part-time contract positions and consolidating functions. Administrative costs are reduced by right-sizing MFRIS Operation and Support for a savings of $(150,000). 581 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Management and Budget Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administratvie Reduction Reduce OMB Publications and Other Supplies and Services $ Subtotal $ 3,746,301 $ - (148,398) $ (148,398) $ - FY 2007-08 REVISED RESTATED BUDGET $ 3,597,903 $ - FY 2007-08 REVISED RESTATED BUDGET $ 3,597,903 $ - $ Subtotal $ 44,873 44,873 $ $ - $ 3,642,776 $ - Subtotal $ (244,357) $ (50,838) $ (295,195) $ - $ (150,000) $ - Subtotal $ (11,414) (456,609) $ - TARGET ADJUSTMENTS: Reallocation - County Manager to Management and Buget FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate Vacant Positions and Consolidate Functions Eliminate Part-Time Contract positions Administratvie Reduction Right-size MFRIS Operations and Support Debt Reduction Pay Off Capital Leases and Other Debt FY 2009-10 ADOPTED OPERATING BUDGET $ $ 582 3,186,167 $ - Maricopa County Annual Business Strategies FY 2009-10 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, 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: Due to changes in economic conditions, it is unlikely that funding for the system will be available. However, the department is currently involved in a procurement efficiency review that may produce alternatives. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 73BS - BUSINESS SERVICES GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 1,488,950 16,570 898,041 574,339 $ 1,213,885 66,023 930,862 217,000 $ 1,213,885 66,023 930,862 217,000 $ 1,325,868 14,230 854,870 456,768 $ 1,462,560 36,000 968,711 457,849 $ 248,675 (30,023) 37,849 240,849 20.5% -45.5% 4.1% 111.0% TOTAL PROGRAMS $ USES 73BS - BUSINESS SERVICES $ GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICES BENT - SMALL BUSINESS ENTERPRISE 1,488,950 $ 1,213,885 $ 1,213,885 $ 1,325,868 $ 1,462,560 $ 248,675 20.5% 2,791,663 76,024 830,383 1,674,958 54,793 155,505 $ 2,732,613 49,150 824,490 1,691,013 63,964 103,996 $ 2,682,339 49,150 824,490 1,670,935 33,768 103,996 $ 2,680,422 $ 55,352 874,209 1,659,566 (12,415) 103,710 2,653,917 52,318 879,708 1,602,711 15,596 103,584 $ 28,422 (3,168) (55,218) 68,224 18,172 412 1.1% -6.4% -6.7% 4.1% 53.8% 0.4% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 195,308 134,364 24,647 36,297 $ 227,566 163,884 25,381 38,301 $ 227,566 163,884 25,381 38,301 $ 218,824 156,098 25,333 37,393 $ 195,902 138,720 22,135 35,047 $ 31,664 25,164 3,246 3,254 13.9% 15.4% 12.8% 8.5% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 80,384 56,977 23,407 $ 53,214 43,238 9,976 $ 53,214 43,238 9,976 $ 53,004 43,238 9,766 $ 39,146 31,230 7,916 $ 14,068 12,008 2,060 26.4% 27.8% 20.6% TOTAL PROGRAMS $ 3,067,355 $ 3,013,393 $ 2,963,119 $ 2,952,250 $ 2,888,965 $ 74,154 2.5% 583 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Materials Management Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ 914,611 914,611 $ $ 995,000 995,000 $ $ 995,000 995,000 $ $ 869,100 869,100 $ $ 1,004,711 1,004,711 $ $ 9,711 9,711 1.0% 1.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 574,339 574,339 $ $ 218,885 218,885 $ $ 218,885 218,885 $ $ 456,768 456,768 $ $ 457,849 457,849 $ $ 238,964 238,964 109.2% 109.2% ALL REVENUES $ 1,488,950 $ 1,213,885 $ 1,213,885 $ 1,325,868 $ 1,462,560 $ 248,675 20.5% TOTAL SOURCES $ 1,488,950 $ 1,213,885 $ 1,213,885 $ 1,325,868 $ 1,462,560 $ 248,675 20.5% FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 1,987,970 $ 4,380 601,064 14,903 (47,508) 47,508 2,608,317 $ $ SUBTOTAL $ 223,497 535 2,504 226,536 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 $ 14,826 14,832 106,979 79,618 8,118 3,008 4,241 231,622 $ $ SUBTOTAL $ OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0950 - DEBT SERVICE $ FY 2008-09 ADOPTED FY 2008-09 REVISED 1,929,529 $ 1,746 594,886 (57,666) 57,666 2,526,161 $ 224,449 590 4,763 229,802 $ $ $ 26,000 22,621 98,394 10,941 14,500 7,442 7,120 187,018 - $ $ $ SUBTOTAL $ 880 880 TOTAL USES $ 3,067,355 FY 2008-09 FORECAST 1,879,255 $ 1,746 594,886 (57,666) 57,666 2,475,887 $ 224,449 590 4,763 229,802 $ $ $ 26,000 22,621 98,394 10,941 14,500 7,442 7,120 187,018 43,238 43,238 $ $ $ $ 27,174 27,174 $ 3,013,393 $ FY 2009-10 ADOPTED 1,936,805 $ 1,424 581,973 1,926 (57,666) 57,666 2,522,128 $ 224,165 587 4,348 229,100 $ $ $ 14,853 18,552 76,839 10,446 9,361 5,979 4,162 140,192 43,238 43,238 $ $ $ $ 27,174 27,174 $ 2,963,119 $ 584 ADOPTED VS REVISED VARIANCE % 1,878,809 $ 566,024 (35,503) 48,117 2,457,447 $ 237,733 600 4,750 243,083 $ $ $ 22,148 15,673 77,000 10,623 13,300 7,829 5,620 152,193 43,238 43,238 $ $ $ $ 17,592 17,592 $ 2,952,250 $ 446 0.0% 1,746 100.0% 28,862 4.9% (22,163) 38.4% 9,549 16.6% 18,440 0.7% (13,284) (10) 13 (13,281) -5.9% -1.7% 0.3% -5.8% $ 3,852 6,948 21,394 318 1,200 (387) 1,500 34,825 14.8% 30.7% 21.7% 2.9% 8.3% -5.2% 21.1% 18.6% 31,230 31,230 $ $ 12,008 12,008 27.8% 27.8% $ $ 5,012 5,012 $ $ 22,162 22,162 81.6% 81.6% $ 2,888,965 $ 74,154 2.5% $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Materials Management Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED FUND TOTAL SOURCES $ $ 574,339 574,339 $ $ 217,000 217,000 $ $ 217,000 217,000 $ $ 456,768 456,768 $ $ 457,849 457,849 $ $ 240,849 240,849 111.0% 111.0% FUND TOTAL SOURCES $ $ 914,611 914,611 $ $ 996,885 996,885 $ $ 996,885 996,885 $ $ 869,100 869,100 $ $ 1,004,711 1,004,711 $ $ 7,826 7,826 0.8% 0.8% 673 REPROGRAPHICS OPERATING DEPARTMENT OPERATING TOTAL SOURCES $ 1,488,950 $ 1,213,885 $ 1,213,885 $ 1,325,868 $ 1,462,560 $ 248,675 20.5% DEPARTMENT TOTAL SOURCES $ 1,488,950 $ 1,213,885 $ 1,213,885 $ 1,325,868 $ 1,462,560 $ 248,675 20.5% FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % FUND TOTAL USES $ $ 2,039,807 2,039,807 $ $ 2,029,600 2,029,600 $ $ 1,979,326 1,979,326 $ $ 1,915,965 1,915,965 $ $ 1,884,254 1,884,254 $ $ 95,072 95,072 4.8% 4.8% FUND TOTAL USES $ $ 1,027,548 1,027,548 $ $ 983,793 983,793 $ $ 983,793 983,793 $ $ 1,036,285 1,036,285 $ $ 1,004,711 1,004,711 $ $ (20,918) (20,918) -2.1% -2.1% 673 REPROGRAPHICS OPERATING DEPARTMENT OPERATING TOTAL USES $ 3,067,355 $ 3,013,393 $ 2,963,119 $ 2,952,250 $ 2,888,965 $ 74,154 2.5% DEPARTMENT TOTAL USES $ 3,067,355 $ 3,013,393 $ 2,963,119 $ 2,952,250 $ 2,888,965 $ 74,154 2.5% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL BUSINESS SERVICES CONTRACT PRINTING SERVICES PRINTING SERVICES PROCUREMENT SERVICES RECORDS MANAGEMENT SERVICES SMALL BUSINESS ENTERPRISE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.10 0.40 0.60 2.10 1.10 0.40 0.60 2.10 1.10 0.40 0.60 2.10 1.00 0.35 0.55 1.90 (0.10) (0.05) (0.05) (0.20) -9.09% -12.50% -8.33% -9.52% (.10) (.05) (.05) (.20) -9.09% -12.50% -8.33% -9.52% 0.85 10.15 20.90 1.00 2.00 34.90 37.00 0.85 10.15 20.90 1.00 2.00 34.90 37.00 0.85 10.15 20.90 1.00 1.00 33.90 36.00 0.85 10.15 19.90 0.20 1.00 32.10 34.00 (1.00) (0.80) (1.00) (2.80) (3.00) 0.00% 0.00% -4.78% -80.00% -50.00% -8.02% -8.11% (1.00) (.80) (1.80) (2.00) 0.00% 0.00% -4.78% -80.00% 0.00% -5.31% -5.56% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Human Resources Specialist Office Assistant Office Assistant Specialized Deputy Director Director - Materials Mgt Computer Operations Supv Procurement Supervisor -County Financial Support Supv - Dept Operations/Program Supervisor Program Coordinator Grant-Contract Administrator Business/Systems Analyst-Sr/Ld Programmer/Analyst Web Designer/Developer Reprographic Technician Procurement Officer - County Department Total FY 2008-09 ADOPTED 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 7.00 8.00 37.00 FY 2008-09 REVISED 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 7.00 8.00 37.00 FY 2008-09 FORECAST 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 7.00 8.00 36.00 FY 2009-10 ADOPTED 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 7.00 8.00 34.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -66.67% 0.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% (3.00) -8.11% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -50.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% (2.00) -5.56% REVISED VS ADOPTED VARIANCE % (3.00) -11.54% 0.00% (3.00) -8.11% FORECAST VS ADOPTED VARIANCE % (2.00) -8.00% 0.00% (2.00) -5.56% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 673 - REPROGRAPHICS DEPARTMENT TOTAL FY 2008-09 ADOPTED 26.00 11.00 37.00 FY 2008-09 REVISED 26.00 11.00 37.00 FY 2008-09 FORECAST 25.00 11.00 36.00 585 FY 2009-10 ADOPTED 23.00 11.00 34.00 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Materials Management Significant Variance Analysis In addition to other staff reductions made during the year , Materials Management will be reduced by 2 FTE due to budget reductions which are discussed in the following sections. General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • Absorb Reprographics Fund (673) Administrative Reduction. This initiative increases expenditures by $22,163 by reducing the Personnel Allocation–Out. Personnel Allocation-In in the Reprographics Fund (673) is reduced by $22,163. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $12,204. Reprographics Fund (673) Administrative Reduction • Reduce revenue and expenditures for a reduction in the Personnel Allocation-In from the General Fund of $22,163. Base Adjustments: General Fund (100) • Increase Operating budget by $12,614 to cover the department’s responsibility for the Public Works Assistant County Manager. • Reduce Debt Service by $436 in the Executive Management Activity to match historical data. Reprographics Fund (673) • Increase expenditures by $43,373 to meet the cost of service delivery. • Increase revenue by $43,081 to reflect revised fee schedule. Fees are based on full cost recovery. • Reduce Internal Service Charges by $292 to reflect actual Risk Management charges. 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. 586 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Materials Management Program Results Measure FY 2008 Description Actual Percent of Certified Agency Procurement Aids (CAPAs) Not Reported that are utilizing small business enterprises for noncontract procurements Percent of total procurement transactions less than Not Reported $50,000 awarded to Small Business Enterprises Percent of respondents indicating very satisfied or 88.9% satisfied on the Graphics Services Customer Satisfaction survey % of respondents indicating very satisfied or satisfied on 84.8% the Procurement Customer Satisfaction survey % of respondents indicating satisfied or very satisfied on 89.2% the Records Management Customer Satisfaction survey FY 2009 Revised 24.3% Activities that comprise this program include: • Small Business Enterprise • Contract Printing Services • Printing Services FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 13.3% -11.0% -45.1% 21.1% 20.3% -0.8% -3.8% 94.4% 100.0% 5.6% 5.9% 89.1% 76.1% -13.0% -14.6% 94.6% 89.1% -5.5% -5.8% • • 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: This is a non-mandated Activity. Performance Analysis: Measure Type 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 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 2008 Actual Not Reported FY 2009 Revised 24.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 13.3% -11.0% -45.1% Not Reported 21.1% 20.3% -0.8% -3.8% Not Reported 1,559 1,500 -59 -3.8% Not Reported 7,381 7,380 -1 0.0% Not Reported $66.71 $69.06 -$2.35 3.5% 103,996 $ 103,996 $ 103,584 $ 103,584 $ 412 412 0.4% 0.4% Expenditure 100 - GENERAL TOTAL USES $ $ 155,505 $ 155,505 $ Activity Narrative: The FY 2009-10 budget will enable the department to maintain service levels. 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. 587 Maricopa County Annual Business Strategies FY 2008-09 Adopted Department Strategic Plans and Budgets Materials Management Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Measure Description Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey FY 2008 Actual 88.9% FY 2009 Revised 94.4% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 5.6% 5.9% Output Number of contract orders completed 747 747 600 -147 -19.7% Demand Number of contract print orders requested Cost per contract order 747 747 600 -147 -19.7% $101.77 $65.80 $87.20 -$21.40 -32.5% Efficiency Revenue 673 - REPROGRAPHICS TOTAL SOURCES $ $ 16,570 $ 16,570 $ 66,023 $ 66,023 $ 36,000 $ 36,000 $ (30,023) (30,023) -45.5% -45.5% 673 - REPROGRAPHICS TOTAL USES $ $ 76,024 $ 76,024 $ 49,150 $ 49,150 $ 52,318 $ 52,318 $ (3,168) (3,168) -6.4% -6.4% Expenditure Activity Narrative: For FY 2009-10, contracting charges will remain at the same level. However, due to a shift in business process to educate departments on cost effective printing techniques, including greater utilization of internal resources, demand for contract printing services should decline. 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: This is a non-mandated activity. Performance Analysis: Measure Type Result Output Demand Efficiency Efficiency Measure Description Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey Number of units completed Number of units requested Cost per unit completed Cost per dollar of printing service requests completed FY 2008 Actual 88.9% FY 2009 Revised 94.4% 25,126,664 25,126,664 $0.03 $0.93 25,126,664 25,126,664 $0.03 $0.93 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 5.6% 5.9% 25,126,664 25,126,664 $0.04 $0.91 $0.00 $0.02 0.0% 0.0% -14.6% 2.0% Revenue 673 - REPROGRAPHICS TOTAL SOURCES $ $ 898,041 $ 898,041 $ 930,862 $ 930,862 $ 968,711 $ 968,711 $ 37,849 37,849 4.1% 4.1% 673 - REPROGRAPHICS TOTAL USES $ $ 830,383 $ 830,383 $ 824,490 $ 824,490 $ 879,708 $ 879,708 $ (55,218) (55,218) -6.7% -6.7% Expenditure Activity Narrative: For FY 2009-10 there will be a 12% fee increase in reprographics. The fee increase will fully recover costs including repairs and maintenance as well as salary increases instituted in FY 2008-09. Reprographics is working to educate County department on various money saving printing techniques. 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. 588 Maricopa County Annual Business Strategies FY 2008-09 Adopted Department Strategic Plans and Budgets Materials Management Mandates: A.R.S. §11-254.01 establishing County purchasing procedures. Performance Analysis: Measure Type Result Output Demand Efficiency Efficiency Revenue Measure Description % of respondents indicating very satisfied or satisfied on the Procurement Customer Satisfaction survey Actual dollar value of procurement transactions Anticipated dollar value of procurement transactions Cost per dollar of procurement transactions Cost per procurement transaction FY 2008 Actual 84.8% FY 2009 Revised 89.1% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 76.1% -13.0% -14.6% 590,951,900 590,951,920 530,000,000 -60,951,920 -10.3% 590,951,900 590,951,920 530,000,000 -60,951,920 -10.3% $0.00 $0.03 $0.00 $0.03 89.4% $12.64 $12.76 $13.36 -$0.60 -4.7% 100 - GENERAL TOTAL SOURCES $ $ 574,339 $ 574,339 $ 217,000 $ 217,000 $ 457,549 $ 457,549 $ 240,549 240,549 110.9% 110.9% 100 - GENERAL TOTAL USES $ $ 1,674,958 $ 1,674,958 $ 1,691,013 $ 1,691,013 $ 1,602,711 $ 1,602,711 $ 88,302 88,302 5.2% 5.2% Expenditure Budget Balancing Adjustments: General Fund (100) Vacancies • Reduce the Procurement Activity by $84,522 by eliminating a vacant technology position (1 FTE). This position designs the department web page. At the current time updates are not needed. When needed other staff can absorb this function. This reduction was implemented in FY 2008-09. Revenue Enhancements • Increase Miscellaneous Revenues by $240,849 for the following: o Increase P-Card Incentive Revenues by $70,000. This increase is the result of negotiations with the new P-Card contractor. The County will receive $70,000 a year for five years, beginning in FY09. This revenue enhancement was implemented in FY 2008-09; o Increase P-Card Rebate Revenue by $110,849. The department negotiated for a higher percentage of basis points leading to an increased rebate; o Increase Contract Administration Fee Revenue by $60,000. The department, in conjunction with US Communities, has issued a contract for maintenance, repair and operations supplies. The County will receive a quarterly contract administration fee payment based on the total contract dollar amount. Base Adjustments: • Reduce the Procurement Activity by $63,198 in Other Pay for a personnel savings adjustment in excess of what is necessary to bring the department in line with a realistic vacancy rate of 1.5% and other personnel savings attributed to attrition. Activity Narrative: Due to economic changes, dollar value of procurement transactions is expected to decrease. The FY 2009-10 budget will enable the department to meet 100% of its demand in the Procurement Activity. 589 Maricopa County Annual Business Strategies FY 2008-09 Adopted Department Strategic Plans and Budgets Materials Management 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of respondents indicating satisfied or very satisfied on the Records Management Customer Satisfaction survey Number of customers provided Records Management Services Number of customers requesting Records Management Services Cost per Records Management service provided FY 2008 Actual 89.2% FY 2009 Revised 94.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 89.1% -5.5% -5.8% 2,293 2,293 100 -2,193 -95.6% 418 418 475 57 13.6% $25.17 $29.38 $77.98 -$48.60 -165.4% Expenditure 100 - GENERAL TOTAL USES $ $ 54,793 $ 54,793 $ 63,964 $ 63,964 $ 15,596 $ 15,596 $ 48,368 48,368 75.6% 75.6% Budget Balancing Adjustments: General Fund (100) Vacancies • Reduce the Records Management Activity $61,095 by eliminating the vacant Program Coordinator position (1 FTE). While this Activity is mandated, other staff can absorb the duties of this position. This budget reduction was implemented in FY 2008-09. Activity Narrative: Due to the elimination of the Records Program Coordinator position, 20% of the Financial Support Supervisor position will be allocated this Activity. Service levels will be impacted. Mandates will continue to be met however; response times to inquiries and the ability to meet demand will be impeded. 590 Maricopa County Annual Business Strategies FY 2008-09 Adopted Department Strategic Plans and Budgets Materials Management Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Vacancies Records Management Restructure Vacant Technology Position $ Subtotal $ 2,029,600 $ 217,000 (30,196) $ (20,078) (50,274) $ - FY 2008-09 REVISED BUDGET $ 1,979,326 $ 217,000 FY 2008-09 REVISED RESTATED BUDGET $ 1,979,326 $ 217,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 41,332 $ - FY 2009-10 BUDGET TARGET $ 2,020,658 $ 217,000 $ Subtotal $ 22,163 22,163 $ $ - (30,899) $ (64,444) (95,343) $ - (9,643) $ (2,561) (12,204) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Absorb Fund 673 Administrative Allocation Vacancies Records Management Restructure Vacant Technology Position $ Subtotal $ Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh $ Subtotal $ Revenue Enhancement P-Card Incentive Revenue P-Card Rebate Enhancement Contract Administration Fee Revenue $ $ 70,000 110,849 60,000 240,849 $ (63,198) $ - Subtotal $ (436) 12,614 (51,020) $ - Subtotal $ OTHER BASE ADJUSTMENTS Reduction to Other Pay Reduction to Offset Personnel Savings Adjustment ($41,332) Reduction Realized through Staff Turnover ($20,866) Reduce Debt Service to accurately reflect historical information Public Works Assistant County Manager Allocation FY 2009-10 ADOPTED OPERATING BUDGET $ 591 - 1,884,254 $ $ 457,849 Maricopa County Annual Business Strategies FY 2008-09 Adopted Department Strategic Plans and Budgets Materials Management Reprographics Fund (673) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 983,793 $ 996,885 FY 2008-09 REVISED BUDGET $ 983,793 $ 996,885 FY 2008-09 REVISED RESTATED BUDGET $ 983,793 $ 996,885 $ Subtotal $ - $ $ (13,092) (13,092) $ 983,793 $ 983,793 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Administrative Reduction $ Subtotal $ (22,163) $ (22,163) $ (22,163) (22,163) OTHER BASE ADJUSTMENTS Reduce Internal Service Charges to reflect actual Risk Management Charges $ Department request above target to meet cost of services delivered Subtotal $ (292) $ 43,373 43,081 $ 43,081 43,081 FY 2009-10 ADOPTED OPERATING BUDGET $ 1,004,711 $ 1,004,711 Reprographics Fund (673) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 675,282 $ 548,045 $ 548,045 $ 471,306 $ 304,121 Beginning Unreserved/Undesignated Fund Balance $ 675,282 $ 548,045 $ 548,045 $ 471,306 $ 304,121 Sources: Operating Total Sources: $ $ 914,611 914,611 $ $ 996,885 996,885 $ $ 996,885 996,885 $ $ 869,100 869,100 $ $ 1,004,711 1,004,711 Uses: Operating Total Uses: $ $ 1,027,548 1,027,548 $ $ 983,793 983,793 $ $ 983,793 983,793 $ $ 1,036,285 1,036,285 $ $ 1,004,711 1,004,711 Operating Balance $ (112,937) $ 13,092 $ 13,092 $ $ - Accounting Adjustments $ (91,039) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 471,306 $ 561,137 $ 561,137 $ 304,121 $ 304,121 Ending Unreserved Fund Balance $ 471,306 $ 561,137 $ 561,137 $ 304,121 $ 304,121 592 (167,185) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Tara Acuña, Management & Budget Analyst Summary Mission The Mission of the Office of the Medical Examiner is to provide professional death investigations to determine the cause and manner of death in support of decedents’ families, the judicial system and public health communities so they can protect public health safety and ensure justice. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By June 30, 2012, 25% (from 22% as of June 30, 2008) of jurisdictional cases will be released directly to the family’s funeral home of choice. Status: Currently at 20% as a result of a higher than normal percentage of declined cases. The department anticipates reaching the goal by the target date. • By June 30, 2013, the Office of the Medical Examiner will improve service to families by completing cases within established timeframes of 80% (46% as of June 30, 2008) of cases closed within 45 days and 95% (from 80% as of June 30, 2008) of cases closed within 90 days. Status: Currently closing 55% of cases in 45 days and 92% of cases in 90 days. department anticipates reaching the goal by the target date. • The By December 31, 2012, 98% (from 69% as of June 30, 2008) of all decedents shall be released within 24 hours of examination (excluding weekends and holidays) provided they meet the following criteria: (1) positive identification, (2) family representative, (3) funeral home selected. Status: Currently releasing 71% of decedents within 24 hours of examination. The department anticipates reaching the goal by the target date. • By June 30, 2010, OME, in concert with other county and governmental agencies be prepared to process, identify and manage decedents to address the increase in deaths due to a pandemic while maintaining public safety. Status: Actively meeting with State, County and Local Public Health agencies to prepare in the event of pandemic deaths. The department anticipates reaching the goal by the target date. 593 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 29ME - MEDICAL EXAMINERS CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION MELB - MEDICAL EXAMINER LAB SERVICES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST $ 392,565 241,468 49,126 101,971 $ 302,768 262,380 40,388 - $ 414,783 262,380 40,388 112,015 $ $ - $ - $ - $ TOTAL PROGRAMS $ USES 29ME - MEDICAL EXAMINERS $ CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES MELS - MEDICAL EXAMINER LEGAL SUPPORT MEOS - MEDICAL EXAMINER OFFICE SUPP 392,565 $ 302,768 $ 414,783 $ 378,142 7,273,024 235,375 3,419,872 1,445,188 1,355,451 817,138 $ 7,051,710 226,270 3,153,703 1,469,644 1,339,103 862,990 $ 6,991,135 226,270 3,132,895 1,378,354 1,430,536 823,080 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT 378,230 243,429 39,801 95,000 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 521,383 262,380 40,388 218,615 $ 106,600 106,600 25.7% 0.0% 0.0% 95.2% (88) $ (88) - $ - $ 521,383 $ 106,600 25.7% 6,756,651 225,727 3,072,380 1,328,097 1,353,512 776,935 $ 6,281,816 206,622 2,616,241 1,258,939 1,468,930 76,626 654,458 $ 709,319 19,648 516,654 119,415 (38,394) (76,626) 168,622 10.1% 8.7% 16.5% 8.7% -2.7% 20.5% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 497,627 297,362 146,722 53,543 $ 655,101 453,757 142,944 58,400 $ 655,101 453,757 142,944 58,400 $ 605,358 404,205 145,813 55,340 $ 574,102 400,349 148,981 24,772 $ 80,999 53,408 (6,037) 33,628 12.4% 11.8% -4.2% 57.6% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 24,264 24,264 $ 31,205 31,205 $ 31,205 31,205 $ 31,200 31,200 $ 22,129 22,129 $ 9,076 9,076 29.1% 29.1% TOTAL PROGRAMS $ 7,794,915 $ 7,738,016 $ 7,677,441 $ 7,393,209 $ 6,878,047 $ 799,394 10.4% 594 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 101,971 101,971 $ $ - $ $ 112,015 112,015 $ $ 95,000 95,000 $ $ 218,615 218,615 $ $ 106,600 106,600 95.2% 95.2% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 290,594 290,594 $ $ 302,768 302,768 $ $ 302,768 302,768 $ $ 283,230 283,230 $ $ 302,768 302,768 $ $ - 0.0% 0.0% $ SUBTOTAL $ - $ $ - $ $ - $ $ (88) $ (88) $ - $ $ - TOTAL SOURCES $ 392,565 $ 302,768 $ 414,783 $ 521,383 $ 106,600 MISCELLANEOUS 0645 - INTEREST EARNINGS FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 5,281,389 $ 13,858 77,490 1,552,879 88,540 (55,355) 6,958,801 $ SUBTOTAL $ 110,725 267,378 31,915 26,218 436,236 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 $ 128,655 41,824 10,259 98,948 24,790 36,250 9,166 8,172 5,495 363,559 $ $ SUBTOTAL $ $ OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ FY 2008-09 ADOPTED $ $ FY 2008-09 REVISED 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 $ $ $ $ $ 118,040 42,772 10,922 96,000 15,669 37,230 32,230 5,700 8,200 366,763 16,620 16,620 $ $ 19,699 19,699 $ SUBTOTAL $ TOTAL USES $ 7,794,915 378,142 $ FY 2008-09 FORECAST 5,070,614 23,454 65,700 1,495,615 23,792 6,679,175 $ 135,571 250,398 33,489 21,000 440,458 $ $ $ $ $ 118,040 42,772 10,922 96,000 15,669 41,130 45,345 5,700 8,200 383,778 16,469 16,469 $ $ 62,561 62,561 $ $ $ 7,738,016 $ 85,418 226,915 34,147 9,600 356,080 $ $ $ $ $ 93,790 32,693 10,278 83,961 16,961 30,746 24,276 4,771 5,188 302,664 16,469 16,469 $ $ 95,000 62,561 157,561 $ $ $ 7,677,441 595 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 4,999,441 20,998 57,416 1,473,999 21,428 6,573,282 25.7% 4,450,404 70,000 1,335,915 18,500 39,826 5,914,645 $ 92,008 238,000 38,000 20,500 388,508 $ $ $ 620,210 12.2% 23,454 100.0% (4,300) -6.5% 159,700 10.7% 5,292 22.2% (39,826) 764,530 11.4% 43,563 12,398 (4,511) 500 51,950 32.1% 5.0% -13.5% 2.4% 11.8% 10.6% 19.3% 3.9% -17.2% -57.3% -2.1% 34.7% 14.5% -3.7% 2.9% 100.0% 100.0% $ $ 105,500 34,500 10,500 112,500 24,650 41,980 29,595 4,874 8,500 372,599 $ 12,540 8,272 422 (16,500) (8,981) (850) 15,750 826 (300) 11,179 16,469 16,469 $ $ - $ $ 16,469 16,469 95,001 49,713 144,714 $ $ $ 190,000 12,295 202,295 $ (95,000) -100.0% 50,266 80.3% (44,734) -28.4% $ 7,393,209 $ 6,878,047 $ 799,394 $ 10.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 290,594 290,594 $ $ 302,768 302,768 $ $ 302,768 302,768 $ $ 283,230 283,230 $ $ 302,768 302,768 $ $ $ $ $ 218,615 218,615 $ $ 94,912 94,912 $ $ 95,000 17,015 112,015 $ $ - $ $ 101,971 101,971 $ 123,615 (17,015) 106,600 DEPARTMENT OPERATING TOTAL SOURCES $ 392,565 $ 302,768 $ 397,768 $ 378,142 $ 521,383 $ 123,615 DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ - $ 17,015 $ - $ - $ (17,015) DEPARTMENT TOTAL SOURCES $ 392,565 $ 302,768 $ 414,783 $ 378,142 $ 521,383 $ 106,600 FUND TOTAL SOURCES 224 MEDICAL EXAMINER GRANT OPERATING NON-RECURRING FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED - 0.0% 0.0% 130.1% -100.0% 95.2% 31.1% -100.0% 25.7% ADOPTED VS REVISED VARIANCE % $ $ 7,779,563 7,779,563 $ $ 7,738,016 7,738,016 $ $ 7,565,426 7,565,426 $ $ 7,298,209 7,298,209 $ $ 6,659,432 6,659,432 $ $ 905,994 905,994 $ $ $ 218,615 218,615 $ $ 95,000 95,000 $ $ 95,000 17,015 112,015 $ $ - $ $ 15,352 15,352 $ (123,615) 17,015 (106,600) DEPARTMENT OPERATING TOTAL $ 7,794,915 $ 7,738,016 $ 7,660,426 $ 7,393,209 $ 6,878,047 $ 782,379 10.2% DEPARTMENT NON-RECURRING TOTAL $ - $ - $ 17,015 $ - $ - $ 17,015 100.0% DEPARTMENT TOTAL $ 7,794,915 $ 7,738,016 $ 7,677,441 $ 7,393,209 $ 6,878,047 $ 799,394 10.4% FUND TOTAL 224 MEDICAL EXAMINER GRANT OPERATING NON-RECURRING FUND TOTAL 596 12.0% 12.0% -130.1% 100.0% -95.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL MEDICAL EXAMINERS CREMATION AUTHORIZATIONS DECEDENT MEDICAL EXAMINATION DECEDENT MEDICAL INVESTIGATION MEDICAL EXAMINER LAB SERVICES MEDICAL EXAMINER LEGAL SUPPORT MEDICAL EXAMINER OFFICE SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % FORECAST VS VARIANCE % 4.00 2.00 1.00 7.00 4.00 2.00 1.00 7.00 3.00 2.00 1.00 6.00 3.00 2.00 0.50 5.50 (1.00) (0.50) (1.50) (25.00%) 0.00% (50.00%) (21.43%) (0.50) (0.50) 0.00% 0.00% (50.00%) (8.33%) 3.23 24.52 23.75 14.00 18.50 84.00 91.00 3.23 24.52 23.75 14.00 18.50 84.00 91.00 3.23 24.52 23.75 14.00 17.50 83.00 89.00 3.00 19.36 20.90 12.95 0.79 13.00 70.00 75.50 (0.23) (5.16) (2.85) (1.05) 0.79 (5.50) (14.00) (15.50) (7.12%) (21.04%) (12.00%) (7.50%) (0.23) (5.16) (2.85) (1.05) 0.79 (4.50) (13.00) (13.50) (7.12%) (21.04%) (12.00%) (7.50%) (29.73%) (16.67%) (17.03%) (25.71%) (15.66%) (15.17%) Staffing by Market Range Title FY 2008-09 ADOPTED 5.00 5.00 8.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 11.00 1.00 1.00 22.00 21.00 91.00 FULL TIME EQUIVALENT (FTE) Office Assistant Medical Transcriber Office Assistant Specialized Admin/Operations Specialist Chief Medical Examiner Director - Medical Examiner Laboratory Supervisor Administrative Supervisor Administrative Staff Supv Human Resources Support Supv Operations/Program Supervisor Chemist Supervisor Laboratory Manager Operations/Program Manager Management Analyst Finan/Business Analyst - Dept Procurement Specialist Chemist Human Resources Analyst Medical Examiner Programmer/Analyst Laboratory Technician Crime Scene Specialist Investigator Forensic Technician Photographer Deptartment Total FY 2008-09 REVISED 5.00 5.00 8.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 11.00 1.00 1.00 22.00 21.00 91.00 FY 2008-09 FORECAST 4.00 13.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 11.00 3.00 21.00 10.00 2.00 89.00 FY 2009-10 ADOPTED 2.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 0.50 7.00 9.00 2.00 19.00 7.00 2.00 75.50 REVISED VS ADOPTED VARIANCE % (3.00) -60.00% (5.00) -100.00% 4.00 50.00% (1.00) -50.00% 0.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% 2.00 0.00% (1.00) -100.00% 0.00% 0.00% (0.50) -50.00% 7.00 (2.00) -18.18% (1.00) -100.00% 1.00 100.00% (3.00) -13.64% (21.00) -100.00% 7.00 2.00 (15.50) -17.03% FORECAST VS ADOPTED VARIANCE % (2.00) -50.00% .00 (1.00) -7.69% (1.00) -50.00% .00 0.00% .00 0.00% .00 .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% (.50) -50.00% .00 0.00% .00 (2.00) -18.18% .00 (1.00) -33.33% (2.00) -9.52% .00 (3.00) -30.00% .00 0.00% (13.50) -15.17% REVISED VS ADOPTED VARIANCE % (15.50) -17.03% (15.50) -17.03% FORECAST VS ADOPTED VARIANCE % (13.50) -15.17% (13.50) -15.17% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 91.00 91.00 FY 2008-09 REVISED 91.00 91.00 FY 2008-09 FORECAST 89.00 89.00 FY 2009-10 ADOPTED 75.50 75.50 Significant Variance Analysis The department is able to realize savings by eliminating vacant and filled positions in addition to other staffing changes that took place throughout the year, which will be discussed in more detail in the impacted Activity. Vacant Positions include: • 1 Chief Medicolegal Death Investigator • 1 Histotechnologist • 1 Case Information Specialist • • • 1 Forensic Technician 1 Office Assistant 1 Medicolegal Death Investigator Filled Positions include: • 1 Administrative Assistant • 1 Part-Time (.50 FTE) Procurement Specialist 597 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • Department Strategic Plans and Budgets Medical Examiner 3 Part-Time (.30 FTE) Temporary Forensic Assistants 2 Medical Examiners • • • 1 Office Assistant 1 Medicolegal Death Investigator 2 Forensic Technicians General Adjustments Budget Balancing Adjustments: Administrative Reduction • Reduce Travel and Education/Training across several Activities for a total impact of $26,500. • Reduce Procurement Specialist position to .50 FTE in the Procurement Activity for a total reduction of $35,577. • Eliminate one filled Administrative Assistant position allocated 50% to the Executive Management Activity for a reduction in the associated Activity of $29,481. Cost Reduction • Eliminate one filled Office Assistant position in the Human Resources Activity for a total reduction of $40,516. Debt Service • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $27,716. Base Adjustments: • Eliminate the Transfer Out associated with the repayment of a capital lease which was paid in full, resulting in a reduction of $16,478. Strategic Business Plan Update The Office of the Medical Examiner underwent a comprehensive facilitated review and revision of their strategic business plan. The changes are reflected in this document. Most of the Department’s Activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The Strategic Business Plan needed minimal revisions. Only one Activity was added and several others were consolidated. The Decedent Admissions and Transcriptions Activities were merged to a single Activity, Office Support, because the same services are provided to the same customer groups. Similarly, Histotechnology and Toxicology were grouped together into a new Lab Services Activity that comprises the services of both. One new Activity was added because the Department wanted to track and report on the time the doctors, Director of Lab Services and support-staff spend preparing for cases and testifying because it is a very important and demanding aspect of their job. The new Activity is entitled Legal Services. Programs and Activities Medical Examiners Program The purpose of the Medical Examiner Program is to provide professional death investigations to determine the cause and manner of death in support of decedents’ families, the judicial system and public health communities so they can protect public health safety and ensure justice. 598 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Program Results Measure FY 2008 FY 2009 Description Actual Revised % of cremation authorizations completed within 1 day of 100.0% 100.0% receipt % of cases completed (available for public release) within 46.2% 44.9% 45 days % of exams completed within 48 hours of admit not reported not reported (excluding weekends and holidays) % of cases completed (available for public release) within 79.2% 78.1% 90 days % of autopsies performed 64.9% 49.5% % of cases not admitted (CNA's) not reported not reported not reported not reported % of cases where organ/tissue-donation authorizations resulted in organ/tissue donations % of investigative summaries completed by day of exam 96.5% 97.0% % of declined cases % of scene arrivals within 2 hours of "case ready for removal" notification % of reports transcribed within two weeks of dictation receipt (excluding weekends and holidays) % of decedents released within 1 day of exam (excluding weekends and holidays) % of tests completed in house of total tests requested (excluding weekends and holidays) % of toxicology reports produced within 30 days of exam (excluding weekends and holidays) % of toxicology reports produced within 45 days of exam (excluding weekends and holidays) % of toxicology reports produced within 30 days (excluding weekends and holidays) of exam from cases with a negative toxicology screening % of toxicology reports produced within 45 days of exam (excluding weekends and holidays) from cases with a positive toxicology screening % of microscopic slides produced within 7 days of exam (excluding weekends and holidays) % of examined cases requiring microscopic slides to be produced % of time subpoenaed that requires court appearance % of subpoenas supported within 10 days of receipt(excluding weekends and holidays) % of OME staff time spent providing legal support for criminal cases % of OME staff time spent providing legal support for civil cases 34.3% 32.0% not reported not reported 87.0% not reported 72.0% not reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 45.5% 0.6% 1.3% 79.0% 0.9% 1.2% 51.9% 19.9% 100.0% 2.4% 4.8% 98.0% 1.0% 1.0% 32.1% 74.9% 0.1% 0.2% 72.0% 0.0% 0.0% 60.8% 69.9% 97.8% 98.2% 98.0% -0.2% -0.2% 65.0% 69.2% 51.9% -17.3% -25.0% not reported not reported 89.1% not reported not reported 100.0% not reported not reported 88.9% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% not reported not reported not reported not reported 60.0% 29.4% not reported not reported 81.6% not reported not reported 18.4% Activities that comprise this program include: • Cremation Authorizations • Decedent Medical Examination • Decedent Medical Investigation • • • Office Support Lab Services Legal Support Cremation Authorizations Activity The purpose of Cremation Authorizations Activity is to provide certification for cremation to the public so they can legally cremate a person's remains. Mandates: A.R.S. §11-594 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 599 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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 1 day of receipt # of cremation authorizations completed # of cremation authorizations requested $ Cost per cremation authorization FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 17,741 18,061 18,060 -1 0.0% 17,741 18,061 18,060 -1 0.0% $13.27 $12.53 $11.44 $1.09 8.7% 100 - GENERAL TOTAL SOURCES $ $ 241,468 $ 241,468 $ 262,380 $ 262,380 $ 262,380 $ 262,380 $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 235,375 $ 235,375 $ 226,270 $ 226,270 $ 206,622 $ 206,622 $ 19,648 19,648 8.7% 8.7% Expenditure Activity Narrative: With slightly decreased General Fund expenditures and level fee revenue in the FY 2009-10 budget, the department will be more efficient and continue to meet 100% of demand. Decedent Medical Examination Activity The purpose of the Decedent Medical Examination 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. §11-593 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. A.R.S. §11-594 mandates: A. The county medical examiner or alternate medical examiner shall direct a death investigation, shall determine whether an external examination or autopsy is required and shall: 1. Take charge of the dead body. 2. Certify to the cause and manner of death following completion of the death investigation, unless the medical examiner or alternate medical examiner determines there is no jurisdiction pursuant to section 11-593, reduce the findings to writing and promptly make a full report on forms prescribed for that purpose. 3. Have subpoena authority for all documents, records and papers deemed useful in the death investigation. 4. Execute a death certificate provided by the state registrar of vital statistics indicating the cause and the manner of death for those bodies for which a death investigation has been conducted and jurisdiction is assumed. 5. Give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. 6. Notify the county attorney or other law enforcement authority when death is found to be from other than natural causes. 7. Carry out the duties specified under section 28-668. 8. Carry out the duties specified under title 36, chapter 7, article 3. 600 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 9. Observe all policies adopted by the board of supervisors regarding conflicts of interest and disclosure of non-county employment. Performance Analysis: Measure Type Result Result Result Result Result Result Output Output Demand Efficiency Revenue Measure Description FY 2008 FY 2009 Actual Revised % of exams completed within 48 hours not reported not reported of admit (excluding weekends and holidays) % of autopsies performed 64.9% 49.5% % of cases completed (available for 46.2% 44.9% public release) within 45 days % of cases completed (available for 79.2% 78.1% public release) within 90 days % of cases not admitted (CNA's) not reported not reported % of cases where organ/tissuenot reported not reported donation authorizations resulted in organ/tissue donations # of exams completed 4,191 5,484 # of organ/tissue donation not reported not reported authorizations # of exams required 4,191 5,484 $ cost per exam $816.00 $571.28 FY 2010 Variance Adopted Revised - Adopted 60.8% % Variance Revised - Adopted 51.9% 45.5% 2.4% 0.6% 4.8% 1.3% 79.0% 0.8% 1.1% 5,484 312 0 0 0.0% 5,484 $477.07 0 $94.21 0.0% 16.5% 19.9% 100.0% 100 - GENERAL TOTAL SOURCES $ $ 49,126 $ 49,126 $ 40,388 $ 40,388 $ 40,388 $ 40,388 $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 3,419,872 $ 3,419,872 $ 3,132,895 $ 3,132,895 $ 2,616,241 $ 2,616,241 $ 516,654 516,654 16.5% 16.5% Expenditure Budget Balancing Adjustments: Cost Reduction • Eliminate three filled temporary part-time (.30 FTE) Forensic Assistant Positions for a total reduction of $20,655. • Eliminate two filled Medical Examiner positions for a total reduction of $350,134. Service Reduction • Eliminate two filled Forensic Technician positions for a total reduction of $83,230. Vacancies • Eliminate one vacant Forensic Technician position for a total reduction of $41,615. This reduction was implemented in FY 2008-09. Activity Narrative: As demand stays flat, the department will be more efficient and manage to meet 100% of demand with a 16.5% reduction in expenditures. The reduced staffing levels will have an impact on the timeliness aspect of the exams; however, they will still be completed. Decedent Medical Investigation Activity The purpose of the Decedent Medical Investigations Activity is to provide investigative medical and forensic analyses and reports used by the Medical Examiners so they can determine and disseminate the cause and manner of death to funeral homes, law enforcement agencies and the family members/NOK. Mandates: A.R.S. §11-595 mandate enables: 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. 601 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. 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 Result Output Demand Efficiency Expenditure Measure Description % of declined cases % of investigative summaries completed by day of exam % of scene arrivals within 2 hours of "case ready for removal" notification # of investigations completed # of investigations required $ cost per investigation 100 - GENERAL TOTAL USES FY 2008 Actual 34.3% 96.5% not reported $ $ FY 2009 Revised 32.0% 97.0% not reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 32.1% 0.1% 0.2% 98.0% 1.0% 1.1% 74.9% 7,766 7,766 $186.09 7,832 7,832 $176.15 7,824 7,824 $160.91 1,445,188 $ 1,445,188 $ 1,378,354 $ 1,378,354 $ 1,258,939 $ 1,258,939 $ -8 -8 $15.24 119,415 119,415 -0.1% -0.1% 8.7% 8.7% 8.7% Budget Balancing Adjustments: Service Reduction • Eliminate one filled Medicolegal Death Investigator position for a total reduction of $45,694. Vacancies • Eliminate one vacant Chief Medicolegal Death Investigator position for a total reduction of $136,885. This reduction was implemented in FY 2008-09. • Eliminate one vacant Medicolegal Death Investigator position for a total reduction of $45,694. This reduction was implemented in FY 2008-09. Activity Narrative: Though expenditures are reduced by 8.7%, the FY 2009-10 budget supports the Department in meeting 100% of the demand. With reduced staff, timeliness will be adversely affected. While all bodies will be recovered, the recovery process could be delayed depending on demand. Office Support Activity The purpose of the Office Support Activity (in conjunction with the Medical Examiner) is to provide the transcription of reports and information to funeral homes, family/next of kin and/or law enforcement so they can register the Medical Examiner's findings. Mandates: A.R.S. §11-597 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 602 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. Performance Analysis: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual 87.0% FY 2009 Revised 72.0% % of reports transcribed within two weeks of dictation receipt (excluding weekends and holidays) % of decedents released within 1 day not reported not reported of exam (excluding weekends and holidays) # of exam, toxicology and investigative 15,585 16,303 summary reports transcribed # of reports requested to be transcribed. $ cost per report transcribed. 100 - GENERAL TOTAL USES $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 72.0% 0.0% 0.0% 69.9% 16,296 -7 0.0% 15,585 16,303 16,296 -7 0.0% $52.43 $50.49 $40.16 $10.33 20.5% 817,138 $ 817,138 $ 823,080 $ 823,080 $ 654,458 $ 654,458 $ 168,622 168,622 20.5% 20.5% Budget Balancing Adjustments: Administrative Reduction • Eliminate one filled Administrative Assistant position allocated 50% to the Office Support Activity for a reduction in the associated Activity of $29,482. Vacancies • Eliminate one vacant Office Assistant position for a total reduction of $40,516. This reduction was implemented in FY 2008-09. • Eliminate one vacant Case Information Specialist position for a total reduction of $39,304. This reduction was implemented in FY 2008-09. Activity Narrative: As demand stays relatively flat and funding is reduced by 20.5% in this Activity, the department plans to develop internal efficiencies and meet 100% of demand. Lab Services Activity The purpose of the Lab Services Activity is to provide drug analyses, test results and microscopic slide results (according to established laboratory standards) to the Medical Examiners so they can determine and disseminate to funeral homes, family/next of kin and/or law enforcement on whether or not drugs or chemicals 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. 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. 603 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Performance Analysis: Measure Type Result Result Result Result Result Result Result Output Output Output Measure Description Output Output Demand Demand Efficiency Revenue FY 2009 Revised 98.2% % of tests completed in house of total tests requested (excluding weekends and holidays) % of toxicology reports produced within 65.0% 69.2% 30 days of exam (excluding weekends and holidays) % of toxicology reports produced within not reported not reported 45 days of exam (excluding weekends and holidays) % of toxicology reports produced within not reported not reported 30 days (excluding weekends and holidays) of exam from cases with a negative toxicology screening % of toxicology reports produced within not reported not reported 45 days of exam (excluding weekends and holidays) from cases with a positive toxicology screening % of microscopic slides produced 100.0% 100.0% within 7 days of exam (excluding weekends and holidays) % of examined cases requiring 100.0% 100.0% microscopic slides to be produced # of toxicology tests produced 60,536 67,724 # of total toxicology reports produced 3,614 3,757 # of toxicology reports produced from cases with a negative toxicology screening # of toxicology reports produced from cases with a positive toxicology screening # of microscopic slides produced # of cases requiring microscopic slides to be produced # of toxicology tests requested. # of microscopic slides requested $ cost per test produced Output FY 2008 Actual 97.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.0% -0.2% -0.2% 51.9% 100.0% 88.9% 100.0% 0.0% 100.0% 0.0% 67,716 3,840 not reported 384 not reported not reported 3,456 not reported not reported not reported not reported 11,892 1,980 67,724 1,885 $18.00 -25.0% 89.1% not reported 60,536 1,951 $20.24 -17.3% 67,716 11,892 $21.69 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 101,971 $ 101,971 $ 95,000 $ 95,000 $ 218,615 $ 218,615 $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,340,099 $ 15,352 1,355,451 $ 1,318,521 $ 95,000 1,413,521 $ 1,250,315 $ 218,615 1,468,930 $ -8 83 0.0% 2.2% -8 0.0% 530.9% -20.5% -$3.69 123,615 123,615 130.1% 130.1% 68,206 (123,615) (55,409) 5.2% -130.1% -3.9% Expenditure $ Budget Balancing Adjustments Vacancies • Eliminate one vacant Histotechnologist position for a total reduction of $41,164. This reduction was implemented in FY 2008-09. Debt Service • The County is using cash to pay off existing debt service, including the loan for lab equipment, in order to reduce operating expenses. This results in an operating savings of $27,943. Base Adjustments • Increase grant revenue and associated expenditures in the Medical Examiner’s Grant Fund (224) from multiple grants $123,615. Activity Narrative: This is a new Activity in the FY 2009-10 budget. This is not a new service provided by OME staff; they have always tracked the time but have just started reporting it in their strategic plan. 604 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Legal Support Activity The purpose of the Legal Support Activity is to provide independent and unbiased scientific evidence to judicial and law enforcement authorities so they can have timely, accurate and complete information for adjudication purposes. Performance Analysis: Measure Type Result Result Result Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 60.0% not reported not reported 29.4% not reported not reported 81.6% not reported not reported 18.4% % of time subpoenaed that requires court appearance % of subpoenas supported within 10 days of receipt(excluding weekends and holidays) % of OME staff time spent providing legal support for criminal cases % of OME staff time spent providing legal support for civil cases # of hours spent testifying in court # of subpoenas received (date and time stamped) $ Cost per subpoenas supported not reported not reported not reported not reported 144 612 not reported not reported $125.21 100 - GENERAL TOTAL USES $ $ - $ - $ 76,626 $ 76,626 $ (76,626) (76,626) % Variance Revised - Adopted 0.0% 0.0% Activity Narrative: This is a new Activity in the FY 2009-10 budget. This is not a new service provided by OME staff; they have always tracked the time but have just started reporting it in their strategic plan. 605 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate 1 Vacant Chief Medicolegal Death Investigator Position Eliminate 1 Vacant Histotechnologist Position Eliminate 1 Vacant Case Information Specialist Position Eliminate 1 Vacant Forensic Technician Position Eliminate 1 Vacant Office Assistant Position Eliminate 1 Vacant Medicolegal Death Investigator Position $ Subtotal $ 7,738,016 $ 302,768 (68,443) $ (20,582) (19,652) (20,808) (20,258) (22,847) (172,590) $ - FY 2008-09 REVISED BUDGET $ 7,565,426 $ 302,768 FY 2009-10 BUDGET TARGET $ 7,565,426 $ 302,768 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduction in Travel Expenses Reduction in Training & Education Eliminate 1 Administrative Assistant Position Reduce Procurement Specialist Position to .50 FTE $ (13,250) $ (13,250) (58,963) (35,577) (121,040) $ - (20,655) $ (350,134) (40,516) (411,305) $ - (45,694) $ (83,230) (128,924) $ - (68,442) $ (20,582) (19,652) (20,807) (20,258) (22,847) (172,588) $ - (27,076) $ (640) (27,943) (55,659) $ - (16,478) $ (16,478) $ - Subtotal $ Cost Reduction Eliminate 3 Temporary Part-Time Forensic Assistant Positions Eliminate 2 Medical Examiner Positions Eliminate 1 Office Assistant Position $ Subtotal $ Service Reduction Eliminate 1 Medicolegal Death Investigator Position Eliminate 2 Forensic Technician Positions $ Subtotal $ Vacancies Eliminate 1 Vacant Chief Medicolegal Death Investigator Position Eliminate 1 Vacant Histotechnologist Position Eliminate 1 Vacant Case Information Specialist Position Eliminate 1 Vacant Forensic Technician Position Eliminate 1 Vacant Office Assistant Position Eliminate 1 Vacant Medicolegal Death Investigator Position $ Subtotal $ Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh Pay Off Capital Lease - Lab Equipment $ Subtotal $ OTHER BASE ADJUSTMENTS Eliminate Transfer Out to Non Departmental Debt Fund (320) for Capital Lease $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 606 6,659,432 $ 302,768 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - $ Subtotal $ 95,000 95,000 $ $ 95,000 95,000 FY 2008-09 REVISED BUDGET $ 95,000 $ 95,000 FY 2009-10 BUDGET TARGET $ 95,000 $ 95,000 $ $ Subtotal $ 95,000 11,615 17,000 123,615 $ 95,000 11,615 17,000 123,615 $ 218,615 $ 218,615 MID-YEAR ADJUSTMENTS: National Institute of Justice-Coverdell Forensic Science Improvement Grant (C-29-08-003-3-01) BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS National Institute of Justice-Coverdell Forensic Science Improvement Grant Arizona Criminal Justice Commission Grant carry-over Arizona Criminal Justice Commission Grant FY 2009-10 ADOPTED OPERATING BUDGET Medical Examiner Grant Fund (224) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (86,619) $ - $ - $ - $ (88) Beginning Unreserved/Undesignated Fund Balance $ (86,619) $ - $ - $ - $ (88) Sources: Operating Total Sources: $ $ 101,971 101,971 $ $ - $ $ 95,000 112,015 $ $ 94,912 94,912 $ $ 218,615 218,615 Uses: Operating Total Uses: $ $ 15,352 15,352 $ $ - $ $ 95,000 112,015 $ $ 95,000 95,000 $ $ 218,615 218,615 Operating Balance $ 86,619 $ - $ - $ (88) $ - Ending Unreserved/Undesignated Fund Balance $ - $ - $ - $ (88) $ (88) Ending Unreserved Fund Balance $ - $ - $ - $ (88) $ (88) 607 Maricopa County Annual Business Strategies FY 2009-10 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 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. Parks is working with the Town of Cave Creek to acquire 4,000 acres of state land between Spur Cross Conservation Area and Cave Creek Regional Park which will link the two areas and provide critical buffers. • 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: Increased revenue has allowed the parks to maintain their current levels of service without an increased request for general fund support. For FY 2009-10, the General Fund budget has been reduced by 50% compared to the FY 2008-09 adopted budget. 608 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 30ER - PARK EDUCATION AND RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES AREC - RECREATION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 5,681,635 1,420,876 234,096 4,026,663 $ 8,241,300 4,240,024 219,200 3,782,076 $ 8,603,040 4,300,024 219,200 4,083,816 $ 8,243,225 4,258,043 172,509 3,812,673 $ 5,465,615 $ 1,383,274 210,700 3,871,641 (3,137,425) (2,916,750) (8,500) (212,175) -36.5% -67.8% -3.9% -5.2% 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 232,528 232,528 $ 219,359 219,359 $ 336,350 336,350 $ 192,178 192,178 $ 63,300 $ 63,300 (273,050) (273,050) -81.2% -81.2% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (51,391) $ (51,391) - $ - $ 34,351 34,351 $ 188,409 188,409 $ TOTAL PROGRAMS $ USES 30ER - PARK EDUCATION AND RECREATION $ CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES AREC - RECREATION 5,862,772 $ 8,460,659 $ 8,939,390 $ 8,469,754 $ 5,717,324 $ 3,929,506 264,250 713,505 2,951,751 $ 6,083,076 3,201,983 743,682 2,137,411 $ 6,226,154 3,261,983 743,682 2,220,489 $ 5,714,462 3,289,771 719,958 1,704,733 $ 2,999,652 240,377 725,571 2,033,704 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ 4,218,859 4,218,859 $ 2,931,473 2,931,473 $ 3,065,984 3,065,984 $ 2,667,152 2,667,152 $ 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 1,070,232 121,686 617,232 275,535 55,779 $ 1,098,731 120,407 608,185 316,727 53,412 $ 1,067,105 120,407 576,559 316,727 53,412 $ 989,946 123,885 492,372 323,653 50,036 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 29,768 $ (49,120) 78,888 38,761 38,761 $ 916,048 877,287 38,761 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT $ 11,665 11,665 $ 24,932 1,300 23,632 $ 24,932 1,300 23,632 TOTAL PROGRAMS $ 9,260,030 $ 10,176,973 $ 11,300,223 188,409 188,409 (3,222,066) -36.0% 3,226,502 3,021,606 18,111 186,785 51.8% 92.6% 2.4% 8.4% 4,145,855 $ 4,145,855 (1,079,871) (1,079,871) -35.2% -35.2% $ 1,190,894 $ 121,359 485,640 531,132 52,763 (123,789) (952) 90,919 (214,405) 649 -11.6% -0.8% 15.8% -67.7% 1.2% 838,505 812,657 25,848 $ 66,877 742 66,135 $ 849,171 876,545 (27,374) 92.7% 99.9% -70.6% $ 25,244 25,244 $ 8,660 8,660 $ 16,272 1,300 14,972 65.3% 100.0% 63.4% $ 10,235,309 $ 8,411,938 $ 2,888,285 25.6% $ Sources and Uses by Category FY 2007-08 ACTUAL INTERGOVERNMENTAL 0615 - GRANTS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ SUBTOTAL $ 116,957 116,957 $ $ 14,965 14,965 $ $ 173,714 173,714 $ $ 134,807 134,807 $ $ 4,820 4,820 $ $ (168,894) -97.2% (168,894) -97.2% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 436,798 3,652,898 4,089,696 $ $ $ 336,900 3,767,182 4,104,082 $ $ 394,448 3,544,276 3,938,724 $ $ 490,461 3,724,662 4,215,123 $ $ 490,461 3,554,680 4,045,141 $ (153,561) -31.3% 42,520 1.1% (111,041) -2.6% $ SUBTOTAL $ 3,092 3,092 $ $ 53 53 $ $ 53 53 $ $ 117 117 $ $ 50 50 $ $ (3) (3) MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 301,944 1,351,083 1,653,027 $ 213,592 4,186,908 4,400,500 $ $ 213,409 1,394,963 1,608,372 $ $ 239,309 4,156,797 4,396,106 $ $ 213,592 4,336,908 4,550,500 $ $ $ (183) -0.1% (2,941,945) -67.8% (2,942,128) -64.7% ALL REVENUES $ 5,862,772 $ 8,460,659 $ 8,939,390 $ 8,469,754 $ 5,717,324 $ (3,222,066) -36.0% TOTAL SOURCES $ 5,862,772 $ 8,460,659 $ 8,939,390 $ 8,469,754 $ 5,717,324 $ (3,222,066) -36.0% FINES & FOREFEITS 0637 - FINES & FORFEITS 609 -5.7% -5.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL FY 2008-09 ADOPTED 3,696,438 $ 6,843 1,268,682 41,588 (530,351) 669,762 5,200,399 $ $ SUBTOTAL $ 465,387 150,796 626,946 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 $ 105,193 20,223 40,081 100,362 11,497 9,228 6,394 964,173 $ $ SUBTOTAL $ TOTAL USES $ CAPITAL 0950 - DEBT SERVICE $ Department Strategic Plans and Budgets Parks & Recreation FY 2008-09 REVISED 3,729,784 $ 4,000 1,273,815 46,693 (446,928) 737,180 5,415,776 $ 376,519 131,091 507,610 $ $ $ 188,815 18,800 67,750 70,484 4,146 16,409 4,210 1,000,161 6,780 315,767 $ $ 9,260,030 $ FY 2008-09 FORECAST 3,656,339 $ 4,000 1,273,815 46,693 (446,928) 737,180 5,342,331 $ 568,277 131,091 699,368 $ $ $ 227,265 18,800 67,750 70,484 4,146 16,409 3,410 1,915,098 22,632 3,253,426 $ $ 10,176,973 $ $ 3,445,721 $ 4,951 1,187,406 15,079 (511,027) 651,490 4,859,906 $ 372,944 153,024 529,165 $ $ $ 174,294 17,150 61,261 66,884 2,247 6,877 7,571 4,734,058 22,632 3,253,426 $ $ 11,300,223 $ $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 3,523,818 $ 4,000 1,231,608 14,300 (572,869) 505,472 4,740,565 $ 393,798 166,900 613,198 $ $ $ 132,521 42,207 32,393 125,941 231,708 601,766 3.6% 0.0% 3.3% 69.4% -28.2% 31.4% 11.3% 174,479 (35,809) 86,170 30.7% -27.3% 12.3% $ $ 604,318 16,300 280,029 86,546 2,817 15,050 7,885 1,650,989 (377,053) -165.9% 2,500 13.3% (212,279) -313.3% (16,062) -22.8% 1,329 32.1% 1,359 8.3% (4,475) -131.2% 264,109 13.8% 22,180 22,180 $ $ 2,186 1,407,186 $ $ 20,446 1,846,240 90.3% 56.7% 10,235,309 $ 8,411,938 $ 2,888,285 25.6% $ Sources and Uses by Fund and Function FY 2007-08 ACTUAL 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL SOURCES 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL SOURCES 239 PARKS SOUVENIR OPERATING FUND TOTAL SOURCES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON-RECURRING FUND TOTAL SOURCES 241 PARKS ENHANCEMENT FUND OPERATING NON-RECURRING FUND TOTAL SOURCES 243 PARKS DONATIONS OPERATING FUND TOTAL SOURCES 900 ELIMINATIONS OPERATING NON-RECURRING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 426,093 426,093 $ $ 452,500 452,500 $ $ 452,500 452,500 $ $ 352,467 $ 352,467 $ 305,000 305,000 $ $ (147,500) (147,500) -32.6% -32.6% $ $ $ 135,335 $ 135,335 $ 4,820 4,820 $ $ 14,965 158,749 173,714 $ $ 14,965 14,965 $ $ 119,237 119,237 $ (10,145) (158,749) (168,894) -67.8% -100.0% -97.2% $ $ 136,218 136,218 $ $ 130,000 130,000 $ $ 190,000 190,000 $ $ 143,010 $ 143,010 $ 170,000 170,000 $ $ (20,000) (20,000) -10.5% -10.5% $ 1,769,313 1,769,313 $ 1,803,617 1,803,617 $ 1,803,617 1,803,617 $ 1,648,870 $ (30) 1,648,840 $ 1,766,010 1,766,010 $ $ (37,607) (37,607) -2.1% 0.0% -2.1% $ $ 3,343,386 3,343,386 3,435,027 $ 3,435,027 $ 229,632 (3,070,794) (2,841,162) 7.2% -100.0% -45.3% $ $ 117,645 117,645 $ (49,120) $ (49,120) $ $ $ $ $ $ $ $ 3,035,413 2,980,794 6,016,207 $ $ 108,000 108,000 $ $ $ 3,205,395 3,070,794 6,276,189 $ 3,150,974 $ 2,987,594 6,138,568 $ $ $ 108,000 108,000 $ $ 116,164 $ 116,164 $ 108,000 108,000 - $ (64,630) (64,630) $ (64,630) $ (64,630) $ (71,533) $ (71,533) $ - $ (64,630) (64,630) $ $ $ (71,533) 64,630 (6,903) 0.0% 0.0% -100.0% 10.7% DEPARTMENT OPERATING TOTAL SOURCES $ 5,862,772 $ 5,544,495 $ 5,774,477 $ 5,482,190 $ 5,717,324 $ (57,153) -1.0% DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ 2,916,164 $ 3,164,913 $ 2,987,564 $ - $ (3,164,913) -100.0% DEPARTMENT TOTAL SOURCES $ 5,862,772 $ 8,460,659 $ 8,939,390 $ 8,469,754 $ 5,717,324 $ (3,222,066) -36.0% 610 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 225 SPUR CROSS RANCH CONSERVATION OPERATING NON-RECURRING FUND TOTAL USES 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL USES 239 PARKS SOUVENIR OPERATING FUND TOTAL USES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON-RECURRING FUND TOTAL USES 241 PARKS ENHANCEMENT FUND OPERATING NON-RECURRING FUND TOTAL USES 243 PARKS DONATIONS OPERATING NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS OPERATING NON-RECURRING FUND TOTAL USES Department Strategic Plans and Budgets Parks & Recreation FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 1,760,561 1,760,561 $ $ 1,426,304 1,426,304 $ $ 1,176,016 1,176,016 $ $ 1,265,217 $ 1,265,217 $ 694,615 $ 694,615 $ 481,401 481,401 40.9% 40.9% $ 445,009 445,009 $ 452,501 250,000 702,501 $ 452,501 250,000 702,501 $ 317,154 $ 317,154 $ 305,000 $ 285,000 590,000 $ 147,501 (35,000) 112,501 32.6% -14.0% 16.0% 4,820 $ 4,820 $ 10,145 176,269 186,414 67.8% 100.0% 97.5% 20,000 20,000 10.5% 10.5% $ $ $ 115,171 115,171 $ $ $ $ $ $ $ $ 14,965 14,965 136,297 136,297 $ $ 2,361,800 2,361,800 $ 3,637,762 3,637,762 $ 852,550 852,550 $ $ $ $ $ $ $ $ (49,120) $ (49,120) $ $ $ $ $ $ $ 14,965 176,269 191,234 $ 84,892 $ 24,013 108,905 $ 130,000 130,000 $ $ 190,000 190,000 $ $ 141,256 $ 141,256 $ 170,000 $ 170,000 $ 1,803,630 40,000 1,843,630 $ 1,803,630 40,000 1,843,630 $ 1,663,364 $ 25,000 1,688,364 $ 1,766,010 $ 345,000 2,111,010 $ 37,620 (305,000) (267,380) 2.1% -762.5% -14.5% 3,205,391 3,948,081 7,153,472 $ 2,715,610 $ 3,948,081 6,663,691 $ 3,434,284 $ 1,330,742 4,765,026 $ (228,893) 2,617,339 2,388,446 -7.1% 66.3% 33.4% 108,000 108,000 $ 0.0% -37.0% 100.0% -10.7% $ 3,035,409 2,980,794 6,016,203 $ 108,000 108,000 $ $ $ - $ (64,630) (64,630) $ $ $ $ 115,352 $ 115,352 $ 108,000 40,000 148,000 $ $ (40,000) (40,000) - $ (64,630) (64,630) $ (64,630) $ (64,630) $ (71,533) $ (71,533) $ 71,533 (64,630) 6,903 DEPARTMENT OPERATING TOTAL USES $ 9,260,030 $ 6,970,809 $ 6,950,503 $ 6,238,215 $ 6,411,196 $ 539,307 7.8% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 3,206,164 $ 4,349,720 $ 3,997,094 $ 2,000,742 $ 2,348,978 54.0% DEPARTMENT TOTAL USES $ 9,260,030 $ 10,176,973 $ 11,300,223 $ 10,235,309 $ 8,411,938 $ 2,888,285 25.6% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 300 - PARKS AND RECREATION ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL PARK EDUCATION AND RECREATION COMMUNITY RESOURCE INTERPRETIVE SERVICES RECREATION PROGRAM TOTAL PARK SUPPORT MAINTENANCE AND DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.00 6.00 6.00 1.00 14.00 1.00 6.00 6.00 1.00 14.00 1.00 6.00 6.00 1.00 14.00 1.00 6.00 4.00 1.00 12.00 (2.00) (2.00) 0.00% 0.00% -33.33% 0.00% -14.29% (2.00) (2.00) 0.00% 0.00% -33.33% 0.00% -14.29% 2.00 13.00 29.00 44.00 2.00 13.00 29.00 44.00 2.00 13.00 29.00 44.00 2.00 12.00 27.00 41.00 (1.00) (2.00) (3.00) 0.00% -7.69% -6.90% -6.82% (1.00) (2.00) (3.00) 0.00% -7.69% -6.90% -6.82% 32.00 32.00 90.00 32.00 32.00 90.00 32.00 32.00 90.00 32.00 32.00 85.00 (5.00) 0.00% 0.00% -5.56% (5.00) 0.00% 0.00% -5.56% 611 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 300 - PARKS AND RECREATION Accounting Specialist Human Resources Specialist Office Assistant Office Assistant Specialized Admin/Operations Specialist Director - Parks & Recreation Engineering Supervisor Planning Supervisor Trades Supervisor Administrative Supervisor Administrative Staff Supv Field Operations Supervisor Administrator Administrative Manager Operations/Program Manager Grant-Contract Administrator Finan/Business Analyst - Dept Procurement Specialist Planner Project Manager Engineering Associate Parks Specialist General Maintenance Worker Trades Specialist GIS Technician Electrician Communicatn Ofcr/Govt Liaison Interpretive Ranger Deptartment Total FY 2008-09 ADOPTED 1.00 1.00 10.00 1.00 3.00 1.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 25.00 4.00 1.00 2.00 1.00 12.00 90.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 1.00 10.00 1.00 3.00 1.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 25.00 4.00 1.00 2.00 1.00 12.00 90.00 1.00 1.00 10.00 1.00 3.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 25.00 4.00 1.00 2.00 1.00 12.00 90.00 FY 2009-10 ADOPTED 1.00 1.00 9.00 1.00 2.00 1.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 25.00 4.00 1.00 2.00 1.00 11.00 85.00 REVISED VS ADOPTED VARIANCE % (1.00) (1.00) (2.00) (1.00) (5.00) 0.00% 0.00% -10.00% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% -8.33% -5.56% FORECAST VS ADOPTED VARIANCE % .00 .00 (1.00) .00 (1.00) .00 1.00 .00 .00 .00 .00 .00 .00 .00 (1.00) .00 .00 .00 .00 1.00 (1.00) (2.00) .00 .00 .00 .00 .00 (1.00) (5.00) 0.00% 0.00% -10.00% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% -8.33% -5.56% Staffing by Fund FULL TIME EQUIVALENT (FTE) 300 - PARKS AND RECREATION 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND DEPARTMENT TOTAL FY 2008-09 ADOPTED 13.00 3.00 18.00 56.00 90.00 FY 2008-09 REVISED FY 2008-09 FORECAST 13.00 3.00 18.00 56.00 90.00 3.00 3.00 18.00 66.00 90.00 FY 2009-10 ADOPTED 3.00 3.00 17.00 62.00 85.00 REVISED VS ADOPTED VARIANCE % (10.00) (1.00) 6.00 (5.00) -76.92% 0.00% -5.56% 10.71% -5.56% FORECAST VS ADOPTED VARIANCE % (1.00) (4.00) (5.00) 0.00% 0.00% -5.56% -6.06% -5.56% General Adjustments Debt Reduction: The County is applying a one-time payment to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This results in an operating savings of $18,106. 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. 612 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Program Results 30ER - EDUCATION & RECREATION Description Percent of change in park usage/visitation numbers compared to prior year same period Percent of trail users satisified with the condition of trails Percent of change in all park revenue compared to prior year same period Percent of visitors rating overall park experience as very satisfied or extremely satisfied 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 FY 2008 Actual 105.3% FY 2009 Revised 0.9% 98.0% 100.6% 98.0% 0.7% 98.0% (5.2%) (0.0%) (5.9%) 0.0% -804.1% 0.0% 98.0% 0.0% (98.0%) -100.0% 104.8% 6.2% 6.2% (0.0%) -0.4% 3.0% 0.0% 2.2% 81.6% 3.1% 0.0% 0.9% (81.6%) 40.6% -100.0% 78.9% 78.9% 83.6% 4.7% 6.0% Percent of program day events to utilization days at the Desert Outdoor Center Activities that comprise this program include: • Recreation • Community Resource FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 2.0% 1.1% 115.9% • 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. Measure Type Result Result Result Result Output Output Output Output Output Output Output Demand Efficiency Measure Description FY 2008 Actual 105.3% Percent of change in park usage/visitation numbers compared to prior year same period Percent of trail users satisified with the condition of trails Percent of change in all park revenue compared to prior year same period Percent of visitors rating overall park experience as very satisfied or extremely satisfied Park usage/visitation for prior year same period Number of trail users Amount of park revenue for prior year same period Number of all regional park visitors Revenue from camping fees Number of miles of total tracks/trails Revenue from day use entry fees Number of all regional park visitors Cost per regional park visitor for recreation activity $ FY 2009 Revised FY 2010 Adopted 0.9% Variance % Variance Revised - Adopted Revised - Adopted 2.0% 1.1% 115.9% 98.0% 98.0% 98.0% (0.0%) 0.0% 100.6% 0.7% (5.2%) (5.9%) -804.1% 98.0% 98.0% 98.0% 0.0% 0.0% 1,301,336 1,301,336 1,409,875 108,539 8.3% 433,418 5,942,863 433,418 5,933,863 433,418 6,068,985 135,122 0.0% 2.3% 1,370,008 1,166,159 278 2,278,844 1,370,008 2.15 $ 1,326,533 1,008,657 199 2,227,350 1,313,389 1.67 $ 1,438,072 1,191,304 160 2,251,928 1,438,072 1.41 $ 111,539 182,647 (39) 24,578 124,683 0.26 8.4% 18.1% -19.5% 1.1% 9.5% -15.5% 400,736 90,573 1,452,365 2,082,989 4,026,663 $ 428,500 137,714 1,558,328 1,957,774 1,500 4,083,816 $ 285,000 $ 4,820 1,562,010 1,999,111 20,700 3,871,641 $ (143,500) (132,894) 3,682 41,337 19,200 (212,175) -33.5% -96.5% 0.2% 2.1% 1280.0% -5.2% 730,601 352,166 90,384 496,564 442,788 839,248 2,951,751 $ 490,552 328,098 136,758 628,352 633,729 3,000 2,220,489 $ 112,932 $ 172,277 4,820 864,108 863,367 16,200 2,033,704 $ 377,620 155,821 131,938 (235,756) (229,638) (13,200) 186,785 77.0% 47.5% 96.5% -37.5% -36.2% -440.0% 8.4% Revenue 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ $ $ Expenditure $ $ 613 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Activity Narrative: Revenue in the Spur Cross Fund is decreasing due to a reduction in the funding from the Town of Cave Creek. Expenditures in the Spur Cross Fund are also being reduced by eliminating two (2) MCSO Deputy positions. Expenditures in the General Fund are decreasing by $377,620 due to five (5) FTEs being transferred from the General Fund to Fund 240 and 241. The Parks and Recreation department is planning to initiate several projects in FY 2009-10. These include an automated point of sale system, water tank upgrades at the Adobe Dam Regional Park, roof repairs at the Lake Pleasant Visitor Center and a boat to correct navigational buoys. 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. Measure Type Result Output Output Output Output Output Demand Efficiency Measure Description FY 2008 Actual 104.8% 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 Number of dollars transferred annually to Enhancement from Souvenir Fund Number of volunteer hours Number of concession and souvenir dollars received Dollars spent in Community Resource Activity $ per concession and souvenir dollar received FY 2009 Revised FY 2010 Adopted 6.2% Variance % Variance Revised - Adopted Revised - Adopted 6.2% (0.0%) -0.4% 1,145,838 1,145,838 1,297,685 151,847 13.3% 1,200,862 1,175,801 1,228,124 52,323 4.4% 524,556 560,724 543,659 (17,065) -3.0% 49,120 68,000 71,533 3,533 5.2% 81,530 1,200,862 75,498 1,175,801 88,738 1,228,124 13,240 52,323 17.5% 4.4% 2.58 -92.9% 0.22 $ 2.77 $ 0.20 $ $ 190,000 145,289 4,023,365 6,000 (64,630) 4,300,024 $ $ 170,000 104,000 1,172,507 8,300 (71,533) 1,383,274 $ (20,000) (41,289) (2,850,858) 2,300 (6,903) (2,916,750) 0.0% -10.5% -28.4% -70.9% 38.3% 10.7% -67.8% 23,888 $ 190,000 44,039 3,059,886 8,800 (64,630) 3,261,983 $ 7,510 $ 170,000 44,146 75,354 14,900 (71,533) 240,377 $ (16,378) (20,000) 107 (2,984,532) 6,100 (6,903) (3,021,606) -68.6% -10.5% 0.2% -97.5% 69.3% 10.7% -92.6% 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 $ 2,652 136,218 211,202 1,065,033 5,771 $ $ 1,420,876 $ 100 - GENERAL 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL USES $ 1,549 136,297 40,072 79,303 7,029 $ $ 264,250 $ Expenditure Activity Narrative: Parks and Recreation has reduced expenditures for FY 2009-10 with a service reduction to park visitors by eliminating temporary personnel in the Nature Centers and the Desert Outdoor Center. 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. 614 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Parks & Recreation FY 2008 Actual Percent of park visitors who attend a program Percent of program day events to utilization days at the Desert Outdoor Center Percent of park visitors satisfied with interpretive programs Number of park visitors Number of utilization days at the DOC Number of park visitors Number of interpretive programs offered Number of visitors at the Desert Outdoor Center Number of participants at all regional parks Number of off-site outreach programs held by Interpretive Rangers Number of new interpretive programs developed Number of interpretive program hours provided Number of interpretive programs to be provided Cost per interpretive program provided $ 230 - PARKS AND RECREATION GRANTS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ FY 2009 Revised 3.0% 78.9% 2.2% 78.9% Variance % Variance Revised - Adopted Revised - Adopted 3.1% 0.9% 40.6% 83.6% 4.7% 6.0% 81.6% 81.6% 81.6% 0.0% 0.0% 1,370,008 246 1,370,008 4,205 21,353 1,445,972 246 45,972 4,080 18,395 1,460,196 225 1,460,196 4,205 22,125 14,224 (21) 1,414,224 125 3,730 1.0% -8.5% 3076.3% 3.1% 20.3% 40,913 176 27,577 124 44,672 159 17,095 35 62.0% 28.2% 163 107 180 73 68.2% 3,145 4,205 2,605 3,900 3,251 4,205 646 305 24.8% 7.8% 9.73 -5.3% 169.68 $ 5,019 195,364 33,713 234,096 $ FY 2010 Adopted 182.28 $ $ 205,050 14,150 219,200 $ $ $ 172.55 $ $ 195,000 15,700 210,700 $ (10,050) 1,550 (8,500) 0.0% -4.9% 11.0% -3.9% 7,500 $ 53,417 165,322 437,682 61,650 725,571 $ (8,221) (715) 1,418 (70,443) 59,850 (18,111) -52.3% -1.3% 0.0% 0.9% -13.9% 3325.0% -2.4% Expenditure 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 158,249 48,129 6,318 70,923 425,242 4,644 713,505 $ $ 15,721 54,132 163,904 508,125 1,800 743,682 $ $ $ Activity Narrative: Expenditures are decreasing due to a reduction in force of an Interpretive Ranger position. The number of interpretive programs being provided to park visitors will not be negatively impacted because workload will be absorbed by other staff. 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 30SP - PARK SUPPORT Description Percent of park visitors rating park facilities as good to excellent FY 2008 Actual 86.6% FY 2009 Revised 86.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% 3.4% 3.9% 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. 615 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 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 Department Strategic Plans and Budgets Parks & Recreation FY 2008 Actual 86.6% $ FY 2009 Revised 86.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 86.6% (0.0%) 0.0% 741 741 741 - 0.0% 1,391,361 9 3 1,346,679 9 4 1,460,196 9 10 113,517 6 8.4% -3.4% 150.0% 25,100 1,391,361 3.03 $ 24,134 1,346,679 2.28 $ 42,233 1,460,196 2.84 $ 18,099 113,517 (0.56) 75.0% 8.4% 24.7% $ 63,300 63,300 $ (24,000) (36,000) (100,000) (90,000) (23,050) (273,050) -100.0% -100.0% -100.0% -100.0% -26.7% -81.2% 402,597 $ 332,076 804,886 2,551,046 55,250 4,145,855 $ (24,855) 59,595 (54,476) 100,612 1,038,145 (39,150) 1,104,726 -5.8% 21.9% -100.0% 14.3% 68.6% -41.5% -36.7% Revenue 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 230 - PARKS AND RECREATION GRANTS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ 22,705 25,916 105,746 78,161 232,528 $ $ 24,000 36,000 100,000 90,000 86,350 336,350 $ 427,452 272,481 54,476 704,274 1,512,901 94,400 3,065,984 $ $ Expenditure $ 490,416 8,270 18,469 1,514,087 2,185,988 1,629 4,218,859 $ $ $ Activity Narrative: A Park Maintenance Worker is being transferred from the Enhancement Fund to the Lake Fund due to a projected increase in operating revenues at the Lake. 616 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Allocate 2 Maricopa Trail Positions to Capital Project Fund Transfer PIO Position to Enhancement Fund Transfer Trail Technician to Enhancement Fund Transfer San Tan Park Supervisor to Enhancement Transfer Usery Park Supervisor to Enhancement Fund Transfer White Tank Park Supervisor to Enhancement Fund Transfer Cave Creek Park Supervisor to Enhancement Fund Transfer McDowell Park Supervisor to Enhancement Fund Transfer Estrella Park Supervisor to Enhancement Fund Transfer East Side Superintendent to Enhancement Transfer West Side Superintendent to Enhancement Fund Transfer Service Expenses to Enhancement Fund $ $ Subtotal $ 1,426,304 $ - (49,060) $ (26,478) (14,180) (18,793) (20,520) (21,368) (18,173) (23,813) (18,173) (19,965) (12,925) (6,840) (250,288) $ - FY 2008-09 REVISED BUDGET $ 1,176,016 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 19,104 $ - FY 2009-10 BUDGET TARGET $ 1,195,120 $ - Subtotal $ (98,121) $ (52,956) (28,359) (28,359) (41,041) (42,736) (36,346) (47,626) (36,346) (39,930) (25,850) (26,363) (504,033) $ - $ Subtotal $ (18,106) $ (18,106) $ - BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Fund Shift Allocate 2 Maricopa Trail Positions to Capital Project Fund Transfer PIO Position to Enhancement Fund Transfer Trail Technician to Enhancement Fund Transfer San Tan Park Supervisor to Enhancement Transfer Usery Park Supervisor to Enhancement Fund Transfer White Tank Park Supervisor to Enhancement Fund Transfer Cave Creek Park Supervisor to Enhancement Fund Transfer McDowell Park Supervisor to Enhancement Fund Transfer Estrella Park Supervisor to Enhancement Fund Transfer East Side Superintendent to Enhancement Transfer West Side Superintendent to Enhancement Fund Transfer Service Expenses to Enhancement Fund Debt Reduction Pay off Capital Leases - 08 Desktop Refresh OTHER BASE ADJUSTMENTS: Personnel Savings to 3% $ $ Subtotal $ 21,634 21,634 $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 694,615 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 694,615 $ - 617 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Spur Cross Ranch Conservation Fund (225) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 452,501 $ 452,500 FY 2008-09 REVISED BUDGET $ 452,501 $ 452,500 (1) (1) $ - TARGET ADJUSTMENTS: Misc Adjustment Subtotal $ FY 2009-10 BUDGET TARGET $ BASE ADJUSTMENTS: Eliminate Two (2) MCSO Deputy Positions ASRS Reductions Revenue Reduction from the Town of Cave Creek 452,500 $ 452,500 (144,735) $ (2,765) (147,500) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ (147,500) (147,500) $ 305,000 EXPENDITURES $ 305,000 REVENUE $ Subtotal $ 285,000 285,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 285,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 590,000 $ 305,000 NON-RECURRING NON-RECURRING 0001 Utility Development Spur Cross Ranch Conservation Fund (225) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 518,351 $ 500,639 $ 500,639 $ 499,434 $ 534,747 Beginning Unreserved/Undesignated Fund Balance $ 518,351 $ 500,639 $ 500,639 $ 499,434 $ 534,747 Sources: Operating Total Sources: $ $ 426,093 426,093 $ $ 452,500 452,500 $ $ 452,500 452,500 $ $ 352,467 352,467 $ $ 305,000 305,000 $ $ 452,501 250,000 702,501 $ 452,501 250,000 702,501 $ $ $ 317,154 317,154 $ 305,000 285,000 590,000 (1) $ 35,313 $ - - $ - $ - Uses: Operating Non-Recurring Total Uses: $ 445,009 445,009 Operating Balance $ (18,916) $ Accounting Adjustments $ (1) $ Ending Unreserved/Undesignated Fund Balance $ 499,434 Ending Unreserved Fund Balance $ 499,434 $ $ (1) $ - $ $ 250,638 $ 250,638 $ 534,747 $ 249,747 $ 250,638 $ 250,638 $ 534,747 $ 249,747 618 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks and Recreation Grant Fund (230) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 14,965 $ 14,965 FY 2008-09 REVISED BUDGET $ 14,965 $ 14,965 FY 2009-10 BUDGET TARGET $ 14,965 $ 14,965 BASE ADJUSTMENTS: Grant Reduction $ Subtotal $ (10,145) $ (10,145) $ (10,145) (10,145) FY 2009-10 ADOPTED OPERATING BUDGET $ 4,820 $ 4,820 FY 2009-10 TOTAL ADOPTED BUDGET $ 4,820 $ 4,820 Parks and Recreation Grant Fund (230) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (27,848) $ 22,802 $ 22,802 $ (23,781) $ 2,649 Beginning Unreserved/Undesignated Fund Balance $ (27,848) $ 22,802 $ 22,802 $ (23,781) $ 2,649 Sources: Operating Total Sources: $ $ 119,237 119,237 $ $ 14,965 14,965 $ $ 14,965 173,714 $ $ 135,335 135,335 $ $ 4,820 4,820 $ $ $ 84,892 24,013 108,905 $ $ 14,965 176,269 191,234 $ $ 14,965 14,965 $ $ 115,171 115,171 $ 4,820 4,820 Operating Balance $ 4,066 $ - $ - $ 50,443 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ (23,781) $ 22,802 $ 5,282 $ 2,649 $ 2,649 Ending Unreserved Fund Balance $ (23,781) $ 22,802 $ 5,282 $ 2,649 $ 2,649 Uses: Operating Non-Recurring Total Uses: 619 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Souvenir Fund (239) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 130,000 $ 130,000 FY 2008-09 REVISED BUDGET $ 130,000 $ 130,000 FY 2009-10 BUDGET TARGET $ 130,000 $ 130,000 $ Subtotal $ 40,000 40,000 $ $ - $ Subtotal $ - $ $ 40,000 40,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 170,000 $ 170,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 170,000 $ 170,000 BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Non-Mandated Service Increased Expenditure Projection Revenue Enhancement Increased Revenue Projection Parks Souvenir Fund (239) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 25,078 $ 21,056 $ 21,056 $ 25,001 $ 26,755 Beginning Unreserved/Undesignated Fund Balance $ 25,078 $ 21,056 $ 21,056 $ 25,001 $ 26,755 Sources: Operating Total Sources: $ $ 136,218 136,218 $ $ 130,000 130,000 $ $ 190,000 190,000 $ $ 143,010 143,010 $ $ 170,000 170,000 Uses: Operating Total Uses: $ $ 136,297 136,297 $ $ 130,000 130,000 $ $ 190,000 190,000 $ $ 141,256 141,256 $ $ 170,000 170,000 Operating Balance $ (79) $ - $ - $ 1,754 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 25,001 $ 21,056 $ 21,056 $ 26,755 $ 26,755 Ending Unreserved Fund Balance $ 25,001 $ 21,056 $ 21,056 $ 26,755 $ 26,755 620 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Lake Pleasant Recreation Services Fund (240) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,803,630 $ 1,803,617 FY 2008-09 REVISED BUDGET $ 1,803,630 $ 1,803,617 (13) $ (13) $ - TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Misc Adjustment $ Subtotal $ FY 2009-10 BUDGET TARGET $ BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS Administrative Reduction Reduced ASRS and Eliminate Salary Adjustment Cost Reduction Reduced Utility Cost Service Reduction Reduce the Desert Outdoor Center to FY 2004 level (RIF Park Clerk) Fund Shift Transfer Park Maintenance Worker from Enhancement Fund OTHER BASE ADJUSTMENTS Personnel Savings to 3% Reduced Revenue Forecast 1,803,617 $ 1,803,617 $ Subtotal $ (20,342) $ (20,342) $ - $ Subtotal $ (36,066) $ (36,066) $ - $ Subtotal $ (35,529) $ (35,529) $ - $ Subtotal $ 54,911 54,911 $ (581) $ (581) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ $ (37,607) (37,607) $ 1,766,010 EXPENDITURES $ 1,766,010 REVENUE $ $ Subtotal $ 40,000 235,000 50,000 20,000 345,000 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 345,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,111,010 $ 1,766,010 NON-RECURRING NON-RECURRING 0001 Management Study for Bureau of Reclamation Replace PB50 Work Boat Host Sites at Agua Fria Repair Visitor Center Roof 621 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Lake Pleasant Fund (240) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 2,181,766 $ 1,560,221 $ 1,560,221 $ 1,589,287 $ 1,549,763 Beginning Unreserved/Undesignated Fund Balance $ 2,181,766 $ 1,560,221 $ 1,560,221 $ 1,589,287 $ 1,549,763 Sources: Operating Total Sources: $ $ 1,769,313 1,769,313 $ $ 1,803,617 1,803,617 $ $ 1,803,617 1,803,617 $ $ 1,648,870 1,648,840 $ $ 1,766,010 1,766,010 $ 2,361,800 2,361,800 $ 1,803,630 40,000 1,843,630 $ 1,803,630 40,000 1,843,630 $ 1,663,364 25,000 1,688,364 $ $ 1,766,010 345,000 2,111,010 $ - - $ - Uses: Operating Non-Recurring Total Uses: $ $ (592,487) $ $ Operating Balance $ Accounting Adjustments $ 8 $ - $ Ending Unreserved/Undesignated Fund Balance $ 1,589,287 $ 1,520,208 $ 1,520,208 $ 1,549,763 $ 1,204,763 Ending Unreserved Fund Balance $ 1,589,287 $ 1,520,208 $ 1,520,208 $ 1,549,763 $ 1,204,763 622 (13) $ $ (13) $ - $ (14,494) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Enhancement Fund (241) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Eliminate Trail Planner (Vacant) Reduce Temporary Personnel Funding (Nature Centers) $ 3,035,413 Subtotal $ (14,530) $ (11,115) (25,645) $ - $ Subtotal $ 201,228 201,228 $ $ - - $ (5,601) (5,601) $ 169,982 169,982 $ Fund Shift Transfers from General Fund Revenue Enhancement Higher Forecasted Revenue Personnel Savings to 3% $ $ 3,035,409 FY 2008-09 REVISED RESTATED BUDGET $ 3,205,391 $ 3,205,395 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 30,641 $ - $ Subtotal $ - $ $ (4) (4) $ 3,236,032 $ 3,205,391 $ Subtotal $ (50,562) $ (50,562) $ - $ Subtotal $ (51,634) $ (47,575) (29,060) (22,341) (150,610) $ - Subtotal $ 405,912 $ (54,911) 351,001 $ - $ Subtotal $ (372) $ (372) $ - $ 53,169 $ (4,374) 48,795 $ 229,636 229,636 TECHNICAL ADJUSTMENTS Miscellaneous adjustment FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Eliminate Grant Coordinator Position (RIF) Service Reduction Reduce the Desert Outdoor Center to FY04 level (RIF 1 Int Rangers) Eliminate Trail Planner (RIF) Eliminate Trail Planner (Vacant) Reduce Temporary Personnel Funding (Nature Centers) Fund Shift Transfers from General Fund Transfer Park Maintenance Worker to the Lake Fund Debt Reduction Pay off Capital Leases - 08 Desktop Refresh OTHER BASE ADJUSTMENTS: Higher Forecasted Revenue Personnel Savings to 3% Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 623 3,434,284 $ 3,435,027 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Enhancement Fund (241) Continued NON-RECURRING NON-RECURRING 0001 Automated Reservation and POS system Adobe Dam Water System Improvements White Tank Nature Center FF&E Additional Host Site Development Debt Service Reduction $ $ Subtotal $ 400,000 800,000 80,000 50,000 742 1,330,742 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 1,330,742 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 4,765,026 $ 3,435,027 Parks Enhancement Fund (241) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 2,776,925 $ 2,963,360 $ 2,963,360 $ 2,482,530 $ 1,957,407 Beginning Unreserved/Undesignated Fund Balance $ 2,776,925 $ 2,963,360 $ 2,963,360 $ 2,482,530 $ 1,957,407 Sources: Operating Total Sources: $ $ 3,343,386 3,343,386 $ $ 3,035,413 6,016,207 $ $ 3,205,395 6,276,189 $ $ 3,150,974 6,138,568 $ $ 3,435,027 3,435,027 $ 3,637,762 3,637,762 $ $ $ 2,715,610 3,948,081 6,663,691 $ $ 3,205,391 3,948,081 7,153,472 $ $ 3,035,409 2,980,794 6,016,203 $ 3,434,284 1,330,742 4,765,026 Uses: Operating Non-Recurring Total Uses: $ Operating Balance $ (294,376) $ 4 $ 4 $ 435,364 $ 743 Accounting Adjustments $ (19) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 2,482,530 $ 2,963,364 $ 2,086,077 $ 1,957,407 $ 627,408 Ending Unreserved Fund Balance $ 2,482,530 $ 2,963,364 $ 2,086,077 $ 1,957,407 $ 627,408 Parks Donations Fund (243) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 108,000 $ 108,000 FY 2008-09 REVISED BUDGET $ 108,000 $ 108,000 FY 2009-10 BUDGET TARGET $ 108,000 $ 108,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 108,000 EXPENDITURES $ 108,000 REVENUE $ Subtotal $ 40,000 40,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 40,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 148,000 $ 108,000 NON-RECURRING NON-RECURRING 0001 Interpretive Displays at Nature Centers 624 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Parks & Recreation Parks Donations Fund (243) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 1,541,285 $ 791,660 $ 791,660 $ 806,386 $ 807,198 Beginning Unreserved/Undesignated Fund Balance $ 1,541,285 $ 791,660 $ 791,660 $ 806,386 $ 807,198 Sources: Operating Total Sources: $ $ 117,645 117,645 $ $ 108,000 108,000 $ $ 108,000 108,000 $ $ 116,164 116,164 $ $ 108,000 108,000 $ 852,550 852,550 $ $ $ 108,000 $ 108,000 $ 115,352 115,352 $ $ 108,000 108,000 $ 108,000 40,000 148,000 (734,905) $ - $ - $ 812 $ - - $ - $ - Uses: Operating Non-Recurring Total Uses: $ Operating Balance $ Accounting Adjustments $ 6 $ - $ Ending Unreserved/Undesignated Fund Balance $ 806,386 $ 791,660 $ 791,660 $ 807,198 $ 767,198 Ending Unreserved Fund Balance $ 806,386 $ 791,660 $ 791,660 $ 807,198 $ 767,198 625 Maricopa County Annual Business Strategies FY 2009-10 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: More than 90% of all status information for building permits and development submittals is now available online through the Department’s web site. Code violation information, however, is temporarily unavailable as the Department transitions the underlying enforcement database into a new software format. Online enforcement information is anticipated to be available in FY 2009-10. • By June 30, 2011, 90% of customer applications will meet submittal requirements at time of first submission. Status: The Department’s first time submittal acceptance rate for the first four months of calendar year 2009 is 69%. The Department continues to improve its acceptance rate through educational brochure information and the availability of no-cost pre-submittal meetings for applicants. The Department anticipates that with additional educational efforts, a steadily higher percentage of complete first time submittals will be received. • 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: The Department completed the Accela Automation implementation in May 2009 which completed 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. 626 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Status: Decennial Comp Plan Update is underway with nine elements that will each have various goals, policies for implementation, and performance measures. A completed draft document will be available for public comment and review in June 2010. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 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 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 11,512,705 195,199 323,570 35,930 55,420 20,845 1,580,093 5,673,531 2,617,035 938,143 72,939 $ 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 $ 13,674,233 310,000 250,000 45,000 60,000 45,000 3,007,000 5,985,000 2,767,233 1,150,000 55,000 $ 5,465,558 133,829 32,620 13,315 15,680 10,212 910,690 2,663,340 1,284,435 351,137 50,300 $ 6,305,564 90,000 24,996 16,500 12,000 509,000 888,720 2,530,376 1,833,172 364,800 36,000 $ (7,368,669) (220,000) (225,004) (28,500) (48,000) 464,000 (2,118,280) (3,454,624) (934,061) (785,200) (19,000) -53.9% -71.0% -90.0% -63.3% -80.0% 1031.1% -70.4% -57.7% -33.8% -68.3% -34.5% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 28,260 28,260 $ - $ 3,305 3,305 $ 3,305 3,305 $ - $ (3,305) (3,305) -100.0% -100.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ - $ 405,216 405,216 $ 475,000 475,000 $ TOTAL PROGRAMS $ USES 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 11,540,965 $ 13,674,233 $ 13,677,538 $ 5,874,079 $ 6,780,564 $ (6,896,974) -50.4% 11,086,335 689,630 377,320 1,454,179 272,262 1,018,291 1,259,466 2,099,737 2,611,038 801,324 503,088 $ 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 $ 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 $ 7,704,132 629,100 260,321 1,015,397 147,248 854,462 787,164 1,326,463 1,629,846 657,125 397,006 $ 4,745,795 407,075 241,592 532,631 89,461 535,628 528,899 713,313 969,379 388,670 339,147 $ 5,089,288 77,049 97,240 783,598 356,442 444,247 887,306 936,869 1,009,623 377,338 119,576 51.7% 15.9% 28.7% 59.5% 79.9% 45.3% 62.7% 56.8% 51.0% 49.3% 26.1% 475,000 475,000 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 2,365,765 2,022,878 200,961 141,926 $ 2,686,667 2,318,762 225,305 142,600 $ 2,686,667 2,318,762 225,305 142,600 $ 2,521,853 2,189,364 189,253 143,236 $ 1,919,609 1,706,683 159,798 53,128 $ 767,058 612,079 65,507 89,472 28.6% 26.4% 29.1% 62.7% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 850,745 428,849 421,896 $ 890,756 469,229 421,527 $ 890,756 469,229 421,527 $ 807,570 468,342 339,228 $ 604,236 493,841 110,395 $ 286,520 (24,612) 311,132 32.2% -5.2% 73.8% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT $ 1,613,324 681,313 137,143 553,810 200,951 40,107 $ 2,954,005 1,977,216 218,661 470,987 222,812 64,329 $ 2,954,005 1,977,216 218,661 470,987 222,812 64,329 $ 2,550,739 1,736,699 126,175 495,818 155,330 36,717 $ 438,804 113,385 86,566 184,069 40,218 14,566 $ 2,515,201 1,863,831 132,095 286,918 182,594 49,763 85.1% 94.3% 60.4% 60.9% 81.9% 77.4% TOTAL PROGRAMS $ 15,916,169 $ 16,366,511 $ 16,366,511 $ 13,584,294 $ 7,708,444 $ 8,658,067 52.9% 627 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ SUBTOTAL $ 5,264,737 5,264,737 $ $ 5,474,233 5,474,233 $ $ 5,474,233 5,474,233 $ $ 2,830,638 2,830,638 $ $ 2,600,176 2,600,176 $ $ (2,874,057) (2,874,057) -52.5% -52.5% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 5,478,928 5,478,928 $ $ 7,052,000 7,052,000 $ $ 7,052,000 7,052,000 $ $ 2,598,837 2,598,837 $ $ 3,640,388 3,640,388 $ $ (3,411,612) (3,411,612) -48.4% -48.4% $ SUBTOTAL $ 23,700 23,700 $ $ 150,000 150,000 $ $ 150,000 150,000 $ $ 42,723 42,723 $ $ 35,000 35,000 $ $ (115,000) (115,000) -76.7% -76.7% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 729,497 15,843 745,340 $ 908,000 90,000 998,000 $ $ 908,000 90,000 998,000 $ 405,216 $ (6,640) 398,576 $ 475,000 30,000 505,000 $ $ $ (433,000) (60,000) (493,000) -47.7% -66.7% -49.4% ALL REVENUES $ 11,512,705 $ 13,674,233 $ 13,674,233 $ 5,870,774 $ 6,780,564 $ (6,893,669) -50.4% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 28,260 28,260 $ $ - $ $ 3,305 3,305 $ $ 3,305 3,305 $ $ - $ $ (3,305) (3,305) -100.0% -100.0% TOTAL SOURCES $ 11,540,965 $ 13,674,233 $ 13,677,538 $ 5,874,079 $ 6,780,564 $ (6,896,974) -50.4% FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2007-08 ACTUAL FY 2008-09 ADOPTED $ FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 9,750,110 $ 10,287 3,202,752 36,740 (1,888,609) 4,771 11,116,051 $ 9,636,816 $ 2,994,995 246,448 (2,046,625) 5,605 10,837,239 $ 9,636,816 $ 2,994,995 246,448 (2,046,625) 5,605 10,837,239 $ 7,856,805 $ 937 2,590,754 17,925 (1,822,839) 21,266 8,664,848 $ 5,127,203 $ 1,722,237 288,172 (2,213,052) 25,610 4,950,170 $ 4,509,613 1,272,758 (41,724) 166,427 (20,005) 5,887,069 46.8% 0.0% 42.5% -16.9% -8.1% -356.9% 54.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 182,486 $ 138,578 28,949 (35,696) 50 314,367 $ 118,519 $ 111,500 30,500 (27,576) 70 233,013 $ 118,519 $ 111,500 30,500 (27,576) 70 233,013 $ 94,248 $ 87,569 34,776 (53,875) 338 163,056 $ 54,851 $ 52,120 11,488 (19,702) 98,757 $ 63,668 59,380 19,012 (7,874) 70 134,256 53.7% 53.3% 62.3% 28.6% 100.0% 57.6% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 209 $ 1,608,260 869,862 (4,870) 1,502,468 16,367 75,006 22,913 (88,831) 162 4,001,546 $ 25,000 $ 1,987,829 997,130 600,242 1,137,940 18,300 81,150 17,500 (523,782) 281 4,341,590 $ 25,000 $ 1,987,829 997,130 600,242 1,137,940 18,300 81,150 17,500 (523,782) 281 4,341,590 $ 25,425 $ 2,128 1,205,487 1,038,143 628,162 75 993,895 12,554 14,458 17,941 (52,312) 174 3,886,130 $ 30,504 $ 254,496 1,025,122 160,908 555,174 13,776 74,424 17,016 (157,329) 649 1,974,740 $ (5,504) 1,733,333 (27,992) 439,334 582,766 4,524 6,726 484 (366,453) (368) 2,366,850 -22.0% 0.0% 87.2% -2.8% 73.2% 0.0% 51.2% 24.7% 8.3% 2.8% 70.0% -131.0% 54.5% $ $ (25,939) (25,939) -5.5% -5.5% 563 $ 199,716 (9,698) 355 190,936 $ 129,287 207,846 (40,985) (317) 295,831 99.6% 51.0% 80.9% -834.2% 60.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN $ SUBTOTAL $ TOTAL USES $ - $ $ - $ 493,875 (9,692) 22 484,205 $ 15,916,169 $ 467,902 467,902 $ $ 129,850 $ 407,562 (50,683) 38 486,767 $ 16,366,511 $ 628 467,902 467,902 $ $ 129,850 $ 407,562 (50,683) 38 486,767 $ 16,366,511 $ 467,902 467,902 $ $ - $ 411,076 (8,866) 148 402,358 $ 13,584,294 $ 493,841 493,841 7,708,444 $ 8,658,067 52.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Sources and Uses by Fund and Function FY 2007-08 ACTUAL 226 PLANNING AND DEVELOPMENT FEES OPERATING FUND TOTAL SOURCES 235 DEL WEBB OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 11,509,432 11,509,432 $ $ 13,597,000 13,597,000 $ $ 13,600,305 13,600,305 $ $ 5,846,370 5,846,370 $ $ 6,752,764 6,752,764 $ $ (6,847,541) (6,847,541) -50.3% -50.3% $ $ 31,533 31,533 $ $ 77,233 77,233 $ $ 77,233 77,233 $ $ 27,709 27,709 $ $ 27,800 27,800 $ $ (49,433) (49,433) -64.0% -64.0% DEPARTMENT OPERATING TOTAL SOURCES $ 11,540,965 $ 13,674,233 $ 13,677,538 $ 5,874,079 $ 6,780,564 $ (6,896,974) -50.4% DEPARTMENT TOTAL SOURCES $ 11,540,965 $ 13,674,233 $ 13,677,538 $ 5,874,079 $ 6,780,564 $ (6,896,974) -50.4% FY 2007-08 ACTUAL 226 PLANNING AND DEVELOPMENT FEES OPERATING NON-RECURRING FUND TOTAL USES 235 DEL WEBB OPERATING FUND TOTAL USES $ FY 2008-09 ADOPTED $ $ 15,808,152 15,808,152 $ $ 108,017 108,017 FY 2008-09 REVISED $ $ 14,835,778 1,453,497 16,289,275 $ $ 77,236 77,236 FY 2008-09 FORECAST $ $ 14,835,778 1,453,497 16,289,275 $ $ 77,236 77,236 FY 2009-10 ADOPTED $ $ 12,294,160 1,278,497 13,572,657 $ $ 11,637 11,637 ADOPTED VS REVISED VARIANCE % $ $ 7,705,691 7,705,691 $ 7,130,087 1,453,497 8,583,584 48.1% 100.0% 52.7% $ $ 2,753 2,753 $ $ 74,483 74,483 96.4% 96.4% DEPARTMENT OPERATING TOTAL USES $ 15,916,169 $ 14,913,014 $ 14,913,014 $ 12,305,797 $ 7,708,444 $ 7,204,570 48.3% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 1,453,497 $ 1,453,497 $ 1,278,497 $ - $ 1,453,497 100.0% DEPARTMENT TOTAL USES $ 15,916,169 $ 16,366,511 $ 16,366,511 $ 13,584,294 $ 7,708,444 $ 8,658,067 52.9% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 440 - PLANNING AND DEVELOPMENT ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL ONE STOP SHOP CODE ENFORCEMENT COMPREHENSIVE PLANNING CUSTOMER SERVICES DRAINAGE ENFORCEMENT DRAINAGE INSPECTION DRAINAGE REVIEW PERMIT INSPECTIONS PLAN REVIEW PLANNING AND ZONING ZONING ADJUDICATION PROGRAM TOTAL DEPARTMENT TOTAL 10.00 4.00 3.00 17.00 10.00 4.00 3.00 17.00 8.00 4.00 3.00 15.00 7.00 4.00 2.00 13.00 (3.00) (1.00) (4.00) -30.00% 0.00% -33.33% -23.53% (1.00) (1.00) (2.00) -12.50% 0.00% -33.33% -13.33% 13.00 2.00 5.00 5.00 3.00 28.00 13.00 2.00 5.00 5.00 3.00 28.00 11.00 2.00 5.00 4.00 2.00 24.00 10.00 2.00 4.00 4.00 2.00 22.00 (3.00) (1.00) (1.00) (1.00) (6.00) -23.08% 0.00% -20.00% -20.00% -33.33% -21.43% (1.00) (1.00) (2.00) -9.09% 0.00% -20.00% 0.00% 0.00% -8.33% 7.00 4.00 23.00 7.00 13.00 15.00 21.00 26.00 10.00 6.00 132.00 177.00 7.00 4.00 23.00 7.00 13.00 15.00 21.00 26.00 10.00 6.00 132.00 177.00 6.40 3.00 13.00 1.60 10.00 9.00 15.00 15.00 7.00 5.00 85.00 124.00 6.60 3.00 10.00 1.40 8.00 7.00 10.00 11.00 5.00 5.00 67.00 102.00 (0.40) (1.00) (13.00) (5.60) (5.00) (8.00) (11.00) (15.00) (5.00) (1.00) (65.00) (75.00) -5.71% -25.00% -56.52% -80.00% -38.46% -53.33% -52.38% -57.69% -50.00% -16.67% -49.24% -42.37% .20 (3.00) (.20) (2.00) (2.00) (5.00) (4.00) (2.00) (18.00) (22.00) 3.13% 0.00% -23.08% -12.50% -20.00% -22.22% -33.33% -26.67% -28.57% 0.00% -21.18% -17.74% 629 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 440 - PLANNING AND DEVELOPMENT Accounting Specialist Admin/Operations Specialist Administrative Manager Administrator Applications Development Supv Assistant County Manager Business/Systems Analyst Code Enforcement Officer Communicatn Officer Supervisor Deputy Director Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Engineer Engineering Associate Engineering Supervisor Financial Supervisor - Dept GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Associate Inspection Supervisor Inspector IS Project Manager - Sr/Ld IT Division Manager IT Services Supv Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Analyst PC/LAN Tech Support Planner Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Department Total FY 2008-09 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 5.00 10.00 1.00 2.00 28.00 2.00 11.00 4.00 7.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 6.00 25.00 1.00 1.00 1.00 1.00 8.00 7.00 3.00 3.00 1.00 10.00 3.00 3.00 7.00 1.00 2.00 4.00 1.00 1.00 177.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 2.00 1.00 1.00 1.00 1.00 5.00 10.00 1.00 2.00 28.00 2.00 11.00 4.00 7.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 6.00 25.00 1.00 1.00 1.00 1.00 8.00 7.00 3.00 3.00 1.00 10.00 3.00 3.00 7.00 1.00 2.00 4.00 1.00 1.00 177.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 5.00 1.00 2.00 20.00 3.00 3.00 3.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 5.00 17.00 1.00 1.00 1.00 1.00 4.00 5.00 3.00 3.00 1.00 9.00 3.00 5.00 1.00 2.00 3.00 1.00 1.00 124.00 FY 2009-10 ADOPTED 1.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 2.00 12.00 3.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 12.00 1.00 1.00 1.00 1.00 4.00 5.00 3.00 3.00 4.00 3.00 3.00 5.00 1.00 2.00 3.00 1.00 1.00 102.00 REVISED VS ADOPTED VARIANCE % (2.00) (5.00) (1.00) (16.00) (2.00) (8.00) (1.00) (5.00) (1.00) (1.00) (1.00) (3.00) (13.00) (4.00) (2.00) (1.00) (6.00) (2.00) (1.00) (75.00) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -40.00% -50.00% -100.00% 0.00% -57.14% -100.00% -72.73% -25.00% -71.43% 0.00% 0.00% -25.00% 0.00% -50.00% 0.00% -100.00% -50.00% -52.00% 0.00% 0.00% 0.00% 0.00% -50.00% -28.57% 0.00% 0.00% -100.00% -60.00% 0.00% 0.00% -28.57% 0.00% 0.00% -25.00% 0.00% 0.00% -42.37% FORECAST VS ADOPTED VARIANCE % (1.00) (1.00) (8.00) (1.00) (1.00) (2.00) (5.00) (1.00) (5.00) 3.00 (22.00) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -25.00% 0.00% -100.00% 0.00% -40.00% 0.00% 0.00% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% -40.00% -29.41% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% -55.56% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -17.74% Staffing by Fund FULL TIME EQUIVALENT (FTE) 440 - PLANNING AND DEVELOPMENT 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB DEPARTMENT TOTAL FY 2008-09 ADOPTED 176.00 1.00 177.00 FY 2008-09 REVISED FY 2008-09 FORECAST 176.00 1.00 177.00 124.00 124.00 FY 2009-10 ADOPTED 102.00 102.00 REVISED VS ADOPTED VARIANCE % (74.00) (1.00) (75.00) -42.05% -100.00% -42.37% FORECAST VS ADOPTED VARIANCE % (22.00) (22.00) -17.74% 0.00% -17.74% Significant Variance Analysis Planning and Development is experiencing extremely low demand for planning services and as a result has reduced its workforce to be in line with the services that are demanded of the department at this time. The Department eliminated a total of 76 positions between October 2008 and July 2009 through retirement and reductions in force. General Operating Adjustments Budget Balancing: Expenditure and revenue reduction due to continued decline in permits and plan reviews. The Department planned for employee furloughs for FY 2009-10. However, they have succeeded in contracting out sufficient work to other County departments through one-time projects so furloughs are not anticipated to be necessary in FY 2009-10. Sustainability: The funding for the County’s Sustainability Manager has been moved from the Planning and Development Fees Fund (226) to the General Fund (100) in Non-Departmental. 630 Maricopa County Annual Business Strategies FY 2009-10 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 Percent of Development Master Plans/Comprehensive Plan Amendment cases initially processed within 15 business days of application Percent of Development Master Plan/Comprehensive Plan Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application 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 (TAC) meeting is held within 60 calendar days of application Percent of Entitlement/Subdivision cases where a PostTechnical Advisory Committee (TAC) 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 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 FY 2008 Actual 76.1% FY 2009 Revised 94.2% 95.9% 100.0% 108.0% 8.0% 8.0% 4350.0% 100.0% 84.0% (16.0%) -16.0% 2142.9% 100.0% 100.0% 0.0% 0.0% 2142.9% 100.0% 100.0% 0.0% 0.0% 0.6% 0.6% 90.3% 100.0% 98.0% 77.0% 97.0% 99.0% 92.9% (3.0%) 1.0% 16.0% -3.0% 1.0% 20.7% 165.7% 81.9% 127.8% 45.9% 56.0% Not Reported 16.9% Not Reported 100.0% 100.3% 99.0% 142.0% 98.0% 98.7% 42.0% (2.3%) (0.3%) 42.0% -2.3% -0.3% 95.0% 98.5% 3.5% 3.7% 1.7% 95.0% 94.0% (1.0%) -1.1% 2.3% 681.4% 716.8% 100.0% 100.0% 100.0% 121.0% 120.8% 96.1% 21.0% 20.8% (3.9%) 21.0% 20.8% -3.9% 703.0% 100.0% 100.0% 0.0% 0.0% 605.8% 100.0% 81.2% (18.8%) -18.8% 97.9% 98.8% 0.9% 0.9% 7.3% Not Reported 100.0% 99.6% 148.0% 99.5% 48.0% (0.1%) 48.0% -0.1% 100.0% 68.6% 100.0% 31.4% 45.9% 100.0% 100.0% 70.0% (30.0%) -30.0% Not Reported Not Reported 631 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.0% 3.8% 4.1% Maricopa County Annual Business Strategies FY 2009-10 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 Plan Review Planning and Zoning 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 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 violation complaints completed Number of Code Enforcement violation complaints Expenditure per Code Enforcement complaint $ completed FY 2008 Actual 76.1% FY 2009 Revised 94.2% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.0% 3.8% 4.1% 95.9% 100.0% 108.0% 8.0% 8.0% 1,550 2,750 1,472 (1,278) -46.5% 1,291 2,750 1,364 (1,386) -50.4% 444.92 $ 176.05 $ 276.55 $ (100.50) -57.1% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 195,199 195,199 $ $ 310,000 310,000 $ $ 90,000 $ 90,000 $ (220,000) (220,000) -71.0% -71.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 689,630 689,630 $ $ 484,124 484,124 $ $ 407,075 $ 407,075 $ 77,049 77,049 15.9% 15.9% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, including completion of backlogged violation complaints. 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 632 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of Development Master Plans/Comprehensive Plan Amendment cases initially processed within 15 business days of application Percent of Development Master Plan/Comprehensive Plan Amendment cases where a Technical Advisory Committee meeting is held within 60 calendar days of application Percent of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements reviewed Number of Development Master Plans, Comprehensive Plan Admendments, and Statutorily Driven Elements Withdrawn/Completed Number of Development Master Plans, Comprehensive Plan Amendments, and Statutorily Driven Elements Requested $ Expenditure per Development Master Plan, Comprehensive Plan Amendment, and Statutorily Driven Element Withdrawn/Completed FY 2008 Actual 2142.9% FY 2009 Revised 100.0% 2142.9% 100.0% 100.0% 0.0% 0.0% 4350.0% 100.0% 84.0% (16.0%) -16.0% 56 32 50 18 56.3% 59 64 60 (4) -6.3% 6,737.86 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 10,588.50 $ 4,831.84 $ 5,756.66 54.4% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 323,570 323,570 $ $ 250,000 250,000 $ $ 24,996 $ 24,996 $ (225,004) (225,004) -90.0% -90.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 377,320 377,320 $ $ 338,832 338,832 $ $ 241,592 $ 241,592 $ 97,240 97,240 28.7% 28.7% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of initial application reviews. Revised plans are submitted at the discretion of the applicant. 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. 633 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Percent of customer service actions performed 0.6% FY 2009 Revised 100.0% Result Output Percent of all customers served within 30 minutes Number of customer service actions performed 0.6% 196,490 98.0% 26,440 99.0% 161,412 1.0% 134,972 1.0% 510.5% Demand Number of customer service actions requested/required Expenditure per customer service action performed 197,588 26,440 161,412 134,972 510.5% 46.48 93.4% (28,500) (28,500) -63.3% -63.3% Efficiency Measure Description Department Strategic Plans and Budgets Planning and Development FY 2008 Actual $ 7.40 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 49.78 $ 3.30 $ Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 35,930 35,930 $ $ 45,000 45,000 $ $ 16,500 $ 16,500 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 1,454,179 1,454,179 $ $ 1,316,229 1,316,229 $ $ 532,631 $ 532,631 $ Expenditure 783,598 783,598 59.5% 59.5% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. The FY 2009-10 demand is reflective of the current level being experienced by the Department. The Department is experiencing extremely low demand for planning services and as a result has reduced its workforce to be in line with the services that are demanded. 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of Drainage Enforcement violation complaints investigated Percent of drainage violation cases that receive a complete initial investigation within 30 calendar days of receipt of violation complaint Number of Drainage Enforcement violation complaints investigated Number of Drainage Enforcement violation complaints Expenditure per Drainage Enforcement complaint $ investigated FY 2008 Actual 165.7% FY 2009 Revised 81.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 127.8% 45.9% 56.0% 90.3% 77.0% 92.9% 1,306 530 749 16.0% 20.7% 652 122 23.0% 530 508 (22) -4.2% 208.47 $ 841.33 $ 137.21 $ 704.12 83.7% -80.0% -80.0% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 55,420 55,420 $ $ 60,000 60,000 $ $ 12,000 $ 12,000 $ (48,000) (48,000) 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 272,262 272,262 $ $ 445,903 445,903 $ $ 89,461 $ 89,461 $ 356,442 356,442 Expenditure 79.9% 79.9% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, including completion of backlogged violation complaints. 634 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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. 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. Measure Type Result Result Result Result Result Output Output Output Output Output Demand Efficiency Measure Description Percent of finished floor elevation drainage inspections completed within 24 hours of request Percent of in-progress drainage inspections completed within 24 hours of request Percent of final drainage inspections completed within three business days of request Percent of pre-permit issuance drainage site inspections completed within seven business days of request 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 FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 96.1% Not Reported Not Reported 86.5% Not Reported Not Reported 96.3% Not Reported Not Reported 93.3% % Variance Revised - Adopted Not Reported Not Reported 100.0% 1,588 142.0% 1,078 42.0% (510) 42.0% -32.1% Not Reported 532 518 (14) -2.6% Not Reported 6,042 4,594 (1,448) -24.0% Not Reported 2,557 1,632 (925) -36.2% 13,459 14,678 11,645 (3,033) -20.7% 10,721 10,721 8,177 (2,544) -23.7% 75.66 $ 66.76 $ 46.00 $ 20.76 31.1% Number of drainage inspections scheduled/requested Expenditure per drainage inspection completed $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 20,845 20,845 $ $ 45,000 45,000 $ $ 509,000 $ 509,000 $ 464,000 464,000 1031.1% 1031.1% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 1,018,291 1,018,291 $ $ 979,875 979,875 $ $ 535,628 $ 535,628 $ 444,247 444,247 45.3% 45.3% Revenue Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, including re-inspections. 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. 635 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Planning and Development FY 2008 Actual Not Reported Percent of drainage reviews processed through first plan review within 14 calendar days of application/assignment Not Reported Percent of expedited drainage reviews process through first plan review within three calendar days of application/assignment Percent of drainage reviews completed 16.9% Number of drainage reviews processed through Not Reported first plan review Number of expedited drainage reviews processed Not Reported through first plan review Number of drainage reviews completed 6,330 Number of drainage reviews requested 7,186 Expenditure per drainage review completed $ 198.97 $ FY 2009 Revised 99.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.7% (0.3%) -0.3% 95.0% 98.5% 3.5% 3.7% 100.3% 6,411 98.0% 4,186 (2.3%) (2,225) -2.3% -34.7% 662 270 (392) -59.2% 4,500 4,582 117.53 $ (1,830) (2,604) 106.20 -28.9% -36.2% 47.5% (2,118,280) (2,118,280) -70.4% -70.4% 6,330 7,186 223.73 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 1,580,093 1,580,093 $ $ 3,007,000 3,007,000 $ $ 888,720 $ 888,720 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 1,259,466 1,259,466 $ $ 1,416,205 1,416,205 $ $ 528,899 $ 528,899 $ Expenditure 887,306 887,306 62.7% 62.7% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 98.7% of initial application reviews within 14 days. Revised plans are submitted at the discretion of the applicant. 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. Measure Type Result Result Output Demand Efficiency Revenue 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 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES FY 2008 Actual 2.3% 1.7% $ $ $ FY 2009 Revised 100.0% 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 121.0% 21.0% 21.0% 94.0% (1.0%) -1.1% 63,897 51,423 32.86 $ 142,197 173,068 11.60 $ 42,322 34,848 16.85 $ (99,875) (138,220) (5.25) -70.2% -79.9% -45.2% 5,641,998 $ 31,533 5,673,531 $ 5,985,000 $ 5,985,000 $ 2,530,376 $ 2,530,376 $ (3,454,624) (3,454,624) -57.7% 2,069,096 $ 30,641 2,099,737 $ 1,650,182 $ 1,650,182 $ 713,313 $ 713,313 $ (936,869) (936,869) -56.8% -57.7% Expenditure 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES $ $ -56.8% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, including re-inspections. The Department is experiencing extremely low demand for permitting and as a result has reduced its workforce to be in line with the services that are demanded. 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. 636 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 Department Strategic Plans and Budgets Planning and Development FY 2008 Actual Not Reported FY 2009 Revised 99.6% 7.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.5% (0.1%) -0.1% 100.0% 148.0% 48.0% 48.0% Not Reported 97.9% 100.0% 2.1% 2.1% Not Reported 1,996 882 (1,114) -55.8% 25,258 4,438 (20,820) -82.4% 16,560 2,993 (13,567) -81.9% 16,560 2,993 (13,567) -81.9% 25,258 Not Reported 16,560 $ 103.37 $ 78.35 $ 218.43 $ (140.08) -178.8% $ 2,617,035 $ 2,617,035 $ 2,690,000 $ 77,233 2,767,233 $ 1,830,372 $ 2,800 1,833,172 $ (859,628) (74,433) (934,061) -32.0% -96.4% -33.8% 2,540,449 $ 70,589 2,611,038 $ 1,908,181 $ 70,821 1,979,002 $ 969,373 $ 6 969,379 $ (938,808) (70,815) (1,009,623) -49.2% -100.0% -51.0% Revenue 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ Expenditure 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES $ $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of initial first plan reviews. Revised plans are submitted at the discretion of the applicant. Planning and Zoning Activity The purpose of the Planning and Zoning Activity is to provide information, support, report services, and recommendations to the Planning Commission so they can make planning and land-use recommendations to the Board of Supervisors in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes the powers and duties; 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. 637 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent of Entitlement/Subdivision cases where a Technical Advisory Committee (TAC) meeting is held within 60 calendar days of application 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 Post-Technical Advisory Committee (TAC) 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 Department Strategic Plans and Budgets Planning and Development FY 2008 Actual 703.0% FY 2009 Revised 100.0% 681.4% 100.0% 120.8% 20.8% 20.8% 716.8% 100.0% 96.1% (3.9%) -3.9% 605.8% 100.0% 81.2% (18.8%) -18.8% 167 378 154 (224) -59.3% 199 378 127 (251) -66.4% 2,523.83 $ (497.35) -24.5% 4,798.35 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 2,026.48 $ Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 938,143 938,143 $ $ 1,150,000 1,150,000 $ $ 364,800 $ 364,800 $ (785,200) (785,200) -68.3% -68.3% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 801,324 801,324 $ $ 766,008 766,008 $ $ 388,670 $ 388,670 $ 377,338 377,338 49.3% 49.3% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, including completion of backlogged cases. 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. 638 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description 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 Number of Variance, Temporary Use, or Text Amendments Completed Number of Variance, Temporary Use or Text Amendments Applied/Requested Expenditure per Variance and Other Board of Adjustment cases processed to public hearing approved administratively $ Department Strategic Plans and Budgets Planning and Development FY 2008 Actual 100.0% FY 2009 Revised 68.6% 100.0% 100.0% 70.0% (30.0%) -30.0% 194 194 175 (19) -9.7% 201 201 180 (21) -10.4% 2,593.24 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 31.4% 45.9% 2,364.55 $ 1,935.77 $ 428.78 18.1% (19,000) (19,000) -34.5% -34.5% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 72,939 72,939 $ $ 55,000 55,000 $ $ 36,000 $ 36,000 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 503,088 503,088 $ $ 458,723 458,723 $ $ 339,147 $ 339,147 $ Expenditure 119,576 119,576 26.1% 26.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 70% of the demand. Demand is expected to decrease due to the amount of construction and remodeling activity taking place in the County in the slow economic climate. 639 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Appropriated Budget Reconciliations Planning and Development Fees Fund (226) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: Sale of Vehicles $ 14,835,778 $ 13,597,000 $ Subtotal $ - $ $ 3,305 3,305 $ 14,835,778 $ 13,600,305 $ Subtotal $ - $ $ $ 14,835,778 $ 13,597,000 (139,620) $ (139,620) $ - FY 2008-09 REVISED BUDGET TARGET ADJUSTMENTS: ANNUALIZATION OF FY 2008-09 MID-YEAR ADJUSTMENTS Sale of Vehicles FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Cost Reduction Reduce Contract Services for Plan Review $ Subtotal $ Service Reduction Reduction in Service for Lower Demand (Oct RiF) Reduction in Service for Lower Demand (Elimination of vacant positions, reduction in force, salary and/or FTE reductions, reduction of supplies and services) Subtotal OTHER BASE ADJUSTMENTS Allocation out of Sustainability Manager to Non-Departmental Subtotal (3,305) (3,305) $ (2,663,556) $ (4,247,376) (1,728,378) (5,115,858) $ (6,910,932) $ (6,844,236) $ $ (79,535) $ (79,535) $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 7,705,691 $ 6,752,764 FY 2009-10 TOTAL ADOPTED BUDGET $ 7,705,691 $ 6,752,764 640 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 15,593,340 $ 11,750,238 $ 11,750,238 $ 11,294,608 $ 3,568,321 Designations: Future Capital Projects Total Designations $ $ 10,000,000 10,000,000 $ $ 9,000,000 9,000,000 $ $ 9,000,000 9,000,000 $ $ 9,000,000 9,000,000 $ $ - Beginning Unreserved/Undesignated Fund Balance $ 5,593,340 $ 2,750,238 $ 2,750,238 $ 2,294,608 $ 3,568,321 Sources: Operating Total Sources: $ $ 11,509,432 11,509,432 $ $ 13,597,000 13,597,000 $ $ 13,600,305 13,600,305 $ $ 5,846,370 5,846,370 $ $ 6,752,764 6,752,764 $ $ 14,835,778 1,453,497 16,289,275 $ 14,835,778 1,453,497 16,289,275 $ 12,294,160 1,278,497 13,572,657 $ $ 15,808,152 15,808,152 7,705,691 7,705,691 Operating Balance $ (4,298,720) $ (6,447,790) $ Accounting Adjustments $ (12) $ Ending Unreserved/Undesignated Fund Balance $ 1,294,608 Ending Unreserved Fund Balance $ 11,294,608 Uses: Operating Non Recurring Non Project Total Uses: $ $ (1,238,778) $ $ (1,235,473) $ - $ - $ $ 57,963 $ 61,268 $ $ 9,057,963 $ 9,061,268 $ - $ (952,927) $ - (5,431,679) $ 2,615,394 3,568,321 $ 2,615,394 Del Webb Special Fund (235) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 77,236 $ 77,233 FY 2008-09 REVISED BUDGET $ 77,236 $ 77,233 (15,444) $ (15,444) $ - TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Structural Balance $ Subtotal $ 61,792 $ (59,039) $ (59,039) $ 77,233 (49,433) (49,433) FY 2009-10 ADOPTED OPERATING BUDGET $ 2,753 $ 27,800 FY 2009-10 TOTAL ADOPTED BUDGET $ 2,753 $ 27,800 641 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Planning and Development Del Webb Special Fund (235) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 575,979 $ 500,140 $ 500,140 $ 499,493 $ 515,565 Beginning Unreserved/Undesignated Fund Balance $ 575,979 $ 500,140 $ 500,140 $ 499,493 $ 515,565 Sources: Operating Total Sources: $ $ 31,533 31,533 $ $ 77,233 77,233 $ $ 77,233 77,233 $ $ 27,709 27,709 $ $ 27,800 27,800 Uses: Operating Total Uses: $ $ 108,017 108,017 $ $ 77,236 77,236 $ $ 77,236 77,236 $ $ 11,637 11,637 $ $ 2,753 2,753 Operating Balance $ (76,484) $ (3) $ 16,072 $ 25,047 Accounting Adjustments $ (2) $ Ending Unreserved/Undesignated Fund Balance $ 499,493 Ending Unreserved Fund Balance $ 499,493 (3) $ - $ - $ - $ - $ 500,137 $ 500,137 $ 515,565 $ 540,612 $ 500,137 $ 500,137 $ 515,565 $ 540,612 642 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Analysis by Scott Rothe, Principal Management & Budget Analyst Summary Mission The mission of the Public Defense System is to furnish quality legal representation to indigent individuals assigned to us by the court so they will be provided the benefit of the protection of their fundamental legal rights, as guaranteed to everyone. Vision The vision of the Public Defense System is to Deliver America’s Promise of Justice for All. Strategic Goals • By July 2013, 80% of all clients in non-capital cases without a conflict of interest, will be represented by attorneys in the staffed offices (in the areas in which the offices practice), thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: This is a new goal for FY 2009-10. • By July 2013, capital cases that do not have representation conflicts will be assigned to staffed offices, thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: This is a new goal for FY 2009-10. 643 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 52CR - ADULT CRIMINAL REPRESENTATION ADAP - APPEAL PCR REPRESENTATION NCFR - NON CAPITAL FELONY REP $ 1,630,338 26,250 1,604,088 $ 1,828,504 5,000 1,823,504 $ 1,828,504 5,000 1,823,504 $ 2,097,027 2,097,027 $ 1,073,608 1,073,608 $ (754,896) -41.3% (5,000) -100.0% (749,896) -41.1% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT HRAC - HUMAN RESOURCES $ 512,980 18,276 494,704 $ 647,274 647,274 $ 647,274 647,274 $ 596,912 596,912 $ 1,485,860 989,215 496,645 $ 838,586 989,215 (150,629) 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ 14,630 14,630 $ - $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ 580,237 580,237 $ 449,957 449,957 $ 449,957 449,957 $ - $ - $ (449,957) -100.0% (449,957) -100.0% TOTAL PROGRAMS $ 2,723,128 $ 2,925,735 $ 2,925,735 $ 2,708,569 $ 2,559,468 $ (366,267) -12.5% 1,917,044 $ 454,498 1,116,908 189,359 156,279 (62,832) (2,430) (54,481) (5,921) -3.4% 0.0% -0.2% -40.4% -3.9% (427) $ (427) 129.6% -23.3% - USES 52AC - ADULT CIVIL REPRESENTATION AGLR - ADULT GUARDIAN AD LITEM REP MENR - MENTAL HEALTH REPRESENTATION PROB - PROBATE REPRESENTATION SEVP - SEXUALLY VIOLENT PERSON REP $ 2,654,799 1,207,328 1,111,623 176,351 159,497 $ 1,854,212 454,498 1,114,478 134,878 150,358 $ 1,854,212 454,498 1,114,478 134,878 150,358 $ 2,607,038 1,072,805 1,102,450 265,393 166,390 $ 52CR - ADULT CRIMINAL REPRESENTATION CAPP - CAPITAL REPRESENTATION MISS - MISDEMEANOR REPRESENTATION VPPR - PROBATION REPRESENTATION WITR - WITNESS REPRESENTATION ADAP - APPEAL PCR REPRESENTATION NCFR - NON CAPITAL FELONY REP $ 57,597,663 13,519,875 622,315 1,932,420 23,726 4,785,162 36,714,165 $ 53,838,889 12,460,179 643,412 1,618,353 25,545 4,234,776 34,856,624 $ 53,611,631 12,460,179 643,412 1,618,353 25,545 4,234,776 34,629,366 $ 57,446,551 13,389,175 622,544 1,872,298 22,081 4,587,943 36,952,510 $ 51,919,388 12,172,108 421,352 1,800,025 20,686 4,182,249 33,322,968 $ 1,692,243 288,071 222,060 (181,672) 4,859 52,527 1,306,398 3.2% 2.3% 34.5% -11.2% 19.0% 1.2% 3.8% 52JR - JUVENILE REPRESENTATION CDRE - CHILD DEPENDENCY REP JUPR - JUVENILE PROBATION REP JUAP - JUVENILE APPEAL REPRESENTATION JUNR - JUVENILE NOTIFICATION REP PADR - PARENTAL DEPENDENCY REP JDIR - JUV DEL INCORR REPRESENTATION JEMR - JUVENILE EMANCIPATION REP JGAL - JUVENILE GAL REPRESENTATION $ 16,708,635 3,891,414 551,021 377,919 38,250 4,527,244 5,011,859 2,310,928 $ 15,894,048 3,900,443 577,364 386,063 44,311 4,743,347 4,139,329 2,103,191 $ 16,099,106 3,900,443 610,173 386,063 44,311 4,743,347 4,311,578 2,103,191 $ 18,322,687 3,683,108 665,137 348,160 38,722 6,489,877 3,978,386 3,119,297 $ 13,841,659 761,517 630,233 337,303 36,495 4,337,418 3,888,243 946 3,849,504 $ 2,257,447 3,138,926 (20,060) 48,760 7,816 405,929 423,335 (946) (1,746,313) 14.0% 80.5% -3.3% 12.6% 17.6% 8.6% 9.8% 52SS - INDIGENT REP SUPPORT SVCS IRSS - INDIGENT REP SUPPORT SVCS $ 538,577 538,577 $ 239,583 239,583 $ 239,583 239,583 $ 601,158 601,158 $ 207,930 207,930 $ 31,653 31,653 13.2% 13.2% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 4,581,334 132,689 2,750,891 499,381 1,064,738 101,813 31,822 $ 5,146,344 183,288 3,025,179 631,295 1,144,139 129,274 33,169 $ 5,168,544 183,288 3,047,379 631,295 1,144,139 129,274 33,169 $ 5,620,963 193,419 3,694,261 447,770 1,109,554 148,819 27,140 $ 5,489,636 127,466 3,463,878 434,764 1,327,549 107,123 28,856 $ (321,092) 55,822 (416,499) 196,531 (183,410) 22,151 4,313 -6.2% 30.5% -13.7% 31.1% -16.0% 17.1% 13.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 115,260 115,260 $ 111,411 111,411 $ 369,935 258,524 111,411 $ 371,038 258,524 112,514 $ 79,131 79,131 $ 290,804 258,524 32,280 78.6% 100.0% 29.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT $ 1,226,341 643,256 171,479 190,311 221,295 $ 2,031,149 1,413,690 211,916 166,216 239,327 $ 2,031,149 1,413,690 211,916 166,216 239,327 $ 1,167,090 486,512 232,498 213,111 234,969 $ 1,095,315 467,752 216,510 167,382 243,671 $ 935,834 945,938 (4,594) (1,166) (4,344) 46.1% 66.9% -2.2% -0.7% -1.8% TOTAL PROGRAMS $ 83,422,609 $ 79,115,636 $ 79,374,160 $ 86,136,525 $ 74,550,103 $ 644 4,824,057 -83.0% 6.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 823,903 101,439 925,342 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 635,147 1,056,488 1,691,635 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 42,931 63,220 106,151 $ ALL REVENUES $ TOTAL SOURCES $ FY 2008-09 REVISED 1,040,035 134,700 1,174,735 $ 635,147 1,108,853 1,744,000 $ $ $ 7,000 7,000 2,723,128 $ 2,723,128 $ $ $ FY 2007-08 ACTUAL FY 2008-09 FORECAST 1,040,035 134,700 1,174,735 $ 635,147 1,108,853 1,744,000 $ $ $ 7,000 7,000 2,925,735 $ 2,925,735 $ $ $ FY 2008-09 ADOPTED FY 2009-10 ADOPTED 925,978 15,517 941,495 $ 639,028 1,100,296 1,739,324 $ $ $ 14,630 13,120 27,750 2,925,735 $ 2,925,735 $ $ $ FY 2008-09 REVISED ADOPTED VS REVISED VARIANCE % 825,832 128,050 953,882 $ 639,028 953,558 1,592,586 $ $ $ 13,000 13,000 $ 2,708,569 $ 2,559,468 $ (366,267) -12.5% 2,708,569 $ 2,559,468 $ (366,267) -12.5% $ $ FY 2008-09 FORECAST $ $ (214,203) -20.6% (6,650) -4.9% (220,853) -18.8% 3,881 0.6% (155,295) -14.0% (151,414) -8.7% 6,000 6,000 85.7% 85.7% ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 42,765,861 $ 341,653 1,979 12,305,121 815,814 (246,192) 246,189 56,230,425 $ 43,141,152 $ 819,122 50,448 12,639,155 545,520 (458,139) 458,137 57,195,395 $ 43,141,152 $ 819,122 50,448 12,639,155 545,520 (527,864) 527,862 57,195,395 $ 43,138,299 $ 310,418 6,199 12,547,390 523,552 (359,912) 305,879 56,471,825 $ 42,522,742 $ 249,664 8,390 12,546,077 614,252 (372,625) 372,625 55,941,125 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 568,621 32,070 1,825 602,516 $ 619,937 36,182 656,119 $ 604,937 36,182 641,119 $ 493,868 28,516 522,384 $ 505,467 36,144 541,611 $ 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 SUBTOTAL $ 23,937,226 51 506,568 1,184,938 33,699 101,826 333,087 204,420 62,377 51 26,364,243 $ $ $ 15,238,469 614,047 1,259,667 20,783 108,933 327,480 321,087 58,718 17,949,184 $ $ 26,248,384 346,310 1,266,548 16,431 258,524 99,143 272,292 169,722 54,001 28,731,355 $ $ 17,578,050 1,162,412 1,224,230 37,103 258,524 101,800 347,987 239,128 61,490 1 21,010,725 $ $ 17,578,050 1,162,412 1,224,230 37,103 101,800 347,987 224,128 61,490 1 20,737,201 $ $ SUBTOTAL $ - $ $ - $ $ 3,305 3,305 $ $ 3,305 3,305 $ $ - $ $ 3,305 3,305 100.0% 100.0% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 225,425 225,425 $ $ $ 118,183 118,183 $ $ 407,656 407,656 $ $ 2,432 2,945 518,239 523,616 $ $ 2,432 6,250 518,239 526,921 $ 2,432 2,945 400,056 405,433 100.0% 100.0% 77.2% 77.4% TOTAL USES $ 83,422,609 $ 79,115,636 $ 79,374,160 $ 86,136,525 $ 74,550,103 $ 4,824,057 6.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ $ 645 $ $ $ 618,410 569,458 42,058 93,078 (68,732) (155,239) 155,237 1,254,270 99,470 38 99,508 1.4% 69.5% 83.4% 0.7% -12.6% 29.4% 29.4% 2.2% 16.4% 0.1% 15.5% 2,339,581 13.3% 548,365 47.2% (35,437) -2.9% 16,320 44.0% 258,524 100.0% (7,133) -7.0% 20,507 5.9% (81,959) -34.3% 2,772 4.5% 1 100.0% 3,061,541 14.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL SOURCES 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL SOURCES 262 PUBLIC DEFENDER FILL THE GAP OPERATING FUND TOTAL SOURCES 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST $ $ 226,136 226,136 $ $ 189,100 189,100 $ $ 189,100 189,100 $ $ 81,317 $ 81,317 $ $ $ 464,531 464,531 $ $ 659,774 659,774 $ $ 659,774 659,774 $ $ $ $ 379,208 379,208 $ $ 387,261 387,261 $ $ 387,261 387,261 $ $ 1,592,363 1,592,363 $ $ 1,630,600 1,630,600 $ $ $ $ 60,890 60,890 $ $ 59,000 59,000 $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 189,100 189,100 $ $ - 0.0% 0.0% 599,518 $ 599,518 $ 496,645 $ 496,645 $ 163,129 163,129 24.7% 24.7% $ $ 342,187 $ 342,187 $ 342,187 $ 342,187 $ 45,074 45,074 11.6% 11.6% 1,630,600 1,630,600 $ $ 1,626,161 $ 1,626,161 $ 1,472,536 $ 1,472,536 $ 158,064 158,064 9.7% 9.7% 59,000 59,000 $ $ 59,386 $ 59,386 $ - 0.0% 0.0% 59,000 59,000 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ 2,723,128 $ 2,925,735 $ 2,925,735 $ 2,708,569 $ 2,559,468 $ 366,267 12.5% DEPARTMENT TOTAL SOURCES $ 2,723,128 $ 2,925,735 $ 2,925,735 $ 2,708,569 $ 2,559,468 $ 366,267 12.5% FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 209 PUBLIC DEFENDER TRAINING OPERATING NON-RECURRING FUND TOTAL USES 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL USES 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 263 LEGAL DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 81,137,636 81,137,636 $ $ 75,878,995 75,878,995 $ $ 75,878,995 75,878,995 $ $ 83,702,049 $ 83,702,049 $ 71,858,542 $ 71,858,542 $ $ $ $ 633,647 71,472 705,119 $ $ 633,647 633,647 $ $ 446,912 446,912 $ 507,303 $ 71,472 578,775 $ 496,645 $ 163,129 659,774 $ 137,002 (91,657) 45,345 $ $ 380,489 380,489 $ $ 387,251 387,251 $ $ 387,251 387,251 $ $ 326,715 $ 326,715 $ 342,187 $ 342,187 $ 45,064 45,064 11.6% 11.6% $ 1,398,575 1,398,575 $ $ $ 1,630,593 696,889 2,327,482 $ $ 1,630,593 526,150 2,156,743 $ 1,153,958 $ 300,000 1,453,958 $ 1,472,536 $ 158,064 1,630,600 $ 158,057 538,825 696,882 9.7% 77.3% 29.9% $ 58,997 58,997 $ 59,000 59,000 $ 59,000 16,313 75,313 $ 58,715 $ 16,313 75,028 $ 59,000 $ 59,000 $ 16,313 16,313 0.0% 100.0% 21.7% $ $ $ $ $ 4,020,453 4,020,453 5.3% 5.3% 21.6% -128.2% 6.4% DEPARTMENT OPERATING TOTAL USES $ 83,422,609 $ 78,589,486 $ 78,589,486 $ 85,748,740 $ 74,228,910 $ 4,360,576 5.5% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 526,150 $ 784,674 $ 387,785 $ 321,193 $ 463,481 59.1% DEPARTMENT TOTAL USES $ 83,422,609 $ 79,115,636 $ 79,374,160 $ 86,136,525 $ 74,550,103 $ 4,824,057 6.1% 646 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) INDIGENT REPRESENTATION SYSTEM - TOTAL ADMINISTRATIVE SERVICES PROGRAM BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL ADULT CIVIL REPRESENTATION PROGRAM MENTAL HEALTH REPRESENTATION SEXUALLY VIOLENT PERSON REP PROGRAM TOTAL ADULT CRIMINAL REPRESENTATION PROGRAM APPEAL PCR REPRESENTATION CAPITAL REPRESENTATION MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION WITNESS REPRESENTATION PROGRAM TOTAL JUVENILE REPRESENTATION PROGRAM CHILD DEPENDENCY REP JUVENILE PROBATION REP JUVENILE APPEAL REPRESENTATION JUVENILE NOTIFICATION REP PARENTAL DEPENDENCY REP JUV DEL INCORR REPRESENTATION JUVENILE EMANCIPATION REP JUVENILE GAL REPRESENTATION PROGRAM TOTAL INFORMATION TECHNOLOGY PROGRAM BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL SYSTEM TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 1.83 27.58 9.73 10.47 1.98 0.37 51.95 1.83 27.58 9.73 10.47 1.98 0.37 51.95 1.93 32.38 8.18 12.89 2.06 0.52 57.95 1.63 28.98 7.88 12.89 2.06 0.52 53.95 9.65 1.00 10.65 9.65 1.00 10.65 9.65 1.00 10.65 9.65 1.00 10.65 29.98 97.47 5.74 380.78 23.15 0.06 537.18 29.98 97.47 5.74 380.78 23.15 0.06 537.18 30.98 97.76 5.28 378.16 21.99 0.01 534.18 30.98 97.92 3.00 371.04 21.23 0.01 524.18 1.00 0.45 (2.74) (9.74) (1.92) (0.05) (13.00) 3.33% 0.46% (47.74%) (2.56%) (8.29%) (83.33%) (2.42%) 0.16 (2.28) (7.12) (0.76) (10.00) 34.33 7.21 1.17 26.00 36.30 105.00 34.33 7.21 1.17 26.00 36.30 105.00 33.84 6.88 1.16 26.00 34.63 102.50 6.88 1.16 26.00 34.63 33.84 102.50 (34.33) (0.33) (0.01) (1.67) 33.84 (2.50) (100.00%) (4.58%) (0.85%) (33.84) 33.84 - 4.00 2.70 3.00 4.15 13.85 718.63 4.00 2.70 3.00 4.15 13.85 718.63 3.00 2.70 3.00 4.15 12.85 718.13 3.00 2.70 3.00 4.15 12.85 704.13 (1.00) (1.00) (14.50) (25.00%) 647 (0.20) 1.40 (1.85) 2.42 0.08 0.15 2.00 (10.93%) 5.08% (19.01%) 23.11% 4.05% 40.54% 3.85% FORECAST VS ADOPTED VARIANCE % - (0.30) (3.40) (0.30) (4.00) (15.54%) (10.50%) (3.67%) (6.90%) - 0.00% (4.60%) (2.38%) (7.22%) (2.02%) (14.00) 0.16% (43.18%) (1.88%) (3.46%) 0.00% (1.87%) (100.00%) (1.95%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Market Title FULL TIME EQUIVALENT (FTE) INDIGENT REPRESENTATION - SUMMARY Accounting Specialist Legal Support Specialist Human Resources Specialist Justice System Clerk Justice System Clerk Lead Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Legal Defense Financial Supervisor - Dept Investigations Supv - Defense Legal Assistant Supv Legal Support Supervisor Attorney Supervisor Administrative Supervisor Administrative Staff Supv Operations/Program Supervisor Social Worker Supervisor Administrator Admin & Operations Mgr Attorney Manager Administrative Manager IT Senior Manager Investigator Chief - Defense Management Analyst Accountant Finan/Business Analyst - Dept Mitigation Specialist Human Resource Analyst Trainer Social Worker Attorney - Associate Attorney - Senior Associate Attorney - Senior Database Administrator IS Project Manager - Sr/Ld Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Legal Order Server Legal Assistant Help Desk Coordinator PC/LAN Tech Support Investigator - Defense Human Resources Associate Mitigation Specialist-Capital SYSTEM TOTAL FY 2008-09 ADOPTED 3.00 67.50 35.00 2.00 46.00 21.50 8.00 1.00 4.00 2.00 5.00 4.00 9.00 21.14 4.00 3.00 1.00 1.00 1.00 6.00 3.00 1.00 1.00 1.00 1.00 3.00 33.00 1.00 13.50 83.50 73.50 117.49 1.00 1.00 1.00 1.00 1.00 2.00 21.00 21.50 1.00 38.00 2.00 3.00 45.00 3.00 718.63 FY 2008-09 REVISED FY 2008-09 FORECAST 3.00 67.50 35.00 2.00 46.00 21.50 8.00 1.00 4.00 2.00 5.00 4.00 9.00 21.14 4.00 3.00 1.00 1.00 1.00 6.00 3.00 1.00 1.00 1.00 1.00 3.00 33.00 1.00 13.50 83.50 73.50 117.49 1.00 1.00 1.00 1.00 1.00 2.00 21.00 21.50 1.00 38.00 2.00 3.00 45.00 3.00 718.63 648 4.00 67.50 1.00 35.00 2.00 46.00 22.50 8.00 1.00 5.00 4.00 4.00 9.00 21.14 6.00 3.00 1.00 1.00 2.00 1.00 4.00 3.00 1.00 1.00 2.00 1.00 3.00 13.00 2.00 1.00 14.00 78.50 73.50 115.49 1.00 1.00 1.00 1.00 1.00 2.00 23.00 20.50 3.00 39.00 2.00 3.00 43.00 1.00 20.00 718.13 FY 2009-10 ADOPTED 4.00 65.00 1.00 34.50 2.00 43.00 20.50 8.00 1.00 5.00 4.00 4.00 9.00 21.14 6.00 3.00 1.00 1.00 2.00 1.00 4.00 3.00 1.00 1.00 2.00 3.00 13.00 2.00 1.00 14.00 77.50 72.50 113.49 1.00 1.00 1.00 1.00 1.00 2.00 23.00 21.50 3.00 37.00 2.00 3.00 43.00 1.00 20.00 704.13 REVISED VS ADOPTED VARIANCE % 1.00 (2.50) 1.00 (0.50) (3.00) (1.00) 1.00 (2.00) (1.00) 2.00 1.00 1.00 (2.00) 1.00 (1.00) (20.00) 2.00 0.50 (6.00) (1.00) (4.00) 2.00 2.00 (1.00) (2.00) (2.00) 20.00 (14.50) 33.33% -3.70% -1.43% -6.52% -4.65% 25.00% -100.00% -20.00% 50.00% 100.00% -33.33% 100.00% -100.00% -60.61% 3.70% -7.19% -1.36% -3.41% 9.52% 200.00% -2.63% -4.44% -66.67% -2.02% FORECAST VS ADOPTED VARIANCE % (2.50) (0.50) (3.00) (2.00) (1.00) (1.00) (1.00) (2.00) 1.00 (2.00) (14.00) -3.70% -1.43% -6.52% -8.89% -100.00% -1.27% -1.36% -1.73% 4.88% -5.13% -1.95% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Fund FULL TIME EQUIVALENT (FTE) 520 - PUBLIC DEFENDER 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % 441.13 4.00 14.00 459.13 441.13 4.00 14.00 459.13 428.13 4.00 4.00 13.00 449.13 414.13 4.00 4.00 13.00 435.13 540 - LEGAL DEFENDER 100 - GENERAL DEPARTMENT TOTAL 109.00 109.00 109.00 109.00 110.00 110.00 109.00 109.00 - 550 - LEGAL ADVOCATE 100 - GENERAL DEPARTMENT TOTAL 92.00 92.00 92.00 92.00 90.50 90.50 91.50 91.50 (0.50) (0.50) 560 - CONTRACT COUNSEL 100 - GENERAL DEPARTMENT TOTAL 15.00 15.00 15.00 15.00 25.00 25.00 25.00 25.00 10.00 10.00 570 - JUVENILE DEFENDER 100 - GENERAL DEPARTMENT TOTAL 43.50 43.50 43.50 43.50 43.50 43.50 43.50 43.50 - 700.63 4.00 14.00 718.63 700.63 4.00 14.00 718.63 697.13 4.00 4.00 13.00 718.13 683.13 4.00 4.00 13.00 704.13 SUMMARY - INDIGENT REPRESENTATION 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP SYSTEM TOTAL (27.00) 4.00 (1.00) (24.00) (17.50) 4.00 (1.00) (14.50) -6.12% FORECAST VS ADOPTED VARIANCE % (14.00) (14.00) -3.27% (1.00) (1.00) -0.91% -0.91% -0.54% -0.54% 1.00 1.00 1.10% 1.10% 66.67% 66.67% - 0.00% - 0.00% -7.14% -5.23% -2.50% -7.14% -2.02% (14.00) (14.00) -3.12% -2.01% -1.95% General Adjustments Budget Balancing Adjustments: General Fund (100) Cost Reductions • Reduce Public Defense System General Fund operating costs by $3,649,029 in multiple activities by: o Eliminating 1.0 FTE vacant Investigator and adding 2.0 FTE Process Servers in order to consolidate IRS-wide process serving to the Public Defender Office (PD), for annualized savings of $73,540; o Increasing Office of Legal Advocate (OLA) attorney Dependency Activity caseload by 24% and reducing contract-attorney costs in the Office of Public Defense Services (OPDS), for net annualized savings of $750,000; o Providing Legal Defender Office (LD) Dependency Activity representation to Spanishspeaking clients by using Spanish-speaking attorneys and in-house interpreters rather than contracted interpreters, for net annualized savings of $165,000; o Increasing the caseload of PD attorney supervisors, and reducing OPDS contract attorney costs for net annualized savings of $200,000; o Re-assigning PD Early Disposition Court assignments to LD temporary attorneys, and reducing OPDS contract attorney costs for net annualized savings of $115,000; o Reducing two PD Investigators to Client Services Assistants for annualized savings of $53,000; o Centralizing IRS-wide transcription, exhibit preparation and large copying jobs to the PD office for net annualized savings of $13,879; o Reducing contract payments by 6.0% for annualized savings of $1,300,000; and, o Instituting a five-day work furlough for each IRS employee for annualized savings of $978,610. 649 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Vacancies • Eliminate 13.5 FTE vacant regular positions and 7.45 FTE vacant temporary positions for annualized General Fund savings of $816,643. • Account for 5.0 temporary positions and a 0.5 regular position inactivated during FY 2008-09 for annualized General Fund savings of $207,399. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in General Fund operating savings of $267,912. Other Base Adjustments: General Fund (100) • Reduce General Fund operating costs by $646,002 in multiple activities by: o Right-sizing risk management charges ($34,484); o Right-sizing printer management program services ($30,216); o Implementing a 3.0% salary and benefit savings rate ($581,302); and, o Re-allocating $2,457,056 from the four staffed IRS offices to OPDS (net IRS change of $0) following the creation of the new Juvenile Defender Office (JD) on July 1, 2008, the implementation of new MfR Activities on July 1, 2009, and the consolidation of administrative services in to OPDS. Training Fund (209 – Shared by three of the five IRS Departments) • (Operating): An anticipated reduction in Training Fund revenue of $163,129 will result in total FY 2009-10 revenue (and structurally-balanced expenditures) of $496,645. Following a structural re-balance of $26,127, reduced expenditures include $108,243 in education and travel-related training, and $28,758 in other services, supplies and personal services. • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $163,129 from the fund balance for Continuing Legal Education Training. Public Defender Grants Fund (233) • (Operating): The Public Defender reports a net decline in grant revenue of $45,074 for FY 2009-10 from the Drug Enforcement Grant. Expenditure adjustments include a reduction of $52,474 in Personal Services and an increase of $7,400 in travel. Public Defender Fill the Gap Fund (262) • (Operating): Reduced Fill the Gap revenue of $158,064 will result in associated reductions in contracted expenditures on the Indigent Representation Information System (IRIS). • (Non-Recurring): The FY 2009-10 non-recurring budget includes a one-time expenditure of $158,064 from the fund balance for the IRIS project. The FY 2008-09 non-recurring budget authorized $526,150 in expenditures from fund balance. 650 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Strategic Business Plan Update The Public Defense System went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. All of the Department’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The Adult Criminal Representation Program brings together the adult felony, adult misdemeanor and adult appeal activities. The resulting six activities are consolidated from the previous ten activities, without a change in substance. The Juvenile Representation Program brings together the juvenile-associated activities from the former Appellate, Dependency, Juvenile Civil, and Juvenile Delinquency & Incorrigibility Programs. The resulting eight activities are consolidated from the previous fourteen activities, without a change in substance. The Adult Civil Representation Program consolidates five civil activities (from three former programs) into four activities. The Support Services Program brings together the eight “Private Counsel Expense” Activities (one from each of the former Programs) into one activity. The program focus has changed to providing the funding of services to support indigent persons who represent themselves or who are represented by private counsel. 651 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Programs and Activities Adult Criminal Representation Program The purpose of the Adult Criminal Representation Program is to provide effective legal representation to assigned indigent adults charged with, or appealing convictions of, felony and misdemeanor offenses so they can be assured that their rights are protected as required by Federal and State law. Program Results Measure Description % of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts FY 2008 Actual New Measure FY 2009 Revised New Measure % of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) % of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts % of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) New Measure New Measure 28.5% New Measure New Measure 94.4% New Measure New Measure 73.4% New Measure New Measure New Measure New Measure 70.8% 16.7% New Measure New Measure 71.3% New Measure New Measure New Measure New Measure 100.0% 91.2% New Measure New Measure 33.1% % of Capital Cases with Disposition Less than Capital % of Capital Cases Resolved Within 540 Days of Arraignment/Assignment (whichever is later) % of Probation Representation Cases With Disposition Other Than Revocation % of Witness Representation Cases Closed % of Misdemeanors with Disposition to Lesser Charges or Fewer Counts % of Appeal and PCR Trial Cases in Which the Outcome is Other Than Affirmed Activities that comprise this program include: • Capital Representation • Non-Capital Felony Representation • Witness Representation • Misdemeanor Representation • • FY 2010 Variance Adopted Revised - Adopted 60.8% % Variance Revised - Adopted Probation Representation Appeal and Post-Conviction Relief Representation Capital Representation Activity The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with capital offenses so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. A.R.S. §13-4234 establishes that all indigent capital defendants are entitled to court-appointed counsel. 652 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description % of Capital Cases Resolved Within 540 Days of Arraignment/Assignment (whichever is later) % of Capital Cases with Disposition Less than Capital Number of Capital cases resolved to conclusion. Average Capital Cases Open/Active Monthly Net Capital Cases Assigned Cost per Open/Active Capital Case 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Public Defense System FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 70.8% #VALUE! #VALUE! New Measure New Measure 24 #VALUE! #VALUE! New Measure New Measure 120 #VALUE! #VALUE! New Measure New Measure New Measure New Measure 33 $507,171.17 #VALUE! #VALUE! #VALUE! #VALUE! $ $ 13,519,875 $ 13,519,875 $ 12,460,179 $ 12,460,179 $ FY 2010 Variance Adopted Revised - Adopted 16.7% #VALUE! 12,172,108 $ 12,172,108 $ % Variance Revised - Adopted #VALUE! 288,071 288,071 2.3% 2.3% Non-Capital Felony Representation Activity The purpose of the Non-Capital Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with non-capital felonies so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Result Result Result Output Output Output Demand Efficiency Measure Description % of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts % of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment / Assignment (whichever is later) % of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment / Assignment (whichever is later) % of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Non-Capital Felony Cases Resolved to Conclusion Number of Non-Capital Complex Felony Cases Resolved Number of Non-Complex Felony Cases Resolved Net Non-Capital Felony Cases Assigned Cost per Non-Capital Felony Case Resolved to Conclusion FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 28.5% #VALUE! #VALUE! New Measure New Measure 73.4% #VALUE! #VALUE! New Measure New Measure 60.8% #VALUE! #VALUE! 32,186 33,783 FY 2010 Variance Adopted Revised - Adopted 94.4% #VALUE! 29,552 -4,231 % Variance Revised - Adopted #VALUE! -12.5% New Measure New Measure 193 #VALUE! #VALUE! New Measure New Measure 26,741 #VALUE! #VALUE! New Measure $1,140.69 New Measure $1,025.05 #VALUE! ($102.55) #VALUE! 30,970 $1,127.60 10.0% Revenue 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 100 - GENERAL 209 - PUBLIC DEFENDER TRAINING 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ $ 151,437 $ 379,635 1,012,126 60,890 1,604,088 $ 184,100 $ 12,500 387,261 1,180,643 59,000 1,823,504 $ 122,100 $ 892,508 59,000 1,073,608 $ (62,000) (12,500) (387,261) (288,135) (749,896) -33.7% -100.0% -100.0% -24.4% 0.0% -41.1% 35,491,467 $ 379,625 784,076 58,997 36,714,165 $ 33,254,732 $ 12,500 387,251 915,883 59,000 34,629,366 $ 31,708,156 $ 341,569 1,214,243 59,000 33,322,968 $ 1,546,576 12,500 45,682 (298,360) 1,306,398 4.7% 100.0% 11.8% -32.6% 0.0% 3.8% Expenditure $ 653 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Witness Representation Activity The purpose of the Witness Representation Activity is to provide effective legal representation to assigned indigent adult witnesses who may testify in criminal matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Witness Representation Cases Closed Witness Representation Cases Closed Net Witness Representation Cases Assigned Cost per Witness Representation Case Closed FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! % Variance Revised - Adopted #VALUE! 67 58 82 24 41.4% 91 87 83 -4 -4.6% $354.12 $440.43 $252.27 $188.16 -42.7% 23,726 $ 23,726 $ 25,545 $ 25,545 $ 20,686 $ 20,686 $ 4,859 4,859 19.0% 19.0% Expenditure 100 - GENERAL TOTAL USES $ $ Misdemeanor Representation Activity The purpose of the Misdemeanor Representation Activity is to provide effective legal representation to assigned indigent adults charged with misdemeanors so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Number of Misdemeanor Representation cases resolved to conclusion. Net Misdemeanor Cases Assigned Cost per Misdemeanor Case Resolved to Conclusion FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 91.2% #VALUE! % Variance Revised - Adopted #VALUE! 3,227 2,806 3,061 255 9.1% 3,541 $192.85 2,926 $229.30 3,488 $137.65 562 $91.65 19.2% -40.0% Expenditure 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 518,934 $ 103,381 622,315 $ 528,134 $ 115,278 643,412 $ 324,032 $ 97,320 421,352 $ 204,102 17,958 222,060 38.6% 15.6% 34.5% Probation Representation Activity The purpose of the Probation Representation Activity is to provide effective legal representation to assigned indigent adults with pending probation matters, who do not have other accompanying criminal matters, so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. 654 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description % of Probation Representation Cases With Disposition Other Than Revocation Number of Probation Representation Cases Resolved to Conclusion Net Probation Representation Cases Assigned Cost per Probation Representation Case Resolved to Conclusion Department Strategic Plans and Budgets Public Defense System FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 71.3% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 9,727 #VALUE! #VALUE! New Measure New Measure 11,300 #VALUE! #VALUE! New Measure New Measure $185.05 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ 1,932,420 $ 1,932,420 $ 1,618,353 $ 1,618,353 $ 1,800,025 $ 1,800,025 $ (181,672) (181,672) -11.2% -11.2% Appeal and Post-Conviction Relief Representation Activity The purpose of the Appeal and Post-Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults for appeal or post-conviction relief matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Output Measure Description % of Appeal and PCR/Trial Cases in Which the Outcome is Other Than Affirmed Number of Appeal Issue Briefs and PCR Trial Issue Petitions Submitted Number of Appeal and PCR Cases in Which Representation is Terminated Demand Net Appeal and PCR Cases Assigned Efficiency Cost per Appeal/PCR Case in Which Representation is Terminated FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure FY 2010 Variance Adopted Revised - Adopted 33.1% #VALUE! 359 #VALUE! % Variance Revised - Adopted #VALUE! #VALUE! 1,430 1,447 1,034 -413 -28.5% 1,532 1,618 1,408 -210 -13.0% $3,346.27 $2,926.59 $4,044.73 ($1,118.14) 38.2% (5,000) (5,000) -100.0% -100.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 26,250 $ 26,250 $ 5,000 $ 5,000 $ - $ - $ 100 - GENERAL TOTAL USES $ $ 4,785,162 $ 4,785,162 $ 4,234,776 $ 4,234,776 $ 4,182,249 $ 4,182,249 $ Expenditure 655 52,527 52,527 1.2% 1.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Representation Program The purpose of the Juvenile Representation Program is to provide effective legal representation to assigned indigent persons in juvenile court so they can be assured that their rights are protected as required by law. Program Results Measure Description % of Juvenile Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal FY 2008 Actual New Measure FY 2009 Revised New Measure % of Juvenile Delinquency/Incorrigibility Appeal Cases in Which the Outcome is Other Than Affirmed % of Dependency Child/Cases in Which the Court Finds in Conformity with Client Position on the Dependency Matter % of Parent/Child/Case Dependency Petitions not Granted % of Juvenile Notification Cases in Which the Court Grants the Petition % of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts % of Juvenile Probation Cases With Disposition Other Than Revocation % of Juvenile GAL Child/Cases in Which the Court Finds in Conformity with Position Advocated % of Juvenile Emancipation Cases in Which Emancipation is Granted New Measure New Measure 2.8% New Measure New Measure 25.0% New Measure New Measure 10.0% New Measure New Measure 90.6% New Measure New Measure 76.6% New Measure New Measure 85.1% New Measure New Measure 98.0% New Measure New Measure 50.0% Activities that comprise this program include: • Juvenile Appeal Representation • Child Dependency Representation • Parental Dependency Representation • Juvenile Guardian ad Litem Representation • • • • FY 2010 Variance Adopted Revised - Adopted 2.2% % Variance Revised - Adopted Juvenile Notification Representation Juvenile Delinquency & Incorrigibility Representation Juvenile Probation Representation Juvenile Emancipation Representation Juvenile Appeal Representation Activity The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent persons appealing their Juvenile Court matters so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. 656 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description % of Juvenile Delinquency / Incorrigibility Appeal Cases in Which the Outcome is Other Than Affirmed % of Juvenile Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal Number of Juvenile Appeal Cases in Which Representation is Terminated Number of Juvenile Delinquency / Incorrigibility Appeal Cases in Which Representation is Terminated Number of Juvenile Dependency Appeal Cases in Which Representation is Terminated Net Juvenile Appeal Cases Assigned Cost per Juvenile Appeal Cases in Which Representation is Terminated Department Strategic Plans and Budgets Public Defense System FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 220 219 FY 2010 Variance Adopted Revised - Adopted 2.8% #VALUE! 2.2% #VALUE! 306 % Variance Revised - Adopted #VALUE! #VALUE! 87 39.7% New Measure New Measure 72 #VALUE! #VALUE! New Measure New Measure 223 #VALUE! #VALUE! 162 $1,717.81 186 $1,762.84 335 $1,102.30 149 $660.54 80.1% -37.5% 48,760 48,760 12.6% 12.6% Expenditure 100 - GENERAL TOTAL USES $ $ 377,919 $ 377,919 $ 386,063 $ 386,063 $ 337,303 $ 337,303 $ 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 and severance matters so they can be assured the advocacy required by law. Mandates: A.R.S. §8-841 establishes that the court must appoint counsel to indigent parties in child dependency cases. Measure Type Result Output Demand Efficiency Measure Description % of Dependency Child/Cases in Which the Court Finds in Conformity with Client Position on the Dependency Matter Number of Dependency Child/Cases Resolved Net Child/Case Dependency Assignments Cost per Dependency Child/Case Resolved FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 25.0% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 1,936 #VALUE! #VALUE! New Measure New Measure 1,118 #VALUE! #VALUE! New Measure New Measure $393.35 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ 3,891,414 $ 3,891,414 $ 3,900,443 $ 3,900,443 $ 761,517 $ 761,517 $ 3,138,926 3,138,926 80.5% 80.5% 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 and severance matters involving their parental rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-843 establishes that the court must appoint counsel to indigent parents in child dependency cases. 657 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description % of Parent/Child/Case Dependency Petitions not Granted Number of Dependency Parent/Child/Cases Resolved Net Parent/Child/Case Dependency Assignments Cost per Dependency Parent/Child/Case Resolved Department Strategic Plans and Budgets Public Defense System FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 10.0% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 5,166 #VALUE! #VALUE! New Measure New Measure 13,719 #VALUE! #VALUE! New Measure New Measure $839.61 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ 4,527,244 $ 4,527,244 $ 4,743,347 $ 4,743,347 $ 4,337,418 $ 4,337,418 $ 405,929 405,929 8.6% 8.6% Juvenile Guardian ad Litem Representation Activity The purpose of the Juvenile Guardian ad Litem Representation Activity is to provide effective advocacy, when appointed by the Court, for indigent persons in Juvenile Court so they can be assured that their best interests are presented. Mandates: A.R.S. §8-221 requires that a guardian ad litem be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. Measure Type Result Output Demand Efficiency Measure Description % of Juvenile GAL Child/Cases in Which the Court Finds in Conformity with Position Advocated Number of Juvenile GAL Child/Cases Resolved Net Juvenile GAL Child/Case Assignments Cost per Juvenile GAL Child/Case Resolved FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 98.0% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 2,151 #VALUE! #VALUE! New Measure New Measure 7,454 #VALUE! #VALUE! New Measure New Measure $1,789.63 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ 2,310,928 $ 2,310,928 $ 2,103,191 $ 2,103,191 $ 3,849,504 $ 3,849,504 $ (1,746,313) (1,746,313) -83.0% -83.0% 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 be assured that their legal rights are protected as required by law. Mandates: A.R.S. §36-2152 establishes that a pregnant unemancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Juvenile Notification Cases in Which the Court Grants the Petition Number of Juvenile Notification Cases Resolved to Conclusion Net Juvenile Notification Cases Assigned Cost per Juvenile Notification Case Resolved to Conclusion FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 90.6% #VALUE! % Variance Revised - Adopted #VALUE! 31 25 53 28 112.0% 51 71 45 -26 -36.6% $1,233.87 $1,772.44 $688.58 $1,083.86 -61.2% Expenditure 100 - GENERAL TOTAL USES $ $ 38,250 $ 38,250 $ 44,311 $ 44,311 $ 658 36,495 $ 36,495 $ 7,816 7,816 17.6% 17.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Delinquency and Incorrigibility Representation Activity The purpose of the Juvenile Delinquency and Incorrigibility Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and Incorrigibility Cases Resolved to Conclusion Net Juvenile Delinquency and Incorrigibility Cases Assigned Cost per Juvenile Delinquency and Incorrigibility Case Resolved to Conclusion FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 76.6% #VALUE! % Variance Revised - Adopted #VALUE! 10,696 8,788 9,657 869 9.9% 10,760 9,424 8,451 -973 -10.3% $468.57 $490.62 $402.63 $87.99 -17.9% 5,011,859 $ 5,011,859 $ 4,311,578 $ 4,311,578 $ 3,888,243 $ 3,888,243 $ Expenditure 100 - GENERAL TOTAL USES $ $ 423,335 423,335 9.8% 9.8% Juvenile Probation Representation Activity The purpose of the Juvenile Probation Representation Activity is to provide effective legal representation to assigned indigent juveniles with pending probation matters, who do not have other accompanying delinquency or incorrigibility matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Juvenile Probation Cases With Disposition Other Than Revocation Number of Juvenile Probation Cases Resolved to Conclusion Net Juvenile Probation Cases Assigned Cost per Juvenile Probation Cases Resolved to Conclusion FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 85.1% #VALUE! % Variance Revised - Adopted #VALUE! 1,891 1,819 1,714 -105 -5.8% 1,959 2,068 1,657 -411 -19.9% $291.39 $335.44 $367.70 ($32.26) 9.6% (20,060) (20,060) -3.3% -3.3% Expenditure 100 - GENERAL TOTAL USES $ $ 551,021 $ 551,021 $ 610,173 $ 610,173 $ 630,233 $ 630,233 $ Juvenile Emancipation Representation Activity The purpose of the Juvenile Emancipation Representation Activity is to provide legal representation, when appointed by the court, to juveniles pursing legal emancipation so they can so they can obtain emancipation. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. 659 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description % of Juvenile Emancipation Cases in Which Emancipation is Granted Number of Juvenile Emancipation Cases Resolved Net Juvenile Emancipation Cases Assigned Cost per Juvenile Emancipation Case Resolved Department Strategic Plans and Budgets Public Defense System FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 50.0% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 2 #VALUE! #VALUE! New Measure New Measure 2 #VALUE! #VALUE! New Measure New Measure $473.00 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ - $ - $ - $ - $ 660 946 $ 946 $ (946) (946) 0.0% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Adult Civil Representation Program The purpose of the Adult Civil Representation Program is to provide effective legal representation to assigned indigent persons in the adult division of the Superior Court for certain civil matters so they can be assured that their rights are protected as required by law. Program Results Measure Description % of Adult Guardian ad Litem Cases in Which Court Rules in Conformity with Position Advocated % of Probate Cases in Which a Determination is made as to Guardianship % of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days % of Sexually Violent Person Cases With Disposition Less than Total Confinement FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 100.0% New Measure New Measure 96.9% New Measure New Measure 11.8% Activities that comprise this program include: • Adult Guardian ad Litem Representation • Probate Representation • • FY 2010 Variance Adopted Revised - Adopted 80.0% % Variance Revised - Adopted Mental Health Representation Sexually Violent Person Representation Adult Guardian ad Litem Representation Activity The purpose of the Adult Guardian ad Litem Representation Activity is to provide effective legal advocacy to assigned indigent persons in adult court so they can be assured that their best interests are presented. Mandates: 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). Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Adult Guardian ad Litem Cases in Which Court Rules in Conformity with Position Advocated 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 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 80.0% #VALUE! % Variance Revised - Adopted #VALUE! 1,188 961 1,755 794 82.6% 2,276 2,312 2,207 -105 -4.5% $1,016.27 $472.94 $258.97 $213.97 -45.2% Expenditure 100 - GENERAL TOTAL USES $ $ 1,207,328 $ 1,207,328 $ 454,498 $ 454,498 $ 454,498 $ 454,498 $ - 0.0% 0.0% 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. 661 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Probate Cases in Which a Determination is made as to Guardianship Number of Probate Cases in Which a Determination is Made as to Guardianship Net Probate Cases Assigned Cost per Probate Cases in Which a Determination is Made as to Guardianship Department Strategic Plans and Budgets Public Defense System FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 100.0% #VALUE! % Variance Revised - Adopted #VALUE! 378 415 315 -100 -24.1% 834 $466.54 875 $325.01 927 $601.14 52 ($276.13) 5.9% 85.0% (54,481) (54,481) -40.4% -40.4% Expenditure 100 - GENERAL TOTAL USES $ $ 176,351 $ 176,351 $ 134,878 $ 134,878 $ 189,359 $ 189,359 $ Mental Health Representation Activity The purpose of Mental Health Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in civil mental health matters so that their rights are protected. Mandates: A.R.S. §31-502 establishes that any indigent defendant in a mental competency hearing is entitled to court-appointed representation. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days Number of Mental Health Cases in Which a Determination is Made as to Commitment Net Mental Health Cases Assigned Cost per Mental Health Case in Which a Determination is Made as to Commitment FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 96.9% #VALUE! % Variance Revised - Adopted #VALUE! 2,719 2,483 3,245 762 30.7% 2,811 $408.84 2,533 $448.84 3,320 $344.19 787 $104.65 31.1% -23.3% 1,111,623 $ 1,111,623 $ 1,114,478 $ 1,114,478 $ 1,116,908 $ 1,116,908 $ (2,430) (2,430) -0.2% -0.2% Expenditure 100 - GENERAL TOTAL USES $ $ Sexually Violent Person Representation Activity The purpose of the Sexually Violent Person Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in sexually violent person matters so they can be assured that their rights are protected as required by law. Mandates: A.R.S. §36-3704 establishes that any indigent defendant in a sexually violent criminal case is entitled to court-appointed representation. 662 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure % of Sexually Violent Person Cases With Disposition Less Than Total Confinement Number of Sexually Violent Person Cases in Which a Determination is Made as to Commitment Net Sexually Violent Person Cases Assigned Cost per Sexually Violent Person Case in Which a Determination is Made as to Commitment Department Strategic Plans and Budgets Public Defense System FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 11.8% #VALUE! % Variance Revised - Adopted #VALUE! 26 19 17 -2 -10.5% 25 24 22 -2 -8.3% $6,134.50 $7,913.58 $9,192.88 ($1,279.30) 16.2% (5,921) (5,921) -3.9% -3.9% Expenditure 100 - GENERAL TOTAL USES $ $ 159,497 $ 159,497 $ 150,358 $ 150,358 $ 156,279 $ 156,279 $ Support Services Program The purpose of the Support Services Program is to provide funds for legally required Support Services for indigent persons who represent themselves or who are represented by private counsel so they can be assured that their rights are protected as required by law. Program Results Measure Description % of Payments Processed Within 30 Days of Receipt FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 66.7% % Variance Revised - Adopted Activities that comprise this program include: • Support Services Support Services Activity The purpose of the Support Services Activity is to provide funds for legally required Support Services for indigent persons who represent themselves or who are represented by private counsel so they can be assured that their rights are protected as required by law. Mandates: Mandates for the Support Services Activity are an amalgamation of mandates from all of the other Indigent Representation System activities set out above. Measure Type Result Output Demand Efficiency Measure Description % of Payments Processed Within 30 Days of Receipt Number of Payments Processed for Privately Represented and Pro Per Cases Number of Payments Requested on Privately Represented and Pro Per Cases Cost per Payment for Privately Represented and Pro Per Cases FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 66.7% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 3 #VALUE! #VALUE! New Measure New Measure 86 #VALUE! #VALUE! New Measure New Measure $69,310.00 #VALUE! #VALUE! Expenditure 100 - GENERAL TOTAL USES $ $ 538,577 $ 538,577 $ 239,583 $ 239,583 $ 663 207,930 $ 207,930 $ 31,653 31,653 13.2% 13.2% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Appropriated Budget Reconciliations Indigent Representation Services - Summary - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 75,878,995 $ 189,100 FY 2008-09 REVISED BUDGET $ 75,878,995 $ 189,100 FY 2008-09 REVISED RESTATED BUDGET $ 75,878,995 $ 189,100 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 1,616,126 $ - (49,594) $ (49,594) $ - REALLOCATIONS Reallocate Public Defender (520) Legal Secretary to Public Fiduciary $ Subtotal $ FY 2009-10 BUDGET TARGET $ BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Eliminate 1 Vacant Investigator / Add 2 Process Servers & Consolidate IRS Process Serving within Public Defender Office Increase Legal Advocate Dependency Attorney Caseload by 24% & Reduce Contract Attorney Costs in OPDS Provide Legal Defender Dependency Rep to Spanish-Speaking Clients by Using Spanish-Speaking Attys & In-House Interpreters Rather than Contracted Increase Public Defender Atty Supv Caseload & Reduce Contract Atty Costs Re-Assign Public Defender Early Disposition Ct Assignments to Legal Defender Temp Attorneys, Reducing Contract Attorney Costs Reduce 2 Public Defender Investigators to Client Services Assts Centralize Transcription, Exhibit Prep & Large Copying Jobs throughout IRS Reduce Contract Payments by 6.0% Furlough Savings - Five Days ($195,722 per day) Subtotal Vacancies Eliminate 13.5 FTE Regular & 7.45 FTE Temp Vacant IRS Positions Account for 5.0 Temp & a 0.5 Regular Position Inactivated during the Year Subtotal Debt Reduction TFP Debt Service Payoff Savings Subtotal $ 77,445,527 $ 189,100 (73,540) $ - (750,000) - (165,000) (200,000) - (115,000) (53,000) (13,879) (1,300,000) (978,610) (3,649,029) $ - $ (816,643) $ (207,399) (1,024,042) $ - $ $ (267,912) $ (267,912) $ - OTHER BASE ADJUSTMENTS Risk Management Charge Savings $ Printer Management Program Savings General Fund Expenditure Redistribution within Indigent Rep. System (Net $0) Rightsize Personal Services Savings to 3.0% Subtotal $ (34,484) $ (30,216) (581,302) (646,002) $ - $ $ FY 2009-10 ADOPTED OPERATING BUDGET $ 71,858,542 $ 189,100 FY 2009-10 TOTAL ADOPTED BUDGET $ 71,858,542 $ 189,100 664 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: IRS Interdepartmental Reallocation (County Manager Memo) $ Subtotal $ 36,768,742 $ 67,000 (627,356) $ (627,356) $ - FY 2008-09 REVISED RESTATED BUDGET $ 36,141,386 $ 67,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 462,220 $ - (49,594) $ (49,594) $ - REALLOCATIONS Reallocate Public Defender (520) Legal Secretary to Public Fiduciary FY 2009-10 BUDGET TARGET $ Subtotal $ $ BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Furlough Savings - Five Days ($195,722 per day) Vacancies Eliminate 12.0 FTE Regular & 0.45 FTE Temp Vacant IRS Positions Debt Reduction TFP Debt Service Payoff Savings OTHER BASE ADJUSTMENTS Risk Management Charge Savings Printer Management Program Savings General Fund Expenditure Redistribution within IRS (Net $0) $ 67,000 $ Subtotal $ (575,437) $ (575,437) $ - $ Subtotal $ (719,471) $ (719,471) $ - $ Subtotal $ (180,694) $ (180,694) $ - $ (14,901) $ (30,216) (281,325) (326,442) $ - Subtotal $ 36,554,012 FY 2009-10 RECOMMENDED OPERATING BUDGET $ 34,751,968 $ 67,000 FY 2009-10 TENTATIVE OPERATING BUDGET $ 34,751,968 $ 67,000 (38,720) $ (38,720) $ - TENTATIVE TO FINAL ADJUSTMENTS Reallocate Records Processor to Legal Advocate (550) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 34,713,248 $ 67,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 34,713,248 $ 67,000 665 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 10,511,194 $ 2,100 FY 2008-09 REVISED RESTATED BUDGET $ 10,511,194 $ 2,100 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 67,972 $ - FY 2009-10 BUDGET TARGET $ 10,579,166 $ 2,100 $ Subtotal $ (165,320) $ (165,320) $ - $ Subtotal $ (47,632) $ (47,632) $ - $ Subtotal $ (27,238) $ (27,238) $ - $ (3,817) $ (479,258) (483,075) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Furlough Savings - Five Days ($195,722 per day) Vacancies Eliminate 1.5 FTE Regular Vacant IRS Positions Debt Reduction TFP Debt Service Payoff Savings OTHER BASE ADJUSTMENTS Risk Management Charge Savings General Fund Expenditure Redistribution within IRS (Net $0) Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 9,855,901 $ 2,100 FY 2009-10 TOTAL ADOPTED BUDGET $ 9,855,901 $ 2,100 666 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 9,529,764 $ 20,000 FY 2008-09 REVISED RESTATED BUDGET $ 9,529,764 $ 20,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 165,682 $ - FY 2009-10 BUDGET TARGET $ 9,695,446 $ 20,000 $ Subtotal $ (139,745) $ (139,745) $ - $ Subtotal $ (24,815) $ (24,815) $ - $ Subtotal $ (35,774) $ (35,774) $ - $ (7,911) $ (755,306) (763,217) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Furlough Savings - Five Days ($195,722 per day) Vacancies Eliminate 5.0 FTE Temp Vacant IRS Positions Debt Reduction TFP Debt Service Payoff Savings OTHER BASE ADJUSTMENTS Risk Management Charge Savings General Fund Expenditure Redistribution within IRS (Net $0) Subtotal $ FY 2009-10 RECOMMENDED OPERATING BUDGET $ 8,731,895 $ 20,000 FY 2009-10 TENTATIVE OPERATING BUDGET $ 8,731,895 $ 20,000 $ Subtotal $ 38,720 38,720 $ $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 8,770,615 $ 20,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 8,770,615 $ 20,000 TENTATIVE TO FINAL ADJUSTMENTS Reallocate Records Processor from Public Defender (520) 667 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Services (560) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 15,414,886 $ 100,000 FY 2008-09 REVISED RESTATED BUDGET $ 15,414,886 $ 100,000 FY 2009-10 BUDGET TARGET $ 15,414,886 $ 100,000 (73,540) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Eliminate 1 Vacant Investigator / Add 2 Process Servers & Consolidate IRS Process Serving within Public Defender Office Increase Legal Advocate Dependency Attorney Caseload by 24% & Reduce Contract Attorney Costs in OPDS Provide Legal Defender Dependency Rep to Spanish-Speaking Clients by Using Spanish-Speaking Attys & In-House Interpreters Rather than Contracted Increase Public Defender Atty Supv Caseload & Reduce Contract Atty Costs Re-Assign Public Defender Early Disposition Ct Assignments to Legal Defender Temp Attys, Reducing Contract Attorney Costs Reduce 2 Public Defender Investigators to Client Services Assts Centralize Transcription, Exhibit Prep & Large Copying Jobs throughout IRS Reduce Contract Payments by 6.0% Furlough Savings - Five Days ($195,722 per day) Subtotal Vacancies Eliminate 2.0 FTE Temp Vacant IRS Positions Account for 5.0 Temp & a 0.5 Regular Position Inactivated during the Year Subtotal Debt Reduction TFP Debt Service Payoff Savings Subtotal OTHER BASE ADJUSTMENTS Risk Management Charge Savings General Fund Expenditure Redistribution within IRS (Net $0) Rightsize Personal Services Savings to 3.0% $ (750,000) - (165,000) (200,000) - (115,000) (53,000) (13,879) (1,300,000) (29,706) (2,700,125) $ - $ (24,725) $ (207,399) (232,124) $ - $ $ (4,451) $ (4,451) $ - $ (11) $ 2,457,056 (581,302) 1,875,743 $ - $ $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 14,353,929 $ 100,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 14,353,929 $ 100,000 668 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Defender (570) - General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,654,409 $ - $ Subtotal $ 627,356 627,356 $ $ - FY 2008-09 REVISED RESTATED BUDGET $ 4,281,765 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 920,252 $ - FY 2009-10 BUDGET TARGET $ 5,202,017 $ - $ Subtotal $ (68,402) $ (68,402) $ - $ Subtotal $ (19,755) $ (19,755) $ - $ (7,844) $ (941,167) (949,011) $ - MID-YEAR ADJUSTMENTS: IRS Interdepartmental Reallocation (County Manager Memo) BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Furlough Savings - Five Days ($195,722 per day) Debt Reduction TFP Debt Service Payoff Savings OTHER BASE ADJUSTMENTS Risk Management Charge Savings General Fund Expenditure Redistribution within IRS (Net $0) Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 4,164,849 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 4,164,849 $ - 669 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) - Training Fund (209) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 545,353 $ 571,480 FY 2008-09 REVISED RESTATED BUDGET $ 545,353 $ 571,480 $ Subtotal $ 26,127 26,127 $ $ - $ 571,480 $ 571,480 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Reduce Training Fund Grant Revenue & Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET $ Subtotal $ (134,339) $ (134,339) $ (134,339) (134,339) $ 437,141 EXPENDITURES $ 437,141 REVENUE $ Subtotal $ 134,339 134,339 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 134,339 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 571,480 $ 437,141 NON-RECURRING NON-PROJECT (0001) CLE Training Legal Defender (540) - Training Fund (209) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 75,794 $ 75,794 FY 2008-09 REVISED RESTATED BUDGET $ 75,794 $ 75,794 FY 2009-10 BUDGET TARGET $ 75,794 $ 75,794 OTHER BASE ADJUSTMENTS Reduce Training Fund Grant Revenue & Associated Expenditures FY 2009-10 ADOPTED OPERATING BUDGET $ Subtotal $ (23,639) $ (23,639) $ (23,639) (23,639) $ 52,155 EXPENDITURES $ 52,155 REVENUE $ Subtotal $ 23,639 23,639 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 23,639 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 75,794 $ 52,155 NON-RECURRING NON-PROJECT (0001) CLE Training 670 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) - Training Fund (209) FY 2009-10 BUDGET RECOMMENDATION 550 - LEGAL ADVOCATE 209 PUBLIC DEFENDER TRAINING EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 12,500 $ 12,500 FY 2008-09 REVISED RESTATED BUDGET $ 12,500 $ 12,500 FY 2009-10 BUDGET TARGET $ 12,500 $ 12,500 OTHER BASE ADJUSTMENTS Reduce Training Fund Grant Revenue & Associated Expenditures $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET (5,151) $ (5,151) $ (5,151) (5,151) $ 7,349 EXPENDITURES $ 7,349 REVENUE $ Subtotal $ 5,151 5,151 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 5,151 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 12,500 $ 7,349 NON-RECURRING NON-PROJECT (0001) CLE Training Indigent Representation Training Fund (209) – Fund Balance Summary Beginning Unreserved Fund Balance Sources: Public Defender (520) Legal Defender (540) Legal Advocate (550) Operating Total Sources: Uses: Public Defender (520) Legal Defender (540) Legal Advocate (550) Operating FY 2007-08 ACTUAL $ 158,503 FY 2008-09 ADOPTED $ 172,698 FY 2008-09 REVISED $ 172,698 FY 2008-09 FORECAST $ 176,123 FY 2009-10 ADOPTED $ 196,866 $ 403,626 51,581 9,324 464,531 464,531 $ 571,480 75,794 12,500 659,774 659,774 $ 571,480 75,794 12,500 659,774 659,774 $ 522,373 64,645 12,500 599,518 599,518 $ 392,423 47,461 7,028 446,912 $ 545,353 75,794 12,500 633,647 $ 545,353 75,794 12,500 633,647 $ 449,265 45,538 12,500 507,303 $ $ $ $ $ 71,472 71,472 578,775 $ $ $ 71,472 71,472 705,119 $ $ $ 633,647 $ $ 134,339 23,639 5,151 163,129 659,774 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 437,141 52,155 7,349 496,645 496,645 437,141 52,155 7,349 496,645 Public Defender (520) Legal Defender (540) Legal Advocate (550) Non-Recurring Total Uses: $ $ $ 446,912 Operating Balance $ 17,619 $ 26,127 $ 26,127 $ 92,215 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved Fund Balance $ 176,123 $ 198,825 $ 127,353 $ 196,866 $ 33,737 671 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) - Grants Fund (233) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 387,251 $ 387,261 FY 2008-09 REVISED RESTATED BUDGET $ 387,251 $ 387,261 $ Subtotal $ 10 10 $ $ - $ 387,261 $ 387,261 TARGET ADJUSTMENTS: TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Reduce Drug Enforcement Grant Revenue & Associated Expenditures $ Subtotal $ (45,074) $ (45,074) $ (45,074) (45,074) FY 2009-10 ADOPTED OPERATING BUDGET $ 342,187 $ 342,187 FY 2009-10 TOTAL ADOPTED BUDGET $ 342,187 $ 342,187 Public Defender Grants Fund (233) – Fund Balance Summary FY 2007-08 ACTUAL FY 2008-09 ADOPTED $ 8,159 FY 2008-09 REVISED $ 8,159 FY 2008-09 FY 2009-10 FORECAST ADOPTED $ (1,280) $ 14,192 Beginning Unreserved Fund Balance $ - Sources: Operating Total Sources: $ $ 379,208 379,208 $ $ 387,261 387,261 $ $ 387,261 387,261 $ $ 342,187 342,187 $ $ 342,187 342,187 Uses: Operating Total Uses: $ $ 380,489 380,489 $ $ 387,251 387,251 $ $ 387,251 387,251 $ $ 326,715 326,715 $ $ 342,187 342,187 Operating Balance $ (1,281) $ 10 $ 10 $ 15,472 $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Unreserved Fund Balance $ (1,280) $ 8,169 $ 8,169 $ 14,192 $ 14,192 1 672 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) – Fill the Gap Fund (262) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,630,593 $ 1,630,600 FY 2008-09 REVISED RESTATED BUDGET $ 1,630,593 $ 1,630,600 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 15,673 $ - (15,666) $ (15,666) $ - TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ OTHER BASE ADJUSTMENTS Reduce Fill the Gap Fund Revenue & I.T. Program Operating Expenditures 1,630,600 $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 1,630,600 (158,064) $ (158,064) $ (158,064) (158,064) $ 1,472,536 EXPENDITURES $ 1,472,536 REVENUE $ Subtotal $ 158,064 158,064 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 158,064 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 1,630,600 $ 1,472,536 NON-RECURRING NON-PROJECT (0001) Indigent Representation Information System Public Defender Fill the Gap Fund (262) – Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 514,903 FY 2008-09 ADOPTED $ 661,761 FY 2008-09 REVISED $ 661,761 FY 2008-09 FORECAST $ 708,685 FY 2009-10 ADOPTED $ 880,888 Sources: Operating Total Sources: $ $ 1,592,363 1,592,363 $ $ 1,630,600 1,630,600 $ $ 1,630,600 1,630,600 $ $ 1,626,161 1,626,161 $ $ 1,472,536 1,472,536 $ $ $ 1,153,958 300,000 1,453,958 $ $ 1,630,593 696,889 2,327,482 $ $ 1,630,593 526,150 2,156,743 $ $ 1,398,575 1,398,575 $ 1,472,536 158,064 1,630,600 Operating Balance $ 193,788 $ 7 $ 7 $ 472,203 $ - Accounting Adjustments $ (6) $ - $ - $ - $ - Ending Unreserved Fund Balance $ 135,618 $ (35,121) $ 880,888 $ 722,824 Uses: Operating Non-Recurring Total Uses: 708,685 $ 673 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) – Fill the Gap Fund (263) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 59,000 $ 59,000 FY 2008-09 REVISED RESTATED BUDGET $ 59,000 $ 59,000 FY 2009-10 BUDGET TARGET $ 59,000 $ 59,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 59,000 $ 59,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 59,000 $ 59,000 Legal Defender Fill the Gap Fund (263) – Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 15,550 FY 2008-09 ADOPTED $ 17,974 FY 2008-09 REVISED $ 17,974 FY 2008-09 FORECAST $ 17,441 FY 2009-10 ADOPTED $ 1,799 Sources: Operating Total Sources: $ $ 60,890 60,890 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,386 59,386 $ $ 59,000 59,000 $ $ $ 58,715 16,313 75,028 $ $ 59,000 16,313 75,313 $ $ 59,000 59,000 $ $ 58,997 58,997 $ 59,000 59,000 Operating Balance $ 1,893 $ - $ - $ 671 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Unreserved Fund Balance $ 17,974 $ 1,661 $ 1,799 $ 1,799 Uses: Operating Non-Recurring Total Uses: 17,441 $ 674 Maricopa County Annual Business Strategies FY 2009-10 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 January 2012, 80% of appointed cases will be stabilized within 18 months. Status: New measure for FY 2009-10. • By July 2012, 90% of intake referral investigations will be completed within 60 days of written referral. Status: New measure for FY 2009-10. • By March 2012, the cost per burial will have decreased by 30% in order to meet demand without increasing budget. Status: New measure for FY 2009-10. 675 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED SOURCES 34FS - FIDUCIARY SERVICES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION $ 790,035 435,850 354,185 $ 918,848 576,202 342,646 $ 918,848 576,202 342,646 $ 1,012,454 665,744 346,710 $ 1,020,000 406,456 613,544 $ 101,152 (169,746) 270,898 11.0% -29.5% 79.1% TOTAL PROGRAMS $ 790,035 $ 918,848 $ 918,848 $ 1,012,454 $ 1,020,000 $ 101,152 11.0% 34BS - BURIAL SERVICES BURY - INDIGENT BURIAL SERVICES $ 383,848 383,848 $ 324,422 324,422 $ 331,197 331,197 $ 320,157 320,157 $ (34,621) (34,621) -10.5% -10.5% 34FS - FIDUCIARY SERVICES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION $ 2,010,173 1,289,127 721,046 $ 2,144,605 1,307,566 837,039 $ 2,118,860 1,270,153 848,707 $ 2,051,438 1,206,918 844,520 $ $ 191,526 476,887 (285,361) 9.0% 37.5% -33.6% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 293,335 11,855 181,312 7,563 41,507 51,098 $ 132,082 11,007 79,578 4,146 34,386 2,965 $ 132,082 11,007 79,578 4,146 34,386 2,965 $ 192,406 8,617 93,850 8,793 22,645 58,501 $ 137,131 $ 14,728 112,371 10,032 - (5,049) (3,721) (32,793) 4,146 24,354 2,965 -3.8% -33.8% -41.2% 100.0% 70.8% 100.0% 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 18,109 18,109 $ 11,835 11,835 $ 11,835 11,835 $ 11,835 11,835 $ 7,330 7,330 4,505 4,505 38.1% 38.1% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ - $ - $ - $ - $ TOTAL PROGRAMS $ 2,705,465 $ 2,612,944 $ 2,593,974 $ 2,575,836 $ USES 365,818 $ 365,818 1,927,334 793,266 1,134,068 $ 39,826 $ 39,826 2,477,439 (39,826) (39,826) $ 116,535 4.5% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 790,035 790,035 $ $ 918,848 918,848 $ $ 918,848 918,848 $ $ 1,012,454 1,012,454 $ $ 1,020,000 1,020,000 $ $ 101,152 101,152 11.0% 11.0% TOTAL SOURCES $ 790,035 $ 918,848 $ 918,848 $ 1,012,454 $ 1,020,000 $ 101,152 11.0% FY 2007-08 ACTUAL FY 2008-09 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,620,379 58,768 2,595 538,420 36,652 2,256,814 SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT SUBTOTAL $ 33,554 4,378 5,342 2,982 46,256 SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES SUBTOTAL $ 29,344 13,658 14,064 19,502 11,970 3,877 9,373 286,575 388,363 $ $ SUBTOTAL $ TOTAL USES $ CAPITAL 0950 - DEBT SERVICE $ $ $ $ FY 2008-09 REVISED 1,675,988 527,794 2,203,782 43,380 6,000 49,380 $ $ $ $ $ $ 7,428 23,196 10,764 12,168 10,941 7,500 258,085 330,082 14,032 14,032 $ $ 2,705,465 $ 1,619,378 527,794 2,147,172 43,380 6,000 49,380 FY 2008-09 FORECAST $ $ $ $ $ $ 45,068 23,196 10,764 12,168 10,941 7,500 258,085 367,722 29,700 29,700 $ $ 2,612,944 $ 676 1,594,906 50,660 331 528,034 149 5,534 2,179,614 23,344 5,442 36 28,822 FY 2009-10 ADOPTED $ $ $ $ $ $ 42,739 15,676 14,871 30,654 2,838 8,328 224,281 158 339,545 29,700 29,700 $ $ 2,593,974 $ 1,565,138 512,978 1,200 39,826 2,119,142 14,770 6,780 21,550 ADOPTED VS REVISED VARIANCE % $ $ $ $ 54,240 14,816 (1,200) (39,826) 28,030 28,610 (780) 27,830 3.3% 2.8% 1.3% 66.0% -13.0% 56.4% $ $ 8,400 2,650 22,667 18,123 27,239 4,000 8,889 235,474 1,300 328,742 27,855 27,855 $ $ 8,005 8,005 $ $ 21,695 21,695 73.0% 73.0% 2,575,836 $ 2,477,439 $ 116,535 4.5% $ (8,400) 42,418 94.1% 529 2.3% (18,123) 10,764 100.0% (15,071) -123.9% 6,941 63.4% (1,389) -18.5% 22,611 8.8% (1,300) 38,980 10.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 790,035 790,035 $ $ 918,848 918,848 $ $ 918,848 918,848 $ $ 1,012,454 $ 1,012,454 $ 1,020,000 $ 1,020,000 $ 101,152 101,152 11.0% 11.0% DEPARTMENT OPERATING TOTAL SOURCES $ 790,035 $ 918,848 $ 918,848 $ 1,012,454 $ 1,020,000 $ 101,152 11.0% DEPARTMENT TOTAL SOURCES $ 790,035 $ 918,848 $ 918,848 $ 1,012,454 $ 1,020,000 $ 101,152 11.0% FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED $ 2,705,465 2,705,465 DEPARTMENT OPERATING TOTAL USES $ 2,705,465 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FUND TOTAL USES $ FY 2008-09 REVISED $ 2,612,944 2,612,944 $ 2,612,944 - $ 2,705,465 $ $ FY 2008-09 FORECAST $ 2,556,334 37,640 2,593,974 $ 2,556,334 - $ 2,612,944 $ $ FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 2,538,768 $ 37,068 2,575,836 $ 2,477,439 $ 2,477,439 $ 78,895 37,640 116,535 3.1% 100.0% 4.5% $ 2,538,768 $ 2,477,439 $ 78,895 3.1% 37,640 $ 37,068 $ - $ 37,640 100.0% 2,593,974 $ 2,575,836 $ 2,477,439 $ 116,535 4.5% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES PROGRAM BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL BURIAL SERVICES PROGRAM INDIGENT BURIAL SERVICES PROGRAM TOTAL FIDUCIARY SERVICES PROGRAM ESTATE ADMINISTRATION ESTATE OPERATIONS GUARDIANSHIP ADMINISTRATION PROGRAM TOTAL INVESTIGATION SERVICES PROGRAM FIDUCIARY INTAKE FINANCIAL EXPLOITATION PREV PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.13 0.60 0.07 0.58 0.05 1.43 0.13 0.60 0.07 0.58 0.05 1.43 0.13 0.60 0.07 0.58 0.05 1.43 0.13 1.17 0.20 1.49 (0.01) 0.57 (0.07) (0.38) (0.05) 0.06 (3.85%) 94.17% (100.00%) (65.52%) (100.00%) 4.20% (0.01) 0.57 (0.07) (0.38) (0.05) 0.06 (3.85%) 94.17% (100.00%) (65.52%) (100.00%) 4.20% 1.29 1.29 1.29 1.29 1.29 1.29 2.32 2.32 1.03 1.03 79.84% 79.84% 1.03 1.03 79.84% 79.84% 9.60 9.31 10.56 29.46 9.60 9.31 10.56 29.46 9.20 9.05 10.46 28.71 12.42 17.08 29.49 2.82 (9.31) 6.52 0.03 29.36% (100.00%) 61.73% 0.10% 3.22 (9.05) 6.62 0.78 34.95% (100.00%) 63.24% 2.72% 1.67 0.90 2.57 34.75 1.67 0.90 2.57 34.75 1.67 0.90 2.57 34.00 33.30 (1.67) (0.90) (2.57) (1.45) (100.00%) (100.00%) (100.00%) (4.17%) (1.67) (0.90) (2.57) (0.70) (100.00%) (100.00%) (100.00%) (2.06%) Staffing by Market Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Legal Support Specialist Human Resources Specialist Office Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Public Fiduciary Operations/Program Supervisor Finan/Business Analyst - Dept Business/Systems Analyst-Sr/Ld Guardian/Estate Administrator DEPARTMENT TOTAL FY 2008-09 ADOPTED 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 0.40 0.75 18.60 34.75 FY 2008-09 REVISED 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 0.40 0.75 18.60 34.75 FY 2008-09 FORECAST 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 18.00 34.00 FY 2009-10 ADOPTED 2.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 0.50 16.80 33.30 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% 1.00 50.00% 1.00 0.10 25.00% (0.75) -100.00% (1.80) -9.68% (1.45) -4.17% FORECAST VS ADOPTED VARIANCE % (1.00) -100.00% 1.00 50.00% .50 (1.20) -6.67% (.70) -2.06% REVISED VS ADOPTED VARIANCE % (1.45) -4.17% (1.45) -4.17% FORECAST VS ADOPTED VARIANCE % (0.70) -2.06% (0.70) -2.06% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 34.75 34.75 FY 2008-09 REVISED 34.75 34.75 FY 2008-09 FORECAST 34.00 34.00 677 FY 2009-10 ADOPTED 33.30 33.30 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary General Adjustments Budget Balancing Adjustments: General Fund (100) Cost Reduction • FY 2008-09 operating expenditures were reduced by $24,598 in mid-2009, followed by further FY 2009-10 annualization reductions of $65,470 and new net reductions of $12,679. FY 200910 cost reductions of $78,149 include: o Filling a vacant Estate/Guardian Administrator position at the minimum starting rate ($5,026) and a vacant Estate Administrator Supervisor position at slightly above the starting rate ($8,437); o Deleting position of incumbent who is hired into the above supervisor position ($52,007); o Right-sizing a 0.6 FTE Estate/Guardian Administrator to 0.4875 FTE ($7,344); o Filling an Operations/Program Supervisor at the minimum starting rate ($12,470); o Reducing a vacant Guardian Estate Administrator from 1.0 FTE to 0.8 FTE at the minimum starting rate ($35,481); o Increasing information technology support services by $39,826 via a Personnel Services allocation to the Office of Enterprise Technology; and, o Adding $11,176 to right-size the salary/benefit savings rate from 4.34% to 3.93%. Vacancies • FY 2008-09 operating expenditures were reduced by $32,012 in mid-2009, followed by further FY 2009-10 annualization reductions of $57,055. FY 2009-10 vacancy reductions include: o Deleting 1.0 FTE vacant Executive Assistant ($31,089). Revenue Enhancement • Increase operating revenue by $101,152. Several fee increases approved by Maricopa County Superior Court Administrative Order in mid-2008 are projected to result in total annual Public Fiduciary revenue of $1,020,000. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in operating savings of $15,050. Other Base Adjustment: • Reduce the operating budget by $4,505 to right-size risk management charges. Strategic Business Plan Update Public Fiduciary went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. All of the Department’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The revised plan consolidates the Fiduciary Services Program (Estate Administration, Estate Operations and Guardianship Services Activities) and Investigation Program (Financial Exploitation Prevention and Intake Activities) into one program (Fiduciary) with two activities (Guardianship Administration and Estate Administration). The consolidated Fiduciary Program focuses on the results 678 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary that the customer experiences: 1) financial resources and property preserved and protected in a timely manner and 2) protection or well-being in a timely manner. The Indigent Burial Services Program and Activity remains largely unchanged, focusing on the provision of cost-effective, proper burials for qualified indigent decedents in a timely manner. Programs and Activities Indigent Burial Services Program The purpose of the Indigent Burial Program is to provide cost-effective burials for qualified indigent decedents so they can receive a proper interment in a timely manner. Program Results Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services FY 2008 Actual 97.6% New Measure FY 2009 Revised 92.0% New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.1% -22.0% -23.9% 35.1% Activities that comprise this program include: • Indigent Burial Indigent Burial Services Activity The purpose of the Indigent Burial Activity is to provide cost-effective burials for qualified indigent decedents so they can receive a proper interment in a timely manner. Mandates: A.R.S. §36-831 Section B establishes the responsibility of the county to provide for burial of indigent persons, including honorably discharged veterans or their spouses. A.R.S. §11-311 mandates that the county appoint an honorably discharged veteran to oversee the burial of discharged veterans and their families in a location designated for the burial of veterans. Measure Type Result Result Output Output Demand Efficiency Efficiency Measure Description FY 2008 Actual 97.6% Percentage of Determinations for Indigent Burial Service Eligibility Completed within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services Number of Decedents Determined to be Eligible for Burial Services During the Time Period Number of Determinations for Eligibility Completed During the Time Period Number of Indigent Burial referrals received Cost per Indigent Burial completed. Cost per Determination for Eligibility Completed FY 2009 Revised 92.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.1% -22.0% -23.9% New Measure New Measure 35.1% #VALUE! #VALUE! New Measure New Measure 519 #VALUE! #VALUE! 988 1,056 1,480 424 40.2% 1,033 1,056 1,480 424 40.2% New Measure $351.80 New Measure $313.63 $704.85 $247.17 #VALUE! $66.46 #VALUE! -21.2% (34,621) (34,621) -10.5% -10.5% Expenditure 100 - GENERAL TOTAL USES $ $ 383,848 $ 383,848 $ 331,197 $ 331,197 $ 679 365,818 $ 365,818 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Activity Narrative: In spite of the loss of two half-time temporary Burial Coordinator positions, the Public Fiduciary projects that an increase in demand (the number of burial referrals received) will be met. However, it is projected that the percent of eligibility determinations completed within five business days of referral will decline from 92.0% in FY 2008-09 to 70.1%. Cost Reduction • Reducing burial services costs ($8,386). Vacancies • Deleting two 0.45 FTE vacant temporary Indigent Burial Coordinators ($25,966). Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide timely guardianship, investigation, conservatorship, and probate services to persons or estates when no other person or corporation is qualified and willing to serve so they can have their well-being, property, and other interests protected. Mandates: A.R.S. §14-5602 mandates that the 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. Program Results Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of Referrals and Investigations Completed Within 60 Days of Referral Percentage of Guardianship Referrals and Investigations in Which an Alternative to Guardianship was Determined FY 2008 Actual New Measure FY 2009 Revised New Measure New Measure New Measure 59.5% New Measure New Measure 60.4% New Measure New Measure 39.6% New Measure New Measure 38.5% Activities that comprise this program include: • Estate Administration • 680 FY 2010 Variance Adopted Revised - Adopted 62.5% % Variance Revised - Adopted Guardianship Administration Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Estate Administration Activity The purpose of the Estate Administration Activity is to provide effective conservatorship and probate services to protected persons and decedents estates so they can have their financial resources and property preserved and protected in a timely manner. Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Number of Estate Administration cases stabilized or closed. Average Number of Estate Administration Cases Open/Active Monthly Number of Financial Exploitation Investigations Completed Number of Conservatorship and Probate Cases Referred for Administration Number of Referrals for Financial Exploitation Investigations. Cost Per Estate Administration Case Open/Active FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 59.5% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 62.5% #VALUE! #VALUE! New Measure New Measure 37 #VALUE! #VALUE! New Measure New Measure 261 #VALUE! #VALUE! New Measure New Measure 8 #VALUE! #VALUE! New Measure New Measure 60 #VALUE! #VALUE! New Measure New Measure 20 #VALUE! #VALUE! New Measure New Measure $759.11 #VALUE! #VALUE! Revenue 100 - GENERAL TOTAL SOURCES $ $ 435,850 $ 435,850 $ 576,202 $ 576,202 $ 406,456 $ 406,456 $ (169,746) (169,746) -29.5% -29.5% 100 - GENERAL TOTAL USES $ $ 1,289,127 $ 1,289,127 $ 1,270,153 $ 1,270,153 $ 793,266 $ 793,266 $ 476,887 476,887 37.5% 37.5% Expenditure Activity Narrative: The restructured Public Fiduciary MfR Strategic Plan merges data from the Estate Administration, Estate Operations, and Financial Exploitation Prevention Activities into a new Estate Administration Activity. The merged data along with revised measures does not allow meaningful comparison of historical data to FY 2009-10 data. 681 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Guardianship Administration Activity The purpose of the Guardianship Administration Activity is to provide oversight and coordination of financial, medical, and legal services for persons under the care of the Public Fiduciary so they can have their well-being protected in a timely manner. Measure Type Result Result Result Output Output Output Demand Demand Efficiency Measure Description Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of Referrals and Investigations Completed Within 60 Days of Referral Percentage of Guardianship Referrals and Investigations in Which an Alternative to Guardianship was Determined Number of Guardianship Administration Cases Stabilized Or Closed During The Time Period. Note: A case will be considered "stabilized" once services have been established and the case requires less attention Average Number of Guardianship Administration Cases Open/Active Monthly Number of Referrals and Investigations Completed Number of Guardianship Referrals and Investigations Requested Number of New Wards for Assigned Guardianship Administration Cost Per Guardianship Administration Case Open/Active FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 60.4% #VALUE! % Variance Revised - Adopted #VALUE! New Measure New Measure 39.6% #VALUE! #VALUE! New Measure New Measure 38.5% #VALUE! #VALUE! New Measure New Measure 139 #VALUE! #VALUE! New Measure New Measure 8,799 #VALUE! #VALUE! New Measure New Measure 275 #VALUE! #VALUE! New Measure New Measure 275 #VALUE! #VALUE! New Measure New Measure 2,933 #VALUE! #VALUE! New Measure New Measure $128.89 #VALUE! #VALUE! Revenue 100 - GENERAL TOTAL SOURCES $ $ 354,185 $ 354,185 $ 342,646 $ 342,646 $ 613,544 $ 613,544 $ 100 - GENERAL TOTAL USES $ $ 721,046 $ 721,046 $ 848,707 $ 848,707 $ 1,134,068 $ 1,134,068 $ 270,898 270,898 79.1% 79.1% (285,361) (285,361) -33.6% -33.6% Expenditure Activity Narrative: The restructured Public Fiduciary MfR Strategic Plan merges data from the Guardianship Services and the Intake Activities into a new Guardianship Administration Activity. The merged data along with revised measures does not allow meaningful comparison of historical data to FY 2009-10 data. 682 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ BUDGET BALANCING ADJUSTMENTS: Cost Reductions Several Salary Rate Changes (partial) Vacancies Eliminate 2.9 FTE Vacant Positions (partial) 2,612,944 $ 918,848 $ Subtotal $ (24,598) $ (24,598) $ - $ Subtotal $ (32,012) $ (32,012) $ - FY 2008-09 REVISED RESTATED BUDGET $ 2,556,334 $ 918,848 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 26,270 $ - $ Subtotal $ 49,594 49,594 $ $ - $ 2,632,198 $ 918,848 (5,026) $ (8,437) (52,007) (7,344) (12,470) (35,481) (8,386) 39,826 11,176 (78,149) $ - (31,089) $ (25,966) (57,055) $ - REALLOCATIONS Reallocate Legal Secretary from Public Defender FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Cost Reduction Change Vacant Est Admn to Guard Admn - Fill at Min Start Rate (annualization) Fill Vacant Est Admn Supv. at slightly above Min. Starting Rate (annualization) Delete Vacated Position Promoted to above Estate Admin Supv (annualization) Rightsize a 0.6 FTE Guardian Admin to 0.4875 FTE Fill Vacant Operations/Program Supervisor at Min. Start Rate Reduce Vacant Guard. Estate Admin from 1.0 to 0.8 FTE - Fill at Min Start Rate Reduce Burial Services Expenditures Allocate Personnel Costs to Office of Enterprise Tech for I.T. Support Rightsize Salary/Benefit Savings Rate from 4.34% to 3.93% Subtotal Vacancies Eliminate 1 Vacant Exec Asst Position (annualization) Eliminate 2 0.45 FTE Vacant Temp Indigent Burial Coords (annualization) Subtotal Revenue Enhancement Increased Fees Subtotal Debt Reduction TFP Debt Service Payoff Savings Subtotal OTHER BASE ADJUSTMENTS Risk Management Charge Savings $ $ $ $ $ $ - $ $ 101,152 101,152 $ $ (15,050) $ (15,050) $ - $ Subtotal $ (4,505) $ (4,505) $ - FY 2009-10 ADOPTED OPERATING BUDGET $ 2,477,439 $ 1,020,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 2,477,439 $ 1,020,000 683 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Tara Acuña, 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 2013, 100% of Project Public Health Ready certification standards will be met in order to ensure that the Department is prepared to respond to a public health emergency and assist in assuring that public safety is maintained. Status: To date four milestones have been achieved in the Project Public Health Ready (PPHR) program: 2009 Exercise Calendar; Development of a Preparedness Assessment Tool, Gap Analysis Tool and a contract with an outside vendor to review, compare and evaluate agency and partner response plans. There are seven components to the assessment: Leadership; PPHR Teams; Emergency Response Plans; PPHR Needs Assessment/Workforce Training; Community Partners; and Training and Exercises. Quarterly PPHR meetings are hosted by the Arizona Department of Health Services and attended by a representative from each of the county Public Health Departments. • By June 2013, assure that the Department reduces the spread of communicable diseases to the public by investigating and intervening in 40% of reported cases of disease within the Arizona Administrative Code timelines and accepted standards of Public Health practice. Status: The Department is beginning to implement changes such as a more efficient electronic database, re-prioritizing work loads/processes and forming community partnerships involving investigation, epidemiologic academia, and immunization to work towards and meet this goal by 2013. • By June 2013, the Department will meet 100% of the accreditation standards of the national Public Health Accreditation Board in order to ensure that the Department has the resources to continue to deliver a breadth of public health services to the community. 684 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Status: The Public Health Accreditation Board (PHAB) has issued draft standards for comment by local health departments. The comment deadline is April 30, 2009 and the department plans to provide commentary by that date. Once final standards are issued by the PHAB and the accreditation process begins (PHAB estimates this will take place in CY 2011), the department will begin efforts to meet this goal. • By June, 2013, fully assess the public health needs of the community for 50% of the leading health indicators identified in Healthy People 2010 and design appropriate interventions in response to the results of the assessment in order to increase the ability of the public to access resources for health problems. Status: Capacity within the department is very limited to conduct a comprehensive community needs assessment, although there are elements of HP 2010 that are being assessed. Plans to improve our assessment capacity are being developed and the department anticipates a full Healthy People 2010/2020 assessment completed by 2013. 685 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 86CS - CLINIC SUPPORT SERVICES PHPM - PUBLIC HEALTH PHARMACY FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 27,229 27,229 $ 28,000 28,000 $ 28,000 28,000 $ 23,044 23,044 $ 28,000 28,000 $ 86FH - FAMILY HEALTH DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRSP - PARENT SUPPORT PRCN - PREGNANCY CONNECTION WWHC - WELL WOMAN HEALTHCHECK TNPP - TEEN PREGNANCY PREVENTION $ 2,456,003 257,094 157,472 137,340 323,022 46,345 654,674 1,915 234,356 643,785 - $ 3,180,178 299,212 425,929 322,677 363,637 103,711 730,763 46,333 230,529 657,387 - $ 3,159,299 299,212 444,361 242,008 363,637 103,711 766,580 46,333 207,476 685,981 - $ 2,985,452 280,883 466,426 121,434 350,915 106,880 764,074 30,580 240,672 623,588 - $ 2,620,822 310,645 133,562 400,000 42,464 626,537 63,460 157,262 692,115 194,777 $ (538,477) 11,433 (310,799) (242,008) 36,363 (61,247) (140,043) 17,127 (50,214) 6,134 194,777 86HI - HEALTHCARE FOR HOMELESS INDVDL HCHL - HEALTHCARE FOR THE HOMELESS $ 2,237,354 2,237,354 $ 2,357,053 2,357,053 $ 2,078,896 2,078,896 $ 2,145,851 2,145,851 $ 2,407,057 2,407,057 $ 328,161 328,161 86CM - HIV HCV SERVICES HICT - HIV COUNSELING AND TESTING HICP - HIV PREV COMM PLANNING GROUP HISV - HIV SURVEILLANCE AMD INV $ 786,908 478,890 62,703 245,315 $ 915,401 525,682 66,818 322,901 $ 915,401 525,682 66,818 322,901 $ 666,928 467,110 20,135 179,683 $ 731,407 496,818 234,589 $ (183,994) (28,864) (66,818) (88,312) -20.1% -5.5% -100.0% -27.3% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION $ 2,126,850 376,485 1,750,365 - $ 9,817,200 496,193 9,321,007 - $ 9,817,200 496,193 9,321,007 - $ 2,206,739 310,966 1,894,813 960 $ 2,291,891 350,000 1,941,891 - $ (7,525,309) (146,193) (7,379,116) - -76.7% -29.5% -79.2% 86ID - INFECTIOUS DISEASE CONTROL HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT $ 2,364,644 36,687 680,812 541,523 305,966 76,550 723,106 $ 2,686,966 29,662 886,458 388,000 315,774 233,446 833,626 $ 2,695,441 29,662 886,458 388,000 324,249 233,446 833,626 $ 2,895,611 29,057 1,353,402 379,304 310,632 7,432 815,784 $ 2,664,807 29,661 1,225,441 383,000 315,773 710,932 $ (30,634) (1) 338,983 (5,000) (8,476) (233,446) (122,694) -1.1% 0.0% 38.2% -1.3% -2.6% -100.0% -14.7% 86EM - PUBLIC HEALTH EMERGENCY MGMT EMRT - PUBLIC HEALTH EMERGENCY MGMT $ 3,012,741 3,012,741 $ 2,914,762 2,914,762 $ 2,618,632 2,618,632 $ 3,167,695 3,167,695 $ 2,219,976 2,219,976 $ (398,656) (398,656) -15.2% -15.2% 86HL - PROMOTING HEALTHY LIFESTYLES CCSS - CHILD PASSENGER SAFETY PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SUPP NUTRITION ASST ED INTERV WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 9,245,554 10,584 115,907 129,136 8,522,978 466,949 $ 9,114,802 138,636 339,457 8,258,876 377,833 $ 9,687,178 37,253 138,636 366,752 8,766,704 377,833 $ 9,936,794 20,000 112,725 228,946 9,065,464 509,659 $ 10,144,341 37,252 145,455 364,732 9,232,034 364,868 $ 457,163 (1) 6,819 (2,020) 465,330 (12,965) 4.7% 0.0% 4.9% -0.6% 5.3% -3.4% 86RW - RYAN WHITE TITLE I SERV DTIS - RYAN WHITE DENTAL INSURANCE RWPC - RYAN WHITE PLNG COUNCIL SUPP $ 270,999 37,112 233,887 $ 215,535 215,535 $ 215,535 215,535 $ 200,258 200,258 $ 1,578,368 1,346,632 231,736 $ 86TP - TOBACCO USE PREVENTION TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS SFAZ - SMOKE FREE ARIZONA INSPECTIONS $ 3,331,189 $ 3,338,841 (7,652) - 3,973,840 3,918,731 55,109 - $ 3,124,987 3,069,878 55,109 - $ 2,483,214 $ 2,488,864 (5,650) - 2,210,257 $ 1,888,803 51,178 270,276 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES $ 3,249,068 3,249,068 $ 3,534,127 3,534,127 $ 3,534,127 3,534,127 $ 3,069,780 3,069,780 $ 5,346,392 5,346,392 $ 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 3,689,283 3,689,283 $ 4,043,592 4,043,592 $ 3,932,263 3,932,263 $ 3,903,337 3,903,337 $ 3,848,699 3,848,699 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 1,790,948 1,790,948 $ - $ - $ 71,007 71,007 $ - $ - 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ (23,388) $ (23,388) - $ - $ - $ - $ - 42,781,456 $ 41,806,959 $ 33,755,710 $ 36,092,017 $ TOTAL PROGRAMS $ 34,565,381 $ 686 - 0.0% 0.0% -17.0% 3.8% -69.9% -100.0% 10.0% -59.1% -18.3% 37.0% -24.2% 0.9% 15.8% 15.8% 1,362,833 1,346,632 16,201 632.3% (914,730) (1,181,075) (3,931) 270,276 -29.3% -38.5% -7.1% 1,812,265 1,812,265 51.3% 51.3% (83,564) (83,564) (5,714,942) 7.5% -2.1% -2.1% -13.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity (Continued) FY 2007-08 ACTUAL USES 86CS - CLINIC SUPPORT SERVICES MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 1,190,308 335,719 506,309 348,280 $ 1,170,795 339,318 514,353 317,124 $ 1,170,795 339,318 514,353 317,124 $ 890,667 264,394 433,664 192,609 $ 1,177,827 342,933 515,907 318,987 $ (7,032) (3,615) (1,554) (1,863) -0.6% -1.1% -0.3% -0.6% 86EG - EPI AND GEN DISEASE SURVEILL EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS $ 1,505,314 676,764 828,550 $ 1,962,768 944,922 1,017,846 $ 1,962,768 944,922 1,017,846 $ 1,602,033 760,912 841,121 $ 1,966,905 880,708 1,086,197 $ (4,137) 64,214 (68,351) -0.2% 6.8% -6.7% 86FH - FAMILY HEALTH DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRSP - PARENT SUPPORT PRCN - PREGNANCY CONNECTION WWHC - WELL WOMAN HEALTHCHECK TNPP - TEEN PREGNANCY PREVENTION $ 3,800,173 324,200 933,948 458,461 331,979 82,499 736,459 44,146 209,461 679,020 - $ 4,254,626 390,315 1,205,219 526,734 363,629 103,715 730,761 46,335 230,530 657,388 - $ 4,182,733 390,315 1,223,651 395,051 363,629 103,715 766,578 46,335 207,477 685,982 - $ 4,555,073 359,734 1,629,415 298,021 364,099 75,033 808,857 46,773 248,932 724,209 - $ 3,431,952 393,025 862,312 400,000 42,464 626,537 63,460 157,262 692,115 194,777 $ 750,781 (2,710) 361,339 395,051 (36,371) 61,251 140,041 (17,125) 50,215 (6,133) (194,777) 17.9% -0.7% 29.5% 100.0% -10.0% 59.1% 18.3% -37.0% 24.2% -0.9% 86HI - HEALTHCARE FOR HOMELESS INDVDL HCHL - HEALTHCARE FOR THE HOMELESS $ 2,216,220 2,216,220 $ 2,357,058 2,357,058 $ 2,078,901 2,078,901 $ 2,222,045 2,222,045 $ 2,407,056 2,407,056 $ (328,155) (328,155) -15.8% -15.8% 86CM - HIV HCV SERVICES HICT - HIV COUNSELING AND TESTING HICP - HIV PREV COMM PLANNING GROUP HISV - HIV SURVEILLANCE AMD INV $ 777,380 482,240 61,747 233,393 $ 915,405 525,679 66,817 322,909 $ 915,405 525,679 66,817 322,909 $ 617,339 452,960 16,015 148,364 $ 731,407 496,818 234,589 $ 183,998 28,861 66,817 88,320 20.1% 5.5% 100.0% 27.4% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION $ 3,325,939 435,403 2,788,237 102,299 $ 11,066,662 496,189 10,472,511 97,962 $ 11,066,662 496,189 10,472,511 97,962 $ 3,492,046 316,335 3,080,146 95,565 $ 3,260,509 350,000 2,811,227 99,282 $ 7,806,153 146,189 7,661,284 (1,320) 70.5% 29.5% 73.2% -1.3% 86ID - INFECTIOUS DISEASE CONTROL HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT $ 6,534,778 21,117 981,927 1,378,517 958,861 576,344 2,618,012 $ 6,662,529 29,662 974,425 1,380,798 921,270 652,509 2,703,865 $ 6,671,004 29,662 974,425 1,380,798 929,745 652,509 2,703,865 $ 6,529,252 28,074 1,197,770 1,466,191 928,399 484,319 2,424,499 $ 6,037,551 29,661 1,301,769 1,501,088 938,522 73,000 2,193,511 $ 633,453 1 (327,344) (120,290) (8,777) 579,509 510,354 9.5% 0.0% -33.6% -8.7% -0.9% 88.8% 18.9% 86EM - PUBLIC HEALTH EMERGENCY MGMT EMRT - PUBLIC HEALTH EMERGENCY MGMT $ 2,184,334 2,184,334 $ 2,914,761 2,914,761 $ 2,618,629 2,618,629 $ 2,782,975 2,782,975 $ 2,219,976 2,219,976 $ 398,653 398,653 15.2% 15.2% 86HL - PROMOTING HEALTHY LIFESTYLES CCSS - CHILD PASSENGER SAFETY PLAY - PROMTNG LIFETIME ACT FOR YOUTH SCNT - SUPP NUTRITION ASST ED INTERV WICC - WOMEN INFANTS AND CHILDREN WTHT - WOMEN TOGETHER FOR HEALTH $ 9,992,313 173,068 146,800 563,548 8,712,703 396,194 $ 9,596,671 162,834 138,638 658,492 8,258,874 377,833 $ 10,169,047 200,087 138,638 685,787 8,766,702 377,833 $ 10,357,171 192,012 130,424 639,867 9,030,991 363,877 $ 10,609,228 203,799 145,455 663,072 9,232,034 364,868 $ (440,181) (3,712) (6,817) 22,715 (465,332) 12,965 -4.3% -1.9% -4.9% 3.3% -5.3% 3.4% 86RW - RYAN WHITE TITLE I SERV DTIS - RYAN WHITE DENTAL INSURANCE RWPC - RYAN WHITE PLNG COUNCIL SUPP $ 281,117 40,593 240,524 $ 215,532 $ (3) 215,535 218,602 8,654 209,948 $ 1,578,368 1,346,632 231,736 $ (1,362,836) (1,346,635) (16,201) -632.3% 44887833.3% -7.5% 86TP - TOBACCO USE PREVENTION TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS SFAZ - SMOKE FREE ARIZONA INSPECTIONS $ 3,654,321 3,602,857 51,464 - $ 3,973,835 3,918,729 55,106 - $ 3,124,982 3,069,876 55,106 - $ 1,955,624 1,906,428 49,196 - $ 2,210,257 1,888,803 51,178 270,276 $ 914,725 1,181,073 3,928 (270,276) 29.3% 38.5% 7.1% 86VR - VITAL REGISTRATION BDCT - BIRTH AND DEATH CERTIFICATES $ 2,805,769 2,805,769 $ 3,296,871 3,296,871 $ 3,296,871 3,296,871 $ 2,897,400 2,897,400 $ 5,116,759 5,116,759 $ (1,819,888) (1,819,888) -55.2% -55.2% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 2,276,483 $ 102,315 1,290,656 503,408 503,201 (123,097) 3,555,479 22,114 1,242,839 1,649,514 477,560 163,452 $ 3,420,567 22,114 1,219,254 1,538,187 477,560 163,452 $ 3,450,583 22,909 1,016,807 1,786,433 462,842 161,592 $ 3,520,023 396 1,161,209 1,621,334 511,183 225,901 $ (99,456) 21,718 58,045 (83,147) (33,623) (62,449) -2.9% 98.2% 4.8% -5.4% -7.0% -38.2% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 2,062,476 1,151,079 911,397 $ 2,568,565 1,427,259 1,141,306 $ 4,085,691 1,427,259 1,517,126 1,141,306 $ 4,374,387 1,427,259 1,517,126 1,430,002 $ 2,424,141 1,467,501 956,640 $ 1,661,550 (40,242) 1,517,126 184,666 40.7% -2.8% 100.0% 16.2% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION $ 854,081 508,116 3,761 324,093 18,111 $ 1,058,872 326,258 732,614 $ 1,058,872 326,258 732,614 $ 709,652 292,723 416,929 $ 344,334 51,436 292,898 $ 714,538 274,822 439,716 67.5% 84.2% 60.0% 43,461,002 $ 55,570,429 $ 56,038,459 $ 46,654,849 $ 47,036,293 $ 9,002,166 16.1% TOTAL PROGRAMS $ 215,532 $ (3) 215,535 687 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 29,826,848 197,765 30,024,613 $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 3,303,011 945,039 4,248,050 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 259,883 2,415 262,298 $ ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ FY 2008-09 REVISED 30,390,738 7,407,500 37,798,238 $ 3,608,382 1,228,870 4,837,252 $ $ $ 100,000 966 100,966 34,534,961 $ 30,420 30,420 $ $ $ $ FY 2008-09 FORECAST 29,402,646 7,407,500 36,810,146 $ 3,702,646 1,148,201 4,850,847 $ $ $ 100,000 966 100,966 42,736,456 $ 45,000 45,000 $ $ $ $ 29,129,552 207,500 29,337,052 $ 3,325,336 935,731 4,261,067 $ $ $ 104,343 8,248 112,591 41,761,959 $ 45,000 45,000 $ $ $ $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 29,311,365 171,300 29,482,665 $ 5,213,992 1,250,359 6,464,351 $ $ $ 100,001 100,001 $ 1 0.0% (966) -100.0% (965) -1.0% 33,710,710 $ 36,047,017 $ (5,714,942) -13.7% 45,000 45,000 $ $ 45,000 45,000 $ $ - $ $ $ $ (91,281) -0.3% (7,236,200) -97.7% (7,327,481) -19.9% 1,511,346 102,158 1,613,504 40.8% 8.9% 33.3% 0.0% 0.0% TOTAL SOURCES $ 34,565,381 $ 42,781,456 $ 41,806,959 $ 33,755,710 $ 36,092,017 $ (5,714,942) -13.7% FY 2007-08 FY 2008-09 FY 2008-09 FY 2008-09 FY 2009-10 RECOMM VS REVISED ADOPTED REVISED FORECAST RECOMM % ACTUAL 0701 - REGULAR PAY $ 21,028,992 $ 23,529,999 $ 22,499,536 $ 21,064,061 $ 21,697,221 $ 802,315 3.6% 0705 - TEMPORARY PAY 135,212 140,200 140,200 89,897 109,074 31,126 22.2% 0710 - OVERTIME 200,102 73,104 73,104 194,046 158,323 (85,219) -116.6% 0750 - FRINGE BENEFITS 7,157,946 7,798,004 7,681,806 7,392,335 7,664,073 17,733 0.2% 0790 - OTHER PERSONNEL SERVICES 302,345 298,288 299,155 255,906 225,223 73,932 24.7% 0795 - PERSONNEL SERVICES ALLOC-OUT (5,397,095) (3,366,580) (3,438,637) (5,274,635) (5,434,821) 1,996,184 -58.1% 0796 - PERSONNEL SERVICES ALLOC-IN 5,695,512 4,626,537 4,782,794 5,961,770 6,048,737 (1,265,943) -26.5% SUBTOTAL $ 29,123,014 $ 33,099,552 $ 32,037,958 $ 29,683,380 $ 30,467,830 $ 1,570,128 4.9% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 1,411,907 $ 2,014,471 20,174 105,481 (409,548) 273,813 3,416,298 $ 1,306,619 $ 9,042,587 25,369 70,616 (473,875) 335,075 10,306,391 $ 1,022,200 $ 9,009,478 24,654 71,925 (473,875) 321,746 9,976,128 $ 1,029,726 $ 1,838,355 19,246 202,374 (903,635) 773,115 2,959,181 $ 1,115,984 $ 1,890,851 29,140 76,548 (1,022,458) 906,033 2,996,098 $ (93,784) 7,118,627 (4,486) (4,623) 548,583 (584,287) 6,980,030 -9.2% 79.0% -18.2% -6.4% -115.8% -181.6% 70.0% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 2,458 $ 2,084,530 3,306,739 1,715,060 154,000 2,180,062 391,436 118,779 71,242 2,770 158,899 (183,255) 3,714 10,006,434 $ 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 $ 5,313 $ 1,813,229 5,172,439 1,943,917 242,414 1,517,126 1,231,952 483,390 284,275 83,054 3,099 187,900 (697,532) 12,270,576 $ 2,572 $ 1,951,119 5,134,995 2,291,021 228,363 1,517,581 1,212,098 348,990 109,345 58,351 12,740 171,532 (921,774) 72,092 12,189,025 $ 6,803 $ 1,623,939 5,315,758 2,277,188 289,483 1,210,401 435,195 200,957 104,067 207,101 (17,508) 101,958 11,755,342 $ (1,490) 189,290 (143,319) (333,271) (47,069) 1,517,126 21,551 48,195 83,318 (21,013) 3,099 (19,201) (680,024) (101,958) 515,234 -28.0% 10.4% -2.8% -17.1% -19.4% 100.0% 1.7% 10.0% 29.3% -25.3% 100.0% -10.2% 97.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ 30,420 30,420 $ $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT SUBTOTAL $ 568,094 185,274 131,468 884,836 $ TOTAL USES $ 43,461,002 $ $ 1,472,259 1,472,259 $ $ - $ 304,939 (366) 304,573 $ 55,570,429 $ 688 1,472,259 1,472,259 $ $ - $ 281,904 (366) 281,538 $ 56,038,459 $ 1,472,259 1,472,259 4.2% $ $ 1,512,501 1,512,501 $ $ (40,242) (40,242) -2.7% -2.7% 17,200 $ 315,614 (310) 351,004 $ 284,522 304,522 $ $ (2,618) (366) (22,984) -0.9% 100.0% -8.2% 47,036,293 $ 46,654,849 $ 9,002,166 16.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL SOURCES 265 PUBLIC HEALTH FEES OPERATING FUND TOTAL SOURCES 532 PUBLIC HEALTH GRANTS OPERATING FUND TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ - $ $ - $ $ - $ $ 960 960 $ $ - $ $ - $ $ 4,204,159 4,204,159 $ $ 4,774,817 4,774,817 $ $ 4,694,148 4,694,148 $ $ 4,123,379 4,123,379 $ $ 6,609,352 6,609,352 $ $ 1,915,204 1,915,204 40.8% 40.8% $ $ 30,361,222 30,361,222 $ $ 38,006,639 38,006,639 $ $ 37,112,811 37,112,811 $ $ 29,631,371 29,631,371 $ $ 29,482,665 29,482,665 $ $ (7,630,146) (7,630,146) -20.6% -20.6% (5,714,942) -13.7% DEPARTMENT OPERATING TOTAL SOURCES $ 34,565,381 $ 42,781,456 $ 41,806,959 $ 33,755,710 $ 36,092,017 $ DEPARTMENT TOTAL SOURCES $ 34,565,381 FY 2007-08 ACTUAL $ 42,781,456 FY 2008-09 ADOPTED $ 41,806,959 FY 2008-09 REVISED $ 33,755,710 FY 2008-09 FORECAST $ 36,092,017 FY 2009-10 ADOPTED $ $ $ 11,164,401 11,164,401 $ $ 12,462,708 12,462,708 $ $ 12,388,109 12,388,109 $ $ 11,333,426 11,333,426 $ $ 10,787,840 10,787,840 $ $ 1,600,269 1,600,269 12.9% 12.9% $ $ $ $ 6,609,352 156,436 6,765,788 $ $ 3,886,124 2,085,849 5,971,973 $ $ 4,694,140 1,843,384 6,537,524 $ $ 4,774,809 326,258 5,101,067 $ (1,915,212) 1,686,948 (228,264) -40.8% 91.5% -3.5% $ $ 38,006,654 38,006,654 $ $ 37,112,826 37,112,826 $ $ 29,349,450 29,349,450 $ $ 29,482,665 29,482,665 $ $ 7,630,161 7,630,161 20.6% 20.6% 100 GENERAL OPERATING FUND TOTAL 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING FUND TOTAL $ 3,851,373 3,851,373 FUND TOTAL $ $ 28,445,228 28,445,228 532 PUBLIC HEALTH GRANTS OPERATING (5,714,942) -13.7% ADOPTED VS REVISED VARIANCE % DEPARTMENT OPERATING TOTAL $ 43,461,002 $ 55,244,171 $ 54,195,075 $ 44,569,000 $ 46,879,857 $ 7,315,218 13.5% DEPARTMENT NON-RECURRING TOTAL $ - $ 326,258 $ 1,843,384 $ 2,085,849 $ 156,436 $ 1,686,948 91.5% DEPARTMENT TOTAL $ 43,461,002 $ 55,570,429 $ 56,038,459 $ 46,654,849 $ 47,036,293 $ 9,002,166 16.1% 689 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL 680 - STADIUM DISTRICT ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL FINANCIAL MANAGEMENT FISCAL RESOURCE PHYSICAL ASSET MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 860 - PUBLIC HEALTH ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CLINIC SUPPORT SERVICES MEDICAL RECORDS PUBLIC HEALTH PHARMACY PROGRAM TOTAL EPI AND GEN DISEASE SURVEILL EPIDEMIOLOGICAL REPORTING SINGLE CASE INV INTERVENTIONS PROGRAM TOTAL FAMILY HEALTH DENTAL SEALANTS FAMILY HEALTH PARTNERSHIPS FAMILY PLANNING HEALTHY START LEAD HAZARD REDUCTION NEWBORN INTENSIVE CARE PARENT SUPPORT PREGNANCY CONNECTION TEEN PREGNANCY PREVENTION WELL WOMAN HEALTHCHECK PROGRAM TOTAL HEALTHCARE FOR HOMELESS INDVDL HEALTHCARE FOR THE HOMELESS PROGRAM TOTAL HIV HCV SERVICES HIV COUNSELING AND TESTING HIV PREV COMM PLANNING GROUP HIV SURVEILLANCE AMD INV PROGRAM TOTAL IMMUNIZATION SERVICES ADULT IMMUN FOREIGN TRVL SVCS CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION PROGRAM TOTAL INFECTIOUS DISEASE CONTROL PHYS HEALTH SCREENING REFUGEES PUBLIC HEALTH LABORATORY STD CASE SURV INVESTIGATION STD EXAMINATIONS AMD TREATMENT TB SURVEILLANCE AMD INVEST TB TESTING AMD TREATMENT PROGRAM TOTAL PROMOTING HEALTHY LIFESTYLES CHILD PASSENGER SAFETY PROMTNG LIFETIME ACT FOR YOUTH SUPP NUTRITION ASST ED INTERV WOMEN INFANTS AND CHILDREN WOMEN TOGETHER FOR HEALTH PROGRAM TOTAL PUBLIC HEALTH EMERGENCY MGMT PUBLIC HEALTH EMERGENCY MGMT PROGRAM TOTAL RYAN WHITE TITLE I SERV RYAN WHITE DENTAL INSURANCE RYAN WHITE PLNG COUNCIL SUPP PROGRAM TOTAL TOBACCO USE PREVENTION SMOKE FREE ARIZONA INSPECTIONS TOB USE PREV TRNG DENTAL PROS TOBACCO USE PREVENTION PROGRAM TOTAL VITAL REGISTRATION BIRTH AND DEATH CERTIFICATES PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % FORECAST VS VARIANCE % 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 - 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.00% 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.30 2.10 0.30 0.30 3.00 0.30 2.10 0.30 0.30 3.00 0.20 1.70 0.50 0.30 2.70 0.20 2.00 0.40 0.30 2.90 (0.10) (0.10) 0.10 (0.10) (33.33%) (4.76%) 33.33% 0.00% (3.33%) 0.30 (0.10) 0.20 0.00% 17.65% (20.00%) 0.00% 7.41% 1.00 1.00 2.00 5.00 1.00 1.00 2.00 5.00 1.00 1.30 2.30 5.00 1.00 1.10 2.10 5.00 0.10 0.10 - 0.00% 10.00% 5.00% 0.00% (0.20) (0.20) - 0.00% (15.38%) (8.70%) 0.00% 0.90 10.00 5.10 7.00 8.00 31.00 0.90 10.00 5.10 7.00 8.00 31.00 0.90 10.00 5.10 7.00 8.00 31.00 0.90 8.50 5.10 7.00 8.00 29.50 (1.50) (1.50) 0.00% (15.00%) 0.00% 0.00% 0.00% (4.84%) (1.50) (1.50) 0.00% (15.00%) 0.00% 0.00% 0.00% (4.84%) 6.00 3.00 9.00 6.00 3.00 9.00 6.00 3.00 9.00 6.00 3.00 9.00 9.50 9.50 19.00 9.50 9.50 19.00 8.50 8.50 17.00 8.50 9.50 18.00 (1.00) (1.00) (10.53%) 0.00% (5.26%) 1.00 1.00 0.00% 11.76% 5.88% 2.40 13.50 4.80 6.00 1.00 8.10 1.00 5.00 2.40 13.50 4.80 6.00 1.00 8.10 1.00 5.00 2.30 12.50 4.80 6.00 1.00 8.30 1.00 5.00 2.40 9.00 6.00 0.40 9.90 1.00 5.00 (4.50) (4.80) (0.60) 1.80 - 0.00% (33.33%) (100.00%) 0.00% (60.00%) 22.22% 0.00% 0.00% 0.10 (3.50) (4.80) (0.60) 1.60 - 4.35% (28.00%) (100.00%) 0.00% (60.00%) 19.28% 0.00% 0.00% 4.00 45.80 4.00 45.80 4.00 44.90 4.00 40.20 (5.60) 0.00% (12.23%) (4.70) 0.00% (10.47%) 25.70 25.70 25.70 25.70 27.20 27.20 26.70 26.70 1.00 1.00 3.89% 3.89% (0.50) (0.50) (1.84%) (1.84%) 10.00 1.00 6.00 17.00 10.00 1.00 6.00 17.00 9.75 3.25 13.00 9.60 3.40 13.00 (0.40) (1.00) (2.60) (4.00) (4.00%) (100.00%) (43.33%) (23.53%) (0.15) 0.15 - (1.54%) 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 7.00 7.25 19.50 14.50 9.33 32.17 89.75 7.00 7.25 19.50 14.50 9.33 32.17 89.75 8.00 7.25 19.00 14.50 6.33 29.17 84.25 7.00 7.25 19.50 14.50 1.33 23.17 72.75 (8.00) (9.00) (17.00) 0.00% 0.00% 0.00% 0.00% (85.74%) (27.98%) (18.94%) (1.00) 0.50 (5.00) (6.00) (11.50) (12.50%) 0.00% 2.63% 0.00% (78.99%) (20.57%) (13.65%) 2.00 2.00 9.75 149.80 4.00 167.55 2.00 2.00 9.75 149.80 4.00 167.55 2.00 2.00 9.38 163.58 4.00 180.95 2.00 2.00 9.50 168.70 4.00 186.20 (0.25) 18.90 18.65 0.00% 0.00% (2.56%) 12.62% 0.00% 11.13% 0.13 5.13 5.25 0.00% 0.00% 1.33% 3.13% 0.00% 2.90% 15.00 15.00 15.00 15.00 13.00 13.00 11.00 11.00 (4.00) (4.00) (26.67%) (26.67%) (2.00) (2.00) (15.38%) (15.38%) 0.90 2.00 2.90 0.90 2.00 2.90 1.00 2.00 3.00 1.00 2.00 3.00 0.10 0.10 11.11% 0.00% 3.45% 0.70 42.00 42.70 39.00 39.00 532.40 0.70 42.00 42.70 39.00 39.00 532.40 0.70 23.00 23.70 37.00 37.00 512.00 4.00 0.60 20.00 24.60 46.00 46.00 507.95 4.00 (0.10) (22.00) (18.10) 7.00 7.00 (24.45) 690 - - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (14.29%) (52.38%) (42.39%) 17.95% 17.95% (4.59%) - - 4.00 (0.10) (3.00) 0.90 9.00 9.00 (4.05) 0.00% 0.00% 0.00% 4.62% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (14.29%) (13.04%) 3.80% 24.32% 24.32% (0.79%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Health Services Aide Human Resources Specialist Office Assistant Administrative Assistant Office Assistant Specialized Admin/Operations Specialist Deputy Director Director - Public Health Program Supervisor Grant-Contract Admin Supv Financial Supervisor - Dept Risk Mgmt Supervisor Laboratory Supervisor Nursing Supervisor Human Resources Supervisor Counseling Supervisor Administrative Supervisor Administrative Staff Supv Field Operations Supervisor Communicatn Officer Supervisor Operations/Program Supervisor Social Worker Supervisor Dietitian/Nutritionist Supv Administrator Nursing Manager Managing Physician Administrative Manager Medical Director Operations/Program Manager Management Analyst Program Coordinator Accountant Grant-Contract Administrator Finan/Business Analyst - Dept Procurement Specialist Dental Hygienist Laboratory Technologist Nurse - Public Health Nurse Pract/Phys Asst Health Educator Dietitian/Nutritionist Pharmacist Physician Epidemiologist Human Resources Analyst Trainer Counselor Social Worker Programmer/Analyst General Laborer Medical Assistant Trades Generalist Materials Handling Worker Laboratory Technician Radiologic Technologist Infection Control Specialist Licensed Practical Nurse Pharmacy Technician Media Specialist Procurement Officer - County Human Resources Associate Communicatn Ofcr/Govt Liaison Planner - Facilities Deptartment Total FY 2008-09 ADOPTED 1.00 5.00 101.20 1.00 46.00 1.00 55.75 16.50 1.00 1.00 2.00 1.00 1.00 1.00 1.00 8.00 1.00 1.00 19.00 8.00 1.00 1.00 19.00 2.00 4.00 2.00 1.60 1.00 2.00 1.00 9.00 7.00 2.00 1.00 4.00 1.00 6.25 44.40 10.00 46.50 1.70 2.00 2.00 13.00 2.00 1.00 1.00 10.50 2.00 2.00 6.00 1.00 1.00 1.50 2.00 35.00 7.00 1.00 1.00 1.50 532.40 FY 2008-09 REVISED 1.00 5.00 101.20 1.00 46.00 1.00 55.75 16.50 1.00 1.00 2.00 1.00 1.00 1.00 1.00 8.00 1.00 1.00 19.00 8.00 1.00 1.00 19.00 2.00 4.00 2.00 1.60 1.00 2.00 1.00 9.00 7.00 2.00 1.00 4.00 1.00 6.25 44.40 10.00 46.50 1.70 2.00 2.00 13.00 2.00 1.00 1.00 10.50 2.00 2.00 6.00 1.00 1.00 1.50 2.00 35.00 7.00 1.00 1.00 1.50 532.40 FY 2008-09 FORECAST 5.00 102.60 1.00 47.00 67.75 14.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 1.00 1.00 21.00 8.00 1.00 18.00 2.00 4.00 2.00 1.00 1.00 2.00 1.00 7.00 6.00 2.00 1.00 4.00 1.00 6.25 40.60 10.00 21.50 6.70 2.00 1.60 9.00 2.00 1.00 1.00 10.50 2.00 2.00 7.00 1.00 1.00 2.50 32.00 9.00 1.00 2.00 1.00 1.00 2.00 1.00 512.00 FY 2009-10 ADOPTED 5.00 106.60 1.00 47.00 70.00 15.00 1.00 1.00 1.00 1.00 0.50 1.00 7.00 1.00 1.00 21.00 10.00 1.00 1.00 16.00 2.00 4.00 2.00 1.00 1.00 2.00 1.00 7.00 6.00 2.00 1.00 4.00 1.00 6.25 32.30 9.00 22.50 6.70 2.00 1.60 12.00 2.00 1.00 1.00 10.50 2.00 2.00 6.00 1.00 1.00 0.50 2.50 32.00 6.00 1.00 2.00 1.00 1.00 1.00 507.95 REVISED VS ADOPTED VARIANCE % (1.00) -100.00% 0.00% 5.40 5.34% 0.00% 1.00 2.17% (1.00) -100.00% 14.25 25.56% (1.50) -9.09% 0.00% 0.00% (2.00) -100.00% 0.00% 0.00% (0.50) -50.00% 0.00% (1.00) -12.50% 0.00% 0.00% 2.00 10.53% 2.00 25.00% 0.00% 0.00% (3.00) -15.79% 0.00% 0.00% 0.00% (1.60) -100.00% 0.00% 1.00 0.00% 0.00% (2.00) -22.22% (1.00) -14.29% 0.00% 0.00% 0.00% 0.00% 0.00% (12.10) -27.25% (1.00) -10.00% (24.00) -51.61% 5.00 294.12% 0.00% (0.40) -20.00% (1.00) -7.69% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -66.67% 0.50 25.00% (3.00) -8.57% (1.00) -14.29% 0.00% 2.00 0.00% 1.00 (0.50) -33.33% (24.45) -4.59% FORECAST VS ADOPTED VARIANCE % .00 .00 0.00% 4.00 3.90% .00 0.00% .00 0.00% .00 2.25 3.32% 1.00 7.14% .00 0.00% .00 0.00% .00 .00 0.00% .00 0.00% (.50) -50.00% .00 0.00% (1.00) -12.50% .00 0.00% .00 0.00% .00 0.00% 2.00 25.00% 1.00 .00 0.00% (2.00) -11.11% .00 0.00% .00 .00 0.00% .00 0.00% .00 .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (8.30) -20.44% (1.00) -10.00% 1.00 4.65% .00 0.00% .00 0.00% .00 0.00% 3.00 33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -14.29% .00 0.00% .00 0.00% .50 .00 0.00% .00 0.00% (3.00) -33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -50.00% (1.00) -100.00% (4.05) -0.79% REVISED VS ADOPTED VARIANCE % (21.80) -14.63% 6.00 12.24% (8.65) -2.59% (24.45) -4.59% FORECAST VS ADOPTED VARIANCE % (16.00) -11.17% 5.20 10.44% 6.75 2.12% (4.05) -0.79% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS DEPARTMENT TOTAL FY 2008-09 ADOPTED 149.05 49.00 334.35 532.40 FY 2008-09 REVISED 149.05 49.00 334.35 532.40 FY 2008-09 FORECAST 143.25 49.80 318.95 512.00 691 FY 2009-10 ADOPTED 127.25 55.00 325.70 507.95 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Significant Variance Analysis There are reductions in force associated with the reorganization of the Tuberculosis Program (17.0 FTE) and the elimination of the Family Planning Activity (4.80 FTE). Additionally, the grant funding changes annually and staffing is impacted. The Tobacco Program funding was reduced in most Activities for an overall reduction of 18.10 FTE; funding increased in the Vitals Program adding 7.0 FTE, and the WICC Activity increasing staff by 18.90 FTE and offsetting some of the reductions. General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • Because of reduced grants and decreased staffing levels, the department is able to cancel the lease of one floor in the building on Central Ave., resulting in a savings of $200,201. • Eliminate one Public Information Officer position for a total reduction of $82,583. • Reduce Risk Manager position to part-time (.50 FTE) for a total reduction of $58,962. This reduction was implemented in FY 2008-09. Vacancies • Eliminate ongoing funding for a part-time Disease Control Director and use one-time fund balance for a temporary contract position for a total reduction of $105,000. Cost Reduction • Reduce funding for IT support from the Office of Enterprise Technology due to decrease need for support for a total reduction of $124,627. • Reduce funding for the SAFER Program to continue at a reduced cost for a total savings of $12,000. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $242. Base Adjustments: Public Health Fee Fund (265) Non-Recurring/Non-Project : • One-time carry-over for Special IT Projects - $30,000. • One-time expenditure to pay off the Technology Financing Program debt balance due to decreased grant funding - $21,436. • One-time funding for Contract Disease Control Physician - $105,000. Strategic Business Plan Update The Department of Public Health went through a comprehensive facilitated review and revision of their strategic business plan; the changes are reflected in this document. Most of the Department’s Activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The majority of the revisions consolidated existing Programs and Activities. Four Activities were added. The Infectious Disease Control Program absorbed the Tuberculosis and Sexually Transmitted Disease Programs which is now comprised of six Activities. Tuberculosis Testing Activity and Tuberculosis Treatment Activity were condensed into a new Activity and, following a systemic approach throughout the plan, the TB Investigations Activity was expanded to be the Tuberculosis Case Surveillance and 692 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Investigation Activity. Similarly, the STD Examination Activity and STD Treatment Activity were condensed into the STD Examinations and Treatment Activity. The HIV/HCV Services Program was revised to be the HIV Services Program. It was consolidated to two Activities from five. Services, customer groups and benefits remained the same. The new and more precise Activities include the HIV Counseling and Testing Activity and the HIV Surveillance and Investigation Activity. In the Immunization Services Program, the Adult Immunization Activity was expanded to the Adult Immunization and Foreign Travel Services Activity. In the Vital Registration Program, the two previous Activities were concentrated into one more detailed Activity, the Birth and Death Certificates Activity. The Tobacco Use Prevention Program was previously comprised of five Activities. It was reduced to three clearer and more precise Activities: the Tobacco Prevention Activity, the Tobacco Prevention Training for Dental Professionals Activity, and the new Smoke Free Arizona Inspections Activity. The Promoting Healthy Lifestyles Program added the Child Passenger Safety Activity as it has become a desirable service to the public, and the School Based Nutrition Education Activity was reworded to contain more detail. It is now the Supplemental Nutrition Assistance and Education Activity. The Public Health Emergency Management Program was consolidated from two Activities to one broader Activity entitled Public Health Emergency Management. The Family Health Program is a compilation of four prior Programs including the Healthy Start Program, the Family Health Program, the Child Safety Program and the Cancer Prevention and Treatment Program. The majority of the Activities stayed the same; however, Family Planning is no longer a viable program (see more in the Activity section). Other changes include a new Activity, Teen Pregnancy Prevention, a name change for the Preventing Abuse and Neglect through Dental Awareness Activity, which is now the Dental Sealants Activity, and the consolidation of the Case Management Activity, the Health Education Activity, and the Screening and Referrals Activity into the new Healthy Start Activity. 693 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Programs and Activities Clinic Support Services Program The purpose of the Clinic Support Services Program is to provide professional and cost-effective ancillary health services to healthcare providers and patients so they can better manage patient care and treatment. Program Results Measure FY 2008 FY 2009 Description Actual Revised % registrations provided with a wait time of 15 minutes or not reported not reported less % of syphilis screening results reported within 1 working not reported not reported day % savings over wholesale price: Rifampin 300 mg 25.5% 67.2% % savings over wholesale price: PZA 500 mg 41.1% 59.3% % savings over wholesale price: Myambutol 400 mg 37.3% 60.3% % savings over wholesale price: Isoniazid 300 mg 24.0% 77.1% Activities that comprise this program include: • Medical Records • Public Health Laboratory • FY 2010 Variance Adopted Revised - Adopted 60.0% % Variance Revised - Adopted 95.0% 59.1% 59.4% 59.7% 74.5% -8.1% 0.1% -0.6% -2.6% -12.1% 0.2% -1.1% -3.3% Public Health Pharmacy Medical Records Activity The purpose of the Medical Records Activity is to provide registration and records services in a timely manner to individuals seeking care so they can access a public health clinic. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % registrations provided with a wait time of 15 minutes or less # registrations provided anticipated # registrations requested cost per registration 100 - GENERAL TOTAL USES FY 2008 Actual not reported $ $ FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 60.0% 22,304 22,304 $15.05 22,000 22,000 $15.42 23,000 23,000 $14.91 335,719 $ 335,719 $ 339,318 $ 339,318 $ 342,933 $ 342,933 $ % Variance Revised - Adopted 1,000 1,000 $0.51 4.3% 4.3% 3.3% (3,615) (3,615) -1.1% -1.1% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand with slightly increased funding and improved efficiency. Public Health Laboratory Activity The purpose of the Public Health Laboratory Activity is to provide specific lab results to select healthcare providers so they can make a definitive diagnosis and treat patient health conditions. Mandates: This is a non-mandated Activity. 694 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description % of syphilis screening results reported within 1 working day # of lab test results reported # of lab tests requested cost per lab test FY 2008 Actual not reported 100 - GENERAL TOTAL USES FY 2009 Revised not reported 163,528 163,528 $3.10 $ $ 173,225 173,225 $2.97 506,309 $ 506,309 $ 514,353 $ 514,353 $ FY 2010 Variance Adopted Revised - Adopted 95.0% 172,000 172,000 $3.00 515,907 $ 515,907 $ % Variance Revised - Adopted -1,225 -1,225 -$0.03 -0.7% -0.7% -1.0% (1,554) (1,554) -0.3% -0.3% Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand with slightly increased funding. Public Health Pharmacy Activity The purpose of the Public Health Pharmacy Activity is to provide discounted medications to MCDPH clients so they can reduce their expenses related to treating their health conditions. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Result Output Demand Efficiency Revenue Measure Description % savings over wholesale price: Rifampin 300 mg % savings over wholesale price: PZA 500 mg % savings over wholesale price: Myambutol 400 mg % savings over wholesale price: Isoniazid 300 mg # of prescriptions filled # of prescriptions requested cost per presciption filled FY 2008 Actual 25.5% FY 2009 Revised 67.2% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 59.1% -8.1% -13.7% 41.1% 59.3% 59.4% 0.1% 0.2% 37.3% 60.3% 59.7% -0.6% -1.1% 24.0% 77.1% 74.5% -2.6% -3.4% 17,798 17,798 $19.57 18,450 18,450 $17.19 17,000 17,000 $18.76 -1,450 -1,450 -$1.58 -8.5% -8.5% -9.2% 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 27,229 $ 27,229 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 298,760 $ 49,520 348,280 $ 289,124 $ 28,000 317,124 $ 290,987 $ 28,000 318,987 $ - 0.0% 0.0% Expenditure $ (1,863) (1,863) -0.6% 0.0% -0.6% Activity Narrative: The FY 2009-10 budget supports this Activity with slightly increased General Fund expenditures. Epidemiology and General Disease Surveillance Program The purpose of the Epidemiology and General Disease Surveillance Program is to provide timely data and reporting to County residents and interested stakeholders so they can halt the spread of disease and increase the overall health of Maricopa County residents. Program Results Measure Description % of disease reports completed within the appropriate time frame % of required reports provided % of communicable disease reports investigated according to guidelines FY 2008 Actual 75.6% FY 2009 Revised 70.1% 90.5% 90.0% not reported not reported 695 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% -0.1% -0.2% 90.0% 16.3% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Activities that comprise this program include: • Epidemiological Reporting • Single Case Investigations & Intervention Epidemiological Reporting Activity The purpose of the Epidemiological Reporting Activity is to provide data and information to MCDPH programs, interested stakeholders and the general public regarding disease trends in Maricopa County so they can halt the spread of disease in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. Performance Analysis: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description % of disease reports completed within the appropriate time frame % of required reports provided # of reports provided anticipated # reports requested cost per report provided 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2008 Actual 75.6% FY 2009 Revised 70.1% 90.5% 905 1,000 $747.81 90.0% 756 840 $1,249.90 651,154 $ 25,610 676,764 $ 830,059 $ 114,863 944,922 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% -0.1% -0.2% 90.0% 756 840 $1,164.96 765,712 $ 114,996 880,708 $ 0.0% $84.94 0.0% 0.0% 0.0% 6.8% 64,347 (133) 64,214 7.8% -0.1% 6.8% Activity Narrative: Overall, the funding at the Program level is staying flat; however, the Department has shifted some funding between the two Activities enabling them to maintain FY 2009-10 output levels. Single Case Investigations & Interventions Activity The purpose of the Single Case Investigations and Interventions Activity is to provide timely investigations and interventions to the residents of Maricopa County so they can experience minimal disease burden in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. 696 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of communicable disease reports investigated according to guidelines # of reports investigated according to guidelines anticipated # disease reports received for investigation cost per report investigated according to guidelines FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 16.3% - % Variance Revised - Adopted 8,795 7,613 7,613 0.0% 30,435 45,000 46,620 1,620 3.5% $94.21 $85.96 $142.68 -$56.72 -66.0% 971,560 $ 114,637 1,086,197 $ (68,215) (136) (68,351) -7.6% -0.1% -6.7% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 806,530 $ 22,020 828,550 $ 903,345 $ 114,501 1,017,846 $ Activity Narrative: Overall, the funding at the Program level is staying flat; however, the Department has shifted some funding between the two Activities enabling them to maintain FY 2009-09 output levels. Family Health Program The purpose of the Family Health Program is to provide assessment, education and services to women, children and their families and community organizations so they can be healthy and so that health disparities among women and children may be reduced. Program Results Measure FY 2008 FY 2009 Description Actual Revised % women with abnormal screening results receiving not reported not reported diagnostic services within 60 days % of coalition members who report that there is progress 82.4% 70.0% towards implementation of plan goals. % individuals who increased perinatal health knowledge not reported not reported as measured by post-intervention evaluation % of women with abnormal cancer screening findings who received follow up % of women returning at least every 6 months for family planning assessment % of women receiving adequate number of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) % of infants receiving adequate immunizations (as per American Academy of Pediatrics (AAP) standards) % of eligible community members receiving educational services % of children needing sealants who receive them % of families who have increased knowledge of lead hazards % families who take at least one new lead hazard reduction action % families contacted within 7 days of referral being received % of families contacted who are visited within 14 days of referral being received % of children with suspicious developmental screenings that are referred to early intervention services % individuals who made improvement on goals as measured by post-intervention evaluation % youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory FY 2010 Variance Adopted Revised - Adopted 75.0% 70.0% % Variance Revised - Adopted 0.0% 0.0% 85.2% 50.4% 44.0% 0.0% -44.0% -100.0% 61.2% 67.0% 0.0% -67.0% -100.0% not reported not reported 75.0% not reported not reported 80.0% not reported not reported 50.0% not reported not reported not reported not reported 75.0% 70.0% not reported not reported 65.0% not reported not reported 80.0% not reported not reported 70.0% not reported not reported 80.0% not reported not reported 90.0% not reported not reported 60.0% 697 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Activities that comprise this program include: • Well Woman Healthcheck • Family Health Partnerships • Pregnancy Connection • Family Planning • Healthy Start • • • • • Dental Sealants Lead Hazard Reduction Newborn Intensive Care Parent Support Teen Pregnancy Prevention Well Woman Healthcheck Activity The purpose of the Well Woman Healthcheck Activity is to provide breast and cervical cancer screening and educational services to uninsured and underinsured women so they can receive appropriate and timely follow-up if they have abnormal screening results. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % women with abnormal screening results receiving diagnostic services within 60 days # client visits anticipated # client visits cost per client visit FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 75.0% % Variance Revised - Adopted $ 3,597 3,597 188.77 $ 3,500 3,500 195.99 $ 3,000 3,000 230.71 $ -500 -500 (34.71) -14.3% -14.3% -17.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 643,785 $ 643,785 $ 685,981 $ 685,981 $ 692,115 $ 692,115 $ 6,134 6,134 0.9% 0.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 679,020 $ 679,020 $ 685,982 $ 685,982 $ 692,115 $ 692,115 $ (6,133) (6,133) -0.9% -0.9% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing slightly increased demand for services and slightly increased funding. Dental Sealants Activity The purpose of the Dental Sealants Activity is to provide dental sealants to eligible children in Maricopa County so they can avoid tooth decay. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % of children needing sealants who receive them # eligible children receiving sealants anticipated # children eligible to receive sealants cost per eligible child receiving sealants FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 75.0% 4,983 6,638 4,800 6,400 4,801 6,400 $65.06 $81.32 $81.86 1 -$0.55 % Variance Revised - Adopted 0.0% 0.0% -0.7% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 257,094 $ 257,094 $ 299,212 $ 299,212 $ 310,645 $ 310,645 $ 11,433 11,433 3.8% 3.8% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 67,399 $ 256,801 324,200 $ 91,098 $ 299,217 390,315 $ 82,380 $ 310,645 393,025 $ 8,718 (11,428) (2,710) 9.6% -3.8% -0.7% Expenditure $ 698 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: The FY 2009-10 budget supports the Department in meeting 75% of the demand with slightly increased funding, recognizing no growth in the demand for services. Family Health Partnerships Activity The purpose of the Family Health Partnerships Activity is to provide technical assistance to local programs so they can expand their capacities to improve maternal/child health outcomes. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of coalition members who report that there is progress towards implementation of plan goals. # of partnerships developed or retained anticipated # of partnerships to be developed or retained cost per partnership developed FY 2008 Actual 82.4% FY 2009 Revised 70.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 70.0% 0.0% 0.0% 8 7 7 - 0.0% 8 7 7 - 0.0% $116,743.50 $174,807.29 $123,187.43 $51,619.86 29.5% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 157,472 $ 157,472 $ 444,361 $ 444,361 $ 133,562 $ 133,562 $ (310,799) (310,799) -69.9% -69.9% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 728,161 $ 205,787 933,948 $ 779,289 $ 444,362 1,223,651 $ 728,750 $ 133,562 862,312 $ 50,539 310,800 361,339 6.5% 69.9% 29.5% Expenditure $ Activity Narrative: Funding for teen pregnancy prevention was previously included in this Activity but is now in a separate Activity, Teen Pregnancy Prevention. Lead Hazard Reduction Activity The purpose of the Lead Hazard Reduction Activity is to provide in-home lead testing and educational services to families residing in City of Phoenix Lead Hazard Control Program (LHCP) homes which test positive for lead so they can reduce or eliminate their children’s risk for exposure to lead. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description % of families who have increased knowledge of lead hazards % families who take at least one new lead hazard reduction action # of educational home visits anticipated # of educational home visits cost per educational home visit FY 2008 Actual not reported FY 2009 Revised not reported not reported not reported FY 2010 Variance Adopted Revised - Adopted 70.0% % Variance Revised - Adopted 65.0% 49 49 100 100 50 50 -50 -50 -50.0% -50.0% $1,683.65 $1,037.15 $849.28 $187.87 18.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 46,345 $ 46,345 $ 103,711 $ 103,711 $ 42,464 $ 42,464 $ (61,247) (61,247) -59.1% -59.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 82,499 $ 82,499 $ 103,715 $ 103,715 $ 42,464 $ 42,464 $ 61,251 61,251 59.1% 59.1% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, which is decreasing at the same rate as funding. 699 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Pregnancy Connection Activity The purpose of the Pregnancy Connection Activity is to provide perinatal health education and information to women of childbearing age so they can increase their knowledge of perinatal health to promote healthy pregnancy. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % individuals who increased perinatal health knowledge as measured by postintervention evaluation # individuals educated anticipated # of individuals educated cost per individual educated FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 85.2% % Variance Revised - Adopted $ 804 804 260.52 $ 600 600 259.35 $ 1,000 1,000 157.26 $ 400 400 102.09 66.7% 66.7% 39.4% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 234,356 $ 234,356 $ 207,476 $ 207,476 $ 157,262 $ 157,262 $ (50,214) (50,214) -24.2% -24.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 209,461 $ 209,461 $ 207,477 $ 207,477 $ 157,262 $ 157,262 $ 50,215 50,215 24.2% 24.2% Expenditure Activity Narrative: In FY 2008-09, demand and output are anticipated to be 800, exceeding the budgeted demand and output of 600. In FY 2009-10, the Department plans to gain efficiencies and meet 100% of the continued increased demand with reduced funding. Newborn Intensive Care Activity The purpose of the Newborn Intensive Care Activity is to provide education, developmental screening and early intervention referrals to families of at-risk infants and children so they can be empowered to function at their highest level through timely identification of issues and access to community resources. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual not reported FY 2009 Revised not reported % families contacted within 7 days of referral being received % of families contacted who are visited not reported not reported within 14 days of referral being received % of children with suspicious not reported not reported developmental screenings that are referred to early intervention services # of home visits provided 4,233 4,000 # of home visits anticipated 4,233 4,000 cost per home visit $173.98 $219.02 FY 2010 Variance Adopted Revised - Adopted 80.0% % Variance Revised - Adopted 70.0% 80.0% 3,500 3,500 $179.01 -500 -500 $40.01 -12.5% -12.5% 18.3% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 654,674 $ 654,674 $ 766,580 $ 766,580 $ 626,537 $ 626,537 $ (140,043) (140,043) -18.3% -18.3% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 736,459 $ 736,459 $ 766,578 $ 766,578 $ 626,537 $ 626,537 $ 140,041 140,041 18.3% 18.3% Expenditure Budget Balancing Adjustment: Fund Shift • Shift funding for an Office Assistant from the Family Health General Fund (100) to the Newborn Intensive Care Grant in the Public Health Grant Fund (532) resulting in a General Fund savings 700 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health of $33,437. Overall, grant revenue will be decreased by 18.3%; therefore, fewer services will be provided. Activity Narrative: Reduced funding in this Activity corresponds with the reduced demand and output. Family Planning Activity The purpose of the Family Planning Activity is to provide affordable well-woman health examinations and family planning services to women so they can plan their pregnancies and remain healthy. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Output Demand Efficiency Revenue Measure Description % of women with abnormal cancer screening findings who received follow up % of women returning at least every 6 months for family planning assessment # of women with abnormal cancer screening findings # client visits anticipated # client visits cost per client visit FY 2008 Actual 50.4% FY 2009 Revised 44.0% FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 0.0% -44.0% -100.0% 61.2% 67.0% 0.0% -67.0% -100.0% 125 125 - -125 -100.0% 3,320 3,320 $138.09 4,700 4,700 $112.07 $0.00 -4,700 -4,700 $112.07 -100.0% -100.0% 100.0% 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 137,340 $ 137,340 $ 322,677 $ 322,677 $ - $ - $ (322,677) (322,677) -100.0% -100.0% 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 382,308 $ 76,153 458,461 $ 204,057 $ 322,677 526,734 $ - $ - $ 204,057 322,677 526,734 100.0% 100.0% 100.0% Expenditure $ Budget Balancing Adjustment: Service Reduction • Eliminate the Family Planning Program resulting in a General Fund (100) savings of $204,057 and a Public Health Fee Fund (265) revenue and expenditure reduction of $322,677. This reduction was implemented in FY 2008-09. Activity Narrative: The FY 2009-10 budget does not support the Family Planning Activity. Family Planning has not been a viable Activity. As the General Fund support of the Family Planning Activity has been reduced, the Fee Fund has increased fees in an unsuccessful attempt to cover all of the associated costs. The General Fund impact on the department will be the reduction of one Nurse Practitioner and in the Fee Fund there will be a reduction of five positions; Medical Assistant, Registered Nurse, Nurse Practitioner/Physician’s Assistant, and two Office Assistants. The impact on the customers will be that over 3,000 clients annually will need to seek family planning services elsewhere. The department is working with clients and other providers, including Maricopa Integrated Healthcare Systems, to ensure the individual needs are met. Parent Support Activity The purpose of the Parent Support Activity is to provide parenting education and case management to parents/caregivers so they can enhance parenting knowledge, skills, and behaviors. Mandates: This is a non-mandated Activity. 701 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Output Demand Efficiency Measure Description FY 2008 Actual % individuals who made improvement not reported on goals as measured by postintervention evaluation # educational services received not reported # individuals completing postnot reported intervention evaluation # educational services requested not reported cost per educational service received not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 90.0% not reported not reported % Variance Revised - Adopted 350 1,200 not reported not reported $ 500 181.31 Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 1,915 $ 1,915 $ 46,333 $ 46,333 $ 63,460 $ 63,460 $ 17,127 17,127 37.0% 37.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 44,146 $ 44,146 $ 46,335 $ 46,335 $ 63,460 $ 63,460 $ (17,125) (17,125) -37.0% -37.0% Expenditure Activity Narrative: strategic plan. The measures for this Activity were changed completely in the FY 2008-09 Healthy Start Activity The purpose of the Healthy Start Activity is to provide case management and education to perinatal women and their families and education to community members so they can access and adequately utilize health care and social services to promote and improve maternal/child health and birth outcomes. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Result Output Output Demand Demand Efficiency Measure Description % of women receiving adequate number of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) % of infants receiving adequate immunizations (as per American Academy of Pediatrics (AAP) standards) % of eligible community members receiving educational services # of case management services received # of maternal/child health educational sessions received anticipated # case management services requested anticipated # community based maternal/child health educational sessions requested cost per case management service received FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 75.0% not reported not reported 80.0% not reported not reported 50.0% % Variance Revised - Adopted 145 100 200 100 100.0% 14,056 15,000 15,000 - 0.0% 145 100 200 100 50.0% 14,056 15,000 15,000 - 0.0% $23.62 $24.24 $27.00 -$2.76 -11.4% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 323,022 $ 323,022 $ 363,637 $ 363,637 $ 400,000 $ 400,000 $ 36,363 36,363 10.0% 10.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 331,979 $ 331,979 $ 363,629 $ 363,629 $ 400,000 $ 400,000 $ (36,371) (36,371) -10.0% -10.0% Expenditure Activity Narrative: The increase in funding will be used to address the increased demand for case management services with the addition of staff, as well as increases in rent costs. 702 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Teen Pregnancy Prevention Activity The purpose of the Teen Pregnancy Prevention Activity is to provide education and service learning opportunities to youth so they can improve their ability to make healthy decisions. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual % youth who report an increased ability not reported to make healthy decisions as measured by the pre- and post-Youth Development Inventory # youth educated not reported anticipated # youth to be educated not reported cost per youth educated not reported FY 2009 Revised not reported not reported not reported not reported FY 2010 Variance Adopted Revised - Adopted 60.0% $ % Variance Revised - Adopted 60 80 3,246.28 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ - $ - $ - $ 194,777 $ 194,777 $ 194,777 194,777 -100.0% -100.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ - $ - $ - $ 194,777 $ 194,777 $ (194,777) (194,777) -100.0% -100.0% Expenditure Activity Narrative: This is a new Activity in FY 2009-10. Therefore, no historical information is available for comparison. The FY 2009-10 budget supports the Department in meeting 100% of the anticipated demand. Healthcare for the Homeless Program The purpose of the Healthcare for the Homeless Program is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Program Results Measure Description % of visits made in the clinic FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 97.0% % Variance Revised - Adopted Activities that comprise this program include: • Healthcare for the Homeless Healthcare for the Homeless Activity The purpose of the Healthcare for the Homeless Activity is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Mandates: This is a non-mandated Activity. 703 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of visits made in the clinic # of client contacts anticipated # of client contacts cost per client contact FY 2008 FY 2009 Actual Revised not reported not reported 22,575 26,500 23,443 27,288 $98.17 $78.45 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 97.0% 28,260 1,760 6.6% 28,260 972 3.6% $90.83 -$12.38 -15.8% - $ 2,237,354 2,237,354 $ - $ 2,078,896 2,078,896 $ 280,360 $ 2,126,697 2,407,057 $ 280,360 47,801 328,161 100.0% 2.3% 15.8% - $ 2,216,220 2,216,220 $ - $ 2,078,901 2,078,901 $ 280,359 $ 2,126,697 2,407,056 $ (280,359) (47,796) (328,155) -100.0% -2.3% -15.8% Expenditure 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Base Adjustment: • Expenditure and revenue increase for program income in the Public Health Fee Fund (265) of $280,360. Activity Narrative: Funding is increasing proportionately to increased demand and output in this Activity. In FY 2009-10 the Department will begin to utilize the fee fund to record revenue and expenditures for services paid by AHCCCS. HIV Services Program The purpose of the HIV Services program is to provide identification, screening, testing and referral to individuals at risk for or infected with HIV so they can seek HIV care if necessary and reduce the spread of HIV in the community. Program Results Measure Description % of clients who are positive who are referred for care within 30 working days % of cases closed within 30 business days % of cases where at least one contact was notified of exposure FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% -20.0% -20.0% 92.6% 90.0% not reported not reported Activities that comprise this program include: • HIV Counseling & Testing 95.5% 40.2% • 5.5% 6.2% HIV Surveillance & Investigation 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 they can be tested and referred for services in a timely manner. 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. 704 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% % of clients who are positive who are referred for care within 30 working days # client visits anticipated # client visits cost per client visit not reported not reported not reported not reported $158.74 $238.95 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 478,890 $ 478,890 $ 525,682 $ 525,682 $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 482,240 $ 482,240 $ 525,679 $ 525,679 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% -20.0% -20.0% 1,500 1,500 $331.21 -$92.27 -38.6% 496,818 $ 496,818 $ (28,864) (28,864) -5.5% -5.5% 496,818 $ 496,818 $ 28,861 28,861 5.5% 5.5% Expenditure Activity Narrative: The demand and output calculations were changed during the FY 2009-10 strategic plan update so year-to-year comparisons can’t really be made. The department will no longer be administering off-site STD testing. FY 2009-10 demand and output are reflective of that change. HIV Surveillance & Investigation Activity The purpose of the HIV Surveillance & Investigation Activity is to provide case review and follow up to individuals who are reported or suspected of having been infected with HIV so they can be tested and referred for services in a timely manner. 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 Measure Description FY 2008 Actual 92.6% FY 2009 Revised 90.0% Output Demand % of cases closed within 30 business days % of cases where at least one contact not reported not reported was notified of exposure # of positive HIV cases investigated 864 # of positive HIV case reports received 1,029 Efficiency cost per positive HIV case investigated Result $270.13 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.5% 5.5% 6.2% 40.2% 900 900 700 900 (200) - -22.2% 0.0% $358.79 $337.05 $21.73 6.1% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 245,315 $ 245,315 $ 322,901 $ 322,901 $ 234,589 $ 234,589 $ (88,312) (88,312) -27.3% -27.3% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 46,674 $ 186,719 233,393 $ - $ 322,909 322,909 $ - $ 234,589 234,589 $ 88,320 88,320 0.0% 27.4% 27.4% Expenditure $ Activity Narrative: Funding for this Activity has been reduced in the FY 2009-10 budget by 27%, which results in a reduction in output. Immunization Services Program The purpose of Immunization Services Program is to provide immunizations to eligible children and adults, and education to immunization providers, so they can avoid the contracting and spreading of vaccine-preventable diseases amongst themselves or their clients. 705 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure FY 2008 FY 2009 Description Actual Revised % of clients choosing to receive all recommended 90.0% 90.0% vaccines for travel % of children 0-2 years old receiving full complement of 52.0% 55.0% immunizations % of children aged 2-5 in child care facilities that are up- not reported not reported to-date with all required immunizations % of children >5 in schools that are up-to-date with all the not reported not reported immunizations required to attend school Activities that comprise this program include: • Adult Immunization & Foreign Travel Services FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% 0.0% 0.0% 45.0% -10.0% -18.2% 90.0% 94.0% • • Immunization Education Childhood Immunizations Adult Immunization & Foreign Travel Services Activity The purpose of the Adult Immunization and Foreign Travel Services Activity is to provide recommended immunizations to individuals so they can avoid contracting a variety of preventable diseases. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of clients choosing to receive all recommended vaccines for travel Number of immunizations provided # of immunizations anticipated Cost per immunization provided FY 2008 Actual 90.0% FY 2009 Revised 90.0% 4,347 4,716 $100.16 6,000 6,000 $110.26 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% 0.0% 0.0% 7,500 7,500 $46.67 1,500 1,500 $63.60 25.0% 25.0% 57.7% 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 376,485 $ 376,485 $ 496,193 $ 496,193 $ 350,000 $ 350,000 $ (146,193) (146,193) -29.5% -29.5% 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 435,403 $ 435,403 $ 496,189 $ 496,189 $ 350,000 $ 350,000 $ 146,189 146,189 29.5% 29.5% Expenditure Base Adjustment: • Revenue and expenditure reduction in the Public Health Fee Fund of $146,193. Activity Narrative: The Department is dealing with an increased number of non-paying clients. Other Public Health Clinics assist in this Activity when the demand is higher than the current staff can serve so that 100% of demand can be met with reduced resources. Childhood Immunizations Activity The purpose of the Childhood Immunizations Activity is to provide immunizations to children 0 to 18 so they can avoid contracting and spreading vaccine-preventable diseases. Mandates: ARS §36-671-674 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. Performance Analysis: 706 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 52.0% FY 2009 Revised 55.0% 279,778 279,778 $9.97 320,000 320,000 $32.73 320,000 320,000 $8.79 $ - $ 1,750,365 1,750,365 $ - $ 9,321,007 9,321,007 $ $ 1,050,862 $ 1,151,500 $ $ 1,737,375 2,788,237 $ 9,321,011 10,472,511 $ % of children 0-2 years old receiving full complement of immunizations # of immunizations provided # of immunizations anticipated cost per immunization 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES Department Strategic Plans and Budgets Public Health $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 45.0% -10.0% -18.2% $23.94 0.0% 0.0% 73.2% 200,000 $ 1,741,891 1,941,891 $ 200,000 (7,579,116) (7,379,116) 0.0% -81.3% -79.2% 869,336 $ 200,000 1,741,891 2,811,227 $ 282,164 (200,000) 7,579,120 7,661,284 24.5% 0.0% 81.3% 73.2% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES Budget Balancing Adjustment: Fund Shift • Shift funding for four positions from the General Fund to the Public Health Grant Fund and use fund balance to cover a portion of supplies and services resulting in a savings of $287,135. Base Adjustment: • Revenue increase based on fee increase affective March 2009 in the Public Health Fee Fund, which supports an expenditure increase of $200,000. Activity Narrative: The significant reduction in revenue and expenditures are due to the treatment of vaccine inventory that the department receives from the ADHS. The supplies are no longer recognized as revenues and expenses. While demand for this Activity has typically increased annually in a linear way, a decrease in immunization funding in FY 2009-10 means that the Activity cannot provide nonrequired immunizations to insured children. As a result of this rule, many schools are not referring insured children to the Activity for any immunizations. That decrease in demand is tempered by an even increase in overall demand (more children falling into the uninsured category due to the recession, and some moderate population growth), which is why demand and output remain unchanged. Immunization Education Activity The purpose of the Immunization Education Activity is to provide education and training to school staff, day care providers, immunization providers and members of the community so they can increase immunization rates for their clients. Mandates: ARS §36-673 mandates that the local health department provide all required immunizations for school children attending school, train school nurses upon request of schools to administer immunizations, and coordinate with schools to ensure compliance with required immunizations. 707 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Output Demand Efficiency Expenditure Measure Description FY 2008 Actual not reported % of children aged 2-5 in child care facilities that are up-to-date with all required immunizations % of children >5 in schools that are up- not reported to-date with all the immunizations required to attend school # individuals educated anticipated # individuals to be educated cost per individual educated 100 - GENERAL TOTAL USES $ $ FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 90.0% not reported % Variance Revised - Adopted 94.0% 1,303 1,303 910 910 1,200 1,200 290 290 31.9% 31.9% $78.51 $107.65 $82.74 $24.92 23.1% (1,320) (1,320) -1.3% -1.3% 102,299 $ 102,299 $ 97,962 $ 97,962 $ 99,282 $ 99,282 $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing growth in the demand for services and a slight increase in expenditures. Infectious Disease Control Program The purpose of the Infectious Disease Control Program is to provide identification, screening, treatment and education to clients with or suspected with identified communicable diseases so they can be disease free and avoid spreading them to uninfected individuals. Program Results Measure Description % of people confirmed with Hansen's Disease receiving treatment % of refugees screened within 30 days of arrival in the country % of clients who test positive for a STD % of clients testing positive who received treatment % of cases and contacts referred within 24 hours % case investigations closed within 7 business days % of case investigations started within 7 business days FY 2008 Actual not reported FY 2009 Revised not reported not reported not reported FY 2010 Variance Adopted Revised - Adopted 100.0% 90.0% 15.3% 16.9% not reported not reported 100.0% 95.0% not reported not reported not reported not reported % of clients who complete treatment within three months not reported of the treatment goal not reported Activities that comprise this program include: • Hansen’s Disease Treatment • STD Examinations and Treatment • Tuberculosis Case Surveillance & Investigation % Variance Revised - Adopted 15.0% 95.0% 50.0% 73.0% 90.0% -1.9% -11.1% -45.0% -47.4% 90.0% • • • Physical Health Screening for Refugees STD Case Surveillance & Investigation Tuberculosis Testing & Treatment Hansen’s Disease Treatment Activity The purpose of the Hansen’s Disease Treatment Activity is to provide treatment to individuals suspected or confirmed with Hansen’s Disease so they can be cured and thus avoid spreading the disease in the community. Mandates: This is a non-mandated Activity. 708 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of people confirmed with Hansen's Disease receiving treatment FY 2008 Actual not reported # of people receiving treatment # of people requesting treatment cost per person treated FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 100.0% 94 94 $224.65 70 70 $423.74 70 70 $423.73 % Variance Revised - Adopted $0.01 0.0% 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 36,687 $ 36,687 $ 29,662 $ 29,662 $ 29,661 $ 29,661 $ (1) (1) 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 36,687 $ 36,687 $ 29,662 $ 29,662 $ 29,661 $ 29,661 $ 1 1 0.0% 0.0% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. Physical Health Screening for Refugees Activity The purpose of the Physical Health Screening for Refugees Activity is to screen newly-arrived refugees in Maricopa County so they can meet the deadlines established by the federal government for diagnosis of a communicable disease and thus remain in the country. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 FY 2009 Actual Revised % of refugees screened within 30 days not reported not reported of arrival in the country # of refugees screened 2,162 3,000 # of refugees presenting for screening 2,274 3,000 cost per refugee screened 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $454.18 $ $ $324.81 FY 2010 Variance Adopted Revised - Adopted 90.0% % Variance Revised - Adopted 3,500 3,500 500 500 16.7% 16.7% $371.93 -$47.13 -14.5% 50,176 $ 630,636 680,812 $ 39,000 $ 847,458 886,458 $ 39,000 $ 1,186,441 1,225,441 $ 338,983 338,983 0.0% 40.0% 38.2% 152,463 $ 37,827 791,637 981,927 $ 87,965 $ 39,000 847,460 974,425 $ 76,328 $ 39,000 1,186,441 1,301,769 $ 11,637 (338,981) (327,344) 13.2% 0.0% -40.0% -33.6% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Budget Balancing Adjustment: Fund Shift • Shift funding for debt service/technology finance purchase from the General Fund to the Public Health Fee Fund for a General Fund reduction of $13,100 Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the slightly increased demand for services. STD Examinations and Treatment Activity The purpose of the STD Examinations & Treatment Activity is to provide exams, diagnosis and treatment services to people who have or may have contracted an STD so that they can be disease free. 709 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health 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 Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 15.3% % of clients who test positive for a STD % of clients testing positive who received treatment # of STD client visits anticipated # of STD client visits cost per client visit not reported 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ FY 2009 Revised 16.9% not reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 15.0% -1.9% -11.1% 95.0% 18,648 19,845 $73.92 19,000 19,250 $72.67 17,500 18,000 $85.78 -1,500 -1,250 -$13.10 -7.9% -6.5% -18.0% 270,262 $ 271,261 541,523 $ 275,000 $ 113,000 388,000 $ 270,000 $ 113,000 383,000 $ (5,000) (5,000) -1.8% 0.0% -1.3% 1,079,230 $ 44,163 255,124 1,378,517 $ 992,805 $ 274,993 113,000 1,380,798 $ 1,118,088 $ 270,000 113,000 1,501,088 $ (125,283) 4,993 (120,290) -12.6% 1.8% 0.0% -8.7% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Base Adjustment: • Revenue and expenditure reduction in the Public Health Fee Fund of $5,000 based on current trends Activity Narrative: The FY 2009-10 budget supports the Department in meeting 95% of the demand, recognizing reduced demand for services. STD Case Surveillance and Investigation Activity The purpose of the STD Case Surveillance & Investigation Activity is to provide case reviews and follow up to individuals who are positive for an STD or who are suspected of having been exposed to an STD so they can be referred for treatment in a timely manner. 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. 710 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description % case investigations closed within 7 business days % of cases and contacts referred within 24 hours # cases that were investigated # of positive STD case reports received cost per positive STD report investigated FY 2008 Actual not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 73.0% % Variance Revised - Adopted 100.0% 95.0% 50.0% -45.0% -47.4% 4,360 17,204 3,800 16,000 5,610 17,000 1,810 1,000 47.6% 6.3% $219.00 $245.00 $167.29 $77.71 31.7% Revenue 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 648 $ 305,318 305,966 $ - $ 324,249 324,249 $ - $ 315,773 315,773 $ (8,476) (8,476) 0.0% -2.6% -2.6% 559,015 $ 184,473 215,373 958,861 $ 605,498 $ 324,247 929,745 $ 622,749 $ 315,773 938,522 $ (17,251) 8,474 (8,777) -2.8% 0.0% 2.6% -0.9% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Activity Narrative: The Department will find efficiencies enabling them to increase output to respond to increased demand with slightly reduced funding. Tuberculosis Surveillance and Investigation Activity The purpose of the Tuberculosis Surveillance & Investigation Activity is to provide contact investigations to people who were exposed to a case of TB so they can be screened, tested, evaluated and treated. Mandates: ARS §36-717 mandates that the local board of health provide for the care and control of tuberculosis in the county. ARS §36-718-738 mandates the procedures, authorities, and requirements for the local board of health in the care and control of tuberculosis in the county. AZ Admin Code R9-6373 outlines the requirements the county must follow for the control of tuberculosis cases. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 FY 2009 Actual Revised % of case investigations started within not reported not reported 7 business days # of positive cases investigated 631 500 # of positive cases reported 1,880 1,600 cost per case investigation $913.38 $1,305.02 FY 2010 Variance Adopted Revised - Adopted 90.0% 500 1,000 $146.00 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 76,550 $ 76,550 $ 233,446 $ 233,446 $ - $ - $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 408,133 $ 168,211 576,344 $ 419,066 $ 233,443 652,509 $ 73,000 $ 73,000 $ % Variance Revised - Adopted (600) $1,159.02 0.0% -37.5% 88.8% (233,446) (233,446) -100.0% -100.0% 346,066 233,443 579,509 82.6% 100.0% 88.8% Expenditure $ Budget Balancing Adjustment: Cost Reduction • The Tuberculosis Program is undergoing a complete restructure/reorganization resulting in elimination of vacant positions and elimination of various filled positions. The changes in TB involve a complete reorganization of staff, specifically replacing some nursing positions with epidemiologists, who are paid less but better qualified for the work. The Department anticipates meeting 50% of demand with the reduced funding because of the efficiencies gained with the reorganization. Demand will never be met at 100% because too many factors interfere with the Department’s ability to investigate cases. The Public Health Fee Fund will have increased 711 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health revenues and expenditures to accommodate costs for supplies associated with TB which will be recovered by a fee increase in the program. The total savings associated with this reorganization is $862,993. Tuberculosis Testing and Treatment Activity The purpose of the Tuberculosis Testing & Treatment Activity is to provide identification of individuals who have TB infection or individuals who have been exposed to TB infection and to provide screening and treatment so they can be free of TB and reduce the spread of the disease in the community. Mandates: ARS §36-717 mandates that the local board of health provide for the care and control of tuberculosis in the county. ARS §36-718-738 mandates the procedures, authorities, and requirements for the local board of health in the care and control of tuberculosis in the county. AZ Admin Code R9-6373 outlines the requirements the county must follow for the control of tuberculosis cases. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of clients who complete treatment within three months of the treatment goal # of clinic visits anticipated # clinic visits cost per clinic visit 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES FY 2008 Actual not reported FY 2009 Revised not reported not reported not reported $ $ FY 2010 Variance Adopted Revised - Adopted 90.0% 9,000 9,000 $243.72 - % Variance Revised - Adopted 10,462 9,000 0.0% 82,871 $ 640,235 723,106 $ 68,000 $ 765,626 833,626 $ 83,000 $ 627,932 710,932 $ 15,000 (137,694) (122,694) 22.1% -18.0% -14.7% 1,775,190 $ 91,668 751,154 2,618,012 $ 1,870,231 $ 68,004 765,630 2,703,865 $ 1,482,579 $ 83,000 627,932 2,193,511 $ 387,652 (14,996) 137,698 510,354 20.7% -22.1% 18.0% 18.9% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Base Adjustment: • Revenue and expenditures increase in the Public Health Fee Fund of $15,000. Promoting Healthy Lifestyles Program The purpose of the Promoting Healthy Lifestyles Program is to provide education to children and adults so they can incorporate physical Activity, physical safety, and healthy eating habits into their daily lives to prevent injury, obesity, and nutrition-related disorders. 712 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description % of students educated who incorporate physical activity into their daily lives % change in vegetable consumption % change in daily consumption of calcium-containing dairy foods % change in identification of correct daily value for calcium % change in identification of foods containing calcium % of food drafts redeemed % women participating who increase their number of steps by 2,000 per day % women participating who make at least one improvement to their dietary quality % of people who indicate they always use a car seat to protect their child(ren) from injury FY 2008 Actual 31.3% FY 2009 Revised 26.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 30.0% 3.1% 11.6% not reported not reported not reported not reported 7.0% 24.0% not reported not reported 50.0% not reported not reported not reported not reported not reported not reported 15.0% 89.0% 60.0% not reported not reported 60.0% 94.1% 94.1% Activities that comprise this program include: • Promoting Lifetime Activity for Youth • Women Infants and Children • Child Passenger Safety • • 93.9% -0.2% -0.2% Supplemental Nutrition Assistance and Education Women Together for Health Promoting Lifetime Activity for Youth Activity The purpose of the Promoting Lifetime Activity for Youth (PLAY) Activity is to provide education to students in grades four through eight so they can incorporate physical activity into their daily lives to prevent obesity. Mandates: This is a non-mandated Activity. 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 2008 Actual 31.3% FY 2009 Revised 26.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 30.0% 3.1% 11.6% 4,359 4,359 4,000 4,000 4,000 4,000 $33.68 $34.66 $36.36 -$1.70 -4.9% - 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 115,907 $ 115,907 $ 138,636 $ 138,636 $ 145,455 $ 145,455 $ 6,819 6,819 4.9% 4.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 146,800 $ 146,800 $ 138,638 $ 138,638 $ 145,455 $ 145,455 $ (6,817) (6,817) -4.9% -4.9% Expenditure Activity Narrative: The Department anticipates a slightly increased result and the ability to meet 100% of demand with slightly increased grant revenue. Supplemental Nutrition Assistance Education and Intervention Activity The purpose of the Supplemental Nutrition Assistance Education & Intervention Activity is to provide nutrition education and intervention to low-income adults and their children in eligible school settings so they can incorporate healthy eating habits and physical activity into their daily lives. Mandates: This is a non-mandated Activity. 713 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Result Result Result Output Demand Efficiency Revenue Measure Description % change in vegetable consumption % change in daily consumption of calcium-containing dairy foods % change in identification of correct daily value for calcium % change in identification of foods containing calcium # adults and children educated anticipated # adults and children educated cost per adult/child educated 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES FY 2008 Actual not reported not reported FY 2009 Revised not reported not reported not reported not reported 50.0% not reported not reported 15.0% not reported not reported not reported not reported 6,001 6,001 $96.17 $ $ $145.91 FY 2010 Adopted Variance Revised - Adopted % Variance Revised - Adopted 7.0% 24.0% $110.49 $35.42 24.3% 10,080 $ 119,056 129,136 $ 11,820 $ 354,932 366,752 $ 12,600 $ 352,132 364,732 $ 780 (2,800) (2,020) 6.6% -0.8% -0.6% 290,299 $ 10,020 263,229 563,548 $ 319,029 $ 11,820 354,938 685,787 $ 298,340 $ 12,600 352,132 663,072 $ 20,689 (780) 2,806 22,715 6.5% -6.6% 0.8% 3.3% Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ Budget Balancing Adjustment: Fund Shift • Shift partial funding for the Administrator of the Office of Nutrition from the General Fund to the Public Health Grant Fund resulting in a General Fund savings of $23,250. Base Adjustment: • Revenue and expenditures increase in the Public Health Fee Fund of $780. Activity Narrative: The measures for this Activity are new for FY 2009-10. Women Infants and Children Activity The purpose of the Women, Infants & Children Activity is to provide supplemental food and nutrition education for pregnant, breastfeeding, postpartum women, infants and children (up to age five) so they can redeem their food drafts and adopt lifetime nutrition habits for better nutritional/health status. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of food drafts redeemed # client encounters anticipated # client encounters cost per client encounter FY 2008 FY 2009 Actual Revised not reported not reported 1,044,669 1,044,000 1,044,669 1,044,000 $8.34 $8.40 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 89.0% 1,080,000 36,000 3.4% 1,080,000 36,000 3.4% $8.55 -$0.15 -1.8% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 8,522,978 $ 8,522,978 $ 8,766,704 $ 8,766,704 $ 9,232,034 $ 9,232,034 $ 465,330 465,330 5.3% 5.3% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 8,712,703 $ 8,712,703 $ 8,766,702 $ 8,766,702 $ 9,232,034 $ 9,232,034 $ (465,332) (465,332) -5.3% -5.3% Expenditure Activity Narrative: Grant funding will increase by 5.3% in FY 2009-10. This will allow the Department to address the increase in demand as well as support the aforementioned fund shift. 714 Maricopa County Annual Business Strategies FY 2009-10 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 to women of childbearing age so 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 % women participating who increase their number of steps by 2,000 per day FY 2008 Actual not reported FY 2009 Revised not reported not reported not reported % women participating who make at least one improvement to their dietary quality # women educated 3,888 3,500 anticipated # of women to be educated 3,888 3,500 cost per woman educated $101.90 $151.13 FY 2010 Variance Adopted Revised - Adopted 60.0% % Variance Revised - Adopted 60.0% 3,500 3,500 $104.25 - 0.0% 0.0% $46.89 31.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 466,949 $ 466,949 $ 377,833 $ 377,833 $ 364,868 $ 364,868 $ (12,965) (12,965) -3.4% -3.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 396,194 $ 396,194 $ 377,833 $ 377,833 $ 364,868 $ 364,868 $ 12,965 12,965 3.4% 3.4% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, by being more efficient with slightly reduced expenditures. Child Passenger Safety Activity The purpose of the Child Passenger Safety Activity is to provide child passenger safety education to families with children under the age of 18 so they can prevent injury due to vehicular collisions. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of people who indicate they always use a car seat to protect their child(ren) from injury # people educated anticipated # of people to be educated cost per person educated FY 2008 Actual 94.1% FY 2009 Revised 94.1% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 93.9% (0.2%) -0.2% 4,572 4,572 4,500 4,500 4,499 4,499 (1) (1) 0.0% 0.0% $37.85 $50.00 $45.30 $4.70 9.4% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 10,584 $ 10,584 $ 37,253 $ 37,253 $ 37,252 $ 37,252 $ (1) (1) 0.0% 0.0% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 162,482 $ 10,586 173,068 $ 162,834 $ 37,253 200,087 $ 166,547 $ 37,252 203,799 $ (3,713) 1 (3,712) -2.3% 0.0% -1.9% Expenditure $ Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. 715 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Emergency Management Program The purpose of the Public Health Emergency Management Program is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Program Results Measure Description % of those trained who indicate understanding of their roles and responsibilities in a public health emergency FY 2008 Actual 100.0% FY 2009 Revised 75.6% 91.2% 89.7% % of exercise evaluations rated as good or excellent FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 24.4% 32.2% 74.7% -14.9% -16.7% Activities that comprise this program include: • Public Health Emergency Management Public Health Emergency Management Activity The purpose of the Public Health Emergency Management Activity is to provide preparedness plans, training, and exercises to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Result Output Demand Efficiency Revenue Measure Description % of those trained who indicate understanding of their roles and responsibilities in a public health emergency % of exercise evaluations rated as good or excellent # of people trained # of people requiring training cost per person trained FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 91.2% 89.7% 74.7% -14.9% -16.7% 1,278 1,278 $1,709.18 1,200 1,200 $2,182.19 1,200 1,200 $1,849.98 $332.21 0.0% 0.0% 15.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 3,012,741 $ 3,012,741 $ 2,618,632 $ 2,618,632 $ 2,219,976 $ 2,219,976 $ (398,656) (398,656) -15.2% -15.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 2,184,334 $ 2,184,334 $ 2,618,629 $ 2,618,629 $ 2,219,976 $ 2,219,976 $ 398,653 398,653 15.2% 15.2% Expenditure Activity Narrative: Though funding for this Activity is decreasing for FY 2009-10, the department plans to meet 100% of demand. The customer satisfaction may be slightly impacted. Ryan White Part A Services for People with HIV/AIDS Program The purpose of the Ryan White Part A Services for People with HIV/AIDS program is to provide planning, procurement, execution and monitoring of medical, health and support service agreements to people living with HIV/AIDS so they can improve their overall health.. 716 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description % Ryan White-eligible clients satisfied with dental insurance administration services % of Planning Council members indicating satisfaction w/ staff administrative duties FY 2008 Actual 85.8% FY 2009 Revised 85.8% 98.0% 95.0% Activities that comprise this program include: • Ryan White Dental Insurance • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% -10.8% -12.6% 95.0% 0.0% 0.0% Ryan White Planning Council Support Ryan White Dental Insurance Activity The purpose of the Ryan White Dental Insurance Activity is to provide dental insurance administration to eligible Ryan White clients in Maricopa and Pinal Counties so they can receive dental services. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % Ryan White-eligible clients satisfied with dental insurance administration services # Ryan White clients receiving dental insurance anticipated # applicants for Ryan White Dental Insurance cost per client receiving dental insurance FY 2008 Actual 85.8% FY 2009 Revised 85.8% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% -10.8% -12.6% 539 700 600 706 700 700 $75.31 $0.00 $2,244.39 (100) -$2,244.39 -14.3% 0.0% 52369122.2% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 37,112 37,112 $ $ - $ 1,346,632 $ 1,346,632 $ 1,346,632 1,346,632 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 40,593 $ 40,593 $ - $ - $ 1,346,632 $ 1,346,632 $ (1,346,632) (1,346,632) 0.0% 0.0% Expenditure 100.0% 100.0% Budget Balancing Adjustments: Fund Shift • Shift partial funding for the Program Supervisor position to the Ryan White Dental Insurance Grant in the Public Health Grant Fund for a General Fund reduction of $9,712. • Shift partial funding for the Program Admin/Operations Specialist position to the Ryan White Dental Insurance Grant in the Public Health Grant Fund for a General Fund reduction of $37,782. Activity Narrative: The FY 2009-10 budget supports the Department in meeting 86% of the demand. A reduction in customer satisfaction is anticipated. In FY 2008-09, the Ryan White grant funds were appropriated in the Health Care Programs department. In FY 2009-10, Public Health is budgeting the full revenue and expenditures associated with the Activity. 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. 717 Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets Public Health Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description % of Planning Council members indicating satisfaction w/ staff administrative duties # of meetings facilitated # of meetings scheduled cost per meeting held FY 2008 Actual 98.0% FY 2009 Revised 95.0% 87 94 $2,764.64 96 96 $2,245.16 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 0.0% 0.0% 90 95 $2,574.84 -6 -1 -$329.69 -6.3% -1.0% -14.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 233,887 $ 233,887 $ 215,535 $ 215,535 $ 231,736 $ 231,736 $ 16,201 16,201 7.5% 7.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 240,524 $ 240,524 $ 215,535 $ 215,535 $ 231,736 $ 231,736 $ (16,201) (16,201) -7.5% -7.5% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. Tobacco Use Prevention Program The purpose of the Tobacco Use Prevention program is to provide education and technical assistance to children and adults in Maricopa County so they can avoid tobacco use and secondhand smoke. Program Results Measure Description rate of tobacco use among 8th-grade children % attendees reporting that they will incorporate knowledge from the session into their practice & of inspectied facilities in compliance FY 2008 Actual 9.3% 98.0% not reported FY 2009 Revised 10.0% 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 10.0% 0.0% 0.0% 90.0% -8.0% -8.2% not reported Activities that comprise this program include: • Tobacco Use Prevention • Tobacco Use Prevention Training for Dental Professionals 100.0% • Smoke Free Arizona Inspections 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 they can avoid tobacco use. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual rate of tobacco use among 8th-grade children # of students educated anticipated # of students to be educated cost per student educated 9.3% FY 2009 Revised 10.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 10.0% 0.0% 0.0% 40,770 40,770 40,000 40,000 15,003 15,003 -24,997 -24,997 -62.5% -62.5% $88.37 $76.75 $125.90 -$49.15 -64.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 3,338,841 $ 3,338,841 $ 3,069,878 $ 3,069,878 $ 1,888,803 $ 1,888,803 $ (1,181,075) (1,181,075) -38.5% -38.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 3,602,857 $ 3,602,857 $ 3,069,876 $ 3,069,876 $ 1,888,803 $ 1,888,803 $ 1,181,073 1,181,073 38.5% 38.5% Expenditure 718 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: Grant funding has drastically reduced in this Activity which has negatively impacted the demand and output. The Department works with fewer schools, thus reducing the demand. Tobacco Use Prevention Training for Dental Professionals Activity The purpose of the Tobacco Use Prevention Training for Dental Professionals Activity is to provide education on health manifestations of tobacco use and information on interventions to dental professionals so they can provide information and intervention strategies to their patients. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description % attendees reporting that they will incorporate knowledge from the session into their practice # dental healthcare professionals trained # dental healthcare professionals requesting training cost per healthcare professional trained FY 2008 Actual 98.8% FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% -8.0% -8.2% 713 600 600 - 0.0% 713 600 600 - 0.0% $72.18 $91.84 $85.30 $6.55 7.1% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ (7,652) $ (7,652) $ 55,109 $ 55,109 $ 51,178 $ 51,178 $ (3,931) (3,931) -7.1% -7.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 51,464 $ 51,464 $ 55,106 $ 55,106 $ 51,178 $ 51,178 $ 3,928 3,928 7.1% 7.1% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services. Smoke Free Arizona Inspections Activity The purpose of the Smoke Free Arizona Inspections Activity is to provide smoking-related facility inspections to employers so they can comply with the Smoke Free Arizona law. Mandates: ARS §36-601.01 - Smoke-free Arizona act Performance Analysis: Measure Type Result Measure Description FY 2008 Actual % of inspected facilities in compliance not reported FY 2009 Revised not reported FY 2010 Variance Adopted Revised - Adopted 100.0% Output Demand Efficiency Revenue # inspections completed # inspections needed cost per inspection not reported not reported not reported not reported not reported not reported 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ - $ - $ - $ 270,276 $ 270,276 $ 270,276 270,276 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ - $ - $ - $ 270,276 $ 270,276 $ (270,276) (270,276) 0.0% 0.0% $ % Variance Revised - Adopted 450 450 600.61 Expenditure Activity Narrative: This is a new Activity for the Department for FY 2009-10; the FY 2009-10 budget supports the Department in meeting 100% of the anticipated demand. 719 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Vital Registration Program The purpose of the Vital Registration Program is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Program Results Measure Description % of birth and death certificate copies provided within two working days FY 2008 Actual 83.8% FY 2009 Revised 50.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 85.0% 35.0% 70.0% Activities that comprise this program include: • Birth and Death Certificates Birth and Death Certificates Activity The purpose of the Birth and Death Certificates Activity is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Mandates: AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36-302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36-322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. Performance Analysis: Measure Type Result Output Measure Description % of birth and death certificate copies provided within two working days # of certified copies of birth and death certificates provided # of certified copies of birth and death certificates requested cost per birth and/or death certificate provided Demand Efficiency FY 2008 Actual 83.8% FY 2009 Revised 50.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 85.0% 35.0% 70.0% 354,316 339,691 359,691 20,000 5.9% 354,316 339,691 359,691 20,000 5.9% (5.06) -55.3% $ 7.92 $ 9.17 $ 14.23 $ 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 3,249,068 $ 3,249,068 $ 3,534,127 $ 3,534,127 $ 5,346,392 $ 5,346,392 $ 1,812,265 1,812,265 51.3% 51.3% 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 2,805,769 $ 2,805,769 $ 3,296,871 $ 3,296,871 $ 5,116,759 $ 5,116,759 $ (1,819,888) (1,819,888) -55.2% -55.2% Revenue Expenditure Base Adjustment: • Revenue and expenditures increase based on increased fees and volume in the Public Health Fee Fund of $1,812,265. 720 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: Output and results measures were impacted because of the problems with the State Vital Registrar System that was implemented in the later half of FY 2008-09. The system improvements are expected by FY 2009-10. Most of the fee increase funds will be used to cover increased cost of supplies and equipment, and additional staff to improve timeliness and address the increase in demand. Revised State laws have in many cases increased the amount of time it takes to perform a task, which, sans additional funding in FY 2008-09, contributed to the result measure “certificate copies provided within 2 days” dropping from 84% in 2007-08 to an estimated 50% for FY 2008-09. New funding and the addition of staff to address the increased requirements should help bring this back up to 85% in FY 2009-10. 721 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Risk Manager Position to .50 FTE $ Service Reduction Eliminate Family Planning Clinic 12,462,708 $ - $ Subtotal $ (23,585) $ (23,585) $ - $ Subtotal $ (51,014) $ (51,014) $ - FY 2008-09 REVISED BUDGET $ 12,388,109 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 380,212 $ - FY 2009-10 BUDGET TARGET $ 12,768,321 $ - (35,377) $ (200,201) (82,583) (318,161) $ - Subtotal $ (124,627) $ (862,992) (12,000) (999,619) $ - $ Subtotal $ (153,043) $ (153,043) $ - $ Subtotal $ (105,000) $ (105,000) $ - $ Subtotal $ (242) $ (242) $ - (287,135) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce Risk Manager Position to .50 FTE Rent Reduction Eliminate 1 PIO Assistant Position $ Subtotal $ Cost Reduction Reduce Funding to OET TB Program Revision and Reduction Decrease in SAFER Program Funding $ Service Reduction Eliminate Family Planning Clinic Vacancies Eliminate 1 Vacant Disease Control Director/Physician Position Debt Reduction Pay off Capital Leases - 08 Desktop Refresh Fund Shift Conversion of Community Health Nursing/Child Immunization Program $ positions/supplies to Federal Grant Decrease in Refugee Program Funding Dental Sealant funding shift to Ryan White Dental Insurance Grant Family Health Partnerships funding shift to Ryan White Dental Insurance grant Family Health Partnerships funding shift to Newborn Intensive Care grant Supplemental Nutrition Assistance funding shift to Women, Infants & Children grant Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 722 (13,100) (9,712) (37,782) (33,437) (23,250) - (404,416) $ 10,787,840 $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Service Reduction Eliminate Family Planning Clinic 4,774,809 $ Subtotal $ FY 2008-09 REVISED BUDGET Target Adjustment Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Service Reduction Eliminate Family Planning Clinic $ (80,669) $ (80,669) $ 4,774,817 (80,669) (80,669) $ 4,694,140 $ 4,694,148 $ Subtotal $ 8 8 $ $ - $ 4,694,148 $ 4,694,148 $ Subtotal $ (242,008) $ (242,008) $ (242,008) (242,008) OTHER BASE ADJUSTMENTS: Revenue Increase in the Vitals Program $ Revenue Increase in the TB Examinations and Treatment Activity Revenue Increase in the Supplemental Nutrition Assistance and Education Activity Revenue Increase in the Health Care for the Homeless Activity Revenue Increase in the Child Immunizations Activity Revenue Reduction in the Foreign Travel/Adult Immunization Activity Revenue Reduction in the STD Examinations and Treatment Activity Subtotal $ 1,812,265 $ 15,000 780 280,360 200,000 (146,193) (5,000) 2,157,212 $ 1,812,265 15,000 780 280,360 200,000 (146,193) (5,000) 2,157,212 FY 2009-10 ADOPTED OPERATING BUDGET $ 6,609,352 EXPENDITURES $ 6,609,352 REVENUE $ $ Subtotal $ 30,000 21,436 105,000 156,436 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 156,436 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 6,765,788 $ 6,609,352 NON-RECURRING NON-PROJECT (0001) Public Health one-time carry forward for Special IT Projects One-time Payment to TFP Balance due to Decreased Grant Funding One-time Funding for Contract Disease Control Physician 723 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 RECOMM Beginning Unreserved Fund Balance $ 4,900,590 $ 4,840,261 $ 4,840,261 $ 5,253,386 $ 3,404,792 Designations: Future Capital Projects Total Designations $ 634,000 634,000 $ 634,000 634,000 $ 634,000 634,000 $ 634,000 634,000 $ - Beginning Unreserved/Undesignated Fund Balance $ 4,266,590 $ 4,206,261 $ 4,206,261 $ 4,619,386 $ 3,404,792 Sources: Operating Total Sources: $ $ 4,204,159 4,204,159 $ $ 4,774,817 4,774,817 $ $ 4,694,148 4,694,148 $ $ 4,123,379 4,123,379 $ $ 6,609,352 6,609,352 $ $ $ $ 3,886,124 2,085,849 5,971,973 $ $ 4,694,140 1,843,384 6,537,524 $ $ 4,774,809 326,258 5,101,067 $ 6,609,352 156,436 6,765,788 Uses: Operating Non-Recurring Total Uses: $ 3,851,373 3,851,373 Operating Balance $ 352,786 $ 8 $ 8 $ 237,255 $ - Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 4,619,386 $ 3,880,011 $ 2,362,885 $ 2,770,792 $ 3,248,356 Ending Unreserved Fund Balance $ 5,253,386 $ 4,514,011 $ 2,996,885 $ 3,404,792 $ 3,248,356 724 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Grant Reconciliations 38,006,654 $ Subtotal $ $ 38,006,639 (893,828) $ (893,828) $ (893,828) (893,828) FY 2008-09 REVISED BUDGET $ 37,112,826 $ 37,112,811 FY 2009-10 BUDGET TARGET $ 37,112,826 $ 37,112,811 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Grant Reconciliation $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ (7,630,161) $ (7,630,161) $ (7,630,146) (7,630,146) 29,482,665 29,482,665 $ Public Health Grant Fund (532) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 RECOMM Beginning Unreserved Fund Balance $ (3,610,553) $ 275,940 $ 275,940 $ (1,694,545) $ (2,055,545) Beginning Unreserved/Undesignated Fund Balance $ (3,610,553) $ 275,940 $ 275,940 $ (1,694,545) $ (2,055,545) $ $ $ 44,707,533 44,707,533 $ $ 45,601,361 45,601,361 $ 35,104,557 $ (237,786) 34,866,771 $ 35,409,374 35,409,374 45,601,376 45,601,376 $ $ 44,707,548 44,707,548 $ $ 35,227,771 35,227,771 $ $ 35,409,374 35,409,374 (123,214) $ - Sources: Operating Non-Recurring Total Sources: $ 37,774,214 37,774,214 Uses: Operating Total Uses: $ $ 35,858,218 35,858,218 $ $ Operating Balance $ 1,915,996 $ (15) $ (15) $ Accounting Adjustments $ 12 $ - $ - $ Ending Unreserved/Undesignated Fund Balance $ (1,694,545) $ 275,925 $ 275,925 $ (2,055,545) $ (2,055,545) Ending Unreserved Fund Balance $ (1,694,545) $ 275,925 $ 275,925 $ (2,055,545) $ (2,055,545) $ 725 - $ - Maricopa County Annual Business Strategies FY 2009-10 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 facility and security services, flood control, solid waste management, and transportation infrastructure and related services to the people within Maricopa County so they can live, work, conduct business, and travel in a safe and clean environment. Vision 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 February 29, 2012, Maricopa County Public Works will demonstrate leadership in environmental stewardship whereby County facilities will reduce overall energy usage by 5% to 228,062,646 kWh, water consumption by 10% to 417,012,935 gallons, and 100% of County Solid Waste Transfer Stations will accept all recyclables. Status: This is a new strategic goal for FY 2010. Presently, there is no status update. • By June 30, 2013, Maricopa County Public Works will enhance public safety for Maricopa County residents and visitors by completing 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors within an average of 14 days, and 100% of those tasks within an average of 90 days to sustain maintenance of our facilities, transportation, solid waste, and flood control infrastructure to Federal, State, and local safety and operational standards. Status: This is a new strategic goal for FY 2010. Presently, there is no status update. • By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Status: This is a new strategic goal for FY 2010. Presently, there is no status update. • By June 30, 2015, Maricopa County Public Works will enhance public safety for Maricopa County residents and visitors by reducing the number of intersection fatalities in unincorporated County by 15% from 13 to 11; by cleaning up 100% of the illegal dump sites identified by Maricopa County Solid Waste Management; by deterring potentially wrongful acts and helping to maintain order on Maricopa County public property whereby County employees and visitors are 95% safer on County property than in the surrounding geographic area; and, 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. 726 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Status: This is a new strategic goal for FY 2010. Presently, there is no status update. • By June 30, 2015, Maricopa County Public Works will maintain and protect the County’s investment in public works infrastructure by increasing preventative maintenance by 10% thereby increasing preventative maintenance from 49% to 59% of the overall road maintenance program and increasing preventative maintenance from 50% to 60% of the overall facility maintenance program. Status: This is a new strategic goal for FY 2010. Presently, there is no status update. • In order to maintain the quality of Public Works service delivery to the public, by June 30, 2014, Maricopa County Public Works will retain and enable the full potential of its workforce by enhancing the quality of the work environment as evidenced by the achievement of a 6.2 or higher Employee Satisfaction rating. Status: This is a new strategic goal for FY 2010. Presently, there is no status update. 727 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 64BT - BUILD ROADS AND STRUCT CMGT - TRANSPORTATION CONSTRUCTN MGT TIPM - TIP PROGRAM MGT PRJT - TRANSPORTATION PROJECT MGT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES $ FY 2008-09 ADOPTED 90,246,207 90,246,207 - $ FY 2008-09 REVISED 20,103,960 20,103,960 - $ FY 2008-09 FORECAST 20,103,960 20,103,960 - $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 67,064,199 67,040,101 24,098 $ 27,595,834 27,595,834 - $ 7,491,874 7,491,874 - 37.3% 37.3% 64ER - ENGINEER ROADS AND STRUCTURES REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING $ 1,832,731 1,424,704 15,130 $ 2,291,315 2,000,003 291,312 $ 2,291,315 2,000,003 291,312 $ 1,139,649 813,805 325,844 $ 1,063,089 800,000 263,089 $ (1,228,226) (1,200,003) (28,223) -53.6% -60.0% -9.7% 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 $ - $ 9,788,847 6,922,263 2,866,584 $ 2,078,400 2,039,198 39,202 27.0% 41.8% 1.4% 69HE - FLOOD HAZARD OUTREACH MASM - FLOOD SAFETY EDUCATION EDAY - FLOOD CNTRL PUBLIC INFORMATION FCSR - FLOOD 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 $ - $ 2,509,121 732,192 221,953 370,750 1,184,226 $ (94,564) 46,549 (516,763) (40,617) 416,267 -3.6% 6.8% -70.0% -9.9% 54.2% 69FH - FLOOD HAZARD REGULATION FREV - FLOODPLAIN REVIEW FCMP - FLOODPLAIN COMPLIANCE QUAL - STORMWATER QUALITY $ - $ 2,309,086 1,414,157 894,929 - $ 2,309,086 1,414,157 894,929 - $ - $ 2,195,188 1,458,792 736,396 - $ (113,898) 44,635 (158,533) - -4.9% 3.2% -17.7% 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CTRL STRUCTURE MAINT DAMS - DAM SAFETY FMLT - FLOOD MULTI PURP ENHANCEMENTS $ - $ 13,609,901 2,678,542 6,456,664 3,101,466 1,373,229 $ 13,609,901 2,678,542 6,456,664 3,101,466 1,373,229 $ - $ 12,164,946 2,769,400 6,380,495 3,015,051 - $ (1,444,955) 90,858 (76,169) (86,415) (1,373,229) -10.6% 3.4% -1.2% -2.8% -100.0% 64MT - TRAFFIC MANAGEMENT TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT TRFE - TRAFF DESIGN AND STUDIES TRFC - TRAFF SIGNAL AND ITS FIELD SVS $ 1,232,870 456,936 531,503 180,930 63,501 $ 872,308 20,000 645,308 150,000 57,000 $ 1,119,351 20,000 892,351 150,000 57,000 $ 677,467 415,543 168,408 93,516 $ 992,000 755,000 180,000 57,000 $ (127,351) (20,000) (137,351) 30,000 - -11.4% -100.0% 70PS - PROTECTIVE SERVICES SCRT - SECURITY $ 550,724 550,724 $ 522,115 522,115 $ 522,115 522,115 $ 491,739 491,739 $ 522,115 522,115 $ 64RB - ROADWAY MAINTENANCE SIGN - TRAFFIC SIGNS MAINT ROAD - ROAD AND ROW MAINTENANCE $ 612,673 112,934 499,739 $ 445,000 35,004 409,996 $ 775,050 35,004 740,046 $ 1,004,724 29,630 975,094 $ 425,000 25,000 400,000 $ (350,050) (10,004) (340,046) -45.2% -28.6% -45.9% 67SW - SOLID WASTE MANAGEMENT MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE TRANSFER STATION ILDE - ILLEGAL DUMP ED AND OUTREACH $ 6,553,120 1,303,764 5,172,394 76,962 - $ 6,530,000 525,000 5,730,000 275,000 - $ 6,965,586 525,000 5,730,000 275,000 435,586 $ 5,073,969 4,754,762 233,795 85,412 $ 5,363,154 4,973,154 200,000 190,000 $ (1,602,432) (525,000) (756,846) (75,000) (245,586) -23.0% -100.0% -13.2% -27.3% -56.4% 64SD - TRANSPORTATION PLANNING PROG - TRANSP PROJECT PROGRAMMING $ - $ - $ 500,000 500,000 $ - $ - $ (500,000) (500,000) -100.0% -100.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES RMGT - RISK MANAGEMENT FACI - FACILITIES MGMT PROF SUPP SVCS RECO - RECORDS MANAGEMENT $ 294,787 226,225 5,178 63,384 - $ 4,038,553 109,111 1,454,200 281,321 198,956 365,204 924,680 689,461 15,620 $ 4,038,553 109,111 1,454,200 281,321 198,956 365,204 924,680 689,461 15,620 $ 36,020,068 34,297,973 975 1,631,560 89,560 - $ 3,614,207 $ 80,766 1,224,966 255,746 189,426 325,854 857,447 629,985 50,017 (424,346) (28,345) (229,234) (25,575) (9,530) (39,350) (67,233) (59,476) 34,397 -10.5% -26.0% -15.8% -9.1% -4.8% -10.8% -7.3% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ 55,844,535 55,844,535 - $ 125,895,202 1,232,332 122,800,563 1,862,307 - $ 125,895,202 1,232,332 122,800,563 1,862,307 - $ 49,170,005 49,170,005 - $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DEAP - DATA ENTRY ACTIVITY PERFORMED DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT RETA - REPORTING TECHNICAL ASSISTANCE VANS - INFRASTRUCTURE NETWORK SVCS $ - $ 2,981,497 508,418 200,904 584,801 1,655,416 31,958 - $ 2,981,497 508,418 200,904 584,801 1,655,416 31,958 - $ - $ 157,167,647 $ 189,913,069 $ 191,425,748 $ 160,641,820 $ TOTAL PROGRAMS $ 728 98,123,046 1,306,871 95,211,681 1,604,494 - - -15.4% 20.0% 0.0% 0.0% 0.0% -8.6% 220.2% $ (27,772,156) 74,539 (27,588,882) (257,813) - 0.0% 6.0% 0.0% -13.8% 2,798,118 $ 483,388 310,800 322,058 1,647,559 34,313 - (183,379) (25,030) 109,896 (262,743) (1,655,416) 1,615,601 34,313 - -6.2% -4.9% 54.7% 167,154,665 $ (24,271,083) -44.9% -100.0% 5055.4% -12.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL USES 70OM - BLDG OPERATIONS AND MAINT BLDR - BUILDINGS AND GROUNDS DSEC - DETENTION SECURITY MAINTENANCE FAMT - FACILITIES MAINTENANCE Department Strategic Plans and Budgets Public Works FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ 8,545,788 304,192 229,528 8,012,068 $ 8,041,825 279,699 610,511 7,151,615 $ 8,031,158 279,699 610,511 7,140,948 $ 8,083,348 290,432 441,573 7,351,343 $ 8,109,416 286,722 7,822,694 $ (78,258) (7,023) 610,511 (681,746) -1.0% -2.5% 100.0% -9.5% 64BT - BUILD ROADS AND STRUCT CMGT - TRANSPORTATION CONSTRUCTN MGT TIPM - TIP PROGRAM MGT PRJT - TRANSPORTATION PROJECT MGT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES FIVE - ARTICLE FIVE PROCUREMENT MTEC - MATERIALS TECHNOLOGY $ 136,673,281 289,967 381,698 289,292 134,547,643 514,535 650,146 $ 107,299,546 508,279 587,931 256,506 104,677,000 378,984 226,926 663,920 $ 107,299,546 508,279 587,931 256,506 104,677,000 378,984 226,926 663,920 $ 118,797,174 391,786 404,515 199,021 116,699,473 379,252 184,498 538,629 $ 88,522,583 510,744 566,575 175,267 85,728,037 735,552 182,123 624,285 $ 18,776,963 (2,465) 21,356 81,239 18,948,963 (356,568) 44,803 39,635 17.5% -0.5% 3.6% 31.7% 18.1% -94.1% 19.7% 6.0% 70BC - CAPITAL FACILITY MANAGEMENT CCLA - CAP IMP PLAN IMP ENMG - ENERGY MANAGEMENT MJMT - MAJ MAINT PLAN IMP FACP - PLANNING $ 1,169,111 179,856 158,933 327,777 502,545 $ 1,450,035 375,917 213,463 391,336 469,319 $ 1,423,343 375,917 213,463 391,336 442,627 $ 1,320,704 341,497 150,143 336,336 492,728 $ - $ 1,423,343 375,917 213,463 391,336 442,627 100.0% 100.0% 100.0% 100.0% 100.0% 64ER - ENGINEER ROADS AND STRUCTURES IMPR - IMPROVEMENT DISTRICT ADMIN REGU - RIGHT OF WAY REGULATION DSGN - ROADS STRUCTURES STDS DSGN UREL - UTILITIES ENGINEERING $ 3,201,256 3 1,570,542 1,246,267 384,444 $ 3,404,373 $ (1) 1,574,333 1,452,165 377,876 3,404,373 $ (1) 1,574,333 1,452,165 377,876 3,021,447 $ (18,527) 1,420,003 1,226,667 393,304 3,151,172 1,540,342 1,232,761 378,069 $ 253,201 (1) 33,991 219,404 (193) 7.4% 100.0% 2.2% 15.1% -0.1% 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 $ 7,222,177 4,520,451 2,701,726 $ 9,812,102 6,953,127 2,858,975 $ (2,043,441) (2,011,848) (31,593) -26.3% -40.7% -1.1% 69HE - FLOOD HAZARD OUTREACH MASM - FLOOD SAFETY EDUCATION EDAY - FLOOD CNTRL PUBLIC INFORMATION FCSR - FLOOD 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 $ 2,236,098 588,468 424,644 365,635 857,351 $ 2,495,497 729,688 220,263 365,174 1,180,372 $ (8,014) (123,017) 481,212 46,204 (412,413) -0.3% -20.3% 68.6% 11.2% -53.7% 69FH - FLOOD HAZARD REGULATION FREV - FLOODPLAIN REVIEW FCMP - FLOODPLAIN COMPLIANCE $ - $ 2,309,098 1,414,167 894,931 $ 2,309,098 1,414,167 894,931 $ 1,957,441 1,206,639 750,802 $ 2,184,360 1,451,149 733,211 $ 124,738 (36,982) 161,720 5.4% -2.6% 18.1% 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CTRL STRUCTURE MAINT DAMS - DAM SAFETY FMLT - FLOOD MULTI PURP ENHANCEMENTS $ - $ 13,667,891 2,660,710 6,481,662 3,152,284 1,373,235 $ 13,667,891 2,660,710 6,481,662 3,152,284 1,373,235 $ 13,603,681 1,813,944 8,117,536 2,491,249 1,180,952 $ 12,167,812 2,747,078 6,359,909 3,060,825 - $ 1,500,079 (86,368) 121,753 91,459 1,373,235 11.0% -3.2% 1.9% 2.9% 100.0% 64MT - TRAFFIC MANAGEMENT TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT TRFE - TRAFF DESIGN AND STUDIES TRFC - TRAFF SIGNAL AND ITS FIELD SVS $ 4,548,649 745,222 635,289 510,229 1,453,149 1,204,760 $ 5,311,891 492,725 646,121 816,308 1,794,156 1,562,581 $ 5,558,934 492,725 646,121 1,063,351 1,794,156 1,562,581 $ 4,561,408 513,757 676,452 572,148 1,589,547 1,209,504 $ 5,149,186 411,241 674,294 961,142 1,650,651 1,451,858 $ 409,748 81,484 (28,173) 102,209 143,505 110,723 7.4% 16.5% -4.4% 9.6% 8.0% 7.1% 70PS - PROTECTIVE SERVICES PKMT - PARKING MANAGEMENT SCRT - SECURITY $ 3,990,106 83,473 3,906,633 $ 3,920,861 75,937 3,844,924 $ 3,878,722 75,937 3,802,785 $ 3,875,385 77,016 3,798,369 $ 3,811,028 74,747 3,736,281 $ 67,694 1,190 66,504 64RB - ROADWAY MAINTENANCE STRP - ROADWAY STRIPING MAINT SIGN - TRAFFIC SIGNS MAINT ZONE - WORK ZONE TRAFFIC CONTROL ROAD - ROAD AND ROW MAINTENANCE $ 34,677,808 1,871,280 1,461,041 1,269,682 30,075,805 $ 36,271,177 2,133,984 1,513,451 1,463,430 31,160,312 $ 36,631,877 2,133,984 1,513,451 1,463,430 31,521,012 $ 33,139,209 2,091,566 1,442,844 1,460,280 28,144,519 $ 35,549,808 2,145,424 1,572,744 1,487,275 30,344,365 $ 1,082,069 (11,440) (59,293) (23,845) 1,176,647 3.0% -0.5% -3.9% -1.6% 3.7% 67SW - SOLID WASTE MANAGEMENT MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE TRANSFER STATION ILDE - ILLEGAL DUMP ED AND OUTREACH $ 7,053,481 752,628 5,990,406 310,447 - $ 14,144,517 6,085,842 6,638,761 1,419,914 - $ 14,580,103 6,085,842 6,383,761 1,674,914 435,586 $ 9,168,379 1,177,181 6,222,675 1,692,309 76,214 $ 12,767,787 6,854,909 5,110,036 612,842 190,000 $ 1,812,316 (769,067) 1,273,725 1,062,072 245,586 12.4% -12.6% 20.0% 63.4% 56.4% 64SD - TRANSPORTATION PLANNING ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - TRANSPORTATION OUTREACH COMM PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION SYSTEM PLANNING $ 2,055,459 201,314 439,884 430,580 611,067 372,614 $ 2,573,656 266,373 332,100 454,392 696,805 823,986 $ 3,073,656 266,373 332,100 454,392 1,196,805 823,986 $ 1,857,325 165,715 345,701 445,241 486,347 414,321 $ 2,291,919 294,552 377,520 469,950 664,603 485,294 $ 781,737 (28,179) (45,420) (15,558) 532,202 338,692 25.4% -10.6% -13.7% -3.4% 44.5% 41.1% 91FD - CAPITAL FACILITIES DEVELOPMENT FACM - FACILITIES CONSTRUCTION MGMT FPDS - FACILITIES PROJECT DEV SUPP $ - $ - $ - $ - $ 239,342 101,208 138,134 $ (239,342) (101,208) (138,134) 0.0% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES FACI - FACILITIES MGMT PROF SUPP SVCS RECO - RECORDS MANAGEMENT $ 8,841,710 243,994 5,724,621 736,681 475,986 850,082 810,346 - $ 11,657,371 346,655 4,981,956 1,241,652 663,256 1,011,502 1,482,206 1,834,400 95,744 $ 11,657,371 346,655 4,981,956 1,241,652 663,256 1,011,502 1,482,206 1,834,400 95,744 $ 10,845,266 299,024 4,551,766 1,038,420 698,969 875,232 1,689,773 1,576,863 115,219 $ 10,621,160 250,337 4,438,330 1,079,461 682,058 943,642 1,527,537 1,506,479 193,316 $ 1,036,211 96,318 543,626 162,191 (18,802) 67,860 (45,331) 327,921 (97,572) 8.9% 27.8% 10.9% 13.1% -2.8% 6.7% -3.1% 17.9% -101.9% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ (55,158,271) $ 1,912,751 (59,594,514) 2,523,492 8,043,558 3,292,122 4,751,436 $ 9,825,590 3,292,122 1,782,032 4,751,436 $ (39,895,389) $ 3,292,122 (48,050,624) 4,863,113 6,965,682 3,439,223 3,526,459 $ 2,859,908 (147,101) 1,782,032 1,224,977 29.1% -4.5% 100.0% 25.8% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 3,835,379 1,485,069 377,727 941,588 870,563 106,932 53,500 $ 6,510,927 1,793,684 518,491 1,542,922 2,539,097 116,733 - $ 6,510,927 1,793,684 518,491 1,542,922 2,539,097 116,733 - $ 6,062,542 1,517,679 530,092 1,459,528 2,421,275 133,968 - $ 6,196,933 1,676,110 679,563 1,182,846 2,534,760 123,654 - $ 313,994 117,574 (161,072) 360,076 4,337 (6,921) - 4.8% 6.6% -31.1% 23.3% 0.2% -5.9% 0.0% TOTAL PROGRAMS $ 159,433,757 $ 234,862,870 $ 238,108,733 $ 185,856,195 $ 210,035,787 $ 729 28,072,946 1.7% 1.6% 1.7% 11.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % ALL FUNDS LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 1,814,496 1,814,496 $ $ 2,291,315 2,291,315 $ $ 2,291,315 2,291,315 $ $ 1,139,649 1,139,649 $ $ 1,063,089 1,063,089 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 749,330 26,819,994 102,751,593 9,550,276 139,871,193 $ 665,308 5,450,000 111,458,984 9,341,579 126,915,871 $ 2,177,987 5,450,000 111,458,984 9,341,579 128,428,550 $ 1,286,989 4,717,638 87,814,203 8,526,090 102,344,920 $ 945,000 6,423,154 84,301,634 8,185,047 99,854,835 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 7,857,018 337,660 8,194,678 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 4,339,336 2,651,793 6,991,129 ALL REVENUES $ $ $ $ $ 56,456,888 541,974 56,998,862 $ 2,725,000 582,021 3,307,021 156,871,496 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ 296,151 296,151 TOTAL SOURCES $ 157,167,647 $ $ $ $ 56,456,888 541,974 56,998,862 $ $ $ 47,201,581 331,437 47,533,018 $ $ $ 62,205,325 436,974 62,642,299 $ $ $ 2,725,000 619,442 3,344,442 $ $ $ (1,232,987) 973,154 (27,157,350) (1,156,532) (28,573,715) -56.6% 17.9% -24.4% -12.4% -22.2% 5,748,437 10.2% (105,000) -19.4% 5,643,437 9.9% $ 2,725,000 582,021 3,307,021 $ 2,662,368 6,581,808 9,244,176 189,513,069 $ 191,025,748 $ 160,261,763 $ 166,904,665 $ (24,121,083) -12.6% $ $ 400,000 400,000 $ $ 400,000 400,000 $ $ 380,057 380,057 $ $ 250,000 250,000 $ $ (150,000) -37.5% (150,000) -37.5% $ 189,913,069 $ 191,425,748 $ 160,641,820 $ 167,154,665 $ (24,271,083) -12.7% 730 $ $ (1,228,226) -53.6% (1,228,226) -53.6% 37,421 37,421 0.0% 6.4% 1.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL Department Strategic Plans and Budgets Public Works FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 35,339,720 $ 113,659 988,152 12,446,377 854,198 (13,425,029) 9,406,675 45,723,752 $ 46,708,489 $ 612,403 838,852 15,439,092 969,541 (15,106,531) 11,212,362 60,674,208 $ 46,639,658 $ 612,403 838,852 15,439,092 969,541 (15,106,531) 11,221,562 60,614,577 $ 43,954,508 $ 233,978 845,203 14,926,422 712,397 (13,027,109) 11,755,780 59,401,179 $ 46,432,862 $ 538,482 850,295 15,212,803 876,620 (15,173,612) 11,421,480 60,158,930 $ 206,796 73,921 (11,443) 226,289 92,921 67,081 (199,918) 455,647 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -1.8% 0.8% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 2,757,423 $ 1,951,672 167,900 (373,400) 221,604 4,725,199 $ 4,783,879 $ 1,898,423 248,634 (393,257) 383,606 6,921,285 $ 4,801,030 $ 1,898,423 248,634 (393,257) 383,606 6,938,436 $ 6,070,400 $ 137 2,131,071 202,906 (302,957) 404,691 8,506,248 $ 4,298,117 $ 2,425,023 195,300 (320,870) 310,623 6,908,193 $ 502,913 (526,600) 53,334 (72,387) 72,983 30,243 0.0% 0.0% 0.0% 0.0% 18.4% 19.0% 0.4% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 61 $ 861 13,571,738 500,774 13,455,901 (1,379) 8,046,926 79,969 148,649 58,610 710,119 (735,149) 466,974 36,304,054 $ 519,450 $ 1,600 38,899,057 1,026,651 22,000,654 1,530,966 6,788,736 157,986 415,814 84,596 1,381,464 (358,769) 425,181 72,873,386 $ 519,450 $ 1,600 38,379,274 1,026,651 22,000,654 3,312,998 6,788,736 157,986 422,714 88,116 1,381,464 (358,769) 436,419 74,157,293 $ 353,871 $ 528 28,048,660 887,275 15,464,347 3,274,859 6,789,020 158,205 270,761 71,512 1,024,826 (221,984) 245,757 56,367,637 $ 421,753 $ 900 32,000,444 940,845 21,203,734 1,534,031 5,974,182 110,807 273,019 87,100 1,227,090 (141,095) 224,661 63,857,471 $ 97,697 700 6,378,830 85,806 796,920 1,778,967 814,554 47,179 149,695 1,016 154,374 (217,674) 211,758 10,299,822 0.0% 43.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 48.5% 13.9% 1,908,549 1,908,549 34.5% 34.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ SUBTOTAL $ 25,860 25,860 $ $ 5,242,122 5,242,122 $ $ 5,527,772 5,527,772 $ $ 5,497,122 5,497,122 $ $ 3,619,223 3,619,223 $ $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 5,471,932 225,139 5,405,390 61,133,076 418,186 1,169 72,654,892 $ $ $ 17,146,000 1,392,200 4,240,800 52,131,000 581,970 75,491,970 $ $ 2,497,557 73,200 1,234,128 3,272,888 48,249,329 756,799 108 56,084,009 $ $ 10,402,500 111,978 1,651,121 4,426,150 73,565,750 712,823 333 90,870,655 $ $ 11,902,500 111,978 1,462,385 4,096,100 70,865,750 712,823 333 89,151,869 $ (6,743,500) -64.8% 111,978 0.0% 258,921 0.0% 185,350 0.0% 21,434,750 29.1% 130,853 0.0% 333 100.0% 15,378,685 0.0% TOTAL USES $ 159,433,757 $ 234,862,870 $ 238,108,733 $ 185,856,195 $ 210,035,787 $ 28,072,946 731 11.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TO TAL SOURCES 223 TRANSPORTATION GRANTS OPERATING NON-RECURRING FUND TO TAL SOURCES 232 TRANSPORTATION OPERATIONS OPERATING FUND TO TAL SOURCES 234 TRANSPORTATION CAPITAL PROJECT OPERATING NON-RECURRING FUND TO TAL SOURCES 290 WASTE TIRE OPERATING FUND TO TAL SOURCES 580 SOLID WASTE MANAG EMENT OPERATING NON-RECURRING FUND TO TAL SOURCES 581 SOLID WASTE GRANTS NON-RECURRING FUND TO TAL SOURCES 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TO TAL SOURCES 900 ELIMINATIONS OPERATING NON-RECURRING FUND TO TAL SOURCES FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADO PTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 677,381 677,381 $ $ 617,670 617,670 $ $ 617,670 617,670 $ $ 604,653 604,653 $ $ 604,827 604,827 $ $ 12,843 12,843 2.1% 2.1% $ 749,330 749,330 $ $ 755,000 755,000 $ $ 415,543 690,050 1,105,593 $ $ 665,308 1,077,093 1,742,401 $ $ 665,308 665,308 $ $ $ 665,308 322,093 987,401 100.0% 29.9% 56.7% $ $ 118,536,123 118,536,123 $ $ 126,033,844 126,033,844 $ $ 126,033,844 126,033,844 $ $ 102,219,104 102,219,104 $ $ 96,392,000 96,392,000 $ $ 29,641,844 29,641,844 23.5% 23.5% $ $ $ 63,140,120 63,140,120 $ $ 66,680,101 66,680,101 $ $ 87,301,469 87,301,469 $ $ 94,852,944 94,852,944 $ $ 59,898,264 30,347,943 90,246,207 $ 24,161,349 24,161,349 27.7% 27.7% $ $ 5,172,394 5,172,394 $ $ 5,730,000 5,730,000 $ $ 5,730,000 5,730,000 $ $ 4,927,598 4,927,598 $ $ 5,173,154 5,173,154 $ $ 556,846 556,846 9.7% 9.7% $ $ $ 75,000 75,000 9.4% $ 725,000 725,000 $ $ 620,511 6,656 627,167 $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 1,380,726 1,380,726 $ - $ - $ 435,586 435,586 $ 181,396 181,396 $ 190,000 190,000 $ 245,586 245,586 56.4% 56.4% $ $ - $ $ 35,962,287 35,962,287 $ $ 35,962,287 35,962,287 $ $ 34,128,864 34,128,864 $ $ 35,718,850 35,718,850 $ $ 243,437 243,437 0.7% 0.7% $ $ (59,594,514) $ (59,594,514) $ - $ (74,748,984) (74,748,984) $ - $ (67,197,509) (67,197,509) $ (49,832,656) $ (49,832,656) $ - $ (35,544,286) (35,544,286) $ (31,653,223) (31,653,223) 9.4% 47.1% 47.1% DEPARTMENT OPERATING TOTAL SOURCES $ 126,819,704 $ 169,809,109 $ 169,809,109 $ 93,083,617 $ 138,613,831 $ 31,195,278 18.4% DEPARTMENT NON-RECURRING TOTAL USES $ 30,347,943 $ 20,103,960 $ 21,616,639 $ 67,558,203 $ 28,540,834 $ (6,924,195) -32.0% DEPARTMENT TOTAL SOURCES $ 157,167,647 FY 2007-08 ACTUAL $ 189,913,069 FY 2008-09 ADOPTED $ 191,425,748 FY 2008-09 REVISED $ 160,641,820 FY 2008-09 FORECAST $ 167,154,665 FY 2009-10 ADOPTED $ FUND TOTAL $ $ 13,811,487 13,811,487 $ $ 12,908,663 12,908,663 $ $ 12,829,165 12,829,165 $ $ 12,756,881 12,756,881 $ $ 11,340,005 11,340,005 $ $ 1,489,160 1,489,160 11.6% 11.6% $ 755,000 755,000 $ $ 472,739 690,050 1,162,789 $ $ 665,308 1,077,093 1,742,401 $ $ 665,308 665,308 $ FUND TOTAL 537,294 537,294 $ $ 665,308 322,093 987,401 100.0% 29.9% 56.7% $ $ 4.3% 47.1% 26.3% 100 GENERAL OPERATING 223 TRANSPORTATION GRANTS OPERATING NON-RECURRING 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT NON-RECURRING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 290 WASTE TIRE OPERATING NON-RECURRING FUND TOTAL 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING FUND TOTAL 581 SOLID WASTE GRANTS NON-RECURRING FUND TOTAL 988 PUBLIC WO RKS FLOOD CO NTROL OPERATING FUND TOTAL 900 ELIMINATIONS OPERATING NON-RECURRING FUND TOTAL $ $ $ 63,578,714 74,748,984 138,327,698 $ 63,609,364 67,197,509 130,806,873 $ 57,533,671 49,832,656 107,366,327 $ 60,847,714 35,544,286 96,392,000 $ 2,761,650 31,653,223 34,414,873 $ 74,953,129 74,953,129 $ 104,677,000 104,677,000 $ 104,677,000 104,677,000 $ 66,506,817 66,506,817 $ 85,728,037 85,728,037 $ 18,948,963 18,948,963 18.1% 18.1% $ $ 2,772,479 2,772,479 $ $ 2,743,527 2,743,527 $ $ 2,743,527 2,743,527 $ $ 2,573,512 2,573,512 $ $ 2,645,658 2,645,658 $ $ 97,869 97,869 3.6% 3.6% $ 6,125,137 6,125,137 $ 5,730,000 975,000 6,705,000 $ 5,475,000 2,757,032 8,232,032 $ 5,316,813 2,757,032 8,073,845 $ 5,173,154 5,173,154 $ 301,846 2,757,032 3,058,878 5.5% 100.0% 37.2% $ $ $ 2,008,369 5,629,000 7,637,369 $ $ 1,946,731 1,010,006 2,956,737 $ $ 1,867,369 6,010,000 7,877,369 $ $ $ $ $ $ $ 1,429,810 1,429,810 $ 1,612,369 6,010,000 7,622,369 $ - $ - $ 435,586 435,586 $ 163,079 163,079 $ $ $ - $ $ 35,962,289 35,962,289 $ $ 35,962,289 35,962,289 $ $ 34,128,864 34,128,864 $ $ $ $ $ $ $ 119,398,935 119,398,935 $ $ $ 24,271,083 12.7% ADOPTED VS REVISED VARIANCE % (59,594,514) $ (59,594,514) $ - $ (74,748,984) (74,748,984) $ - $ (67,197,509) (67,197,509) $ (49,832,656) $ (49,832,656) $ $ $ (141,000) 381,000 240,000 -7.6% 6.3% 3.0% 190,000 190,000 $ 245,586 245,586 56.4% 56.4% 35,718,850 35,718,850 $ $ 243,439 243,439 0.7% 0.7% - $ (35,544,286) (35,544,286) $ (31,653,223) (31,653,223) 47.1% 47.1% DEPARTMENT OPERATING TOTAL $ 84,480,628 $ 123,200,870 $ 123,152,022 $ 64,896,555 $ 117,733,750 $ 5,418,272 4.4% DEPARTMENT NON-RECURRING TOTAL $ 74,953,129 $ 111,662,000 $ 114,956,711 $ 120,959,640 $ 92,302,037 $ 22,654,674 19.7% DEPARTMENT TOTAL $ 159,433,757 $ 234,862,870 $ 238,108,733 $ 185,856,195 $ 210,035,787 $ 28,072,946 11.8% 732 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 910 - PUBLIC WORKS ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FACILITIES MGMT PROF SUPP SVCS FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT REAL ESTATE SERVICES RECORDS MANAGEMENT PROGRAM TOTAL BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS DETENTION SECURITY MAINTENANCE FACILITIES MAINTENANCE PROGRAM TOTAL BUILD ROADS AND STRUCT ARTICLE FIVE PROCUREMENT LAND SURVEYING SERVICES MATERIALS TECHNOLOGY TIP PROGRAM MGT TRANSPORTATION CONSTRUCTN MGT TRANSPORTATION PROJECT MGT PROGRAM TOTAL CAPITAL FACILITIES DEVELOPMENT FACILITIES CONSTRUCTION MGMT FACILITIES PROJECT DEV SUPP PROGRAM TOTAL CAPITAL FACILITY MANAGEMENT CAP IMP PLAN IMP ENERGY MANAGEMENT MAJ MAINT PLAN IMP PLANNING PROGRAM TOTAL ENGINEER ROADS AND STRUCTURES IMPROVEMENT DISTRICT ADMIN RIGHT OF WAY REGULATION ROADS STRUCTURES STDS DSGN UTILITIES ENGINEERING PROGRAM TOTAL FLOOD HAZARD IDENTIFICATION FLOOD HAZARD PLANNING FLOODPLAIN DELINEATION PROGRAM TOTAL FLOOD HAZARD OUTREACH FLOOD CNTRL PUBLIC INFORMATION FLOOD CUSTOMER SERVICE FLOOD SAFETY EDUCATION FLOOD WARNING PROGRAM TOTAL FLOOD HAZARD REGULATION FLOODPLAIN COMPLIANCE FLOODPLAIN REVIEW PROGRAM TOTAL FLOOD HAZARD REMEDIATION DAM SAFETY FLOOD CONTROL CAPITAL PROJECTS FLOOD CTRL STRUCTURE MAINT FLOOD MULTI PURP ENHANCEMENTS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL ROADWAY MAINTENANCE ROAD AND ROW MAINTENANCE ROADWAY STRIPING MAINT TRAFFIC SIGNS MAINT WORK ZONE TRAFFIC CONTROL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 5.25 31.50 5.00 19.05 9.20 15.03 29.00 1.00 115.03 5.25 31.50 5.00 19.05 9.20 15.03 29.00 1.00 115.03 3.85 28.00 5.00 17.45 8.70 14.03 28.00 2.00 107.03 3.85 27.00 5.00 17.45 8.70 14.00 28.00 4.00 108.00 (1.40) (4.50) (1.60) (0.50) (1.03) (1.00) 3.00 (7.03) -26.67% -14.29% 0.00% -8.40% -5.43% -6.85% -3.45% 300.00% -6.11% (1.00) (.03) 2.00 .97 0.00% -3.57% 0.00% 0.00% 0.00% -0.21% 0.00% 100.00% 0.91% 5.00 4.00 98.00 107.00 5.00 4.00 98.00 107.00 5.00 4.00 93.00 102.00 5.00 103.00 108.00 (4.00) 5.00 1.00 0.00% -100.00% 5.10% 0.93% (4.00) 10.00 6.00 0.00% -100.00% 10.75% 5.88% 4.00 16.00 11.00 9.00 11.00 5.00 56.00 4.00 16.00 11.00 9.00 11.00 5.00 56.00 3.00 16.00 11.00 9.00 11.00 4.00 54.00 3.00 16.00 11.00 9.00 11.00 4.00 54.00 (1.00) (1.00) (2.00) -25.00% 0.00% 0.00% 0.00% 0.00% -20.00% -3.57% - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.00 10.00 16.00 6.00 10.00 16.00 6.00 10.00 16.00 (10.00) (3.00) (6.00) (7.00) (26.00) -100.00% -100.00% -100.00% -100.00% -100.00% (8.00) (2.00) (5.00) (6.00) (21.00) -100.00% -100.00% -100.00% -100.00% -100.00% 2.00 21.00 17.00 6.00 46.00 (2.00) (2.00) 0.00% 0.00% -10.53% 0.00% -4.17% (1.00) (1.00) 0.00% 0.00% -5.56% 0.00% -2.13% 14.52 11.27 25.79 17.27 12.10 29.37 2.00 1.28 3.28 13.10% 11.83% 12.57% 2.75 .83 3.58 18.94% 7.36% 13.88% 2.55 6.48 3.55 9.68 22.26 2.55 5.68 3.55 9.78 21.56 2.55 5.08 4.15 9.78 21.56 (1.40) 0.60 0.10 (0.70) 0.00% -21.60% 16.90% 1.03% -3.14% (.60) .60 - 0.00% -10.56% 16.90% 0.00% 0.00% 8.00 15.40 23.40 8.00 15.40 23.40 7.55 14.60 22.15 7.55 14.60 22.15 (0.45) (0.80) (1.25) -5.63% -5.19% -5.34% - 0.00% 0.00% 0.00% 10.32 32.10 56.20 5.85 104.47 10.32 32.10 56.20 5.85 104.47 10.12 31.55 55.20 5.85 102.72 10.12 33.85 55.20 0.25 99.42 (0.20) 1.75 (1.00) (5.60) (5.05) -1.94% 5.45% -1.78% -95.73% -4.83% 2.30 (5.60) (3.30) 0.00% 7.29% 0.00% -95.73% -3.21% 17.00 3.00 9.00 15.50 2.00 46.50 17.00 3.00 9.00 15.50 2.00 46.50 17.00 3.00 9.00 16.50 2.00 47.50 17.00 3.00 9.00 16.50 2.00 47.50 1.00 1.00 0.00% 0.00% 0.00% 6.45% 0.00% 2.15% - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.50 83.00 84.50 1.50 83.00 84.50 1.50 77.00 78.50 1.50 77.00 78.50 (6.00) (6.00) 0.00% -7.23% -7.10% - 0.00% 0.00% 0.00% 169.00 15.00 17.00 22.00 169.00 15.00 17.00 22.00 170.00 15.00 17.00 23.00 169.75 15.00 17.00 23.00 0.75 1.00 0.44% 0.00% 0.00% 4.55% (0.25) - -0.15% 0.00% 0.00% 0.00% 10.00 3.00 6.00 7.00 26.00 10.00 3.00 6.00 7.00 26.00 8.00 2.00 5.00 6.00 21.00 2.00 21.00 19.00 6.00 48.00 2.00 21.00 19.00 6.00 48.00 2.00 21.00 18.00 6.00 47.00 15.27 10.82 26.09 15.27 10.82 26.09 2.55 6.48 3.55 9.68 22.26 733 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FULL TIME EQUIVALENT (FTE) PROGRAM TOTAL SOLID WASTE MANAGEMENT LANDFILL POST CLOSURE MAINT WASTE TIRE COLLECT DISPOSAL WASTE TRANSFER STATION PROGRAM TOTAL TRAFFIC MANAGEMENT EMERGENCY TRAFFIC MANAGEMENT REAL TIME TRAFFIC MANAGEMENT TRAFF DESIGN AND STUDIES TRAFF SIGNAL AND ITS FIELD SVS PROGRAM TOTAL TRANSPORTATION PLANNING ENVIRONMENTAL CLEARANCE PROJECT PARTNERSHIPS TRANSP PROJECT PROGRAMMING TRANSPORTATION OUTREACH COMM TRANSPORTATION SYSTEM PLANNING PROGRAM TOTAL DEPARTMENT TOTAL Department Strategic Plans and Budgets Public Works FY 2008-09 ADOPTED 223.00 FY 2008-09 REVISED 223.00 FY 2008-09 FORECAST 225.00 FY 2009-10 ADOPTED 224.75 8.00 7.00 6.00 21.00 8.00 7.00 6.00 21.00 8.00 11.50 7.00 26.50 8.00 12.50 8.00 28.50 5.50 2.00 7.50 0.00% 78.57% 33.33% 35.71% 1.00 1.00 2.00 0.00% 8.70% 14.29% 7.55% 2.00 4.00 21.00 10.00 37.00 2.00 4.00 21.00 10.00 37.00 2.00 4.00 22.00 10.00 38.00 2.00 5.00 21.00 10.00 38.00 1.00 1.00 0.00% 25.00% 0.00% 0.00% 2.70% 1.00 (1.00) - 0.00% 25.00% -4.55% 0.00% 0.00% 4.00 5.00 8.00 6.00 6.00 29.00 969.25 4.00 5.00 8.00 6.00 6.00 29.00 969.25 4.00 5.00 9.00 6.00 5.00 29.00 947.75 4.00 5.00 9.00 6.00 5.00 29.00 952.00 1.00 (1.00) (17.25) 0.00% 0.00% 12.50% 0.00% -16.67% 0.00% -1.78% 4.25 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.45% REVISED VS ADOPTED VARIANCE % 1.75 0.78% FORECAST VS ADOPTED VARIANCE % (0.25) -0.11% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 910 - PUBLIC WORKS Accountant Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Appraiser Supervisor Assistant County Manager Chemical Applicatns Tech Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader Database Administrator Deputy Director Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director Director - Facilities Mgt Director - Flood Control Dist Director - Solid Waste Director - Transportation Dispatcher Electrician Electronic Technician Engineer Engineer - Senior Engineering Aide Engineering Associate Engineering Manager Engineering Supervisor Engineering Technician Environmental Specialist Equipment Operator Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Financial Support Supv - Dept General Laborer General Maintenance Worker GIS Programmer/Analyst Govt/Commun Affairs Ofcr Grant-Contract Administrator Heavy Equipment Operator Heavy Equipment Operator - Sr. Help Desk Coordinator Human Resources Analyst Human Resources Associate Human Resources Specialist Human Resources Supervisor Inspection Supervisor Inspector Instrumentation Tech-Water IS Project Manager IT Division Manager IT Operations Manager FY 2008-09 ADOPTED 8.00 8.00 18.00 5.00 1.00 4.00 2.00 2.00 2.00 3.00 1.00 1.00 5.00 5.00 3.00 13.00 16.00 3.00 2.00 11.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 10.00 7.00 27.00 27.75 8.00 17.00 6.00 18.00 57.00 2.00 57.00 4.00 22.00 6.00 2.00 2.00 3.00 61.00 10.00 1.00 1.00 32.00 8.00 1.00 4.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 FY 2008-09 REVISED FY 2008-09 FORECAST 8.00 8.00 18.00 5.00 1.00 4.00 2.00 2.00 2.00 3.00 1.00 1.00 5.00 5.00 3.00 13.00 16.00 3.00 2.00 11.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 10.00 7.00 27.00 27.75 8.00 17.00 6.00 18.00 57.00 2.00 57.00 4.00 22.00 6.00 2.00 2.00 3.00 61.00 10.00 1.00 1.00 32.00 8.00 1.00 4.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 7.00 8.00 18.00 4.00 2.00 1.00 2.00 3.00 1.00 1.00 5.00 6.00 3.00 13.00 16.00 3.00 2.00 10.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 9.00 9.00 55.75 1.00 34.00 4.00 14.00 62.00 56.00 3.00 22.00 6.00 1.00 2.00 3.00 62.00 11.00 1.00 41.00 1.00 3.00 1.00 3.00 1.00 7.00 42.00 4.00 3.00 1.00 1.00 734 FY 2009-10 ADOPTED 7.00 8.00 19.00 6.00 4.00 2.00 1.00 2.00 3.00 1.00 1.00 5.00 6.00 3.00 13.00 16.00 3.00 2.00 10.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 9.00 7.00 26.00 27.75 7.00 18.00 3.00 18.00 58.00 2.00 57.00 3.00 22.00 5.00 1.00 2.00 3.00 62.00 11.00 1.00 40.00 1.00 3.00 1.00 3.00 1.00 9.00 30.00 4.00 3.00 1.00 1.00 REVISED VS ADOPTED VARIANCE % (1.00) 1.00 1.00 (1.00) (1.00) 1.00 (1.00) 1.00 (1.00) (1.00) (1.00) (1.00) 1.00 (3.00) 1.00 (1.00) (1.00) (1.00) 1.00 1.00 (1.00) 8.00 (8.00) (1.00) 1.00 - -12.50% 0.00% 5.56% 20.00% -100.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% -9.09% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% -10.00% 0.00% -3.70% 0.00% -12.50% 5.88% -50.00% 0.00% 1.75% 0.00% 0.00% -25.00% 0.00% -16.67% -50.00% 0.00% 0.00% 1.64% 10.00% -100.00% 0.00% 25.00% -100.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % 1.00 6.00 (2.00) (29.75) 27.75 6.00 (16.00) (1.00) 4.00 (4.00) 2.00 1.00 (1.00) (1.00) 2.00 (12.00) - 0.00% 0.00% 5.56% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -22.22% -53.36% 0.00% 600.00% -47.06% -25.00% 28.57% -6.45% 0.00% 1.79% 0.00% 0.00% -16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -2.44% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 28.57% -28.57% 0.00% 0.00% 0.00% 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FULL TIME EQUIVALENT (FTE) Management Analyst Management Assistant Materials Handling Worker Materials Inventory Specialist Materials Testing Technician Mechanic - Automotive Media Specialist Office Assistant Office Assistant Specialized Operations Manager Operations Supervisor - PW Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst PC/LAN Tech Support Planner Planner - Senior Planning Supervisor Prgrm Coordination Spec Procurement Officer - County Procurement Officer - Dept Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Real Property Specialist Road Technician Security Officer Security Officer Manager Security Officer Supervisor Software Sys Engineer Survey Technician Systems/Network Administrator Systems/Network Admin-Sr/Ld Tech Support Specialist Technical Program Supv Technical Support Mgr Telecommunications Tech-Sr/Ld Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Technician Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total Department Strategic Plans and Budgets Public Works FY 2008-09 ADOPTED 4.00 4.00 5.00 1.00 5.00 39.00 10.00 5.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 5.00 15.00 1.00 3.00 8.00 1.00 4.00 1.00 6.00 2.00 16.00 10.00 21.00 71.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 33.00 48.00 7.00 9.00 2.00 1.00 969.25 FY 2008-09 REVISED 4.00 4.00 5.00 1.00 5.00 39.00 10.00 5.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 5.00 15.00 1.00 3.00 8.00 1.00 4.00 1.00 6.00 2.00 16.00 10.00 21.00 71.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 33.00 48.00 7.00 9.00 2.00 1.00 969.25 FY 2008-09 FORECAST 12.00 12.00 3.00 5.00 1.00 5.00 31.50 9.00 2.00 15.00 3.00 3.00 1.00 6.00 12.00 4.00 1.00 2.00 7.00 2.00 6.00 6.00 2.00 9.00 10.00 21.00 65.50 3.00 4.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 31.00 46.00 7.00 9.00 2.00 1.00 947.75 FY 2009-10 ADOPTED 3.00 12.00 3.00 5.00 1.00 5.00 32.50 9.00 4.00 8.00 2.00 3.00 1.00 6.00 9.00 7.00 4.00 15.00 1.00 2.00 7.00 2.00 4.00 1.00 6.00 2.00 15.00 10.00 21.00 65.50 3.00 4.00 1.00 9.00 1.00 2.00 1.00 4.00 1.00 31.00 46.00 7.00 9.00 2.00 1.00 950.75 REVISED VS ADOPTED VARIANCE % (1.00) -25.00% 0.00% 12.00 0.00% (1.00) -25.00% 0.00% 0.00% 0.00% (6.50) -16.67% (1.00) -10.00% (1.00) -20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -20.00% 0.00% 0.00% (1.00) -33.33% (1.00) -12.50% 1.00 100.00% 0.00% 0.00% 0.00% 0.00% (1.00) -6.25% 0.00% 0.00% (6.00) -8.39% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -6.06% (2.00) -4.17% 0.00% 0.00% 0.00% 0.00% (18.50) -1.91% FORECAST VS ADOPTED VARIANCE % (9.00) -75.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.00 3.17% 0.00% 2.00 100.00% (7.00) -46.67% (1.00) -33.33% 0.00% 0.00% 0.00% (3.00) -25.00% 7.00 0.00% 0.00% 15.00 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -33.33% 1.00 0.00% 0.00% 0.00% 6.00 66.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 9.00 0.00% 0.00% 0.00% 0.00% 2.00 100.00% 0.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.00 0.32% FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % Staffing by Fund FULL TIME EQUIVALENT (FTE) 910 - PUBLIC WORKS 100 - GENERAL 232 - TRANSPORTATION OPERATIONS 255 - DETENTION OPERATIONS 290 - WASTE TIRE 580 - SOLID WASTE MANAGEMENT 988 - PUBLIC WORKS FLOOD CONTROL DEPARTMENT TOTAL 197.50 522.00 34.00 7.00 16.00 192.75 969.25 197.50 522.00 34.00 7.00 16.00 192.75 969.25 180.50 522.00 32.00 11.50 17.00 184.75 947.75 181.50 522.00 32.00 12.50 18.00 184.75 950.75 (16.00) (2.00) 5.50 2.00 (8.00) (18.50) -8.10% 0.00% -5.88% 78.57% 12.50% -4.15% -1.91% 1.00 1.00 1.00 3.00 0.55% 0.00% 0.00% 8.70% 5.88% 0.00% 0.32% Significant Variance Analysis Public Works Facilities Management reduced their staff by 18 FTEs. A majority of this is due to the Budget Balancing initiatives taken by each department. Solid Waste increased their staff by 7.5 FTEs due to the opening of new Waste Management Stations while Flood Control decreased their staff by 8 FTEs. Six of the 8 FTEs were transferred directly to the Flood Control District Operations Fund (991). Two other Flood Control Employees retired and these positions were eliminated. General Adjustments Budget Balancing: Reduced the General Fund $1,726,645 by decreasing supplies and services, eliminating 15 vacancies and shifting 7 positions to Major Maintenance. Reduced the Detention Fund $97,869 by eliminating 2 vacant positions. Debt Service: The County is applying a one-time payment to the General Fund to reduce the annualized debt service expense for equipment purchased via the Technology Financing Program. This results in an operating savings of $25,193. 735 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Strategic Business Plan Update Public Works went through a systematic and facilitated review and update of their strategic goals for FY 2009-10; the changes are reflected in this document. Most of the Department’s activities and performance measures did not change except for Public Works/Facilities Management’s programs and activities. Facilities Management joined the Public Works department this fiscal year and has a new program, Capital Facilities Development Program, which is focused on two activities; Construction Management Activity and Facilities Project Development and Support Activity. Facilities Management/Public Works also created all new measurements for each its activities. Hence, the former measurements for the Program and Activities are no longer active. 736 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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. Program Results Measure Description Percent of constructed projects delivered on schedule Percent of projects closed out in 90 days Percent of new or improved roadway lane miles completed 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 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 Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Percent of delay claims from construction due to survey not meeting the schedule Percent of Transportation Improvement Program projects delivered on time Percent of projects in 5-year Transportation Improvement Program delivered Percent of contracts awarded within 45 calendar days of receipt of completed bid documents Percent of contracts awarded that are within 10% of the Engineer’s estimate Percent of contract insurance policies that do not lapse beyond expiration date Percent of contract file close-outs completed within 30 calendar days of expiration Percent of Maricopa County road miles in “Good” or better condition Percent of design projects serviced on time FY 2008 Actual New Measure New Measure New Measure FY 2009 Revised 83.3% 83.3% 85.0% FY 2010 Adopted 83.3% 83.3% 85.5% New Measure 100.0% New Measure Variance Adopted % Variance Adopted 0.0% 0.0% 0.5% 0.0% 0.0% 0.6% 100.0% 0.0% 0.0% 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 0.4% 0.4% 0.0% 0.0% New Measure 0.01% 0.01% 0.0% 0.0% New Measure 75.2% 75.2% 0.0% 0.0% New Measure 80.4% 81.8% 1.4% 1.7% New Measure 2.9% 5.0% 2.1% 75.0% New Measure 82.4% 87.5% 5.1% 6.3% New Measure 18.3% 20.9% 2.6% 14.3% New Measure 86.7% 98.0% 11.3% 13.1% New Measure 86.7% 100.0% 13.3% 15.4% New Measure 85.0% 13.7% -71.29% -83.87% New Measure 85.0% 83.3% -1.67% -1.96% New Measure 80.0% 80.0% 0.0% 0.0% 100.0% 0.0% 0.0% New Measure New Measure Activities that comprise this program include: • Transportation Construction Management • Article 5 Procurement • Materials Technology • Transportation Project Management • • • 737 Roadway Construction Land Surveying Services Transportation Improvement Program Management Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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. Measure Type Result Result Result Output Output Output Output Demand 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 Construction cost growth Number of road lane miles constructed Number of constructed projects delivered Number of projects closed out Number of road lane miles scheduled Total expenditure per road lane mile constructed FY 2008 Actual New Measure FY 2009 Revised 85.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 85.5% 0.5% 0.6% New Measure 83.3% 83.3% 0.0% 0.0% New Measure 83.3% 83.3% 0.0% 0.0% New Measure New Measure New Measure 5 60 18 5 62 12 New Measure New Measure New Measure 18 60 $8,471.32 12 62 $8,237.81 2 (6) 0.0% 3.3% -33.3% (6) 2 $233.51 -33.3% 3.3% 2.8% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 289,967 $ 508,279 $ 510,744 $ (2,465) -0.5% $ 289,967 $ 508,279 $ 510,744 $ (2,465) -0.5% Expenditure Activity Narrative: In FY 2009-10, Transportation anticipates fewer construction projects. This is reflected in the 33.3% decrease of the number of construction projects being delivered and closed out. 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. 738 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Efficiency Measure Description Percent of contracts awarded within 45 calendar days of receipt of completed bid documents Percent of contracts awarded that are within 10% of the Engineer’s estimate Percent of contract insurance policies that do not lapse beyond expiration date Percent of contract file close-outs completed within 30 calendar days of expiration Number of contracts awarded Number of contract insurance policies Number of contract file close-outs Number of requests for contracts received Total activity expenditure per contract awarded Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 86.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.0% 11.3% 13.1% New Measure 86.7% 100.0% 13.3% 15.4% New Measure 85.0% 13.7% -71.3% -83.9% New Measure 85.0% 83.3% -1.7% -2.0% New Measure New Measure New Measure New Measure 30 80 60 35 50 80 48 51 20 (12) 16 66.7% 0.0% -20.0% 45.7% New Measure $7,564.20 $3,642.46 $3,921.74 51.8% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ - $ 226,926 $ 182,123 $ 44,803 19.7% $ - $ 226,926 $ 182,123 $ 44,803 19.7% Expenditure Activity Narrative: The percent of contract insurance policies that do not lapse beyond expiration date is expected to decrease by 83.9%. Contractors and consultants often times do not provide a copy of their insurance policies in a timely manner and therefore, insurance policies lapse. 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. 739 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Output Output Demand Demand Demand Demand Efficiency Efficiency Measure Description FY 2008 Actual New Measure Percent of Maricopa County road miles in “Good” or better condition Percent of design projects serviced on time Number of miles County roadway pavement condition evaluations completed Number of quality assurance tests completed Number of Construction & Management projects completed for Quality Assurance testing Number of Maricopa County road miles Number of design projects serviced Number of construction and maintenance projects expecting to require Quality Assurance (field inspection and sampling) in house testing Number of design projects to be serviced Number of quality assurance tests requested Number of miles County roadway pavement condition evaluations needed Total expenditure per mile evaluated for pavement condition Total expenditure per design project serviced Department Strategic Plans and Budgets Public Works FY 2009 Revised 80.0% New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 80.0% 0.0% 0.0% New Measure 100.0% 0.0% 0.0% New Measure 1,500 1,500 - 0.0% New Measure 2,500 2,500 - 0.0% New Measure 57 57 - 0.0% 1,900 - 0.0% 37 57 - 0.0% 0.0% New Measure New Measure New Measure New Measure New Measure New Measure New Measure 37 - 0.0% New Measure New Measure 2,500 - 0.0% - 0.0% 57 New Measure 1,500 1,500 New Measure $442.61 $416.19 $26.42 6.0% $16,872.57 $0.00 0.0% - 0.0% New Measure New Measure Revenue TOTAL SOURCES $ - $ - $ - $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 650,146 $ 663,920 $ 624,285 $ 39,635 6.0% $ 650,146 $ 663,920 $ 624,285 $ 39,635 6.0% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. 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. 740 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output 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 projects managed Number of scoping documents provided Number of bid documents provided Number of project bid documents delivered Number of scoping documents delivered Number of bid documents needed Number of scoping documents needed Total activity expenditure per project managed Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure New Measure 4 4 4 4 - 0.0% 0.0% New Measure New Measure 4 4 4 4 - 0.0% 0.0% New Measure 4 4 - 0.0% New Measure New Measure New Measure 4 4 $64,126.50 4 4 $43,816.75 $20,309.75 0.0% 0.0% 31.7% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 289,292 $ 256,506 $ 175,267 $ 81,239 31.7% $ 289,292 $ 256,506 $ 175,267 $ 81,239 31.7% Expenditure Activity Narrative: Transportation reassigned two project manager positions to different divisions leading to a decrease in expenditures of 31.7% for FY 2009-10. 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. 741 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual New Measure Vehicle accident rate on specific, highaccident rate, unincorporated Maricopa County locations Vehicle fatality rate per 100,000 vehicle miles driven on specific, highaccident rate, unincorporated Maricopa County locations Percent of Maricopa County arterial roads in “Good” or better condition Number of vehicles traveling on specific, high-accident rate, unincorporated Maricopa County locations Number of Maricopa County arterial roads 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 Department Strategic Plans and Budgets Public Works FY 2009 Revised FY 2010 Adopted 0.4% Variance % Variance Revised - Adopted Revised - Adopted 0.4% 0.0% 0.0% New Measure 0.01% 0.01% 0.0% 0.0% New Measure 75.2% 75.2% 0.0% 0.0% New Measure 732,555 732,555 - 0.0% New Measure 1,110 1,110 - 0.0% New Measure 14 14 - 0.0% New Measure 17 17 - 0.0% New Measure $7,476,928.57 $6,123,431.21 $1,353,497.36 18.1% Revenue 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL SOURCES $ 90,246,207 $ 87,301,469 $ 63,140,120 $ (24,161,349) -27.7% $ 90,246,207 $ (67,197,509) 20,103,960 $ (35,544,286) 27,595,834 $ 31,653,223 7,491,874 -47.1% 37.3% $ 59,594,514 $ 67,197,509 $ 35,544,286 $ 31,653,223 47.1% 85,728,037 18,948,963 18.1% (31,653,223) 18,948,963 47.1% 18.1% Expenditure 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES 74,953,129 $ 134,547,643 $ 104,677,000 (67,197,509) 104,677,000 $ (35,544,286) 85,728,037 $ Activity Narrative: Revenues for the Transportation Capital Project Fund (234) are expected to decline by $24.4 million or 27.7% in FY 2009-10 leading to a decrease in expenditures for improved roads and structures for the County. Land Surveying Activity The purpose of the Land Surveying Services Activity is to provide land boundary identification and information services to internal project delivery teams and the professional engineering and land surveying community so they can receive timely information and tools needed to properly design infrastructure projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 742 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description FY 2008 Actual New Measure Percent of delay claims from construction due to survey not meeting the schedule Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Total number of delay claims from construction Number of Land Survey Requests completed Number of Land Survey Requests submitted Total expenditure per Land Survey Request completed Department Strategic Plans and Budgets Public Works FY 2009 Revised FY 2010 Adopted 2.9% Variance % Variance Revised - Adopted Revised - Adopted 5.0% 2.1% 75.0% New Measure 80.4% 81.8% 1.4% 1.7% New Measure 7 3 (4) -57.1% New Measure 230 275 45 19.6% New Measure 280 310 30 10.7% New Measure $1,647.76 $2,674.73 ($1,026.98) -62.3% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 514,535 $ 378,984 $ 735,552 $ (356,568) -94.1% $ 514,535 $ 378,984 $ 735,552 $ (356,568) -94.1% Expenditure Activity Narrative: Expenditures are 94.1% greater for FY 2009-10 due to the Survey Branch no longer providing surveying services to the County Assessor's Office as it did in FY 2008-09 to support the Assessor's Parcel Rectification Project, also known as GDACS. This project anticipated a $360,000 reimbursement from the County Assessor's Office in FY 2008-09, so the budget was reduced by this amount. Without the reimbursement in FY 2009-10, expenditures would have been greater in the amount of $356,568. 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. 743 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of Transportation Improvement Program projects delivered on time Percent of projects in 5-year Transportation Improvement Program delivered Number of projects completed by end of Fiscal Year Number of projects in 5-year Transportation Improvement Program Number of projects scheduled for Fiscal Year Number of projects in Transportation Improvement Program to be managed Total expenditure per project in Transportation Improvement Program Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 82.4% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.5% 5.1% 6.3% New Measure 18.3% 20.9% 2.6% 14.3% New Measure 17 16 (1) -5.9% New Measure 93 67 (26) -28.0% New Measure 17 16 (1) -5.9% New Measure 87 66 (21) -24.1% New Measure $6,757.83 $8,456.34 ($1,698.52) -25.1% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 381,698 $ 587,931 $ 566,575 $ 21,356 3.6% $ 381,698 $ 587,931 $ 566,575 $ 21,356 3.6% Expenditure Activity Narrative: Transportation revenues have declined since the FY 2008-09 budget was adopted as the downturn in the economy is causing lower collections for Maricopa County’s portion of HURF and VLT revenue as well as permit fees. To balance the budget, transportation projects had to be reprioritized or postponed to later years to meet the available funding for FY 2009-10. 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 of unincorporated Maricopa County communities that elect to make a collective contribution to the maintenance and development of infrastructure within their neighborhood Percent of improvement costs financed through funding options offered by Maricopa County Percent of plan reviews completed within specified time frame Percent of permitted construction projects completed in compliance with applicable regulations Percent of new or reconstructed lane miles accepted into the County road inventory that was constructed by permittee Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way FY 2008 Actual New Measure FY 2009 Revised 5.0% FY 2010 Adopted 5.0% New Measure 97.9% New Measure 0.0% % Variance Adopted -0.6% 97.9% 0.0% 0.0% 96.6% 100.0% 3.4% 3.6% New Measure 63.2% 63.2% 0.0% 0.1% New Measure 100.0% 33.3% -66.7% -66.7% New Measure 25.0% 100.0% 75.0% 300.0% New Measure 94.9% 100.0% 5.1% 5.4% New Measure 95.5% 100.0% 4.5% 4.7% New Measure 89.5% 100.0% 10.5% 11.7% New Measure 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: 744 Variance Adopted Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Department Strategic Plans and Budgets Public Works • • Roads and Structures Standards and Design 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. Measure Type Result Result Result Result Output Output Output Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Measure Description FY 2008 Actual New Measure 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 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) Dollar amount of final construction cost Number of Maricopa County roads and bridges Number of projects completed Number of transportation facilities Number of project reviews required (small, medium, large) Number of project plans required (small, medium, large) Number of shop drawing reviews required Total expenditure per project plan review provided (small, medium, large) Total expenditure per project plan provided (small, medium, large) Total expenditure per shop drawing review provided (small, medium, large) FY 2009 Revised FY 2010 Adopted 5.0% Variance % Variance Revised - Adopted Revised - Adopted 5.0% 0.0% -0.6% New Measure 97.9% 97.9% 0.0% 0.0% New Measure 96.6% 100.0% 3.4% 3.6% New Measure 63.2% 63.2% 0.0% 0.1% New Measure 83 80 (3) -3.6% New Measure 10 10 - New Measure 15 6 (9) -60.0% New Measure New Measure 53,700,000 9,500 52,000,000 9,500 (1,700,000) - -3.2% 0.0% New Measure New Measure New Measure 29 9,500 82 25 9,500 80 (4) (2) -13.8% 0.0% -2.4% New Measure 10 10 New Measure 15 6 (9) -60.0% New Measure $17,495.96 $15,409.51 $2,086.45 11.9% New Measure $145,216.50 $123,276.10 $21,940.40 15.1% New Measure $96,811.00 $205,460.17 ($108,649.17) -112.2% - 0.0% 0.0% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 392,897 $ - $ - $ - 0.0% $ 392,897 $ - $ - $ - 0.0% $ 1,246,267 $ 1,452,165 $ 1,232,761 $ 219,404 15.1% $ 1,246,267 $ 1,452,165 $ 1,232,761 $ 219,404 15.1% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: In FY 2009-10, there are fewer, less complex structures planned for construction. With less complex projects, 60% less shop drawing reviews will be required. The 112.2% decrease in efficiency relates to the unit of measure being calculated differently from FY 2008-09 to FY 2009-10. 745 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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. Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Measure Description Percent of plan reviews completed within specified time frame Percent of permitted construction projects completed in compliance with applicable regulations Percent of new or reconstructed lane miles accepted into the County road inventory that was constructed by permittee Number of plan sheets reviewed Number of Planning & Development cases reviewed Number of construction permits issued Number of Oversize/Overweight permits issued Number of Cease Work Order situations resolved Number of lane miles accepted into MCDOT road inventory Number of Planning & Development cases submitted for review Number of plan sheets submitted for review Number of construction permit applications submitted Number of Oversize/Overweight permit applications submitted Number of Cease Work Orders issued Total activity expenditure per plan sheet reviewed FY 2008 Actual New Measure FY 2009 Revised 94.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 5.1% 5.4% New Measure 95.5% 100.0% 4.5% 4.7% New Measure 89.5% 100.0% 10.5% 11.7% New Measure New Measure 2,604 1,046 500 480 (2,104) (566) -80.8% -54.1% New Measure New Measure 1,508 800 1,000 800 (508) - -33.7% 0.0% New Measure 260 260 - New Measure 92 64 (28) -30.1% New Measure 642 480 (162) -25.2% New Measure 798 500 (298) -37.3% New Measure 1,508 1,000 (508) -33.7% New Measure 800 800 New Measure New Measure 260 $604.58 260 $3,080.68 - 0.0% 0.0% ($2,476.10) 0.0% -409.6% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 1,424,704 $ 2,000,003 $ 800,000 $ (1,200,003) -60.0% $ 1,424,704 $ 2,000,003 $ 800,000 $ (1,200,003) -60.0% $ 1,570,542 $ 1,574,333 $ 1,540,342 $ 33,991 2.2% $ 1,570,542 $ 1,574,333 $ 1,540,342 $ 33,991 2.2% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: Due to the economic downturn and slowdown in construction activities in the County, requests for plan reviews are expected to be less in FY 2009-10. The 409.6% decrease in efficiency relates to the unit of measure being calculated differently from FY 2008-09 to FY 2009-10. 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 746 Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Output 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 construction projects completed 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 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 30 15 (15) -50.0% New Measure 1,000 900 (100) -10.0% New Measure 1,000 900 (100) -10.0% New Measure $377.88 $420.08 ($42.20) -11.2% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 15,130 $ 291,312 $ 263,089 $ (28,223) -9.7% $ 15,130 $ 291,312 $ 263,089 $ (28,223) -9.7% $ 384,444 $ 377,876 $ 378,069 $ (193) -0.1% $ 384,444 $ 377,876 $ 378,069 $ (193) -0.1% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: It is anticipated that the demand and output for the required number of miles of utility relocation and construction will decrease by 10% due to fewer Transportation Improvement Projects scheduled for FY 2009-10. 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. 747 Maricopa County Annual Business Strategies FY 2009-10 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 device projects completed within agreed upon time period Percent of roadway traffic incidents responded to within 30 minutes of notification Percent of travelers that experience no secondary accidents while traveling through or approaching an incident Percent of traffic signals on Maricopa County roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages posted within 15 minutes (during normal business hours) of verification Percent of Closed Circuit Television Cameras that are fully operational Percent of travel time saved on major Maricopa County 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 of verification of the potential traffic impact of an event on the road Percent of regionally shared freeway and arterial roadway Closed Circuit Television (CCTV) cameras FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Adopted 100.0% New Measure 99.4% New Measure 10.0% % Variance Adopted 11.1% 100.0% 0.6% 0.6% 100.0% 100.0% 0.0% 0.0% New Measure 90.0% 100.0% 10.0% 11.1% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 90.0% 100.0% 10.0% 11.1% New Measure 97.1% 97.5% 0.4% 0.4% New Measure 66.9% 69.4% 2.5% 3.7% New Measure 95.0% 96.1% 1.1% 1.2% New Measure 85.0% 90.2% 5.2% 6.1% New Measure 9.0% 9.0% 0.0% 0.0% New Measure 100.0% 90.0% -10.0% -10.0% New Measure 90.0% 96.5% 6.5% 7.2% New Measure 50.0% 75.9% 25.9% 51.7% Activities that comprise this program include: • Traffic Signals and Intelligent Transportation System Field Services • Traffic Design and Studies • Emergency Traffic Management • • Variance Adopted 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 distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 748 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Measure Type Result FY 2008 Actual New Measure FY 2009 Revised 90.0% New Measure 99.4% 100.0% 0.6% 0.6% New Measure 100.0% 100.0% 0.0% 0.0% New Measure New Measure 1,000 522 1,200 540 200 18 20.0% 3.4% New Measure 700 700 - 0.0% New Measure 200 200 - 0.0% New Measure 175 175 - 0.0% New Measure 1,000 1,200 200 20.0% New Measure $8,929.03 $8,296.33 $632.70 7.1% Result Result Output Output Output Output 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 unscheduled signal malfunction repair work orders completed Number of preventative maintenance work orders completed Number of utility location work orders completed Number of signalized and Intelligent Transportation intersections maintained Number of work order requests submitted Total activity expenditure per signalized and Intelligent Transportation intersection maintained FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% Revenue 232 - TRANSPORTATION OPERATIONS $ 63,501 $ 57,000 $ 57,000 $ - 0.0% TOTAL SOURCES $ 63,501 $ 57,000 $ 57,000 $ - 0.0% 232 - TRANSPORTATION OPERATIONS $ 1,204,760 $ 1,562,581 $ 1,451,858 $ 110,723 7.1% TOTAL USES 1,204,760 $ 1,562,581 $ 1,451,858 $ 110,723 7.1% Expenditure $ Activity Narrative: The volume of work order requests is anticipated to increase by 20% due to additional staff and field infrastructure. Work orders are submitted through routine inspections. In FY 2008-09, this activity was operating with two vacant positions which led to less work order requests. 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. 749 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of temporary and permanent traffic control device projects completed within agreed upon time period Percent of plan review projects completed within agreed upon time period Number of temporary and permanent traffic control device projects completed Number of plan reviews completed Number of plan reviews needed Number of temporary and permanent traffic control devices projects needed Total expenditure per plan review Total expenditure per temporary and permanent traffic control device project Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 90.0% 100.0% New Measure 10 10 - New Measure New Measure New Measure 60 75 11 60 75 10 (1) 0.0% 0.0% -9.1% New Measure New Measure $29,902.60 $179,415.60 $27,510.85 $165,065.10 $2,391.75 $14,350.50 8.0% 8.0% 10.0% 11.1% 0.0% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 180,930 $ 150,000 $ 180,000 $ 30,000 20.0% $ 180,930 $ 150,000 $ 180,000 $ 30,000 20.0% $ 1,453,149 $ 1,794,156 $ 1,650,651 $ 143,505 8.0% $ 1,453,149 $ 1,794,156 $ 1,650,651 $ 143,505 8.0% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: Transportation is anticipated to complete 100% of plan review projects within an agreed upon time period. This is an 11.1% increase from FY 2008-09. FY 2009-10 budget supports the Department in meeting 100% of the demand. 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. 750 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output 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 travelers who travel through or approach an incident Number of traffic incident call outs requested Total activity expenditure per call out response provided Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% New Measure 97.1% 97.5% 0.4% 0.4% New Measure 250 168 (82) -32.8% New Measure 90,602 100,000 9,398 10.4% New Measure 300 180 (120) -40.0% New Measure $1,970.90 $2,447.86 ($476.96) -24.2% $ $ (20,000) (20,000) -100.0% -100.0% Revenue 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 456,936 $ 456,936 $ 20,000 20,000 $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 151,885 $ 593,337 20,000 472,725 $ 411,241 20,000 61,484 100.0% 13.0% 745,222 $ 492,725 $ 411,241 $ 81,484 16.5% - Expenditure $ Activity Narrative: It is anticipated that the demand for number of call outs will decrease by 40% due to the decline in traffic volumes and the number of severe accidents according to Arizona Department of Transportation. Expenditures are decreasing in FY 2009-10 by $81,484 or 16.5% due to the decline in Transportation’s overall revenues. 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. 751 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Measure Description Percent of traveler information messages posted within 15 minutes (during normal business hours) of 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 Maricopa County corridors as measured through the most current before and after study Percent of Closed Circuit Television Cameras that are fully operational Number of Maricopa County traffic signals optimized Number of traveler information messages verified and posted Number of Closed Circuit Television Cameras provided Number of traffic signals on Maricopa County roadways Amount of travel time on major MCDOT corridors as measured through the most current before study Number of Closed Circuit Television Cameras 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 Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.1% 1.1% 1.2% New Measure 66.9% 69.4% 2.5% 3.7% New Measure 9.0% 9.0% 0.0% 0.0% New Measure 85.0% 90.2% 5.2% 6.1% New Measure 40 24 (16) -40.0% New Measure 400 515 115 28.8% New Measure 6 5 (1) -16.7% New Measure 121 125 4 3.3% New Measure 14,445 15,713 1,268 8.8% New Measure 33 36 3 9.1% New Measure 61 24 (37) -60.7% New Measure 480 530 50 10.4% New Measure 6 5 (1) -16.7% New Measure $16,153.03 $28,095.58 ($11,942.56) -73.9% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 635,289 $ 646,121 $ 674,294 $ (28,173) -4.4% $ 635,289 $ 646,121 $ 674,294 $ (28,173) -4.4% Expenditure Activity Narrative: In FY 2009-10, it is anticipated that there will be a decline in consulting work that is used for signal optimization. The demand for the number of Maricopa County traffic signals requiring optimization is expected to decrease by 60.7% from FY 2008-09. The associated output for the number of optimized signals is decreasing by 40.0% since less signals will require an optimization studies, efficiency will decrease by 73.9%. 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. 752 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Demand Demand Efficiency Measure Description Percent of regional traveler information messages posted on 511 System within 20 minutes of 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 traveler information messages verified and posted Number of regionally shared freeway and arterial roadway cameras provided Number of traffic signals at jurisdictional boundaries Number of Closed Circuit Television (CCTV) cameras Number of traffic signals at jurisdictional boundaries requiring optimization Number of regional traveler information messages received by the Regional Archived Data Server (RADS) for posting on 511 system Number of freeway and arterial roadway Closed Circuit Television Cameras required to be shared in the metro region Total activity expenditure per traveler information message verified and posted Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.5% 6.5% 7.2% New Measure 100.0% 90.0% -10.0% -10.0% New Measure 50.0% 75.9% 25.9% 51.7% New Measure 19 10 (9) -47.4% New Measure 4,000 3,400 (600) -15.0% New Measure 168 220 52 31.0% New Measure 19 10 (9) -47.4% New Measure 168 290 122 72.6% New Measure 19 10 (9) -47.4% New Measure 30,000 30,000 New Measure 550 New Measure $265.84 - 0.0% 574 24 4.4% $282.69 ($16.85) -6.3% Revenue 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 531,503 $ 531,503 $ 892,351 $ 892,351 $ 755,000 $ 755,000 $ (137,351) (137,351) -15.4% -15.4% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 385,409 $ 124,820 892,351 $ 171,000 755,000 $ 206,142 137,351 (35,142) 15.4% -20.6% $ 510,229 $ 1,063,351 $ 961,142 $ 102,209 Expenditure 9.6% Activity Narrative: The output for the number of traffic signals at jurisdictional boundaries will decrease by 47.4% because Sun City is no longer part of the County's Traffic Management Center (TMC). Sun City built its own TMC. The number of Closed Circuit Television (CCTV) Cameras will increase by 72.6% since more cameras have been installed by other governmental agencies and are expected to be available for regional sharing. 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. 753 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of annual sign replacement schedule completed Percent of emergency signs replaced within 3 hours of notification Percent of annual raised pavement marker install schedule completed Percent of annual striping schedule completed (KRM) Percent of County lane miles with Raised Pavement Markers FY 2008 Actual New Measure New Measure FY 2009 Revised 85.3% 100.0% FY 2010 Adopted 100.0% 100.0% New Measure 50.0% New Measure New Measure Percent of 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 15 minutes of notification to MCDOT Operations Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements Percent of Palo Verde Nuclear Generating Station exercises completed with a passing grade from the Nuclear Regulatory Commission, Federal Emergency Management Administration, and the Arizona Radiation Regulatory Agency 14.7% 0.0% % Variance Adopted 17.2% 0.0% 52.3% 2.3% 4.6% 89.7% 28.0% 90.0% 25.5% 0.3% (2.5%) 0.3% -8.9% New Measure New Measure New Measure 100.0% 98.9% 85.2% 90.2% 100.0% 100.0% (9.8%) 1.1% 14.8% -9.8% 1.1% 17.4% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of roadway system centerline mileage with debris removed Percent of customer trouble reports completed within specified timeframe Percent of potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations New Measure 81.0% 80.3% -0.7% -0.9% New Measure 20.4% 20.4% 0.0% 0.0% New Measure 95.4% 99.0% 3.6% 3.8% New Measure 90.4% 97.9% 7.4% 8.2% Percent of storms responded to within 15 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 the overall maintenance program that is preventative maintenance New Measure 100.0% 95.0% -5.0% -5.0% New Measure 95.3% 99.0% 3.6% 3.8% New Measure 100.0% 98.0% -2.0% -2.0% 82.9% 0.0% 0.0% New Measure New Measure Activities that comprise this program include: • Road and Right-of-Way Maintenance • Traffic Signs Maintenance • • Variance Adopted 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. 754 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Result Result Result Result Result Output Output Output Output Output Output Output Output Output Output Demand Efficiency Measure Description Percent of Palo Verde Nuclear Generating Station exercises completed with a passing grade from the Nuclear Regulatory Commission, Federal Emergency Management Administration, and the Arizona Radiation Regulatory Agency Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of roadway system centerline mileage with debris removed Percent of customer trouble reports completed within specified timeframe Percent of potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of storms responded to within 15 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 the overall maintenance program that is preventative maintenance Number of paved lane miles maintained with surface treatments Number of Palo Verde Nuclear Generating Station exercises completed Number of paved roadway system miles Number of roadway system centerline miles Number of customer trouble reports completed Number of potholes responded to and safety hazards mitigated Number of storms responses to mitigate immediate safety hazards Number of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors Number of critical maintenance tasks to sustain maintenance of our transportation infrastructure Overall road maintenance program Number of street inventory (paved lane miles) scheduled to be maintained with surface treatments Total activity expenditure per roadway system centerline mile maintained Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 100.0% New Measure 81.0% 80.3% -0.7% -0.9% New Measure 20.4% 20.4% 0.0% 0.0% New Measure 95.4% 99.0% 3.6% 3.8% New Measure 90.4% 97.9% 7.4% 8.2% New Measure 100.0% 95.0% -5.0% -5.0% New Measure 95.3% 99.0% 3.6% 3.8% New Measure 100.0% 98.0% -2.0% -2.0% 82.9% 0.0% 0.0% New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 497 488 (9) -1.8% New Measure 1 2 1 100.0% New Measure 1,959 1,992 33 1.7% New Measure 2,452 2,413 (39) -1.6% New Measure 1,237 1,237 - 0.0% New Measure 940 940 - 0.0% New Measure 100 100 - 0.0% New Measure 771 768 (3) -0.4% New Measure 141 100 (41) -29.1% New Measure New Measure New Measure 552 2,413 488 (64) 0.0% -11.6% New Measure $12,842.73 $12,575.37 $267.36 2.1% 755 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Revenue Measure Description FY 2008 Actual Department Strategic Plans and Budgets Public Works FY 2009 Revised FY 2010 Adopted Variance Revised - Adopted % Variance Revised - Adopted 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ - $ 499,739 330,050 $ 409,996 - $ 400,000 (330,050) (9,996) -100.0% -2.4% $ 499,739 $ 740,046 $ 400,000 $ (340,046) -45.9% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ - $ 30,075,805 330,050 $ 31,190,962 - $ 30,344,365 330,050 846,597 100.0% 2.7% $ 30,075,805 $ 31,521,012 $ 30,344,365 $ 1,176,647 3.7% Expenditure Activity Narrative: Due to the decline in Maricopa County’s share of HURF and VLT revenues and grant funds, expenditures will be reduced by $1,176,647 or 3.7% to meet the department's overall target. This activity has the largest operating budget in Transportation. 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. Measure Type Result Result Output Output Output Output Demand Demand Efficiency Measure Description Percent of annual sign replacement schedule completed 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 signs scheduled for replacement on the annual sign replacement schedule Number of emergency sign replacements Number of traffic sign installations scheduled Number of traffic signs requiring repair Total activity expenditure per traffic sign maintained FY 2008 Actual New Measure FY 2009 Revised 85.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 14.7% 17.2% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 2,818 3,000 182 6.5% New Measure 6,899 7,300 401 5.8% New Measure 3,281 3,300 19 0.6% New Measure 332 400 68 20.5% New Measure 3,346 3,300 (46) -1.4% New Measure New Measure 7,257 $219.37 7,300 $215.44 43 $3.93 0.6% 1.8% Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 112,934 $ 35,004 $ 25,000 $ (10,004) -28.6% $ 112,934 $ 35,004 $ 25,000 $ (10,004) -28.6% $ 1,461,041 $ 1,513,451 $ 1,572,744 $ (59,293) -3.9% $ 1,461,041 $ 1,513,451 $ 1,572,744 $ (59,293) -3.9% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: Current forecasts indicate more severe weather is expected during FY 2009-10. This may result in an higher number of emergency traffic sign replacements. 756 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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. Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Efficiency Efficiency Revenue Measure Description Percent of County lane miles with Raised Pavement Markers Percent of County lane miles striped Percent of annual striping schedule completed (KRM) Percent of annual raised pavement marker install schedule completed Number of County lane miles with Raised Pavement Markers installed Number of County lane miles County lane miles striped Number of County lane miles in annual striping schedule Number of County lane miles in annual raised pavement marker schedule Number of County lane miles requiring striping Number of County lane miles requiring Raised Pavement Markers Total expenditure per lane mile with raised pavement markers installed Total expenditure per lane mile striped FY 2008 Actual New Measure FY 2009 Revised 28.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 25.5% -2.5% -8.9% New Measure New Measure 100.0% 89.7% 90.2% 90.0% -9.8% 0.3% -9.8% 0.3% New Measure 50.0% 52.3% 2.3% 4.6% New Measure 1,530 1,500 (30) -2.0% New Measure New Measure New Measure 5,413 5,456 New Measure 6,000 6,000 6,000 587 544 - 10.8% 10.0% 0.0% New Measure New Measure 1,530 - 0.0% New Measure 6,000 6,000 - 0.0% New Measure 1,500 1,500 - 0.0% New Measure $1,394.76 $1,430.28 ($35.52) -2.5% New Measure $391.13 $357.57 $33.56 8.6% TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,871,280 $ 2,133,984 $ 2,145,424 $ (11,440) -0.5% $ 1,871,280 $ 2,133,984 $ 2,145,424 $ (11,440) -0.5% Expenditure Activity Narrative: The percentage of the striping of county lanes miles is expected to decrease at 9.8%. This is due to the continuous backlog of striping to be completed with the constant land annexations to cities. 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. 757 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency Measure Description Percent of traffic control setups that meet Manual on Uniform Traffic Control Devices (MUTCD) requirements 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 15 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 scheduled work zone jobsites Number of Regional Emergency Events reported Number of work zone jobsites requested Total expenditure per work wone jobsite completed Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 85.2% 100.0% 14.8% 17.4% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 98.9% 100.0% 1.1% 1.1% New Measure 4,695 4,000 (695) -14.8% New Measure 15 20 5 33.3% New Measure 4,750 4,000 (750) -15.8% New Measure 15 20 5 33.3% New Measure 4,800 4,800 New Measure $311.70 $371.82 ($60.12) 0.0% -19.3% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,269,682 $ 1,463,430 $ 1,487,275 $ (23,845) -1.6% $ 1,269,682 $ 1,463,430 $ 1,487,275 $ (23,845) -1.6% Expenditure Activity Narrative: The number of scheduled work zone jobsites is decreasing by 750 or 15.8% due to positions that are not filled due to the hiring freeze and the time it takes to train new employees. It usually takes two years to train and have a reliable Traffic Control Specialist which leads to the decreased number of work zone job sites that Transportation can schedule. Efficiency will increase by 19.3% with less work zone job sites completed. 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. 758 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of environmental clearances delivered prior to 70% project design completion Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Press releases publish rate Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of partner agencies reporting satisfaction with the collaborative experience of working with the Department of Transportation 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 Percent of programmed projects with benefit/cost ratio of greater than 2 or is a public safety improvement or substantially meets other adopted scoring criteria Percent of projects delivered that are in line with County goals as established in the Transportation System Plan FY 2008 Actual New Measure FY 2009 Revised 100.0% New Measure FY 2010 Adopted 100.0% New Measure New Measure New Measure 100.0% 83.1% New Measure New Measure Variance Adopted % Variance Adopted 0.0% 0.0% 100.0% 0.0% 0.0% 100.0% 83.2% 0.0% 0.1% 0.0% 0.1% 100.0% 0.0% 0.0% New Measure 74.9% 74.8% -0.1% -0.1% New Measure 16.7% 16.7% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 100.0% 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. Measure Type Result Output Demand Efficiency Measure Description Percent of environmental clearances delivered prior to 70% project design completion Number of environmental clearances provided Number of projects requiring environmental clearance Total activity expenditure per environmental clearance provided FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 24 24 - 0.0% New Measure 24 24 - 0.0% New Measure $11,098.88 $12,273.00 ($1,174.13) -10.6% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 201,314 $ 266,373 $ 294,552 $ (28,179) -10.6% $ 201,314 $ 266,373 $ 294,552 $ (28,179) -10.6% Expenditure Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. 759 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Project Partnerships Activity The purpose of the Project Partnerships Activity is to provide legislative, policy, and intergovernmental services to management, the Board of Supervisors, and other jurisdictions so they can leverage resources to fulfill their transportation mission. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual New Measure Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Number of partnership agreements completed Number of partnership agreements needed Total activity expenditure per partnership agreement completed FY 2009 Revised New Measure FY 2010 Variance Adopted Revised - Adopted 100.0% - % Variance Revised - Adopted 0.0% New Measure 40 25 (15) -37.5% New Measure 40 25 (15) -37.5% New Measure $8,302.50 $15,100.80 ($6,798.30) ($0.82) Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 439,884 $ 332,100 $ 377,520 $ (45,420) -13.7% $ 439,884 $ 332,100 $ 377,520 $ (45,420) -13.7% Expenditure Activity Narrative: There are fewer, multi-jurisdictional Transportation Improvement Projects (TIP) in FY 2009-10. The number of partnership agreements is anticipated to decrease by 15 or 37.5%. 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. 760 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Measure Description FY 2008 Actual New Measure New Measure Press releases publish rate Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of partner agencies reporting satisfaction with the collaborative experience of working with the Department of Transportation 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 Number of customer survey responses Number of partner agency survey responses Number of impacted public survey responses Number of press releases needed Number of public outreach events scheduled Number of special event/projects requested Total activity expenditure per percent of the impacted public surveyed that reported they were informed and/or aware of Department of Transportation projects and services in their area Department Strategic Plans and Budgets Public Works FY 2009 Revised 100.0% 83.1% New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 83.2% 0.1% 0.1% New Measure New Measure 74.9% 100.0% 0.0% 0.0% 74.8% -0.1% -0.1% -2.7% 0.0% New Measure New Measure 75 60 73 60 (2) - New Measure 1 7 6 New Measure New Measure 650 New Measure 600 15 (50) - -7.7% 0.0% New Measure 650 600 (50) -7.7% New Measure New Measure 75 60 73 60 (2) - -2.7% 0.0% New Measure 1 7 6 600.0% 149.79 16.1% New Measure $ 933.04 $ 783.25 $ $ - - 600.0% Revenue TOTAL SOURCES $ - $ $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 430,580 $ 454,392 $ 469,950 $ (15,558) -3.4% $ 430,580 $ 454,392 $ 469,950 $ (15,558) -3.4% Expenditure Activity Narrative: The number of special event/projects is increasing by 600% as the staff plans to increase support for special events in the FY 2009-10 to reach out to different communities within the County. 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. 761 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Transportation Project Programming project recommendations that were funded and proceeded Percent of programmed projects with benefit/cost ratio of greater than 2 or is a public safety improvement or substantially meets other adopted scoring criteria Number of analytical reports completed Number of Transportation Project Programming projects analyzed Number of projects Number of analytical reports required Total expenditure per analytical report completed Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 16.7% New Measure 100.0% 100.0% New Measure 6 New Measure New Measure New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 16.7% 0.0% 0.0% 0.0% 0.0% 6 - 0.0% 25 25 - 0.0% 6 $199,467.50 25 6 $110,767.17 New Measure $88,700.33 0.0% 0.0% 44.5% $ $ (500,000) (500,000) -100.0% -100.0% $ 664,603 500,000 32,202 100.0% 4.6% 664,603 $ 532,202 44.5% Revenue 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ - $ $ 500,000 $ 500,000 $ - Expenditure $ - $ 611,067 611,067 $ 500,000 696,805 1,196,805 $ Activity Narrative: Expenditures and revenue are anticipated to decrease in FY 2009-10. This is due to the grant funding of $500,000 that existed for this activity in FY 2008-09 but does not exist for FY 2009-10. 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. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Output Demand Efficiency Measure Description Percent of projects delivered that are in line with County goals as established in the Transportation System Plan Number of corridor study miles completed Number of projects delivered Number of corridor miles requiring a corridor study Total expenditure per corridor study mile completed FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 78 50 (28) New Measure New Measure 5 300 5 300 - New Measure $10,563.92 $9,705.88 $858.04 -35.9% 0.0% 0.0% 8.1% Revenue TOTAL SOURCES $ - $ - $ - $ - 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 372,614 $ 823,986 $ 485,294 $ 338,692 41.1% $ 372,614 $ 823,986 $ 485,294 $ 338,692 41.1% Expenditure 762 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Activity Narrative: The budget for on-call planning contracts was reduced by 41.1% from FY 2008-09 to FY 2009-10 as part of the department's cost-cutting measure due to the decline in revenue. This directly impacts the number of corridor studies that may be completed as funding is needed to contract out the studies. Solid Waste Management Program The purpose of the Solid Waste Management Program is to provide waste disposal and landfill post closure services to the residents of Maricopa County so they can benefit from a clean and healthy environment. Program Results Measure Description Percent of closed landfills that are environmentally sound as indicated by Federal and State regulations Percent of all waste tires collected that are properly disposed in accordance with Arizona state statues 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 Percent of Solid Waste Transfer Stations accepting all recyclables Percent of Maricopa County residents surveyed who report awareness of the impacts, consequences, and alternatives to illegal dumping FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Adopted 100.0% New Measure 100.0% New Measure 97.1% Variance Adopted 10.0% % Variance Adopted 11.1% 100.0% 0.0% 0.0% 87.5% -9.6% -9.9% New Measure New Measure 100.0% 0.0% 0.0% New Measure New Measure 25.0% 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. 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 Number of closed landfills requiring maintenance Total activity expenditure per closed landfill maintained FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% New Measure New Measure 10 10 10 10 New Measure $608,584.20 $685,490.90 - 0.0% 0.0% ($76,906.70) -12.6% $ $ (525,000) (525,000) -100.0% -100.0% 6,854,909 $ 6,854,909 $ (769,067) (769,067) -12.6% -12.6% Revenue 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 1,303,764 $ 1,303,764 $ 525,000 $ 525,000 $ 580 - SOLID WASTE MANAGEMENT TOTAL USES $ $ 752,628 $ 752,628 $ 6,085,842 $ 6,085,842 $ - Expenditure 763 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Activity Narrative: Interest Revenue is no longer budgeted within this activity; therefore interest revenue will not be generated as in FY 2008-09. Expenditures are anticipated to increase over FY 2008-09 by 12.6%. This is due to charges for the Hassayampa Steering Committee, an increase to the non-recurring repairs and maintenance, a $180,000 transfer for a Capital Improvement Project and $109,000 for additional vehicles. Note: The budget for this activity includes a carry-over of $4,000,000 for the closure of the Queen 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 Output Output Demand Efficiency Measure Description Percent of all waste tires collected that are properly disposed in accordance with Arizona state statutes Number of tons of waste tires properly disposed Tons of waste tires collected Number of tons of waste tires collected at all collection sites Total expenditure per ton of waste tires properly disposed FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure 49,268 54,000 4,732 9.6% New Measure New Measure 49,268 49,268 54,000 54,000 4,732 4,732 9.6% 9.6% New Measure $129.57 $94.63 $34.94 27.0% (756,846) (756,846) -13.2% -13.2% Revenue 290 - WASTE TIRE TOTAL SOURCES $ $ 5,172,394 $ 5,172,394 $ 5,730,000 $ 5,730,000 $ 4,973,154 $ 4,973,154 $ 290 - WASTE TIRE TOTAL USES $ $ 5,990,406 $ 5,990,406 $ 6,383,761 $ 6,383,761 $ 5,110,036 $ 5,110,036 $ Expenditure 1,273,725 1,273,725 20.0% 20.0% Activity Narrative: FY 2009-10 revenues are lower due to interest revenue is now being accounted for within the General Government Activity. Revenue from the State of Arizona for tire disposal is also expected to decrease in FY 2009-10. Expenditures in FY 2009-10 will decrease by $1,273,725 because no Capital Improvement Projects are budgeted for this fiscal year. Solid Waste also decreased their expenditures in relation to the decline in revenue of $756,846 or 13.2%. 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. 764 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual New Measure 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 Percent of Solid Waste Transfer Stations accepting all recyclables Number of customers served Number of customer survey responses Number of Solid Waste Transfer Stations Number of unincorporated Maricopa County residents Total expenditure per customer served Department Strategic Plans and Budgets Public Works FY 2009 Revised 97.1% New Measure New Measure New Measure New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.5% -9.6% -9.9% 100.0% 0.0% 0.0% 13,398 35 New Measure 12,400 1,200 6 (998) 1,165 - -7.4% 3328.6% 0.0% New Measure 220,000 243,000 23,000 10.5% New Measure $125.01 $49.42 $75.59 60.5% (75,000) (75,000) -27.3% -27.3% 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 76,962 $ 76,962 $ 275,000 $ 275,000 $ 200,000 $ 200,000 $ 580 - SOLID WASTE MANAGEMENT TOTAL USES $ $ 310,447 $ 310,447 $ 1,674,914 $ 1,674,914 $ 612,842 $ 612,842 $ Expenditure 1,062,072 1,062,072 63.4% 63.4% Activity Narrative: Survey responses are anticipated to increase due to the pending full operation of all 6 transfer stations starting in FY 2009-10. Revenue FY 2009-10 in anticipated to decrease in relation to FY 2008-09 because fees collected from the transfer stations were overestimated the prior year with the expectation that all 6 transfer stations would be fully operational. Not all of the transfer stations were completed in FY 2008-09. FY 2009-10 expenditures have decreased from FY 2008-09 since the FY 2008-09 budget included $975,000 for Capital Improvement Projects. Illegal Dumping Education & Outreach 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: This is a non-mandated activity. Measure Type Result Output Output Demand Efficiency Measure Description Percent of Maricopa County residents surveyed who report awareness of the impacts, consequences, and alternatives to illegal dumping Number of outreach events completed Number of Maricopa County resident survey responses Number of outreach events scheduled Total activity expenditure per outreach event completed FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 25.0% 0.0% 0.0% New Measure New Measure New Measure New Measure 12 1,000 New Measure New Measure New Measure New Measure 12 $15,833.33 - 0.0% 0.0% $0 0.0% 0.0% Revenue 581 - SOLID WASTE GRANTS TOTAL SOURCES $ $ - $ $ 435,586 $ 435,586 $ 190,000 $ 190,000 $ (245,586) (245,586) -56.4% -56.4% 581 - SOLID WASTE GRANTS TOTAL USES $ $ - $ $ 435,586 $ 435,586 $ 190,000 $ 190,000 $ 245,586 245,586 56.4% 56.4% Expenditure Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. 765 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Adopted 75.0% Variance Adopted -15.0% % Variance Adopted -16.7% New Measure 70.0% 62.5% -7.5% -10.7% New Measure 90.0% 100.0% 10.0% 11.1% New Measure 35.0% 35.3% 0.3% 0.8% New Measure 99.0% 90.0% (9.0%) (9.1%) Activities that comprise this program include: • Floodplain Regulation Compliance • 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. 766 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description 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 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 Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 10.0% 11.1% New Measure 35.0% 35.3% 0.3% 0.8% New Measure 99.0% 90.0% -9.0% -9.1% New Measure 160 170 10 6.3% New Measure 150 150 - 0.0% New Measure 1,000 1,000 - 0.0% New Measure 300 300 - 0.0% New Measure 150 150 - 0.0% New Measure 1,000 1,000 - 0.0% New Measure $5,966.21 $4,888.07 $1,078.13 18.1% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 894,929 $ 736,396 $ (158,533) -17.7% $ - $ 894,929 $ 736,396 $ (158,533) -17.7% $ - $ 894,931 $ 733,211 $ 161,720 18.1% $ - $ 894,931 $ 733,211 $ 161,720 18.1% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: In FY 2008-09, Flood Control made one-time purchases for capital equipment and vehicles. In FY 2008-09, labor charges were reallocated to a different activity. Therefore, expenditures decreased by $161,720 or 18.1% compared to FY 2008-09. 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. 767 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Efficiency 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 Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 75.0% -15.0% -16.7% New Measure 70.0% 62.5% -7.5% -10.7% New Measure 1,000 400 (600) -60.0% New Measure 50 8 (42) -84.0% New Measure 1,000 400 (600) -60.0% New Measure 50 8 (42) -84.0% New Measure $1,414.17 $3,627.87 ($2,213.71) -156.5% New Measure $28,283.34 $181,393.63 ($153,110.29) -541.3% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 1,414,157 $ 1,458,792 $ 44,635 3.2% $ - $ 1,414,157 $ 1,458,792 $ 44,635 3.2% $ - $ 1,414,167 $ 1,451,149 $ (36,982) -2.6% $ - $ 1,414,167 $ 1,451,149 $ (36,982) -2.6% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: Due to the current economic situation with the decrease of development, map change reviews requested will decrease from FY 2008-09 to FY 2009-10 by 42 or 84%. This will lead to a decrease in the efficiency by $153,110.29 or 541.3% as it relates to the unit of measure being calculated differently from FY 2008-09 to FY 2009-10. 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 2008 Actual New Measure FY 2009 Revised 75.0% FY 2010 Adopted 100.0% New Measure 80.0% New Measure 25.0% % Variance Adopted 33.3% 100.0% 20.0% 25.0% 98.0% 98.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 90.0% 95.0% 5.0% 5.6% Activities that comprise this program include: • Public Information • Customer Service • • 768 Variance Adopted Flood Warning Flood Safety Education Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works 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. Measure Type Result Output Output 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 affected resident survey responses Number of affected residents contacted through public meetings, printed materials and website hits 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 2008 Actual New Measure FY 2009 Revised 75.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 25.0% 33.3% New Measure New Measure New Measure New Measure 26 52 2,040,000 100 12 36 4,200,000 100 (14) (16) 2,160,000 - -53.8% -30.8% 105.9% 0.0% New Measure 453,040 402,996 (50,044) -11.0% New Measure New Measure 26 52 12 36 (14) (16) -53.8% -30.8% New Measure New Measure 2,040,000 $1.55 4,200,000 $0.55 2,160,000 $1.00 105.9% 64.7% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 738,716 $ 221,953 $ (516,763) -70.0% $ - $ 738,716 $ 221,953 $ (516,763) -70.0% $ - $ 701,475 $ 220,263 $ 481,212 68.6% $ - $ 701,475 $ 220,263 $ 481,212 68.6% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: Expenditures for FY 2009-10 are decreasing by $481,212 or 68.6% for this activity because the funds were shifted to the Public Information activity due to a re-evaluation in the Flood Hazard Outreach Program. The demand of the number of public meetings scheduled and the number of printed materials needed has decreased, reflecting this decrease in expenditures associated with this activity. 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. 769 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of customers surveyed who were satisfied with the service/information that they received Number of customer information requests completed Number of customer survey responses Number of customer information requests received Total activity expenditure per citizen information request response provided Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 5.0% 5.6% New Measure 3,000 3,000 - 0.0% New Measure New Measure 200 3,000 200 3,000 - 0.0% 0.0% New Measure $137.13 $121.72 $15.40 11.2% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 411,367 $ 370,750 $ (40,617) -9.9% $ - $ 411,367 $ 370,750 $ (40,617) -9.9% $ - $ 411,378 $ 365,174 $ 46,204 11.2% $ - $ 411,378 $ 365,174 $ 46,204 11.2% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: The FY 2009-10 budget supports the Department in meeting 100% of the demand. 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 this requirement, monitoring is required to provide sufficient lead-time to allow evacuation of those in danger. 770 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Output Demand Demand Efficiency Measure Description 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 Number of days the sensors were operational Number of flood response plans completed Total days in period Number of needed flood response plans Number of flood response plans requested Number of days the sensors are needed Total activity expenditure per flood response plan provided Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.0% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 214,262 227,754 13,492 6.3% New Measure 1 1 New Measure New Measure 218,635 1 232,402 1 New Measure 1 1 New Measure 218,635 232,402 13,767 6.3% New Measure $767,959.00 $1,180,372.00 ($412,413.00) -53.7% 13,767 - 0.0% 6.3% 0.0% 0.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 767,959 $ 1,184,226 $ 416,267 54.2% $ - $ 767,959 $ 1,184,226 $ 416,267 54.2% $ - $ 767,959 $ 1,180,372 $ (412,413) -53.7% $ - $ 767,959 $ 1,180,372 $ (412,413) -53.7% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: Funds were reallocated from the Public Information activity to this activity. This therefore increases the expenditures of this activity by 53.7%, or by $412,410. 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. 771 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Output Output Output Demand Demand Efficiency Efficiency Measure Description FY 2008 Actual New Measure Percent of residents and visitors surveyed that understand the media messages and civic presentations about the risks of floods and flood hazards Dollar value of positive media attention received Number of media messages generated Number of school and civic presentations Number of resident and visitor survey responses Number of positive media messages generated Number of media messages planned Number of school and civic presentations requested Total expenditure per positive media message generated Total expenditure per school and civic presentation Department Strategic Plans and Budgets Public Works FY 2009 Revised 80.0% New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 20.0% 25.0% 500,000 - 0.0% New Measure New Measure 24 79 24 12 (67) 0.0% -84.8% New Measure 4,500 1,000 (3,500) -77.8% New Measure 24 24 - New Measure New Measure 24 79 24 12 (67) 0.0% -84.8% New Measure $25,277.96 (5,125.71) -20.3% New Measure $7,679.38 ($53,127.95) -691.8% $30,403.67 $ $60,807.33 0.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 685,643 $ 732,192 $ 46,549 6.8% $ - $ 685,643 $ 732,192 $ 46,549 6.8% $ - $ 606,671 $ 729,688 $ (123,017) -20.3% $ - $ 606,671 $ 729,688 $ (123,017) -20.3% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: The number of school and civic presentations are anticipated to decrease by 67 or 84.8% in FY 2009-10. Flood Control will shift its efforts and make one presentation a month in unincorporated area schools. There is also a 77.8% decrease in the expected number of survey responses due to low response rates. Expenditures have increased by 20.3% due to increased costs for supplies, TV promotions and the cost for electronic tracking of Flood Control's television exposure. 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. Program Results Measure Description Percent of linear miles of watercourse delineated that will provide floodplain administrators necessary information about the flood hazards and associated risk Percent of completed Area Drainage Master Studies, Area Drainage Master Plans or Watercourse Master Plans for which elements of the plan or study are utilized FY 2008 Actual New Measure FY 2009 Revised 67.8% FY 2010 Adopted 68.6% New Measure 100.0% 100.0% Activities that comprise this program include: • Floodplain Delineation • 772 Variance Adopted % Variance Adopted 0.8% 1.2% 0.0% 0.0% Flood Hazard Planning Maricopa County Annual Business Strategies FY 2009-10 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. Measure Type Result Output Output Demand Efficiency Measure Description FY 2008 Actual New Measure Percent of linear miles of watercourse delineated that will provide floodplain administrators necessary information about the flood hazards and associated risk Cumulative linear miles of watercourse delineated through the end of the fiscal year Number cumulative linear miles of watercourse delineated through the end of the fiscal year Number of linear miles of watercourse requiring delineation Total activity expenditure per linear mile of watercourse delineated FY 2009 Revised 67.8% New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 68.6% 0.8% 1.2% 4,123 New Measure 180 104 New Measure 5,985 5,985 New Measure $15,707.68 $27,622.87 - (77) ($11,915.19) 0.0% -42.5% 0.0% -75.9% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 2,827,382 $ 2,866,584 $ 39,202 1.4% $ - $ 2,827,382 $ 2,866,584 $ 39,202 1.4% $ - $ 2,827,382 $ 2,858,975 $ (31,593) (0.01) $ - $ 2,827,382 $ 2,858,975 $ (31,593) (0.01) Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: It is anticipated that Flood Control will decrease its number of delineated cumulative linear miles of watercourse by seventy-seven or 42.5% from FY 2008-09 to FY 2009-10. This is due to the fluctuation of the linear miles delineated in multi-year projects. The result is that the efficiency for the total activity for linear mile of watercourse delineated will decrease by $11,915.19 or 75.9% as it relates to the unit of measure being calculated differently from FY 2008-09 to FY 2009-10. . 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. 773 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description FY 2008 Actual New Measure Percent of completed Area Drainage Master Studies, Area Drainage Master Plans or Watercourse Master Plans for which elements of the plan or study are utilized Number of population benefitted by Area Drainage Master Plans or Studies completed this fiscal year 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 Number of completed Area Drainage Master Studies, Area Drainage Master Plans or Watercourse Master Plans Number of square miles of watershed identified for Area Drainage Master Studies Number of square miles of watershed identified for Area Drainage Master Plans Number of linear miles of watercourse identified for Watercourse Master Plans Number of population in areas identified for Area Drainage Master Plans or Studies Total activity expenditure per person benefitted in areas where Area Drainage Master Plans and Area Drainage Master Studies were completed this fiscal year Department Strategic Plans and Budgets Public Works FY 2009 Revised 100.0% New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 827,112 0 0.0% New Measure 511 539 28 5.5% New Measure 690 63 (627) -90.9% New Measure 18 17 (1) -2.9% New Measure 8 6 (2) -25.0% New Measure 3,738 2,953 (785) -21.0% New Measure 3,738 2,563 (1,175) -31.4% New Measure 18 17 (1) -2.9% New Measure New Measure 1,453,857 New Measure New Measure $8.41 - 0.0% $0 0.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 4,883,065 $ 6,922,263 $ 2,039,198 41.8% $ - $ 4,883,065 $ 6,922,263 $ 2,039,198 41.8% $ - $ 4,941,279 $ 6,953,127 $ (2,011,848) -40.7% $ - $ 4,941,279 $ 6,953,127 $ (2,011,848) -40.7% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: The Area Drainage Master Plans (ADMP) or Studies are multi-year studies, are usually on 2-3 year cycle. This accounts for the 90.9% variation in the ADMP plans that will be completed for the number of square linear miles. In FY 2009-10, a discontinued activity (Multi-Purpose Enhancements) was combined with this activity, leading to a $2,039,198 or 41.8% increase in revenue and a $2,011,848 or 40.7% increase in expenditures. 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. 774 Maricopa County Annual Business Strategies FY 2009-10 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 in the five-year Capital Improvement Program that are completed in this fiscal year Percent of Capital Improvement Program budget expended this fiscal year Percent of capital projects implemented with multipurpose features 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 operating and capital budget expended this fiscal year to keep dams operating safely and functioning properly FY 2008 Actual New Measure FY 2009 Revised 100.0% FY 2010 Adopted 100.0% New Measure 100.0% New Measure New Measure Variance Adopted % Variance Adopted 0.0% 0.0% 100.0% 0.0% 0.0% 72.7% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 66.7% 100.0% 33.3% 50.0% New Measure 77.3% 72.7% -4.5% -5.9% New Measure 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Dam Safety • 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. 775 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Output Output Demand Demand Demand Efficiency 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 operating and capital budget expended this fiscal year to keep dams operating safely and functioning properly Number of dam rehabilitation project milestones completed this fiscal year Number of dam repair project milestones completed this fiscal year Number of dam assessments completed this fiscal year Number of District dams Number of dam safety operating and capital budget dollars this fiscal year Number of dam assessments scheduled this fiscal year Number of dam rehabilitation project milestones identified for completion this fiscal year Number of dam repair project milestones identified for completion this fiscal year Total expenditure per dam assessment milestone completed this fiscal year Total expenditure per dam repair project milestone completed this fiscal year Total expenditure per dam rehabilitation project milestone completed this fiscal year Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 77.3% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 72.7% -4.5% -5.9% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 4 1 (3) -75.0% New Measure 3 2 (1) -33.3% New Measure 22 22 New Measure New Measure 22 2,360,000 22 8,711,957 New Measure 22 22 New Measure 3 1 (2) -66.7% New Measure 4 2 (2) -50.0% New Measure $143,285.64 $139,128.41 $4,157.23 2.9% New Measure $1,050,761.33 $1,530,412.50 ($479,651.17) -45.6% New Measure $788,071.00 $3,060,825.00 ($2,272,754.00) -288.4% 6,351,957 - 0.0% 0.0% 269.2% 0.0% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 3,101,466 $ 3,015,051 $ (86,415) -2.8% $ - $ 3,101,466 $ 3,015,051 $ (86,415) -2.8% $ - $ 3,152,284 $ 3,060,825 $ 91,459 2.9% $ - $ 3,152,284 $ 3,060,825 $ 91,459 2.9% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: In FY 2008-09, the department only used operating budget dollars as a measurement of output. This year, the department included the capital budget with the operating budget totaling $8,711,957. The dam rehabilitation and repair project outputs are decreasing from FY 2008-09. This leads to a decrease in the both efficiencies for both rehabilitation and repair milestones. 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. 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. 776 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual New Measure Percent of square miles of area that receive physical protection benefits from projects in the five-year Capital Improvement Program that are completed in this fiscal year Percent of capital projects implemented with multi-purpose features this fiscal year Percent of Capital Improvement Program budget expended this fiscal year Number of square miles of area benefited by projects completed this fiscal year Number of capital projects completed in this fiscal year Capital improvement program fiscal year budget Number of square miles of area benefited by projects scheduled in fiveyear Capital Improvement Program this fiscal year Total expenditure per square mile of area benefited by projects completed this fiscal year Department Strategic Plans and Budgets Public Works FY 2009 Revised 100.0% New Measure New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 72.7% 0.0% 0.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 107 112 6 5.2% New Measure 13 11 (2) -15.4% New Measure 57,570,000 57,140,000 (430,000) -0.7% New Measure 609 754 146 23.9% New Measure $24,959.76 $24,505.51 $454.24 1.8% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 2,678,542 $ 2,769,400 $ 90,858 3.4% $ - $ 2,678,542 $ 2,769,400 $ 90,858 3.4% $ - $ 2,660,710 $ 2,747,078 $ (86,368) -3.2% $ - $ 2,660,710 $ 2,747,078 $ (86,368) -3.2% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES 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. 777 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of non-immediate safety Priority 1 completed within an average of 90 calendar days 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 Priority 1 Work Orders (work required to assure safety, or for a structure to function as designed) that were completed Number of Work Orders completed Number of Work Order requests submitted Total activity expenditure per Work Order completed (labor/materials) Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised 66.7% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 33.3% 50.0% New Measure 100.0% 100.0% 0.0% 0.0% New Measure 75 60 (15) -20.0% New Measure New Measure 500 611 900 900 400 289 80.0% 47.3% New Measure $12,963.32 $7,066.56 $5,896.77 45.5% Revenue 988 - PUBLIC WORKS FLOOD CONTROL TOTAL SOURCES $ - $ 6,456,664 $ 6,380,495 $ (76,169) -1.2% $ - $ 6,456,664 $ 6,380,495 $ (76,169) -1.2% $ - $ 6,481,662 $ 6,359,909 $ 121,753 1.9% $ - $ 6,481,662 $ 6,359,909 $ 121,753 1.9% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: The number of work order requests and completions are increasing by 289 or by 47.3% from FY 2008-09 to FY 2009-10 due to growing dust and vector control concerns received from the public. The FY 2009-10 budget supports the Department meeting 100% of the demand. It is also anticipated that the result of non-immediate safety Priority 1 projects will be completed at 100% over 90 calendar days. Capital Facilities Development Program The purpose of the Capital Facilities Development Program is to provide facilities planning, energy management, design and construction-related services to Maricopa County Departments and Agencies so they can operate in County facilities that are safe, functional, and efficient. Program Results Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer Percent of customers who report the new, retrofitted, renovated or remodeled facility meets their functional needs (post-occupancy survey) Percent of capital improvement and major maintenance projects delivered within 10% original cost estimate Percent of County facilities operating in an energyefficient manner (per Energy Star rankings) Percent of facility design packages reviewed that comply with Maricopa County guidelines Percent of facility new construction, renovations, remodelings, and furnishings in compliance with Maricopa County facilities management guidelines FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Adopted 100.0% New Measure New Measure New Measure Variance Adopted % Variance Adopted 0.0% 0.0% 100.0% 0.0% 0.0% New Measure 100.0% 0.0% 0.0% New Measure New Measure 30.3% 0.0% 0.0% New Measure New Measure 100.0% 0.0% 0.0% New Measure New Measure 100.0% 0.0% 0.0% Activities that comprise this program include: • Construction Management (Facilities Management) • 778 Facilities Project Development & Support Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Construction Management (Facilities Management) Activity The purpose of the Capital Facilities Development Program is to provide facilities planning, energy management, design and construction-related services to Maricopa County Departments and Agencies so they can operate in County facilities that are safe, functional, and efficient. Mandates: A.R.S. §41-1492 establishes standards and regulations, including building codes, for public accommodations and commercial facilities. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer Percent of customers who report the new, retrofitted, renovated or remodeled facility meets their functional needs (post-occupancy survey) Number of new, retrofitted, renovated or remodeled facility projects completed Number of Post Occupancy survey responses Number of new, retrofitted, renovated or remodeled facility projects requested Total activity expenditure per new, retrofitted, renovated or remodeled facility project FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure New Measure 100.0% New Measure New Measure New Measure 0.0% 0.0% 50 - 0.0% New Measure 50 - 0.0% New Measure New Measure 50 - 0.0% New Measure New Measure $2,024.16 $0.00 0.0% - 0.0% Revenue TOTAL SOURCES $ - $ - $ 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ Expenditure 101,208 $ 101,208 $ (101,208) (101,208) 0.0% 0.0% Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. Facilities Project Development & Support Activity The purpose of the Facilities Project Development & Support activity is to provide facility program and project planning and support services to County Departments so they can proactively and efficiently design, construct, and maintain County facilities in compliance with Maricopa County facilities management guidelines. Mandates: Administrative Mandate 779 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Demand Efficiency Efficiency Measure Description Percent of County facilities operating in an energy-efficient manner (per Energy Star rankings) Percent of facility design packages reviewed that comply with Maricopa County guidelines Percent of capital improvement and major maintenance projects delivered within 10% original cost estimate Percent of facility new construction, renovations, remodelings, and furnishings in compliance with Maricopa County facilities management guidelines Number of county facilities Number of facility design package compliance reviews completed Number of facility project requests scoped, cost estimated, and budgeted Number of new, retrofitted, renovated or remodeled facility projects completed Number of facility design package compliance reviews needed Number of facility project requests Total expenditure per facility design compliance review Total expenditure per facility project request scoped, cost estimated, and budgeted Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 30.3% 0.0% 0.0% New Measure New Measure 100.0% 0.0% 0.0% New Measure New Measure 100.0% 0.0% 0.0% New Measure New Measure 100.0% 0.0% 0.0% New Measure New Measure New Measure New Measure 165 12 - 0.0% 0.0% New Measure New Measure 48 - 0.0% New Measure New Measure 50 - 0.0% New Measure New Measure 48 - 0.0% New Measure New Measure New Measure New Measure 50 $11,511.17 $0.00 0.0% 0.0% New Measure New Measure $2,877.79 $0.00 0.0% - 0.0% Revenue TOTAL SOURCES $ - $ - $ 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ Expenditure 138,134 $ 138,134 $ (138,134) (138,134) 0.0% 0.0% Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. Facilities Operations & Maintenance Program The purpose of the Facilities Operations & Maintenance Program is to provide facilities, detention security, buildings and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a safe, functional environment. 780 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of customers who report they are satisfied or very satisfied with the maintenance of the landscaping and grounds Percent of facilities contract janitorial inspections that received a passing rating for cleanliness (passing = no deductions) Percent of landscape quality inspections that received a passing rating Percent of facilities maintenance performed on a timebased schedule or based on quantified material and equipment condition Percent Detention Security System is functional 24/7/365 Percent of Maricopa County departments and agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Adopted 72.9% New Measure New Measure New Measure Variance Adopted % Variance Adopted 0.0% 0.0% 87.1% 0.0% 0.0% New Measure 85.0% 0.0% 0.0% New Measure New Measure 98.8% 0.0% 0.0% New Measure New Measure 50.0% 0.0% 0.0% New Measure New Measure New Measure New Measure 89.0% 96.5% 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Buildings and Grounds • Facilities Maintenance Buildings and Grounds Activity The purpose of the Buildings and Grounds Activity is to provide property management services to Maricopa County Departments and their customers so they can conduct business in a clean environment. Mandates: 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. 781 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Measure Description Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of customers who report they are satisfied or very satisfied with the maintenance of the landscaping and grounds Percent of facilities contract janitorial inspections that received a passing rating for cleanliness (passing = no deductions) Percent of landscape quality inspections that received a passing rating Number of square feet of facilities cleaned Number of customer survey responses Number of contract janitorial inspections Number of landscape quality inspections Number of square feet of facilities required to be cleaned Total expenditure per square foot of facilities cleaned Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 72.9% 0.0% 0.0% New Measure New Measure 87.1% 0.0% 0.0% New Measure New Measure 85.0% 0.0% 0.0% New Measure New Measure 98.8% 0.0% 0.0% New Measure New Measure 2,837,049 - 0.0% New Measure New Measure New Measure New Measure 85 8,788 - 0.0% 0.0% New Measure New Measure 3,240 - 0.0% New Measure New Measure 2,837,049 - 0.0% New Measure New Measure $0.10 $0.00 0.0% - 0.0% Revenue TOTAL SOURCES $ 100 - GENERAL TOTAL USES $ $ - $ - $ - $ Expenditure 304,192 $ 304,192 $ 279,699 $ 279,699 $ 286,722 $ 286,722 $ (7,023) (7,023) -2.5% -2.5% Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. Facilities Maintenance Activity The purpose of the Facilities Maintenance activity is to provide routine, preventive, predictive, scheduled, and unscheduled facilities and systems maintenance to Maricopa County facility occupants so they can work and conduct business in buildings that are responsibly and properly maintained. Mandates: Administrative mandate 782 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Result Output Output Output Output Demand Efficiency Measure Description Percent of facilities maintenance performed on a time-based schedule or based on quantified material and equipment condition Percent of Maricopa County departments and agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey Percent Detention Security System is functional 24/7/365 Number of square feet of facilities maintained Number of maintenance work hours performed Number of customer survey responses Annual system availability Number of square feet of facilities required to be maintained Total expenditure per square foot of facilities maintained Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 50.0% 0.0% 0.0% New Measure New Measure 96.5% 0.0% 0.0% New Measure New Measure 89.0% 0.0% 0.0% New Measure New Measure 9,786,272 - 0.0% New Measure New Measure 122,000 - 0.0% New Measure New Measure New Measure New Measure New Measure New Measure 85 43,800 9,786,272 - 0.0% 0.0% 0.0% New Measure New Measure $0.20 $0.00 0.0% Revenue TOTAL SOURCES $ - $ - $ - $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 5,811,625 $ 2,200,443 8,012,068 $ 5,274,136 $ 1,866,812 7,140,948 $ 5,377,390 $ 2,445,304 7,822,694 $ - 0.0% Expenditure $ (103,254) (578,492) (681,746) -2.0% -31.0% -9.5% Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. Protective Services Program The purpose of the Protective Services Program is to provide Security and Parking Management services to Maricopa County elected officials, employees, and their visitors so they can conduct County business in a safe and secure environment. Program Results Measure Description Percent of parking spaces utilized in County garages and lots Percent of shuttle bus seats utilized Percent of crimes on County property responded to FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Adopted 66.7% New Measure New Measure New Measure New Measure 16.9% 100.0% Activities that comprise this program include: • Parking Management • Variance Adopted % Variance Adopted 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Security Parking Management Activity The purpose of the Parking Management Activity is to provide parking services to Maricopa County Elected Officials, employees, and their visitors so they can park their vehicles while conducting County business. Mandates: Administrative mandate 783 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of parking spaces utilized in County garages and lots Percent of shuttle bus seats utilized Number of parking spaces in County garages and lots Number of vehicles parked in County garages & lots Number of shuttle bus seats Number of vehicles required to park in County garages & lots Total expenditure per County garage and lot space Department Strategic Plans and Budgets Public Works FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 66.7% 0.0% 0.0% New Measure New Measure New Measure New Measure 16.9% 21,312 0.0% - 0.0% 0.0% New Measure New Measure 14,216 - 0.0% New Measure New Measure New Measure New Measure 1,995,840 14,216 - 0.0% 0.0% New Measure New Measure $5.26 $0.00 0.0% - 0.0% Revenue TOTAL SOURCES $ - $ 100 - GENERAL TOTAL USES $ $ 83,473 $ 83,473 $ - $ - $ Expenditure 75,937 $ 75,937 $ 74,747 $ 74,747 $ 1,190 1,190 1.6% 1.6% Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. Security Activity The purpose of the Security Activity is to provide physical and electronic protection and emergency response services to Maricopa County elected officials, employees, and their visitors so they can have a safe and secure work and business environment. Mandates: Administrative mandate Measure Type Result Output Demand Efficiency Measure Description Percent of crimes on County property responded to Number of crimes reported on County properties that were responded to Number of crime responses needed Total expenditure per crime response by Security FY 2008 Actual New Measure FY 2009 Revised New Measure FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% New Measure New Measure 61,168 - 0.0% New Measure New Measure New Measure New Measure 61,168 $61.08 $0.00 0.0% 0.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 550,724 $ 550,724 $ 522,115 $ 522,115 $ 522,115 $ 522,115 $ - 0.0% 0.0% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,863,676 $ 42,957 3,906,633 $ 3,710,235 $ 92,550 3,802,785 $ 3,688,957 $ 47,324 3,736,281 $ 21,278 45,226 66,504 0.6% 48.9% 1.7% Expenditure $ Activity Narrative: This is a new activity for FY 2009-10 therefore no metrics were reported for FY 2008-09. 784 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ FY 2008-09 RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Cost Reduction Modify HVAC Filter Replacement Schedules Vacancies Eliminate 2 Vacant Positions in Protective Services Eliminate 2 Vacant Positions in Capital Facilities Development $ 617,670 $ Subtotal $ (10,667) $ (10,667) $ - $ (26,692) $ (42,139) (68,831) $ - Subtotal $ 12,908,663 FY 2008-09 REVISED BUDGET $ 12,829,165 $ 617,670 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 237,485 $ - FY 2009-10 BUDGET TARGET $ 13,066,650 $ 617,670 BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Cost Reduction Modify HVAC Filter Replacement Schedules Risk Management Reduced Charges Reduced Supplies/Services ACMO Budget Reduction $ (21,333) $ (75,034) (182,163) (21,292) (299,822) $ - (182,527) $ (107,811) (106,808) (55,227) (97,857) (40,594) (65,348) (75,567) (177,674) (909,413) $ - Subtotal $ (166,692) $ (322,582) (65,688) (554,962) $ - $ Subtotal $ (25,193) $ (25,193) $ - Subtotal $ Vacancies Eliminate 5 Vacant Security Officers - Protective Services Eliminate 1 Vacant Project Manager - CFD Eliminate 1 Vacant Planning Manager (Retirement) - CFD Eliminate 1 Vacant Accountant Eliminate 1 Vacant Energy Conservation Engineer - CFD Eliminate 1 Vacant Office Assistant - CFD Eliminate 1 Vacant Executive Assistant Eliminate 1 Vacant Electrician - O&M Eliminate 3 Vacant Trades Specialist - (Technical, HVAC, Trades) $ Subtotal $ Fund Shift Allocate Funding for 2 Project Managers to Major Maintenance Allocate Funding for 4 Planners to Major Maintenance Allocate Funding for 1 Engineering Aide to Major Maintenance Pay Off Capital Leases and Other Debt 08-DRP Loan OTHER BASE ADJUSTMENTS Personnel Savings to 3% Position Reclassifications Reduce Licensing Revenue $ $ FY 2009-10 ADOPTED OPERATING BUDGET 785 $ - Subtotal $ 45,996 16,749 62,745 $ (12,843) (12,843) $ 11,340,005 $ 604,827 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Grants Fund (223) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 665,308 $ 665,308 FY 2008-09 REVISED BUDGET $ 665,308 $ 665,308 $ Subtotal $ (645,308) $ (20,000) (665,308) $ (645,308) (20,000) (665,308) FY 2009-10 BUDGET TARGET $ - $ - FY 2009-10 ADOPTED OPERATING BUDGET $ - $ - $ Subtotal $ 250,000 $ 180,000 325,000 755,000 $ 250,000 180,000 325,000 755,000 FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 755,000 $ 755,000 FY 2009-10 TOTAL ADOPTED BUDGET $ TECHNICAL ADJUSTMENTS AZTech Connectivity Grant - C-64-04-250-2-00 REACT Grant (City of Surprise) - C-64-05-057-2-00 NON-RECURRING NON-OPERATING 0001 InterOperability Grant - C-64-04-250-2-00 REACT Expansion - C-91-09-137-M-00 ATIS Enhancement - C-64-08-209-M-00 755,000 $ 755,000 Transportation Grants Fund (223) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (212,040) $ (212,042) $ (212,042) $ - $ (57,196) Beginning Unreserved/Undesignated Fund Balance $ (212,040) $ (212,042) $ (212,042) $ - $ (57,196) 415,543 690,050 1,105,593 $ 755,000 755,000 472,739 690,050 1,162,789 $ Sources: Operating Non Recurring Non Project Total Sources: 749,330 749,330 $ 665,308 665,308 $ $ $ 537,294 537,294 $ $ 665,308 665,308 Operating Balance $ 212,036 $ Accounting Adjustments $ 4 $ Ending Unreserved/Undesignated Fund Balance $ - $ (212,042) $ (212,042) $ (57,196) $ (57,196) Ending Unreserved Fund Balance $ - $ (212,042) $ (212,042) $ (57,196) $ (57,196) Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ 665,308 1,077,093 1,742,401 $ $ $ 665,308 1,077,093 1,742,401 - $ - $ - $ - $ $ $ $ $ $ 755,000 755,000 (57,196) $ - - $ - Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 786 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 63,578,714 $ 126,033,844 $ Subtotal $ 30,650 30,650 $ $ - FY 2008-09 REVISED BUDGET $ 63,609,364 $ 126,033,844 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 1,269,000 $ - FY 2009-10 BUDGET TARGET $ 64,878,364 $ 126,033,844 (23,194,513) $ (4,000,000) - MID-YEAR ADJUSTMENTS: Adjustment for Sale and Operating Transfer of Vehicles - C-85-09-016-V-00 OTHER BASE ADJUSTMENTS Restatement to Non-Operating - Transfer to Transportation Capital Projects Fund (234) $ Decrease in Repair and Maintenance Decrease in Expenditure for FY 2008-09 Sale and Operating Transfer of Vehicles C-85-09-016-V-00 Operating Transfer into TIP (232) Lower HURF and VLT Revenue Forecasts Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET (30,650) 23,194,513 (4,030,650) $ (29,641,844) (29,641,844) $ 60,847,714 $ 96,392,000 $ $ Subtotal $ 23,194,513 12,349,773 35,544,286 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 35,544,286 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 96,392,000 NON-RECURRING NON-OPERATING 0001 Transfer to Capital Projects Fund (234) Additional Fund Transfer to Capital Projects Fund (234) 787 $ 96,392,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) Fund Balance FY 2007-08 ACTUAL Beginning Unreserved Fund Balance FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 13,610,341 $ 12,293,854 $ 12,293,854 $ 12,747,527 $ 7,600,304 $ $ $ $ - $ $ - $ $ - $ 7,600,304 7,600,304 7,600,304 Designations: Budget Stabilization: Cash Flow / Property Tax Reserve Total Budget Stabilization Benefits Self-Funding Reserve Future Capital Projects Sheriff Court Remodel Major Maintenance Project Total Designations $ - Beginning Unreserved/Undesignated Fund Balance $ 13,610,341 $ 12,293,854 $ 12,293,854 $ 12,747,527 $ - $ 118,536,123 118,536,123 $ 126,033,844 126,033,844 $ 126,033,844 126,033,844 $ 102,219,104 102,219,104 $ 96,392,000 96,392,000 119,398,935 119,398,935 $ $ $ 57,533,671 49,832,656 107,366,327 $ $ 63,609,364 67,197,509 130,806,873 $ $ 63,578,714 74,748,984 138,327,698 $ 60,847,714 35,544,286 96,392,000 Sources: Operating Non Recurring Non Project Total Sources: $ $ $ $ $ $ $ $ $ $ Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ (862,812) $ 62,455,130 $ 62,424,480 $ 44,685,433 $ 35,544,286 Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 12,747,527 $ - $ 7,520,825 $ 7,600,304 $ - Ending Unreserved Fund Balance $ 12,747,527 $ - $ 7,520,825 $ 7,600,304 $ 7,600,304 $ 788 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Capital Projects Fund (234) EXPENDITURES REVENUE NON-RECURRING FY 2008-09 ADOPTED BUDGET $ 104,677,000 $ 94,852,944 MID-YEAR ADJUSTMENTS: Adjustment to Transportation Revenue - Pollack Forecast - C-91-09-120-2-00 $ Subtotal $ - $ $ (7,551,475) (7,551,475) $ 104,677,000 $ 87,301,469 $ Subtotal $ - $ $ 35,544,286 35,544,286 $ $ Subtotal $ 15,960,537 8,280,000 2,513,000 1,630,000 6,050,000 1,530,000 1,470,000 35,030,000 5,270,000 585,000 530,000 6,879,500 85,728,037 $ 3,173,667 1,007,500 416,667 22,628,000 370,000 27,595,834 FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 85,728,037 $ 63,140,120 FY 2009-10 TOTAL ADOPTED BUDGET $ 85,728,037 $ 63,140,120 FY 2008-09 REVISED BUDGET 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) Transportation Capital Projects Fund (234) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 36,984,196 $ 38,923,859 $ 38,923,859 $ 52,277,299 $ 52,450,583 Beginning Unreserved/Undesignated Fund Balance $ 36,984,196 $ 38,923,859 $ 38,923,859 $ 52,277,299 $ 52,450,583 $ 59,898,264 30,347,943 90,246,207 $ 94,852,944 94,852,944 $ 87,301,469 87,301,469 $ 66,680,101 66,680,101 $ 63,140,120 63,140,120 Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ 74,953,129 74,953,129 Operating Balance $ Accounting Adjustments $ $ $ 104,677,000 104,677,000 59,898,264 $ $ 25 Ending Unreserved/Undesignated Fund Balance $ Ending Unreserved Fund Balance $ $ $ 104,677,000 104,677,000 - $ $ - 52,277,299 $ 52,277,299 $ 789 $ $ $ $ $ 66,506,817 66,506,817 $ $ 85,728,037 85,728,037 - $ - $ - $ - $ - $ - 29,099,803 $ 21,548,328 $ 52,450,583 $ 29,862,666 29,099,803 $ 21,548,328 $ 52,450,583 $ 29,862,666 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,743,527 $ - FY 2008-09 REVISED BUDGET $ 2,743,527 $ - FY 2008-09 REVISED RESTATED BUDGET $ 2,743,527 $ - FY 2009-10 BUDGET TARGET $ 2,743,527 $ - (52,983) $ (44,886) (97,869) $ - BASE ADJUSTMENTS: FULL YEAR RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate 1 Vacant Engineering Aide - O&M Eliminate 1 Vacant Security Officer - Protective Services $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 2,645,658 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 2,645,658 $ - Waste Tire Fund (290) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Fund Transfer to Waste Management Fund (580) for CIP Projects $ Subtotal $ 5,730,000 $ 5,730,000 (255,000) $ (255,000) $ - FY 2008-09 REVISED BUDGET $ 5,475,000 $ 5,730,000 FY 2009-10 BUDGET TARGET $ 5,475,000 $ 5,730,000 $ (540,000) $ - Subtotal $ 255,000 (16,846) (301,846) $ OTHER BASE ADJUSTMENTS Reduction in payments to CRM of America, LLC Increase from Fund Transfer to Waste Management Fund (580) for CIP Projects in FY2008-09 Salary and Benefit Savings Reduction in Revenue from the State of Arizona Reduction in Revenues for Non-Permitted Individuals (526,846) (30,000) (556,846) FY 2009-10 ADOPTED OPERATING BUDGET $ 5,173,154 $ 5,173,154 FY 2009-10 TOTAL ADOPTED BUDGET $ 5,173,154 $ 5,173,154 790 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Waste Tire Fund (290) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 6,970,507 $ 4,803,901 $ 4,803,901 $ 6,017,766 $ 2,871,519 Beginning Unreserved/Undesignated Fund Balance $ 6,970,507 $ 4,803,901 $ 4,803,901 $ 6,017,766 $ 2,871,519 $ 5,172,394 5,172,394 $ 5,730,000 5,730,000 $ 5,730,000 5,730,000 $ 4,927,598 4,927,598 $ 5,173,154 5,173,154 6,125,137 6,125,137 $ $ 5,316,813 2,757,032 8,073,845 $ $ 5,475,000 2,757,032 8,232,032 $ $ 5,730,000 975,000 6,705,000 (952,743) $ - $ 255,000 $ Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ $ $ $ $ $ 5,173,154 5,173,154 (389,215) $ - Operating Balance $ Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 6,017,766 $ 3,828,901 $ 2,301,869 $ 2,871,519 $ 2,871,519 Ending Unreserved Fund Balance $ 6,017,766 $ 3,828,901 $ 2,301,869 $ 2,871,519 $ 2,871,519 791 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,612,369 $ 800,000 $ Subtotal $ 255,000 $ 255,000 $ - $ 1,867,369 $ 800,000 BASE ADJUSTMENTS: FULL YEAR RECOMMENDED BUDGET BALANCING ADJUSTMENTS: OTHER BASE ADJUSTMENTS Hassayampa Steering Committee $ Decrease Transfer in from Waste Tire Fund (290) for CIP Projects from FY 2008-09 Revenue Decrease - Overestimated Revenue from Transfer Stations Subtotal $ 396,000 $ (255,000) 141,000 $ (75,000) (75,000) MID-YEAR ADJUSTMENTS: Transfer in from Waste Tire Fund (290) for CIP Projects FY 2008-09 REVISED BUDGET FY 2009-10 ADOPTED OPERATING BUDGET $ 2,008,369 $ EXPENDITURES 725,000 REVENUE $ Subtotal $ 4,000,000 $ 740,000 425,000 175,000 109,000 180,000 5,629,000 $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 5,629,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ NON-RECURRING NON-OPERATING 0001 Queen Creek Landfill Closure Gilbert Landfill Drainage Repair Cave Creek Contamination Remediation Landfill Maintenance (Aguila, Avondale and New River) 3 Replacement Vehicles Transfer to CIP for Cave Creek 792 7,637,369 $ 725,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 8,235,789 $ 7,614,952 $ 7,614,952 $ 13,524,368 $ 11,194,798 Beginning Unreserved/Undesignated Fund Balance $ 8,235,789 $ 7,614,952 $ 7,614,952 $ 13,524,368 $ 11,194,798 $ 1,380,726 1,380,726 $ 800,000 800,000 $ 800,000 800,000 $ 620,511 6,656 627,167 $ 725,000 725,000 1,429,810 1,429,810 $ 1,612,369 6,010,000 7,622,369 $ 1,867,369 6,010,000 7,877,369 $ 1,946,731 1,010,006 2,956,737 $ Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ $ (49,084) $ $ $ (812,369) $ $ $ (1,067,369) $ $ $ (1,326,220) $ 2,008,369 5,629,000 7,637,369 Operating Balance $ (1,283,369) Accounting Adjustments $ 5,337,663 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 13,524,368 $ 792,583 $ 537,583 $ 11,194,798 $ 4,282,429 Ending Unreserved Fund Balance $ 13,524,368 $ 792,583 $ 537,583 $ 11,194,798 $ 4,282,429 Solid Waste Grants Fund (581) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - FY 2009-10 BUDGET TARGET $ - $ - FY 2009-10 ADOPTED OPERATING BUDGET $ - $ - $ Subtotal $ 190,000 190,000 $ $ 190,000 190,000 FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 190,000 $ 190,000 FY 2009-10 TOTAL ADOPTED BUDGET $ 190,000 $ 190,000 NON-RECURRING NON-OPERATING 0001 Grant Funds from USDA Utilities Program 793 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Grants Fund (581) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ - $ - $ - $ - $ 18,317 Beginning Unreserved/Undesignated Fund Balance $ - $ - $ - $ - $ 18,317 $ - $ - $ 435,586 435,586 $ 181,396 181,396 $ 190,000 190,000 $ $ $ - Ending Unreserved/Undesignated Fund Balance $ Ending Unreserved Fund Balance $ Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: $ $ $ $ $ - $ 435,586 435,586 - $ - $ - $ - $ 794 $ $ $ $ 163,079 163,079 $ $ 190,000 190,000 - $ 18,317 $ 18,317 - $ 18,317 $ 18,317 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Flood Control Fund (988) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 35,962,289 $ 35,962,287 FY 2008-09 REVISED BUDGET $ 35,962,289 $ 35,962,287 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 768,022 $ - $ Subtotal $ - $ $ 768,024 768,024 $ 36,730,311 $ 36,730,311 TECHNICAL ADJUSTMENTS Structural Balance FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Personnel and Risk Management Shift to Flood Control Operations Fund (991) $ Subtotal $ (1,011,461) $ (1,011,461) $ (1,011,461) (1,011,461) FY 2009-10 ADOPTED OPERATING BUDGET $ 35,718,850 $ 35,718,850 FY 2009-10 TOTAL ADOPTED BUDGET $ 35,718,850 $ 35,718,850 Public Works Flood Control Fund (988) Fund Balance FY 2007-08 ACTUAL Beginning Unreserved Fund Balance Sources: Operating Non Recurring Non Project Total Sources: Uses: Operating Non Recurring Non Project Total Uses: FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ - $ - $ - $ - $ - $ - $ 35,962,287 35,962,287 $ 35,962,287 35,962,287 $ 34,128,864 34,128,864 $ 35,718,850 35,718,850 $ $ $ $ - $ $ Operating Balance $ - $ Ending Unreserved/Undesignated Fund Balance $ - Ending Unreserved Fund Balance $ - $ $ $ $ $ 35,718,850 35,718,850 (2) $ (2) $ - $ - $ (2) $ (2) $ - $ - $ (2) $ (2) $ - $ - $ 35,962,289 35,962,289 $ 34,128,864 34,128,864 795 35,962,289 35,962,289 $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Julia Smith, Management & Budget Analyst 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: At the end of fiscal year 2008 the Recorder’s Office recorded 1,178,625 documents of which 666,190 were digital and electronic recordings and comprised 56.52% of all documents recorded. At the end of fiscal year 2009 the Recorder’s Office recorded 1,122,287 documents of which 761,489 were digital and electronic recordings and compromised 67.85% of all documents recorded. The percentage increase in digital and electronic recordings since the end of fiscal year 2006 was 21.12%, or an average of over 10% per fiscal year. • By December 31, 2008, increase the percentage of eligible customers who submit digitally recorded documents electronically from 22.9% at November 30, 2006 to 27.0%. Status: With the passage of House Bill 2102 (Chapter 268) in September 2007 the Recorder’s Office has seen a significant shift in workflow towards electronic processing. The department has seen an increase in the number of customers who submit their recordings electronically (ARS 11461.C Section from HB2102 has specifically changed the definition of “trusted submitters” to include a much broader range of entities). At the end of December 2008 the Recorder’s Office had 607 eligible customers who could submit their recordings digitally, of which 288 were actively conducting business through digital recordings. At the end of June 2009 the Recorder’s Office had 610 eligible customers who could submit their recordings digitally, of which 356 were actively conducting business through digital recordings. This has seen an increase to 58.4% of our eligible customers submitting their recorded documents digitally. 796 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 36RP - RECORDER DCOP - DOCUMENT OPERATIONS MOUT - MAILOUT MCRO - MICROGRAPHICS PASS - PUBLIC ASSISTANCE FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 9,541,840 8,577,227 405,641 101,548 457,424 $ 8,454,750 7,620,750 360,000 90,000 384,000 $ 8,454,750 7,620,750 360,000 90,000 384,000 $ 7,099,462 6,497,615 208,199 82,016 311,632 $ 6,602,597 $ 6,060,197 180,000 74,400 288,000 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ - $ 3 3 $ 3 3 $ - $ 3 $ 3 - 0.0% 0.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ - $ 100,531 100,531 $ - $ - - 0.0% 0.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP $ 4,868,126 4,868,126 $ 4,429,134 4,429,134 $ 4,429,134 4,429,134 $ 3,960,750 3,960,750 $ 3,942,000 $ 3,942,000 (487,134) (487,134) -11.0% -11.0% TOTAL PROGRAMS $ 14,409,966 $ 12,883,887 $ 12,883,887 $ 11,160,743 $ 10,544,600 $ (2,339,287) -18.2% $ 1,574,892 866,249 367,397 110,935 230,311 $ 1,933,942 809,983 500,719 348,737 274,503 $ 1,933,942 809,983 500,719 348,737 274,503 $ 1,430,545 762,988 329,247 135,635 202,675 $ $ 345,663 (65,550) 161,416 143,791 106,006 17.9% -8.1% 32.2% 41.2% 38.6% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 811,785 542,926 106,749 98,006 64,104 $ 717,720 428,082 116,500 107,273 65,865 $ 717,720 428,082 116,500 107,273 65,865 $ 719,317 429,074 119,943 107,271 63,029 $ 731,949 $ 429,940 119,198 116,325 66,486 (14,229) (1,858) (2,698) (9,052) (621) -2.0% -0.4% -2.3% -8.4% -0.9% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 3,576 3,576 $ 10,320 10,320 $ 1,881,679 1,871,359 10,320 $ 1,877,879 1,871,359 6,520 $ 2,462 2,462 $ 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT $ 6,224,572 5,381,715 651,986 190,871 $ 4,120,026 2,906,715 400,000 239,000 574,311 $ 4,120,026 2,906,715 400,000 239,000 574,311 $ 3,921,594 $ 3,259,417 (273) 662,450 3,635,725 3,072,079 563,646 $ TOTAL PROGRAMS $ 8,614,825 $ 6,782,008 $ 8,653,367 $ 7,949,335 5,958,415 $ USES 36RP - RECORDER DCOP - DOCUMENT OPERATIONS MOUT - MAILOUT MCRO - MICROGRAPHICS PASS - PUBLIC ASSISTANCE $ 1,588,279 875,533 339,303 204,946 168,497 (1,852,153) (1,560,553) (180,000) (15,600) (96,000) 1,879,217 1,871,359 7,858 484,301 (165,364) 400,000 239,000 10,665 2,694,952 -21.9% -20.5% -50.0% -17.3% -25.0% 99.9% 100.0% 76.1% 11.8% -5.7% 100.0% 100.0% 1.9% 31.1% Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 13,185,903 13,185,903 $ $ 11,940,002 11,940,002 $ $ 11,940,002 11,940,002 $ $ 10,403,963 10,403,963 $ $ 9,900,002 9,900,002 $ $ (2,040,000) -17.1% (2,040,000) -17.1% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 259,450 964,613 1,224,063 $ $ $ 390,000 254,598 644,598 $ $ 154,665 602,115 756,780 $ $ 109,134 834,751 943,885 $ $ 109,134 834,751 943,885 $ 280,866 257.4% (580,153) -69.5% (299,287) -31.7% ALL REVENUES $ 14,409,966 $ 12,883,887 $ 12,883,887 $ 11,160,743 $ 10,544,600 $ (2,339,287) -18.2% TOTAL SOURCES $ 14,409,966 $ 12,883,887 $ 12,883,887 $ 11,160,743 $ 10,544,600 $ (2,339,287) -18.2% 797 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ $ $ $ $ Department Strategic Plans and Budgets Recorder FY 2008-09 ADOPTED 3,125,923 $ 34,573 1,015,905 21,885 (336) 4,197,950 $ 835,691 397,990 1,233,681 $ 3,956 1,775,425 29,889 565,197 100,498 22,860 35,946 129,458 2,663,229 $ TOTAL USES $ FY 2008-09 REVISED 3,358,141 10,500 1,218,330 7,740 4,594,711 $ 418,952 260,000 678,952 $ $ $ $ $ 388,624 59,632 94,250 16,000 3,439 55,550 249,750 2,100 869,345 519,965 519,965 $ 8,614,825 $ $ 3,358,141 10,500 1,218,330 7,740 4,594,711 $ 418,952 260,000 678,952 $ $ $ FY 2008-09 FORECAST $ 388,624 59,632 94,250 1,871,359 16,000 3,439 55,550 249,750 2,100 2,740,704 639,000 639,000 $ 6,782,008 $ $ 3,170,063 24,831 1,138,975 14,836 4,348,705 $ 497,790 103,466 601,256 $ $ $ FY 2009-10 ADOPTED $ 142,033 33,413 166,817 1,871,359 64,453 3,882 31,080 84,051 2,865 2,399,953 639,000 639,000 $ 8,653,367 $ $ ADOPTED VS REVISED VARIANCE % 3,021,202 11,496 1,045,619 3,087 4,081,404 $ 405,875 114,000 519,875 $ $ $ $ $ $ 336,939 (996) 172,711 4,653 513,307 11.2% 13,077 146,000 159,077 3.1% 56.2% 23.4% 95,724 15,732 (42,750) 1,871,359 (79,100) (25,611) (23,856) 143,570 (1,500) 1,953,568 10.0% -9.5% 14.2% 60.1% $ 292,900 43,900 137,000 95,100 29,050 79,406 106,180 3,600 787,136 599,421 599,421 $ 570,000 570,000 $ 69,000 69,000 10.8% 10.8% 7,949,335 $ 5,958,415 $ 2,694,952 31.1% $ 24.6% 26.4% -45.4% 100.0% -494.4% -744.7% -42.9% 57.5% -71.4% 71.3% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ FUND TOTAL SOURCES $ 9,541,840 9,541,840 $ $ 8,454,753 8,454,753 $ $ 8,454,753 8,454,753 $ $ 7,099,462 $ 7,099,462 $ 6,602,600 6,602,600 $ $ (1,852,153) (1,852,153) -21.9% -21.9% $ $ 3,942,000 3,942,000 $ (487,134) (487,134) -11.0% $ 4,061,281 $ 4,061,281 $ $ $ 4,429,134 4,429,134 $ $ 4,429,134 4,429,134 $ FUND TOTAL SOURCES $ 4,868,126 4,868,126 DEPARTMENT OPERATING TOTAL SOURCES $ 14,409,966 $ 12,883,887 $ 12,883,887 $ 11,160,743 $ 10,544,600 $ (2,339,287) -18.2% DEPARTMENT TOTAL SOURCES $ 14,409,966 $ 12,883,887 $ 12,883,887 $ 11,160,743 $ 10,544,600 $ (2,339,287) -18.2% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED -11.0% ADOPTED VS REVISED VARIANCE % $ 2,326,088 $ 2,279,710 $ 2,279,710 $ 2,050,707 $ 2,095,117 $ 184,593 8.1% $ $ $ 3,863,298 2,510,359 6,373,657 $ $ 3,863,298 639,000 4,502,298 $ FUND TOTAL USES $ 6,288,737 6,288,737 $ 3,616,769 $ 2,281,859 5,898,628 $ 3,498,813 $ 364,485 3,863,298 $ 364,485 2,145,874 2,510,359 9.4% 85.5% 39.4% DEPARTMENT OPERATING TOTAL USES $ 8,614,825 $ 6,143,008 $ 6,143,008 $ 5,667,476 $ 5,593,930 $ 549,078 8.9% DEPARTMENT NON-RECURRING TOTAL USES $ - $ 639,000 $ 2,510,359 $ 2,281,859 $ 364,485 $ 2,145,874 85.5% DEPARTMENT TOTAL USES $ 8,614,825 $ 6,782,008 $ 8,653,367 $ 7,949,335 $ 5,958,415 $ 2,694,952 31.1% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING 798 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Program and Activity FY 2008-09 ADOPTED FULL TIME EQUIVALENT (FTE) 360 - RECORDER ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP HELP DESK SUPPORT PROGRAM TOTAL RECORDER DOCUMENT OPERATIONS MAILOUT MICROGRAPHICS PUBLIC ASSISTANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 4.00 2.00 2.00 1.00 9.00 4.00 2.00 2.00 1.00 9.00 3.00 2.00 2.00 1.00 8.00 3.00 2.00 2.00 1.00 8.00 (1.00) (1.00) -25.00% 0.00% 0.00% 0.00% -11.11% - 0.00% 0.00% 0.00% 0.00% 0.00% 27.00 5.00 32.00 27.00 5.00 32.00 23.00 5.00 28.00 22.00 4.00 26.00 (5.00) (1.00) (6.00) -18.52% -20.00% -18.75% (1.00) (1.00) (2.00) -4.35% -20.00% -7.14% 24.00 5.00 2.00 5.00 36.00 77.00 24.00 5.00 2.00 5.00 36.00 77.00 20.00 5.00 1.00 4.00 30.00 66.00 20.00 5.00 1.00 3.00 29.00 63.00 (4.00) (1.00) (2.00) (7.00) (14.00) -16.67% 0.00% -50.00% -40.00% -19.44% -18.18% (1.00) (1.00) (3.00) 0.00% 0.00% 0.00% -25.00% -3.33% -4.55% FY 2008-09 REVISED FY 2008-09 FORECAST Staffing by Market Range Title FY 2008-09 ADOPTED FULL TIME EQUIVALENT (FTE) 360 - RECORDER Executive Assistant Accounting Specialist Office Assistant Specialized Admin/Operations Specialist Elected Chief Deputy - Recorder Administrative Supervisor Administrative Staff Supv Applications Development Supv IT Services Supv Systems Admin & Analysis Supv Administrative Manager IT Operations Manager IT Division Manager Program Coordinator Procurement Specialist Business/Systems Analyst Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Admin-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld Help Desk Coordinator Help Desk Coordinator - Sr/Ld PC/LAN Tech Support Deptartment Total 1.00 2.00 29.00 5.00 1.00 1.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 77.00 1.00 2.00 29.00 5.00 1.00 1.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 77.00 1.00 2.00 21.00 5.00 1.00 1.00 1.00 5.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 2.00 1.00 1.00 1.00 2.00 2.00 3.00 66.00 FY 2009-10 ADOPTED 1.00 2.00 21.00 5.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 2.00 3.00 63.00 REVISED VS ADOPTED VARIANCE % (8.00) (3.00) (3.00) 1.00 (1.00) (14.00) 0.00% 0.00% -27.59% 0.00% 0.00% 0.00% 0.00% -42.86% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -33.33% 100.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% -18.18% FORECAST VS ADOPTED VARIANCE % .00 .00 .00 .00 .00 .00 .00 (1.00) .00 .00 .00 1.00 .00 .00 .00 .00 .00 (2.00) .00 .00 .00 .00 (1.00) .00 .00 (3.00) 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% -4.55% Staffing by Fund FULL TIME EQUIVALENT (FTE) DEPARTMENT TOTAL 360 - RECORDER 100 - GENERAL 236 - RECORDERS SURCHARGE DEPARTMENT TOTAL FY 2008-09 ADOPTED 49.00 FY 2008-09 REVISED 49.00 FY 2008-09 FORECAST 49.79 FY 2009-10 ADOPTED 39.79 43.00 34.00 77.00 43.00 34.00 77.00 37.00 29.00 66.00 36.00 27.00 63.00 REVISED VS ADOPTED VARIANCE % (9.21) -18.80% (7.00) (7.00) (14.00) -16.28% -20.59% -18.18% FORECAST VS ADOPTED VARIANCE % (10.00) -20.08% (1.00) (2.00) (3.00) -2.70% -6.90% -4.55% General Adjustments Budget Balancing – The Recorder’s Office is eliminating seven (7) positions resulting in an operating savings of $495,729. Other Base Adjustments – A projected decrease in revenue, totaling $487,134, is estimated for FY 2009-10. This reduction in revenue is due to a diminished number of monthly recordings. 799 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder 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 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 FY 2008 Actual 0.5% 99.5% FY 2009 Revised 0.5% 99.5% 0.6% 99.9% 0.6% 99.9% Percent of documents incorrectly processed Percent of all copy requests of fewer than 10 pages completed within one hour and of all larger requests completed within 24 hours Activities that comprise this program include: • Document Operations • Micrographics FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 0.5% 0.0% 0.0% 99.5% 0.0% 0.0% 0.6% 99.9% • • 0.0% 0.0% 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 800 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder 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. Measure Type Result Output Output Demand Demand Efficiency Revenue Measure Description FY 2008 Actual Percent of documents incorrectly recorded Number of documents recorded. Number of recorded documents indexed Number of documents presented for recording Number of recorded documents presented for indexing Cents per document recorded $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2009 Revised 0.0% FY 2010 Adopted 0.5% Variance % Variance Revised - Adopted Revised - Adopted 0.0% (0.5%) -100.0% 1,178,625 1,122,287 1,561,500 1,596,900 960,000 1,000,000 1,178,625 1,561,500 1,561,500 - 0.0% 1,122,287 1,596,900 1,596,900 - 0.0% 0.91 $ (0.39) 75.8% $ $ 6,060,197 $ 6,060,197 $ (1,560,553) (1,560,553) -20.5% -20.5% 809,983 $ 809,983 $ 875,533 $ 875,533 $ 0.34 $ 8,577,227 8,577,227 $ $ 0.52 $ 7,620,750 7,620,750 (601,500) (596,900) -38.5% -37.4% Expenditure 866,249 $ 866,249 $ 65,550 65,550 8.1% 8.1% Activity Narrative: The Document Operations Activity is reducing four (4) positions. These positions are being eliminated with the expected demand for services. Mail Out Activity The purpose of the Mail Out Activity is to provide and prepare outgoing recorded documents for businesses and the general public so they can receive original documents in a timely manner for business and/or personal use. Mandates: A.R.S. §11-469 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. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 0.55% FY 2009 Revised 0.55% Percent of documents incorrectly processed Number of documents delivered Number of documents recorded for delivery Cents per document delivered $ 100 - GENERAL TOTAL SOURCES $ $ 405,641 405,641 100 - GENERAL TOTAL USES $ $ 367,397 $ 367,397 $ 755,980 768,512 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 0.55% 0.0% 0.0% 755,980 768,512 0.49 $ 755,980 768,512 0.66 $ $ $ 360,000 360,000 0.45 $ 0.21 0.0% 0.0% -32.2% $ $ 180,000 $ 180,000 $ (180,000) (180,000) -50% -50% 500,719 $ 500,719 $ 339,303 $ 339,303 $ (161,416) (161,416) -32% -32% 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. 801 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 99.5% Department Strategic Plans and Budgets Recorder FY 2009 Revised 99.5% 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 $ 100 - GENERAL TOTAL SOURCES $ $ 101,548 101,548 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ 110,874 $ 61 110,935 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.5% 0.0% 0.0% 8,000,000 8,000,000 8,000,000 10,501,015 10,501,015 10,501,015 10,501,015 11,684,475 11,684,475 0.011 $ 0.0% 1,183,460 1,183,460 11.3% 11.3% 0.004 $ 0.007 -62.9% $ $ 74,400 $ 74,400 $ (15,600) (15,600) -17.3% -17.3% 108,733 $ 240,004 348,737 $ 44,946 $ 160,000 204,946 $ (63,787) (80,004) (143,791) -58.7% -33.3% -92.0% 0.010 $ $ $ - 90,000 90,000 Expenditure $ Activity Narrative: The Micrographics Activity is reducing one position. eliminated due to a decrease in demand for services. This position is being 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. 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 2008 Actual 99.9% FY 2009 Revised 99.9% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.9% 0.0% 0.0% $ 210,441 59,315 59,315 1.09 $ 210,441 59,315 59,315 1.30 $ 165,000 35,000 35,000 1.02 $ (45,441) (24,315) (24,315) 0.28 -21.6% -41.0% -41.0% -21.7% 100 - GENERAL TOTAL SOURCES $ $ 457,424 457,424 384,000 384,000 $ $ 288,000 $ 288,000 $ (96,000) (96,000) -25.0% -25.0% 100 - GENERAL TOTAL USES $ $ 230,311 $ 230,311 $ 274,503 $ 274,503 $ 168,497 $ 168,497 $ (106,006) (106,006) -38.6% -38.6% $ $ Expenditure Activity Narrative: The Public Assistance Activity is reducing two (2) positions. These positions are being eliminated due to the decrease in demand for services. 802 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,279,710 $ 8,454,753 FY 2008-09 REVISED BUDGET $ 2,279,710 $ 8,454,753 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 290,638 $ - $ Subtotal $ 5,626 5,626 $ $ - $ 2,575,974 $ 8,454,753 (317,393) $ (72,098) (106,238) (495,729) $ - MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: FULL YEAR RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate 4 Document Operations Positions Eliminate 1 Micrographics Positions Eliminate 2 Public Assistance Positions $ Subtotal $ OTHER BASE ADJUSTMENTS Personnel Savings to 3% Revenue Reduction based on 80,000 Recordings $ FY 2009-10 TOTAL ADOPTED BUDGET 803 $ Subtotal $ 14,872 14,872 $ 2,095,117 $ $ (1,852,153) (1,852,153) 6,602,600 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge (236) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,863,298 $ 4,429,134 FY 2008-09 REVISED BUDGET $ 3,863,298 $ 4,429,134 FY 2009-10 BUDGET TARGET $ 3,863,298 $ 4,429,134 (207,018) $ (157,467) (364,485) $ - BASE ADJUSTMENTS: BUDGET BALANCING Vacancies Eliminate 3 Positions (RIF) Eliminate 4 Contract positions for redcap $ Subtotal $ OTHER BASE ADJUSTMENTS Revenue reduction based on 80,000 monthly recordings $ Subtotal $ - $ $ $ 3,498,813 $ 3,942,000 $ Subtotal $ 364,485 364,485 $ $ - $ 3,863,298 $ 3,942,000 FY 2009-10 ADOPTED OPERATING BUDGET (487,134) (487,134) NON-RECURRING NON-RECURRING 0001 Technology Equipment FY 2009-10 TOTAL ADOPTED BUDGET Recorder’s Surcharge Fund (236) Balance Summary FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 6,789,316 $ 5,737,730 $ 5,737,730 $ 5,368,706 $ 3,531,359 Beginning Unreserved/Undesignated Fund Balance $ 6,789,316 $ 5,737,730 $ 5,737,730 $ 5,368,706 $ 3,531,359 Sources: Operating Total Sources: $ $ 4,868,126 4,868,126 $ $ 4,429,134 4,429,134 $ $ 4,429,134 4,429,134 $ $ 4,061,281 4,061,281 $ $ 3,942,000 3,942,000 $ $ $ $ 3,616,769 2,281,859 5,898,628 $ $ 3,863,298 2,510,359 6,373,657 $ $ 3,863,298 639,000 4,502,298 $ 3,498,813 364,485 3,863,298 Uses: Operating Non-Recurring Total Uses: $ 6,288,737 6,288,737 Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 5,368,706 $ 5,664,566 $ 3,793,207 $ 3,531,359 $ 3,610,061 Ending Unreserved Fund Balance $ 5,368,706 $ 5,664,566 $ 3,793,207 $ 3,531,359 $ 3,610,061 804 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Maria 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 The Department is currently in the process of updating its strategic goals. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 46RR - RESEARCH AND REPORTING OACS - OUTSIDE AGENCY CONTRACT SURVEY FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 50,000 50,000 $ - $ - $ 69,729 69,729 $ 119,729 119,729 $ 119,729 119,729 TOTAL PROGRAMS $ USES 46RR - RESEARCH AND REPORTING $ CDCS - COUNTY DEPT CONTRACTED SURVEYS SURV - COUNTY SPONSORED SURVEYS OACS - OUTSIDE AGENCY CONTRACT SURVEY 50,000 $ - $ - $ 69,729 $ 119,729 $ 119,729 291,518 $ (12,760) 304,278 - 247,209 247,209 - $ 247,209 247,209 - $ 235,230 $ (5,000) 240,230 - 307,156 257,156 50,000 $ (59,947) (9,947) (50,000) -24.2% 80,353 62,195 9,079 9,079 $ (457) (233) (112) (112) -0.6% -0.4% -1.2% -1.2% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES $ 81,491 64,855 8,318 8,318 $ 79,896 61,962 8,967 8,967 $ 79,896 61,962 8,967 8,967 $ 82,346 64,881 8,790 8,675 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 638 638 $ 638 638 $ 636 636 $ TOTAL PROGRAMS $ 373,009 $ 327,743 $ 327,743 $ 318,212 $ 805 4,461 $ 4,461 391,970 $ -4.0% (3,823) -599.2% (3,823) -599.2% (64,227) -19.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Sources and Uses by Category FY 2007-08 ACTUAL ALL FUNDS INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES SUBTOTAL MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE SUBTOTAL TOTAL SOURCES FY 2008-09 ADOPTED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ - $ $ - $ $ - $ $ - $ $ 119,729 119,729 $ $ 119,729 119,729 $ $ - $ $ - $ $ - $ $ 69,729 69,729 $ $ - $ $ - $ $ $ 50,000 50,000 50,000 $ $ $ - $ $ $ - $ $ $ 69,729 $ $ $ 119,729 $ $ $ 119,729 FY 2007-08 ACTUAL ALL FUNDS 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL SUPPLIES 0801 - GENERAL SUPPLIES 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 CAPITAL 0950 - DEBT SERVICE SUBTOTAL TOTAL USES FY 2008-09 REVISED $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 227,840 $ 58,109 87,651 5,630 (19,500) 359,730 $ 221,689 $ 48,036 78,816 5,000 (46,000) 307,541 $ 221,689 $ 48,036 78,816 5,000 (46,000) 307,541 $ 226,498 $ 14,740 77,450 4,024 (18,000) 304,712 $ 224,633 $ 87,007 84,443 5,000 (112,000) 370,083 $ $ $ 6,390 6,390 $ $ 6,000 6,000 $ $ 6,000 6,000 $ $ 5,457 5,457 $ $ 6,162 6,162 $ $ $ 664 2,000 332 960 1,383 332 64 5,735 $ $ 2,000 6,000 1,000 800 1,962 500 200 12,462 $ $ 2,000 6,000 1,000 800 1,962 500 200 12,462 $ $ 4,992 1,887 10 6,889 $ 2,000 6,000 1,000 3,945 1,980 600 200 15,725 $ 0.0% 0.0% 0.0% (3,145) -393.1% (18) -0.9% (100) -20.0% 0.0% (3,263) -26.2% $ $ $ 373,009 $ $ $ 1,740 1,740 327,743 $ $ $ 1,740 1,740 327,743 $ $ $ 2,308 2,308 318,212 $ $ $ 391,970 $ $ $ 1,740 100.0% 1,740 100.0% (64,227) -19.6% $ $ (2,944) -1.3% (38,971) -81.1% (5,627) -7.1% 0.0% 66,000 -143.5% (62,542) -20.3% (162) (162) -2.7% -2.7% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 50,000 50,000 $ $ - $ $ - $ $ 69,729 $ 69,729 $ 119,729 $ 119,729 $ 119,729 119,729 DEPARTMENT OPERATING TOTAL $ 50,000 $ - $ - $ 69,729 $ 119,729 $ 119,729 DEPARTMENT TOTAL $ 50,000 $ - $ - $ 69,729 $ 119,729 $ 119,729 FUND TOTAL FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 373,009 373,009 $ $ 327,743 327,743 $ $ 327,743 327,743 $ $ 318,212 318,212 $ $ 391,970 391,970 $ $ (64,227) (64,227) -19.6% -19.6% DEPARTMENT OPERATING TOTAL $ 373,009 $ 327,743 $ 327,743 $ 318,212 $ 391,970 $ (64,227) -19.6% DEPARTMENT TOTAL $ 373,009 $ 327,743 $ 327,743 $ 318,212 $ 391,970 $ (64,227) -19.6% FUND TOTAL Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS VARIANCE % FORECAST VS VARIANCE % 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 0.50 0.20 0.20 0.90 - 0.00% 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 0.00% 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.00% 0.00% 0.00% - 0.00% 0.00% 0.00% 806 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Office Assistant Office Assistant Specialized Director - Research & Report Program Coordinator Deptartment Total FY 2008-09 ADOPTED 1.25 3.00 1.00 0.50 5.75 FY 2008-09 REVISED 1.25 3.00 1.00 0.50 5.75 FY 2008-09 FORECAST 1.25 3.00 1.00 0.50 5.75 FY 2009-10 ADOPTED 1.25 3.00 1.00 0.50 5.75 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% REVISED VS ADOPTED VARIANCE % 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % 0.00% 0.00% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 5.75 5.75 FY 2008-09 REVISED 5.75 5.75 FY 2008-09 FORECAST 5.75 5.75 FY 2009-10 ADOPTED 5.75 5.75 Significant Variance Analysis Three temporary part-time positions were created to address increased surveys for the Outside Agencies Contracted Surveys Activity. These positions will be funded via contracts with these outside agencies. General Adjustments Budget Balancing Adjustments: Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $2,596. Base Adjustments: • Right-size various personnel and services charges resulting in a reduction of $2,762. 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 FY 2008 Description Actual Percent of eligible respondents who are interviewed (Rate Not Reported of Response or Participation Rate) Percent of of eligible respondents who are interviewed Not Reported (Rate of Reponse or Participation Rate) Percent of eligible respondents who are interviewed (Rate Not Reported of Response or Participation Rate FY 2009 Revised 94.7% 90.9% Not Reported Activities that comprise this program include: • County Department Contracted Surveys • County Sponsored Surveys 90.6% -0.3% 96.0% • 807 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 0.3% 0.3% Outside Agency Contracted Surveys -0.3% Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research and Reporting 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: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate) Number of respondents Number of eligible respondents Number of eligible respondents FY 2008 Actual Not Reported FY 2009 Revised 94.7% Not Reported Not Reported Not Reported 950 950 $0.00 100 - GENERAL TOTAL USES $ $ (12,760) $ (12,760) $ - $ - $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 0.3% 0.3% 950 950 $0.00 $0.00 0.0% 0.0% - Activity Narrative: Services provided in this Activity are reimbursed to the Department by departments within the County who contract for surveys; therefore, there is a zero net impact to this Activity’s budget. No growth is expected in demand for services. County Sponsored Surveys Activity The purpose of the County Sponsored Surveys Activity is to collect data from employees and customers and develop reports for County Management so they have statistically valid data upon which to base informed decisions. Mandates: This is a non-mandated Activity. Performance Analysis: Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate) Total number of respondents Number of eligible respondents Cost per interview 100 - GENERAL TOTAL USES FY 2008 Actual No Reported FY 2009 Revised 90.9% Not Reported Not Reported Not Reported 11,000 11,000 $24.72 11,961 11,961 $23.72 247,209 $ 247,209 $ 257,156 $ 257,156 $ $ $ 304,278 $ 304,278 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.6% -0.3% -0.3% 961 961 $1.00 8.7% 8.7% 4.0% (9,947) (9,947) -4.0% -4.0% Activity Narrative: Demand is expected to increase from 11,000 to 11,961 respondents, almost 1,000 more respondents than the previous year. The elected and court departments are not required to participate in the Employee Satisfaction Survey. In FY 2009-10, the Adult Probation Department will participate in the survey, which results in the increased demand. 100% of demand will be met; therefore, due to the resulting increase in output, the cost per interview will decrease from $24.72 to $23.72, a $1.00 cost savings per interview, which is a total annual savings in costs of $9,947. 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: This is a non-mandated Activity. 808 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Performance Analysis: Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of eligible respondents who are interviewed (Rate of Response or Participation Rate) Number of eligible respondents Number of eligible respondents Cost per interview FY 2008 Actual Not Reported FY 2009 Revised Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported FY 2010 Variance Adopted Revised - Adopted 96.0% % Variance Revised - Adopted 6,329 6,329 $8.05 100 - GENERAL TOTAL SOURCES $ $ 50,000 $ 50,000 $ - $ - $ 119,729 $ 119,729 $ 100 - GENERAL TOTAL USES $ $ - $ - $ - $ - $ 50,000 $ 50,000 $ 119,729 119,729 Expenditure (50,000) (50,000) Budget Balancing Adjustments: Revenue Enhancement • Increase revenue by $119,729 for increased contracted services. • Increase expenditures by $50,000, creating three temporary part-time positions, to support the increase to contracted services. Activity Narrative: The Department conducts two surveys for the State of Arizona on a bi-annual basis. The FY 2009-10 contract for these surveys will result in revenue of $119,729. The expenditures to deliver the services are estimated at $50,000, which results in a net positive budgetary impact of $69,729. The cost per interview conducted is $8.05 with the Department expecting to interview 6,208 out of 6,329 respondents, which is a 96% response rate. 809 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 327,743 $ - FY 2008-09 REVISED BUDGET $ 327,743 $ - FY 2008-09 REVISED RESTATED BUDGET $ 327,743 $ - TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 19,585 $ - FY 2009-10 BUDGET TARGET $ 347,328 $ - (2,596) $ (2,596) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh $ Subtotal $ Revenue Enhancement Increase surveys conducted in Outside Agencies Contracted Services Activity $ Subtotal $ OTHER BASE ADJUSTMENTS Adjust Personal Services for over budgeted benefits Adjust discretionary spending for telecommunications charges $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 810 50,000 50,000 $ $ 119,729 119,729 (1,762) $ (1,000) (2,762) $ - 391,970 $ 119,729 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Maria 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 • By 2015, the Cost of Risk will be at or less than 1%. Status: The cost of risk has decreased to 1.12%. The department projects the cost of risk to be 1% at the end of FY 2008-09 and remain unchanged at 1% at the end of FY 2009-10. • By 2015, the injury incident rate will not increase each year by more than 1% over the 3-yearaverage. Status: In FY 2009-10, the Department will work towards further reducing the injury incident rate; due to a decrease in claims activity in FY 2008-09, the Department projects a 5% reduction when compared to the prior 3-year average and projects this to remain unchanged at the end of FY 200910. • By 2015, voluntary, non-retirement turnover will be 10% or less. Status: At the end of FY 2007-08, the rate was 0%. In FY 2008-09, the rate increased to over 10%. Once these positions are filled and personnel are stabilized, the department projects that the rate will be less than 10% by the end of FY 2009-10. 811 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 75CR - CLAIMS AND INSURANCE ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 40,572,669 2,793,563 817,056 19,202,154 7,092,596 1,572,536 903,280 8,191,484 $ 35,172,043 1,270,217 882,120 14,004,650 9,679,515 1,241,324 779,915 7,314,302 $ 35,172,043 1,270,217 882,120 14,004,650 9,679,515 1,241,324 779,915 7,314,302 $ 35,172,043 1,270,217 882,121 14,004,651 9,679,518 1,241,322 779,913 7,314,301 $ 28,772,374 1,067,245 718,606 10,521,497 9,009,724 993,287 641,068 5,820,947 $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT $ 51,266 51,266 $ 1,000,000 1,000,000 $ 1,000,000 1,000,000 $ 117,136 117,136 $ 1,000,000 1,000,000 $ - 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ - $ - $ - $ 882,864 882,864 $ - $ - TOTAL PROGRAMS $ 40,623,935 $ 36,172,043 $ 36,172,043 $ 36,172,043 $ 29,772,374 $ $ - $ - $ - $ 104 104 $ 75CR - CLAIMS AND INSURANCE ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION $ 27,342,122 912,621 457,800 10,536,452 6,521,751 1,216,999 796,581 6,899,918 $ 36,776,590 1,423,180 988,382 13,806,541 10,592,347 1,352,589 850,259 7,763,292 $ 36,776,590 1,423,180 988,382 13,806,541 10,592,347 1,352,589 850,259 7,763,292 $ 32,455,128 1,244,890 833,774 12,224,731 8,891,133 1,199,073 843,209 7,218,318 $ 38,584,894 1,350,505 971,360 19,047,152 6,350,367 1,454,234 850,266 8,561,010 $ 75EM - ENVIRONMENTAL MANAGEMENT ENSS - ENVIRONMENTAL MANAGEMENT SVCS $ 354,406 354,406 $ 507,841 507,841 $ 507,841 507,841 $ 453,176 453,176 $ 325,257 325,257 $ 182,584 182,584 36.0% 36.0% 75SM - SAFETY MANAGEMENT SAMA - SAFETY MANAGEMENT SERVICES $ 627,704 627,704 $ 705,201 705,201 $ 705,201 705,201 $ 682,545 682,545 $ 662,628 662,628 $ 42,573 42,573 6.0% 6.0% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 528,273 64,617 243,886 149,754 64,178 5,838 $ 453,403 88,556 243,067 74,144 30,512 17,124 $ 453,403 88,556 243,067 74,144 30,512 17,124 $ 493,557 72,572 261,098 99,466 51,242 9,179 $ 427,197 87,043 222,775 71,087 30,805 15,487 $ 26,206 1,513 20,292 3,057 (293) 1,637 5.8% 1.7% 8.3% 4.1% -1.0% 9.6% 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT $ 177,771 177,771 - $ 181,216 181,216 - $ 181,216 181,216 - $ 181,326 181,216 110 $ 194,611 $ 186,696 7,915 (13,395) (5,480) (7,915) -7.4% -3.0% TOTAL PROGRAMS $ 29,030,276 $ 38,624,251 $ 38,624,251 $ 34,265,836 $ (1,570,336) -4.1% USES 73BS - BUSINESS SERVICES PCPT - PROCUREMENT SERVICES (6,399,669) (202,972) (163,514) (3,483,153) (669,791) (248,037) (138,847) (1,493,355) (6,399,669) - $ - 40,194,587 -18.2% -16.0% -18.5% -24.9% -6.9% -20.0% -17.8% -20.4% 0.0% 0.0% -17.7% (1,808,304) 72,675 17,022 (5,240,611) 4,241,980 (101,645) (7) (797,718) $ -4.9% 5.1% 1.7% -38.0% 40.0% -7.5% 0.0% -10.3% Sources and Uses by Category FY 2007-08 ACTUAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL TOTAL SOURCES $ $ $ $ $ 488,028 7,851,324 29,932,668 38,272,020 1,794,787 557,128 2,351,915 40,623,935 FY 2008-09 ADOPTED $ $ $ $ $ 242,392 8,930,427 25,999,224 35,172,043 1,000,000 1,000,000 36,172,043 FY 2008-09 REVISED $ $ $ $ $ 812 242,392 8,930,427 25,999,224 35,172,043 1,000,000 1,000,000 36,172,043 FY 2008-09 FORECAST $ $ $ $ $ 242,390 8,931,546 25,998,107 35,172,043 1,000,000 1,000,000 36,172,043 FY 2009-10 ADOPTED $ $ $ $ $ 231,128 7,425,665 21,115,581 28,772,374 1,000,000 1,000,000 29,772,374 ADOPTED VS REVISED VARIANCE % $ $ $ $ $ (11,264) -4.6% (1,504,762) -16.8% (4,883,643) -18.8% (6,399,669) -18.2% 0.0% 0.0% (6,399,669) -17.7% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL OTHER FINANCING USES 0880 - TRANSFERS OUT SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL TOTAL USES $ $ $ $ $ FY 2008-09 ADOPTED 1,337,612 16,422 150 371,835 1,671 1,727,690 $ 41,603 4,154 14,551 60,308 $ $ 6,374,371 19,271,945 20,456 517 404,941 1,159,796 2,982 6,478 793 27,242,279 $ $ - $ $ $ Department Strategic Plans and Budgets Risk Management $ 1,335,452 28,563 390,091 1,700 1,755,806 $ 52,350 4,800 7,000 64,150 $ $ $ FY 2008-09 REVISED $ 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 $ $ (1) $ (1) $ 29,030,276 $ $ 1,335,452 28,563 390,091 1,700 1,755,806 $ 52,350 4,800 7,000 64,150 $ $ $ FY 2008-09 FORECAST $ 6,797,239 27,287,180 26,800 1,750 650,000 1,814,110 7,000 11,700 1,300 7,400 36,604,479 181,216 181,216 $ $ 18,600 18,600 38,624,251 $ $ $ $ $ $ FY 2009-10 ADOPTED 1,335,717 24,673 393,806 2,535 1,756,731 $ 47,986 4,573 5,600 58,159 $ $ 6,244,795 23,494,982 24,946 1,400 650,000 1,812,249 6,327 9,538 1,208 7,400 32,252,845 181,216 181,216 $ $ 18,600 18,600 38,624,251 $ $ $ $ $ $ ADOPTED VS REVISED VARIANCE % 1,346,040 393,785 1,700 1,741,525 $ 40,303 4,800 7,300 52,403 $ $ $ $ (10,588) -0.8% 28,563 100.0% (3,694) -0.9% 0.0% 14,281 0.8% 12,047 (300) 11,747 23.0% 0.0% -4.3% 18.3% -25.4% 0.4% 32.8% 42.9% 0.0% 0.3% 42.9% 56.4% 0.0% 0.0% -4.3% $ 8,520,999 27,180,266 18,000 1,000 650,000 1,808,478 4,000 5,100 1,300 7,400 38,196,543 $ (1,723,760) 106,914 8,800 750 5,632 3,000 6,600 (1,592,064) 181,216 181,216 $ $ 186,696 186,696 $ $ (5,480) (5,480) -3.0% -3.0% 16,885 16,885 34,265,836 $ $ $ 17,420 17,420 40,194,587 $ $ 1,180 1,180 (1,570,336) 6.3% 6.3% -4.1% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 675 RISK MANAGEMENT OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 40,623,935 40,623,935 $ $ 36,172,043 36,172,043 $ $ 36,172,043 36,172,043 $ $ 36,172,043 36,172,043 $ $ 29,772,374 29,772,374 $ $ (6,399,669) (6,399,669) -17.7% -17.7% DEPARTMENT OPERATING TOTAL SOURCES $ 40,623,935 $ 36,172,043 $ 36,172,043 $ 36,172,043 $ 29,772,374 $ (6,399,669) -17.7% DEPARTMENT TOTAL SOURCES $ 40,623,935 $ 36,172,043 $ 36,172,043 $ 36,172,043 $ 29,772,374 $ (6,399,669) -17.7% FUND TOTAL SOURCES FY 2007-08 ACTUAL 675 RISK MANAGEMENT OPERATING NON-RECURRING $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 29,030,276 29,030,276 $ $ (1,562,421) (7,915) (1,570,336) -4.0% $ 40,186,672 7,915 40,194,587 $ $ 34,265,836 34,265,836 $ $ 38,624,251 38,624,251 $ $ 38,624,251 38,624,251 $ $ DEPARTMENT OPERATING TOTAL USES $ 29,030,276 $ 38,624,251 $ 38,624,251 $ 34,265,836 $ 40,186,672 $ (1,562,421) -4.0% DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ - $ - $ 7,915 $ (7,915) DEPARTMENT TOTAL USES $ 29,030,276 $ 38,624,251 $ 38,624,251 $ 34,265,836 $ 40,194,587 $ (1,570,336) FUND TOTAL USES 813 -4.1% -4.1% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Risk Management Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CLAIMS AND INSURANCE AUTO LIABILITY AUTO PROPERTY DAMAGE GENERAL LIABILITY MEDICAL MALPRACTICE PROPERTY DAMAGE UNEMPLOYMENT WORKERS COMPENSATION PROGRAM TOTAL ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVCS PROGRAM TOTAL SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.11 1.28 0.70 0.48 0.33 3.89 1.11 1.28 0.70 0.48 0.33 3.89 1.10 1.29 0.70 0.48 0.32 3.89 1.10 1.29 0.68 0.48 0.30 3.85 (0.01) 0.01 (0.02) 0.01 (0.03) (0.04) (0.45%) 0.39% (2.86%) 1.05% (7.69%) (1.03%) (0.02) (0.02) (0.04) 0.00% 0.00% (2.86%) 0.00% (6.25%) (1.03%) 0.80 1.55 3.83 1.60 0.85 0.30 1.59 10.51 0.80 1.55 3.83 1.60 0.85 0.30 1.59 10.51 0.69 0.75 3.63 1.53 0.79 0.30 1.59 9.26 0.79 1.55 3.66 1.53 0.84 0.30 1.59 10.24 (0.01) (0.17) (0.08) (0.01) (0.27) (1.56%) 0.00% (4.44%) (4.69%) (1.47%) 0.00% 0.00% (2.57%) 0.10 0.80 0.03 0.05 0.98 14.55% 106.67% 0.83% 0.00% 6.35% 0.00% 0.00% 10.58% 1.81 1.81 1.81 1.81 1.81 1.81 1.79 1.79 (0.02) (0.02) (1.10%) (1.10%) (0.02) (0.02) (1.10%) (1.10%) 8.04 8.04 24.25 8.04 8.04 24.25 8.04 8.04 23.00 8.02 8.02 23.90 (0.02) (0.02) (0.35) (0.25%) (0.25%) (1.44%) (0.02) (0.02) 0.90 (0.25%) (0.25%) 3.91% Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Accounting Specialist Office Assistant Admin/Operations Specialist Director - Risk Management Financial Supervisor - Dept Risk Mgmt Supervisor Accountant Engineer Safety Representative Claims Adjuster Department Total FY 2008-09 ADOPTED 1.00 1.00 4.25 1.00 1.00 2.00 1.00 2.00 6.00 5.00 24.25 FY 2008-09 REVISED 1.00 1.00 4.25 1.00 1.00 2.00 1.00 2.00 6.00 5.00 24.25 FY 2008-09 FORECAST 1.00 1.00 4.25 1.00 1.00 2.00 1.00 2.00 6.00 3.75 23.00 FY 2009-10 ADOPTED 0.90 1.00 4.25 1.00 1.00 2.00 1.00 2.00 6.00 4.75 23.90 REVISED VS ADOPTED VARIANCE % (0.10) -10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (0.25) -5.00% (0.35) -1.44% FORECAST VS ADOPTED VARIANCE % (.10) -10.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% 1.00 26.67% .90 3.91% REVISED VS ADOPTED VARIANCE % (0.35) -1.44% (0.35) -1.44% FORECAST VS ADOPTED VARIANCE % 0.90 3.91% 0.90 3.91% Staffing by Fund FULL TIME EQUIVALENT (FTE) 675 - RISK MANAGEMENT DEPARTMENT TOTAL FY 2008-09 ADOPTED 24.25 24.25 FY 2008-09 REVISED 24.25 24.25 FY 2008-09 FORECAST 23.00 23.00 FY 2009-10 ADOPTED 23.90 23.90 Significant Variance Analysis The Claims and Insurance Program was reduced by .10 FTE Accountant Specialist position and the Safety Program was reduced .25 FTE Temporary Safety Consultant position in FY 2009-10 as part of the budget balancing plan. General Adjustments Budget Balancing Adjustments: Administrative Reduction • Reduce the Risk Management Fund (675) Operating expenditure and revenue budget by a total of $23,438 for various reductions in the Administrative Services Program. Cost Reduction • Reduce the Risk Management Fund (675) revenue budget by a total of $6,147,480 for interdepartmental and other charges for service based on the Trust Funding Plan based on claims expense at confidence levels of 80% and 50% for the current and subsequent year, respectively. 814 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Risk Management Debt Service • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $4,080 and a one-time expenditure in the Non-Recurring/Non-Project budget of $7,915. Base Adjustments: • Adjust the Risk Management Fund (675) claims expense in all activities to reflect the an 80% confidence level as indicated by the department’s actuary for an increase of $1,818,690. Strategic Business Plan Update The Risk Management Department underwent a facilitated review and update of their strategic issues and goals; the goal changes are reflected in this document. Upon review of the Department’s activities and performance measures, any resulting changes will be effective in FY 2010-11. 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. Program Results Measure Description % of AL claims closed % of APD claims closed Percent of County expenditures spent on Risk Management (Cost of Risk) % of GL claims closed % of MM claims closed % of PD claims closed % of potential liability saved % of WC claims closed FY 2008 Actual Not Reported Not Reported Not Reported FY 2009 Revised Not Reported Not Reported 1.5% Not Reported Not Reported Not Reported 0.0% Not Reported Not Reported Not Reported Not Reported 18.2% Not Reported Activities that comprise this program include: • General Liability • Auto Liability • Medical Malpractice • Auto Property Damage • • • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 35.5% 49.2% 1.3% -0.22% -14.46% 27.2% 27.7% 62.8% 15.2% 39.3% -2.97% -16.38% Property Damage Unemployment 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. 815 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2008 FY 2009 Actual Revised Percent of County expenditures spent Not Reported 1.5% on Risk Management (Cost of Risk) Percent of GL claims closed Not Reported Not Reported Number of GL claims closed and Not Reported Not Reported pending Number of GL claims opened and 626 1,104 pending Cost per GL claim closed and pending Not Reported Not Reported FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 1.3% (0.2%) -14.5% 27.2% 438 438 -666 -60.3% $43,486.65 Revenue 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 19,202,154 $ 19,202,154 $ 14,004,650 $ 14,004,650 $ 10,521,497 $ 10,521,497 $ (3,483,153) (3,483,153) -24.9% -24.9% 675 - RISK MANAGEMENT TOTAL USES $ $ 10,536,452 $ 10,536,452 $ 13,806,541 $ 13,806,541 $ 19,047,154 $ 19,047,154 $ (5,240,613) (5,240,613) -38.0% -38.0% Expenditure Activity Narrative: In prior years, the output was “Number of GL claims closed.” Due to the change to “Number of GL claims closed and pending,” a year over year comparison in not available. Costs are anticipated to increase based on recent trends. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported Not Reported Percent of AL claims closed Number of AL claims closed and pending Number of AL claims opened and pending Cost per AL claim closed and pending Not Reported FY 2009 Revised Not Reported Not Reported 72 FY 2010 Variance Adopted Revised - Adopted 35.5% 78 164 Not Reported 78 % Variance Revised - Adopted -87 -52.7% -16.0% -16.0% $17,425.87 Revenue 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 2,793,563 $ 2,793,563 $ 1,270,217 $ 1,270,217 $ 1,067,245 $ 1,067,245 $ (202,972) (202,972) 675 - RISK MANAGEMENT TOTAL USES $ $ 912,621 $ 912,621 $ 1,423,180 $ 1,423,180 $ 1,350,505 $ 1,350,505 $ 72,675 72,675 Expenditure 5.1% 5.1% Activity Narrative: In prior years, the output was “Number of Auto Liability claims closed.” Due to the change to “Number of Auto Liability claims closed and pending,” a year over year comparison is not available. 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. 816 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 Measure Description FY 2008 Actual Not Reported Not Reported Percent of MM claims closed Number of MM claims closed and pending Number of MM claims opened and pending Cost per MM claim closed and pending Not Reported FY 2009 Revised Not Reported Not Reported 90 FY 2010 Variance Adopted Revised - Adopted 27.7% 60 135 Not Reported 60 % Variance Revised - Adopted -76 -55.9% (669,791) (669,791) -6.9% -6.9% $106,728.86 Revenue 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 7,092,596 $ 7,092,596 $ 9,679,515 $ 9,679,515 $ 9,009,724 $ 9,009,724 $ 675 - RISK MANAGEMENT TOTAL USES $ $ 6,521,751 $ 6,521,751 $ 10,592,347 $ 10,592,347 $ 6,350,367 $ 6,350,367 $ Expenditure 4,241,980 4,241,980 40.0% 40.0% Activity Narrative: In prior years, the output was “Number of Medical Malpractice claims closed.” Due to the change to “Number of Medical Malpractice claims closed and pending,” a year over year comparison is not available. 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description Percent of APD claims closed Number of APD claims closed and pending Number of APD claims opened and pending Cost per APD claim closed and pending FY 2008 Actual Not Reported Not Reported FY 2009 Revised Not Reported Not Reported 247 Not Reported FY 2010 Variance Adopted Revised - Adopted 49.2% 241 552 Not Reported 241 % Variance Revised - Adopted -311 -56.3% -18.5% -18.5% $4,030.54 Revenue 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 817,056 $ 817,056 $ 882,120 $ 882,120 $ 718,606 $ 718,606 $ (163,514) (163,514) 675 - RISK MANAGEMENT TOTAL USES $ $ 457,800 $ 457,800 $ 988,382 $ 988,382 $ 971,360 $ 971,360 $ 17,022 17,022 Expenditure 1.7% 1.7% Activity Narrative: In prior years, the output was “Number of Auto Property Damage claims closed.” Due to the change to “Number of Auto Property Damage claims closed and pending,” a year over year comparison is not available. 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. 817 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 Measure Description FY 2008 Actual Not Reported Not Reported Percent of PD claims closed Number of PD claims closed and pending Number of PD claims opened and pending Cost per PD claim closed and pending Not Reported FY 2009 Revised Not Reported Not Reported 49 FY 2010 Variance Adopted Revised - Adopted 62.8% 39 153 Not Reported 39 % Variance Revised - Adopted -114 -74.5% $37,288.05 Revenue 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 1,572,536 $ 1,572,536 $ 1,241,324 $ 1,241,324 $ 993,287 $ 993,287 $ (248,037) (248,037) -20.0% -20.0% 675 - RISK MANAGEMENT TOTAL USES $ $ 1,216,999 $ 1,216,999 $ 1,352,589 $ 1,352,589 $ 1,454,234 $ 1,454,234 $ (101,645) (101,645) -7.5% -7.5% Expenditure Activity Narrative: In prior years, the output was “Number of Property Damage claims closed.” Due to the change to “Number of Property Damage claims closed and pending,” a year over year comparison is not available. 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 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 2008 Actual Percent of potential liability saved Number of non-protestable claims Number of unemployment claims Cost per non-protestable claim 0.0% 580 932 $1,373.42 FY 2009 Revised 18.2% 640 1,004 $1,328.53 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 15.2% (3.0%) -16.4% 696 56 8.8% 1,182 178 17.7% $1,221.65 $106.88 -8.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 903,280 $ 903,280 $ 779,915 $ 779,915 $ 641,068 $ 641,068 $ (138,847) (138,847) -17.8% -17.8% 675 - RISK MANAGEMENT TOTAL USES $ $ 796,581 $ 796,581 $ 850,259 $ 850,259 $ 850,266 $ 850,266 $ (7) (7) 0.0% 0.0% Expenditure Activity Narrative: Inaccurate FY 2008-09 performance information makes a year over year comparison invalid. However, due to recent economic trends it is appropriate to suggest that the demand for this Activity will increase. 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. 818 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Output Measure Description FY 2008 Actual Percent of WC claims closed Not Reported Number of claims closed and pending Not Reported FY 2009 Revised Not Reported Not Reported Demand Number of claims opened and pending Efficiency Average cost per claim closed and pending Not Reported 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 8,191,484 $ 8,191,484 $ 7,314,302 $ 7,314,302 $ 675 - RISK MANAGEMENT TOTAL USES $ $ 6,899,918 $ 6,899,918 $ 7,763,292 $ 7,763,292 $ 797 1,968 Not Reported FY 2010 Variance Adopted Revised - Adopted 39.3% 818 818 % Variance Revised - Adopted -1,151 -58.5% 5,820,947 $ 5,820,947 $ (1,493,355) (1,493,355) -20.4% -20.4% 8,561,010 $ 8,561,010 $ (797,718) (797,718) -10.3% -10.3% $10,465.78 Revenue Expenditure Activity Narrative: In prior years, the output was “Number of Worker’s Compensation claims closed.” Due to the change to “Number of Worker’s Compensation claims closed and pending,” a year over year comparison is not available. 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 2008 Actual 0.8% FY 2009 Revised 4.7% 99.5% 92.6% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 5.5% 0.8% 16.6% 94.6% 2.0% 2.2% Activities that comprise this program include: • Safety Management Services 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. 819 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Performance Analysis: Measure Type Result Result Output Demand Efficiency Measure Description FY 2008 Actual % reduction/increase of County injury incident rate compared to a 3 year average rate % of County employees not injured # of County employees not injured # of County employees $ cost per County employee not injured FY 2009 Revised FY 2010 Adopted Variance % Variance Revised - Adopted Revised - Adopted 5.5% 0.8% 16.6% 0.8% 4.7% 99.5% 18,574 18,672 $33.80 92.6% 17,590 19,000 $40.09 94.6% 16,900 18,500 $39.21 627,704 $ 627,704 $ 705,201 $ 705,201 $ 662,628 $ 662,628 $ 2.0% -690 -500 $0.88 2.2% -3.9% -2.6% -2.2% Expenditure 675 - RISK MANAGEMENT TOTAL USES $ $ 42,573 42,573 6.0% 6.0% Budget Balancing Adjustments: Cost Reduction • Reduce the Risk Management Fund (675) Operating revenue and expenditure budgets by $541 for savings generated by the elimination of a .25 FTE Safety Consultant position offset by other increases in the Department. Administrative Reduction • Reduce the Risk Management Fund (675) Operating Revenue and Expenditures budgets by $45,850 through a reduction of Safety Management Program specific supplies and services. Activity Narrative: Efficiency or cost per County employee not injured is 2.2% less than the prior year due to cost savings. Output and demand are both slightly declining as would be expected, due to County-wide reductions in force. 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 possible environmental liability exposures FY 2008 Actual (42.4%) FY 2009 Revised 1.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 2.0% 1.0% 95.4% Activities that comprise this program include: • Environmental Management Services 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. 820 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 Measure Description FY 2008 Actual (42.4%) Percent reduction/increase in possible environmental liability exposures Number of environmental projects closed. Number of environmental projects open and pending. Cost per environmental project closed FY 2009 Revised FY 2010 Adopted 1.0% Variance % Variance Revised - Adopted Revised - Adopted 2.0% 1.0% 95.4% 36 40 20 -20 -50.0% 69 20 40 20 100.0% (3,566.83) -28.1% 182,584 182,584 36.0% 36.0% $ 9,844.61 $ 12,696.03 $ 16,262.85 $ $ 354,406 $ 354,406 507,841 $ 507,841 325,257 $ 325,257 Expenditure 675 - RISK MANAGEMENT TOTAL USES Budget Balancing Adjustments: Service Reduction • Reduce the Risk Management Fund (675) Operating Expenditure and Revenue budgets by $181,450 as part of budget balancing plan, itemized as follows: o $1,450 reduction in supplies specific to the Environmental Management Activity; o $100,000 reduction in contracted services for planned environmental projects budgeted, based on historical spending; o $80,000 reduction in the budget for contracted services for unplanned environmental projects; $20,000 remains available to support expenditures for unplanned projects or other increases to planned projects. Activity Narrative: The Department indicates that the reductions in budget for unplanned and planned projects are sustainable. 821 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 2008-09 ADOPTED BUDGET $ 38,624,251 $ 36,172,043 FY 2008-09 REVISED BUDGET $ 38,624,251 $ 36,172,043 FY 2008-09 REVISED RESTATED BUDGET $ 38,624,251 $ 36,172,043 FY 2009-10 BUDGET TARGET $ 38,624,251 $ 36,172,043 BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Reduce supplies and services budget in the Safety Management Services Activity Reduce supplies and services budget in the Executive Management Activity Eliminate a .10 FTE Accounting Specialist position and ECP budget in the Executive Management Activity Reduce capital budget in the Executive Management Activity $ (935) Subtotal $ Cost Reduction Eliminate a .25 FTE Safety Consultant position in the Safety Management Services $ Activity Changes to Risk Management Charges based on Funding Plan/Confidence Levels Subtotal Service Reduction Reduce supplies and services budget in the Environmental Management Services Activity Subtotal Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Subtotal (45,850) $ (9,696) (13,717) (45,850) (9,696) (13,717) (935) (70,198) $ (70,198) (541) $ (541) - (6,147,480) $ (541) $ (6,148,021) $ (181,450) $ (181,450) $ (181,450) $ (181,450) $ $ (4,080) $ (4,080) $ OTHER BASE ADJUSTMENTS Adjustment for Increase in Claims Expenses due to Funding Plan/Confidence Levels $ Subtotal $ - 1,818,690 1,818,690 $ $ - $ 40,186,672 EXPENDITURES $ 29,772,374 REVENUE $ Subtotal $ 7,915 7,915 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 7,915 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 40,194,587 $ 29,772,374 FY 2009-10 ADOPTED OPERATING BUDGET NON-RECURRING NON-PROJECT (0001) Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh 822 Maricopa County Annual Business Strategies FY 2008-09 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management (675) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 32,154,226 $ 42,283,128 $ 42,283,128 $ 37,973,975 $ 43,290,825 Beginning Unreserved/Undesignated Fund Balance $ 32,154,226 $ 42,283,128 $ 42,283,128 $ 37,973,975 $ 43,290,825 Sources: Operating Total Sources: $ $ 125,268,827 125,268,827 $ $ 144,601,554 144,601,554 $ $ 144,601,554 144,601,554 $ $ 132,919,965 132,919,965 $ $ 131,222,607 131,222,607 $ $ $ 126,603,115 1,000,000 127,603,115 $ $ 143,086,489 1,000,000 144,086,489 $ $ 143,086,489 1,000,000 144,086,489 $ $ 119,434,828 119,434,828 $ 142,537,145 1,019,033 143,556,178 Operating Balance $ 5,833,999 $ 1,515,065 $ 1,515,065 $ 6,316,850 $ (11,314,538) Accounting Adjustments $ (14,250) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 37,973,975 $ 42,798,193 $ 42,798,193 $ 43,290,825 $ 30,957,254 Ending Unreserved Fund Balance $ 37,973,975 $ 42,798,193 $ 42,798,193 $ 43,290,825 $ 30,957,254 Uses: Operating Non-Recurring Total Uses: 823 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Bradley Kendrex, Senior 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 The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % SOURCES 50CO - CENTRALIZED MCSO OPERATIONS MCSI - INFORMATION TECHNOLOGY TRAG - MANDATED ENF AND DET TRAINING $ 523,111 145,121 377,990 $ 120,896 120,896 - $ 120,896 120,896 - $ 146,196 54,264 91,932 $ 113,839 113,839 - $ 50CM - CUSTODY MANAGEMENT PRDM - ADULT DETENTION MANAGEMENT IARP - INMATE ADDICTIVE RECOVERY INSS - INMATE CANTEEN AND SPEC SVCS IEPA - INMATE EDUCATION INRL - INMATE RELEASE ISTP - INMATE SKILLS TRAINING NTAK - INTAKE $ 51,198,554 34,522,528 40,897 16,116,285 320,847 135,997 45,835 16,165 $ 44,663,789 29,594,715 63,115 14,520,364 324,595 136,000 25,000 - $ 44,737,663 29,594,715 68,613 14,520,364 390,471 138,500 25,000 - $ 44,772,966 34,468,258 59,322 9,810,140 273,059 138,502 17,222 6,463 $ 50,449,968 35,218,455 74,110 14,520,364 462,400 138,500 36,139 - $ 5,712,305 5,623,740 5,497 71,929 11,139 - 50EN - ENFORCEMENT CVPR - CIVIL PROCESS OUTR - COMMUNITY OUTREACH DSTR - DISASTER AND DISRUPTION RESP DISP - DISPATCH ENFO - ENF SUPPORT AND SPEC RESPONSE INTL - INTELLIGENCE INVT - INVESTIGATIONS PATR - PATROL PPEV - PROPERTY AND EVIDENCE WRNT - WARRANTS INFO PROCESSING $ 19,193,734 593,395 2,991 1,390,844 48,143 395,338 1,023,570 3,116,840 12,544,248 16,596 61,769 $ 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 $ 18,414,255 474,000 5,000 2,056,969 257,375 340,000 3,207 3,747,372 11,451,332 14,000 65,000 $ 18,420,011 561,380 1,881,348 96,439 378,365 185,230 3,212,699 11,978,199 66,479 59,872 $ 16,730,571 474,000 839,293 446,231 307,701 1,600,000 3,002,211 9,982,135 14,000 65,000 $ (1,683,684) (5,000) (1,217,676) 188,856 (32,299) 1,596,793 (745,161) (1,469,197) - -9.1% 0.0% -100.0% -59.2% 73.4% -9.5% 49790.9% -19.9% -12.8% 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ 427,182 427,182 $ 960,800 960,800 $ 960,800 960,800 $ 595,264 595,264 $ 460,800 460,800 $ (500,000) (500,000) -52.0% -52.0% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (636,806) $ (636,806) - $ - $ 465,978 465,978 $ - $ - 65,060,563 $ 64,233,614 $ 64,400,415 $ 67,755,178 $ 3,521,564 TOTAL PROGRAMS $ 70,705,775 $ 824 (7,057) (7,057) - -5.8% -5.8% 12.8% 19.0% 8.0% 0.0% 18.4% 0.0% 44.6% 5.5% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL Department Strategic Plans and Budgets Sheriff FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % USES 70OM - BLDG OPERATIONS AND MAINT BLDR - BUILDINGS AND GROUNDS $ 2,348,476 2,348,476 $ 2,426,152 2,426,152 $ 2,426,152 2,426,152 $ 2,342,909 2,342,909 $ 1,957,364 1,957,364 $ 50CO - CENTRALIZED MCSO OPERATIONS PROF - EMPLOYEE PROFESSIONAL STANDARD FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY TRAG - MANDATED ENF AND DET TRAINING $ 11,849,774 2,800,722 731,067 1,907,194 6,410,791 $ 11,929,029 2,893,439 796,334 2,556,883 5,682,373 $ 12,717,575 2,893,439 796,334 3,345,429 5,682,373 $ 13,250,079 2,619,868 643,273 4,061,121 5,925,817 $ 12,885,259 2,623,479 282,708 4,424,026 5,555,046 $ (167,684) 269,960 513,626 (1,078,597) 127,327 -1.3% 9.3% 64.5% -32.2% 2.2% 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 $ 161,483,616 88,162,018 870,425 5,501,882 1,571,779 1,568,881 373,100 18,264,836 7,551,141 4,367,577 714,717 148,279 18,599,159 13,789,822 $ 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 $ 168,026,420 89,511,997 1,697,112 4,545,612 2,102,099 2,189,023 627,910 18,223,578 10,811,223 4,951,235 247,550 750,792 16,585,574 15,782,715 $ 168,504,467 90,401,490 1,015,765 5,765,439 1,545,964 1,874,718 579,460 18,551,416 9,243,117 4,534,728 507,120 340,624 18,291,663 15,852,963 $ 166,290,797 90,216,860 1,966,233 4,199,144 2,227,814 1,614,545 674,697 15,052,520 9,570,325 4,751,686 269,165 21 19,041,230 16,706,557 $ 1,735,623 (704,863) (269,121) 346,468 (125,715) 574,478 (46,787) 3,171,058 1,240,898 199,549 (21,615) 750,771 (2,455,656) (923,842) 1.0% -0.8% -15.9% 7.6% -6.0% 26.2% -7.5% 17.4% 11.5% 4.0% -8.7% 100.0% -14.8% -5.9% 50EN - ENFORCEMENT CVPR - CIVIL PROCESS OUTR - COMMUNITY OUTREACH DSTR - DISASTER AND 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 $ 78,448,925 4,440,738 3,043 1,266,065 2,227,827 14,250,423 1,823,729 4,126,497 16,584,274 30,186,971 1,046,085 633 344,439 2,148,201 $ 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 $ 76,821,466 3,980,475 13,635 2,095,382 3,514,777 10,122,103 1,499,673 3,074,135 16,731,701 32,306,333 1,020,720 175,872 119,019 2,167,641 $ 76,238,934 4,236,403 2,851 1,668,319 2,797,896 11,332,805 1,351,195 2,986,558 16,329,915 32,252,780 1,069,062 43,914 53,667 2,113,569 $ 68,967,736 3,945,840 1,926 877,758 2,958,242 11,176,483 963,210 5,075,748 15,167,924 25,795,174 1,049,436 106,399 21 1,849,575 $ 7,853,730 34,635 11,709 1,217,624 556,535 (1,054,380) 536,463 (2,001,613) 1,563,777 6,511,159 (28,716) 69,473 118,998 318,066 10.2% 0.9% 85.9% 58.1% 15.8% -10.4% 35.8% -65.1% 9.3% 20.2% -2.8% 39.5% 100.0% 14.7% 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK $ 87,193 87,193 $ 68,774 68,774 $ 68,774 68,774 $ 74,634 74,634 $ 71,827 71,827 $ (3,053) (3,053) -4.4% -4.4% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT RMGT - RISK MANAGEMENT $ 10,253,628 107,786 4,652,436 1,381,681 3,135,359 705,981 270,385 $ 10,265,187 102,379 4,554,390 1,409,582 3,178,167 778,472 242,197 $ 10,265,187 102,379 4,554,390 1,409,582 3,178,167 778,472 242,197 $ 9,771,609 105,150 4,466,776 1,262,778 2,945,430 723,185 268,290 $ 9,025,619 98,934 3,592,525 1,283,817 3,048,254 764,571 237,518 $ 1,239,568 3,445 961,865 125,765 129,913 13,901 4,679 12.1% 3.4% 21.1% 8.9% 4.1% 1.8% 1.9% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 11,596,656 11,596,656 $ 12,219,601 1,000,000 11,219,601 $ 22,250,229 11,030,628 11,219,601 $ 19,148,512 10,180,288 8,968,224 $ 6,306,762 6,306,762 $ 15,943,467 11,030,628 4,912,839 71.7% 100.0% 43.8% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS $ 6,288,466 2,421,726 2,124,805 566,918 466,480 268,322 440,215 $ 7,586,733 2,774,354 2,953,536 876,674 431,240 256,818 294,111 $ 7,586,733 2,774,354 2,953,536 876,674 431,240 256,818 294,111 $ 5,882,311 2,230,709 1,791,128 800,048 450,966 262,042 347,418 $ 5,326,042 2,171,281 1,645,067 704,103 228,567 254,983 322,041 $ TOTAL PROGRAMS $ 282,356,734 $ 288,746,703 $ 300,162,536 $ 295,213,455 $ 270,831,406 $ 825 468,788 468,788 2,260,691 603,073 1,308,469 172,571 202,673 1,835 (27,930) 29,331,130 19.3% 19.3% 29.8% 21.7% 44.3% 19.7% 47.0% 0.7% -9.5% 9.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Category FY 2007-08 ACTUAL LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 RECOMM RECOMM VS REVISED % $ SUBTOTAL $ 43,550 43,550 $ $ 66,000 66,000 $ $ 66,000 66,000 $ $ 77,550 77,550 $ $ 66,000 66,000 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 4,289,029 3,251,498 7,540,527 $ 4,408,095 5,515,772 9,923,867 $ 5,132,335 3,884,583 9,016,918 $ 5,026,786 3,229,059 8,255,845 $ 3,220,217 4,660,459 7,880,676 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 44,890,704 549,845 87,348 45,527,897 $ $ SUBTOTAL $ $ $ $ $ 38,470,317 408,000 139,715 39,018,032 921,633 921,633 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,248,705 15,423,463 16,672,168 $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ $ $ 38,470,317 408,000 139,715 39,018,032 1,157,500 1,157,500 $ $ $ $ 360,800 14,534,364 14,895,164 70,705,775 $ 70,705,775 $ $ $ $ 43,766,831 483,830 85,134 44,335,795 1,157,500 1,157,500 $ $ $ $ 360,800 14,614,364 14,975,164 65,060,563 $ 65,060,563 $ 826 $ - 0.0% 0.0% (1,912,118) 775,876 (1,136,242) -37.3% 20.0% -12.6% 12.0% 0.0% 0.0% 11.8% $ $ 43,075,216 408,000 139,715 43,622,931 $ 4,604,899 4,604,899 894,614 894,614 $ $ 1,327,500 1,327,500 $ $ 170,000 170,000 14.7% 14.7% $ $ 360,800 14,593,204 14,954,004 $ $ 937,324 9,899,287 10,836,611 $ (21,160) (21,160) 0.0% -0.1% -0.1% 64,233,614 $ 64,400,415 $ 67,851,111 $ 3,617,497 5.6% 64,233,614 $ 64,400,415 $ 67,851,111 $ 3,617,497 5.6% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL Department Strategic Plans and Budgets Sheriff FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 162,461,513 $ 370,020 8,076,218 60,359,384 5,821,243 (17,932,952) 16,413,370 235,568,796 $ 164,643,144 $ 1,212,439 5,385,290 60,229,231 5,586,030 (18,308,183) 16,957,828 235,705,779 $ 162,773,642 $ 1,212,439 5,232,817 60,207,445 5,586,030 (18,308,183) 16,963,326 233,667,516 $ 162,788,237 $ 592,745 2,310,366 64,717,801 5,548,198 (16,182,616) 14,534,545 234,309,276 $ 162,923,645 $ 64,332 4,702,328 64,279,241 4,351,821 (17,416,090) 15,469,097 234,374,374 $ (150,003) 1,148,107 530,489 (4,071,796) 1,234,209 (892,093) 1,494,229 (706,858) -0.1% 94.7% 10.1% -6.8% 22.1% 4.9% 8.8% -0.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 16,840,264 $ 53,035 3,672,688 573,706 (2,633,346) 1,950,600 20,456,947 $ 16,902,987 $ 251,580 2,542,290 410,114 (1,873,817) 1,082,683 19,315,837 $ 16,900,105 $ 250,697 2,523,765 545,064 (1,873,817) 1,082,683 19,428,497 $ 18,322,996 $ 102,987 3,816,913 386,590 (1,725,226) 1,074,982 21,979,242 $ 13,579,291 $ 149,458 2,551,763 550,562 (1,834,640) 1,018,006 16,014,440 $ 3,320,814 101,239 (27,998) (5,498) (39,177) 64,677 3,414,057 19.6% 40.4% -1.1% -1.0% 2.1% 6.0% 17.6% 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 $ 213,341 $ 1,198,648 1,340,548 3,438,758 3,567,408 570,538 9,644,570 1,302,354 (40,676) 317,394 731,108 (2,699,226) 2,667,426 22,252,191 $ 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 $ 114,258 $ 491,277 5,748,919 4,249,835 5,489,113 10,622,411 9,568,646 1,488,725 358,301 312,291 482,887 (992,003) 992,003 38,926,663 $ 128,741 $ 872,247 2,459,433 3,486,229 4,910,942 10,418,963 7,561,155 1,262,251 124,597 362,702 459,744 (1,006,274) 970,460 32,011,190 $ 118,199 $ 469,897 1,798,053 1,777,142 5,177,597 196,000 5,732,648 839,423 360,373 313,161 452,838 (1,022,156) 951,534 17,164,709 $ (3,941) 21,380 3,950,866 2,472,693 311,516 10,426,411 3,835,998 649,302 (2,072) (870) 30,049 30,153 40,469 21,761,954 -3.4% 4.4% 68.7% 58.2% 5.7% 98.2% 40.1% 43.6% -0.6% -0.3% 6.2% -3.0% 4.1% 55.9% 49,846 49,846 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 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ TOTAL USES $ $ $ 377,990 $ 699,192 514,579 2,511,396 (536,204) 536,204 4,103,157 $ 282,430,937 $ $ $ 66,500 $ 828,028 534,233 3,135,580 (276,864) 276,864 4,564,341 $ 288,746,703 $ 827 $ $ 200,865 $ 3,440,744 978,261 333,760 3,136,392 (276,864) 276,864 8,090,022 $ 300,162,536 $ $ $ 167,031 $ 2,990,230 744,231 222,506 3,175,124 (610,625) 276,864 6,965,361 $ 295,314,907 $ - $ $ - $ 1,660,924 466,630 1,150,329 (330,793) 330,793 3,277,883 $ 270,831,406 $ 49,838 49,838 100.0% 100.0% 200,865 100.0% 1,779,820 51.7% 511,631 52.3% 333,760 100.0% 1,986,063 63.3% 53,929 -19.5% (53,929) -19.5% 4,812,139 59.5% 29,331,130 9.8% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % 13,307,781 13,307,781 $ 13,005,817 13,005,817 $ 12,699,737 72,071 12,771,808 $ 12,972,440 $ 12,972,440 $ 11,391,043 11,391,043 $ (1,308,694) (72,071) (1,380,765) -10.3% -100.0% -10.8% FUND TOTAL SOURCES $ $ 82,060 82,060 $ $ 25,800 25,800 $ $ 105,800 105,800 $ $ 33,655 $ 33,655 $ 84,640 84,640 $ $ (21,160) (21,160) -20.0% -20.0% $ $ 920,039 920,039 $ $ 1,155,000 1,155,000 $ $ 1,155,000 1,155,000 $ $ 893,778 $ 893,778 $ 1,155,000 1,155,000 $ $ - 0.0% 0.0% $ $ 1,365,645 1,365,645 $ $ 2,205,000 2,205,000 $ $ 2,205,000 2,205,000 $ $ 1,928,045 $ 1,928,045 $ 2,205,000 2,205,000 $ $ - 0.0% 0.0% $ $ $ 5,739,686 $ 5,739,686 $ 4,852,537 533,139 5,385,676 $ $ 6,085,927 6,085,927 $ $ 6,758,867 6,758,867 $ $ 5,757,082 5,757,082 $ $ $ 16,116,285 16,116,285 $ $ 14,520,364 14,520,364 $ $ 14,520,364 14,520,364 $ $ 10,281,276 $ 10,281,276 $ 14,520,364 14,520,364 $ $ - 0.0% 0.0% $ $ 114,311 114,311 $ $ 149,715 149,715 $ $ 149,715 149,715 $ $ 96,456 $ 96,456 $ 149,715 149,715 $ $ - 0.0% 0.0% $ $ 33,042,572 33,042,572 $ $ 27,240,000 27,240,000 $ $ 27,240,000 27,240,000 $ $ 32,455,079 $ 32,455,079 $ 32,863,740 $ 32,863,740 $ 5,623,740 5,623,740 20.6% 20.6% FUND TOTAL SOURCES 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL SOURCES 251 SHERIFF GRANTS OPERATING NON-RECURRING FUND TOTAL SOURCES 252 INMATE SERVICES OPERATING FUND TOTAL SOURCES 254 INMATE HEALTH SERVICES OPERATING FUND TOTAL SOURCES 255 DETENTION OPERATIONS OPERATING FUND TOTAL SOURCES $ FY 2009-10 ADOPTED $ 212 SHERIFF RICO OPERATING $ FY 2008-09 FORECAST FUND TOTAL SOURCES 203 SHERIFF DONATIONS OPERATING $ FY 2008-09 REVISED $ (1,233,390) 533,139 (700,251) -20.3% -11.5% DEPARTMENT OPERATING TOTAL SOURCES $ 70,705,775 $ 65,060,563 $ 64,161,543 $ 64,400,415 $ 67,222,039 $ 3,060,496 4.8% DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ - $ 72,071 $ - $ 533,139 $ 461,068 639.7% DEPARTMENT TOTAL SOURCES $ 70,705,775 $ 65,060,563 $ 64,233,614 $ 64,400,415 $ 67,755,178 $ 3,521,564 5.5% FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED FUND TOTAL USES $ $ $ 72,223,633 2,662,348 74,885,981 $ 71,230,295 $ 1,615,373 72,845,668 $ FUND TOTAL USES $ $ 16,574 16,574 $ $ 25,800 25,800 $ $ 105,800 105,800 $ $ 48,254 $ 48,254 $ FUND TOTAL USES $ $ 903,518 903,518 $ $ 1,155,000 1,155,000 $ $ 1,155,000 1,155,000 $ $ 893,038 $ 893,038 $ $ 761,697 761,697 $ 2,205,000 2,205,000 $ 2,205,000 517,954 2,722,954 $ 1,817,935 $ 517,954 2,335,889 $ 2,205,000 $ 2,205,000 $ 517,954 517,954 0.0% 100.0% 19.0% 5,371,707 $ 5,371,707 $ 4,852,537 $ 533,139 5,385,676 $ 1,233,390 (533,139) 700,251 20.3% 17,828,865 $ 10,439,988 28,268,853 $ 14,520,364 $ 1,328,541 15,848,905 $ 2,292,057 10,336,536 12,628,593 13.6% 88.6% 44.3% - $ 197,592 197,592 $ 149,715 $ 149,715 $ 297,597 297,597 0.0% 100.0% 66.5% 2,192,907 411,160 2,604,067 1.2% 100.0% 1.4% 214 SHERIFF JAIL ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES 251 SHERIFF GRANTS OPERATING NON-RECURRING $ $ FUND TOTAL USES 252 INMATE SERVICES OPERATING NON-RECURRING $ $ FUND TOTAL USES 254 INMATE HEALTH SERVICES OPERATING NON-RECURRING $ $ 6,274,206 6,274,206 10,940,446 10,940,446 $ $ $ $ $ - $ $ $ 193,917,586 193,917,586 DEPARTMENT OPERATING TOTAL USES $ 282,356,734 DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ $ FUND TOTAL USES 7,548,150 7,548,150 16,812,421 2,300,000 19,112,421 $ $ $ $ $ 149,715 150,000 299,715 $ $ $ 185,870,904 185,870,904 $ 286,296,703 - $ 282,356,734 $ $ $ 6,085,927 6,085,927 $ ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED 72,529,713 72,529,713 212 SHERIFF RICO OPERATING $ FY 2008-09 FORECAST 69,542,707 69,542,707 203 SHERIFF DONATIONS OPERATING $ FY 2008-09 REVISED $ $ $ 16,812,421 11,665,077 28,477,498 $ $ 149,715 297,597 447,312 $ $ 62,324,473 $ 62,324,473 $ 9,899,160 2,662,348 12,561,508 13.7% 100.0% 16.8% 84,640 $ 84,640 $ 21,160 21,160 20.0% 20.0% $ $ - 0.0% 0.0% 1,155,000 1,155,000 $ $ 185,870,904 411,160 186,282,064 $ 185,115,398 $ 183,677,997 $ 137,056 185,252,454 $ 183,677,997 $ $ 284,608,400 $ 282,305,492 $ 268,969,726 $ 2,450,000 $ 15,554,136 $ 288,746,703 $ 300,162,536 $ 828 11.5% 15,638,674 5.5% 1,861,680 $ 13,692,456 88.0% 295,213,455 $ 270,831,406 $ 29,331,130 9.8% 12,907,963 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS PROGRAM TOTAL CENTRALIZED MCSO OPERATIONS EMPLOYEE PROFESSIONAL STANDARD FLEET MANAGEMENT INFORMATION TECHNOLOGY MANDATED ENF AND DET TRAINING PROGRAM TOTAL CUSTODY MANAGEMENT ADULT DETENTION MANAGEMENT INMATE ADDICTIVE RECOVERY INMATE CANTEEN AND SPEC SVCS INMATE EDUCATION INMATE FINGERPRINT IDENT INMATE LABOR INMATE MEALS INMATE RELATED MANDATES INMATE RELEASE INMATE SKILLS TRAINING INMATE SMI ADDICTIVE RECOV INMATE TRANSPORT INTAKE PROGRAM TOTAL ENFORCEMENT CIVIL PROCESS DISPATCH ENF SUPPORT AND SPEC RESPONSE EXTRADITIONS INTELLIGENCE INVESTIGATIONS PATROL PROPERTY AND EVIDENCE WARRANTS INFO PROCESSING PROGRAM TOTAL INFO TECHNOLOGY INFRASTRUCTURE DATA NETWORK PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.00 35.00 21.00 43.00 12.00 2.00 114.00 1.00 35.00 21.00 43.00 12.00 2.00 114.00 1.00 35.00 21.00 43.00 12.00 2.00 114.00 1.00 34.00 20.00 40.00 12.00 2.00 109.00 (1.00) (1.00) (3.00) (5.00) 0.00% (2.86%) (4.76%) (6.98%) 0.00% 0.00% (4.39%) (1.00) (1.00) (3.00) (5.00) 0.00% (2.86%) (4.76%) (6.98%) 0.00% 0.00% (4.39%) 47.00 47.00 47.00 47.00 47.00 47.00 34.00 34.00 (13.00) (13.00) (27.66%) (27.66%) (13.00) (13.00) (27.66%) (27.66%) 38.00 3.00 6.20 83.00 130.20 38.00 3.00 6.20 83.00 130.20 38.00 3.00 8.20 83.00 132.20 34.00 2.00 6.20 82.00 124.20 (4.00) (1.00) (1.00) (6.00) (10.53%) (33.33%) 0.00% (1.20%) (4.61%) (4.00) (1.00) (2.00) (1.00) (8.00) (10.53%) (33.33%) (24.39%) (1.20%) (6.05%) 1,498.00 14.00 39.00 35.00 48.00 10.00 196.00 164.00 105.00 1.00 3.00 253.50 268.00 2,634.50 1,498.00 14.00 39.00 35.00 48.00 10.00 196.00 164.00 105.00 1.00 3.00 253.50 268.00 2,634.50 1,498.00 14.00 31.00 35.00 48.00 10.00 196.00 155.00 105.00 1.00 3.00 270.00 268.00 2,634.00 1,490.00 17.00 31.00 35.00 32.00 10.00 181.00 142.00 92.00 1.00 269.00 267.00 2,567.00 (8.00) 3.00 (8.00) (16.00) (15.00) (22.00) (13.00) (3.00) 15.50 (1.00) (67.50) (0.53%) 21.43% (20.51%) 0.00% (33.33%) 0.00% (7.65%) (13.41%) (12.38%) 0.00% (100.00%) 6.11% (0.37%) (2.56%) (8.00) 3.00 (16.00) (15.00) (13.00) (13.00) (3.00) (1.00) (1.00) (67.00) (0.53%) 21.43% 0.00% 0.00% (33.33%) 0.00% (7.65%) (8.39%) (12.38%) 0.00% (100.00%) (0.37%) (0.37%) (2.54%) 54.00 42.00 130.00 4.00 53.00 159.00 319.00 13.00 42.00 816.00 54.00 42.00 130.00 4.00 53.00 159.00 319.00 13.00 42.00 816.00 54.00 42.00 125.00 4.00 38.00 158.00 321.00 13.00 42.00 797.00 54.00 37.00 123.00 4.00 53.00 153.00 295.50 13.00 37.00 769.50 (5.00) (7.00) (6.00) (23.50) (5.00) (46.50) 0.00% (11.90%) (5.38%) 0.00% 0.00% (3.77%) (7.37%) 0.00% (11.90%) (5.70%) (5.00) (2.00) 15.00 (5.00) (25.50) (5.00) (27.50) 0.00% (11.90%) (1.60%) 0.00% 39.47% (3.16%) (7.94%) 0.00% (11.90%) (3.45%) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24.40 16.00 10.50 6.00 4.25 5.65 66.80 3,809.50 24.40 16.00 10.50 6.00 4.25 5.65 66.80 3,809.50 24.40 16.00 10.50 6.00 4.25 5.65 66.80 3,792.00 19.40 13.00 10.50 6.00 4.25 4.65 57.80 3,662.50 829 (5.00) (3.00) (1.00) (9.00) (147.00) 0.00% 0.00% (20.49%) (18.75%) 0.00% 0.00% 0.00% (17.70%) (13.47%) (3.86%) (5.00) (3.00) (1.00) (9.00) (129.50) 0.00% 0.00% (20.49%) (18.75%) 0.00% 0.00% 0.00% (17.70%) (13.47%) (3.42%) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Accounting Specialist Legal Support Specialist Human Resources Specialist Justice System Clerk Justice System Clerk Lead Educator Assistant Sheriff Record Specialist Sheriff Record Specialist Lead Office Assistant Library Clerk Library Paraprofessional Office Assistant Specialized Admin/Operations Specialist Director Deputy Director Elected Chief Deputy - Sheriff Admin/Operations Supv Program Supervisor Financial Supervisor - Dept Procurement Supervisor - Dept Legal Support Supervisor Trades Supervisor Emergency Dispatch Supervisor Crime Scene Supervisor Food Service Supervisor Human Resources Supervisor Justice System Clerk Supv Detention Officer Sergeant Detention Officer Lieutenant Law Enforcement Sergeant Law Enforcement Lieutenant Sheriff Record Specialist Supv Administrative Supervisor Mechanic Supervisor Administrative Staff Supv IT Services Supv Field Operations Supervisor General Laborer Supervisor Human Resources Support Supv Communicatn Officer Supervisor Operations/Program Supervisor Social Worker Supervisor Mechanic Supervisor - Aviation Fingerprint Supervisor Administrator Admin & Operations Mgr Detention Officer Captain Law Enforcement Captain Administrative Manager Applications Development Mgr Systems Admin & Analysis Mgr Technical Support Mgr IT Division Manager Operations/Program Manager Management Analyst Program Coordinator Accountant FY 2008-09 ADOPTED 1.00 13.00 13.00 5.00 66.00 7.00 14.00 50.00 6.00 75.00 1.00 1.00 40.00 23.00 2.00 9.00 1.00 1.00 3.00 3.00 4.00 1.00 1.00 1.00 4.00 7.00 12.00 3.00 4.00 216.00 73.00 93.00 36.00 8.00 5.00 1.00 4.00 2.00 2.00 5.00 2.00 1.00 7.00 9.00 4.00 2.00 14.00 22.00 1.00 2.00 1.00 2.00 1.00 5.00 3.00 3.00 4.00 FY 2008-09 REVISED 1.00 13.00 13.00 5.00 66.00 7.00 14.00 50.00 6.00 75.00 1.00 1.00 40.00 23.00 2.00 9.00 1.00 1.00 3.00 3.00 4.00 1.00 1.00 1.00 4.00 7.00 12.00 3.00 4.00 216.00 73.00 93.00 36.00 8.00 5.00 1.00 4.00 2.00 2.00 5.00 2.00 1.00 7.00 9.00 4.00 2.00 14.00 22.00 1.00 2.00 1.00 2.00 1.00 5.00 3.00 3.00 4.00 FY 2008-09 FORECAST 1.00 13.00 13.00 5.00 66.00 7.00 14.00 50.00 6.00 75.00 1.00 1.00 39.00 23.00 2.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 4.00 3.00 12.00 3.00 4.00 216.00 73.00 91.00 35.00 8.00 7.00 4.00 2.00 2.00 5.00 2.00 1.00 8.00 8.00 1.00 4.00 3.00 2.00 14.00 23.00 1.00 2.00 1.00 2.00 1.00 6.00 3.00 3.00 4.00 830 FY 2009-10 ADOPTED 1.00 13.00 12.00 5.00 54.00 7.00 14.00 46.00 5.00 60.00 1.00 1.00 32.00 20.00 2.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 4.00 3.00 10.00 3.00 4.00 215.00 72.00 92.00 36.00 7.00 7.00 4.00 2.00 2.00 4.00 2.00 1.00 8.00 7.00 1.00 3.00 3.00 2.00 13.00 19.00 1.00 1.00 1.00 2.00 1.00 4.00 3.00 3.00 4.00 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% (1.00) -7.69% 0.00% (12.00) -18.18% 0.00% 0.00% (4.00) -8.00% (1.00) -16.67% (15.00) -20.00% 0.00% 0.00% (8.00) -20.00% (3.00) -13.04% 0.00% (1.00) -11.11% 0.00% 0.00% (2.00) -66.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (4.00) -57.14% (2.00) -16.67% 0.00% 0.00% (1.00) -0.46% (1.00) -1.37% (1.00) -1.08% 0.00% (1.00) -12.50% 2.00 40.00% (1.00) -100.00% 0.00% 0.00% 0.00% (1.00) -20.00% 0.00% 0.00% 1.00 14.29% (2.00) -22.22% 1.00 3.00 (1.00) -25.00% 0.00% (1.00) -7.14% (3.00) -13.64% 0.00% (1.00) -50.00% 0.00% 0.00% 0.00% (1.00) -20.00% 0.00% 0.00% 0.00% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% (1.00) -7.69% .00 0.00% (12.00) -18.18% .00 0.00% .00 0.00% (4.00) -8.00% (1.00) -16.67% (15.00) -20.00% .00 0.00% .00 0.00% (7.00) -17.95% (3.00) -13.04% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (2.00) -16.67% .00 0.00% .00 0.00% (1.00) -0.46% (1.00) -1.37% 1.00 1.10% 1.00 2.86% (1.00) -12.50% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -20.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -12.50% .00 0.00% (1.00) -25.00% .00 0.00% .00 0.00% (1.00) -7.14% (4.00) -17.39% .00 0.00% (1.00) -50.00% .00 0.00% .00 0.00% .00 0.00% (2.00) -33.33% .00 0.00% .00 0.00% .00 0.00% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FULL TIME EQUIVALENT (FTE) Internal Auditor Finan/Business Analyst - Dept Procurement Specialist IS Project Manager IT Consultant Dietitian/Nutritionist Psychologist Pilot Librarian Counselor Social Worker Chaplain GIS Programmer/Analyst Educator - Detention Business/Systems Analyst Business/Systems Analyst-Sr/Ld Database Administrator IS Project Manager - Sr/Ld PC/LAN Analyst Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Web Designer/Developer General Laborer Detention Officer Law Enforcement Officer Emergency Dispatcher Food Service Worker Animal Care Technician Materials Handling Worker Emergency Operator Materials Inventory Specialist Telecommunications Tech Computer Operator Investigator Equipment Operator Trades Specialist Licensed Practical Nurse Crime Scene Specialist Polygraph Examiner Environmental Specialist Preventive Maintenance Tech GIS Technician Investigator Mechanic - Aviation Computer Operator - Sr/Ld Help Desk Coordinator Help Desk Coordinator - Sr/Ld Operations Support Analyst Operations Support Anlst-Sr/Ld PC/LAN Tech Support Telecommunications Tech-Sr/Ld Media Specialist Fingerprint Technician Fingerprint Analyst Computer Forensic Specialist Crime Scene Specialist-Sheriff GIS Programmer/Analyst - Ld DEPARTMENT TOTAL FY 2008-09 ADOPTED 1.00 1.00 5.00 1.00 1.00 3.00 2.00 1.00 9.00 47.00 5.00 1.00 17.00 2.00 2.00 2.00 2.00 4.00 8.00 3.00 4.00 5.00 2.00 46.00 1,898.50 655.00 29.00 10.00 2.00 20.00 6.00 5.00 1.00 6.00 3.00 7.00 1.00 50.00 4.00 4.00 1.00 9.00 2.00 4.00 3.00 1.00 4.00 1.00 5.00 3.00 1.00 1.00 3,809.50 Department Strategic Plans and Budgets Sheriff FY 2008-09 REVISED 1.00 1.00 5.00 1.00 1.00 3.00 2.00 1.00 9.00 47.00 5.00 1.00 17.00 2.00 2.00 2.00 2.00 4.00 8.00 3.00 4.00 5.00 2.00 46.00 1,898.50 655.00 29.00 10.00 2.00 20.00 6.00 5.00 1.00 6.00 3.00 7.00 1.00 50.00 4.00 4.00 1.00 9.00 2.00 4.00 3.00 1.00 4.00 1.00 5.00 3.00 1.00 1.00 3,809.50 FY 2008-09 FORECAST 1.00 1.00 5.00 1.00 1.00 1.00 3.00 2.00 1.00 9.00 47.00 5.00 1.00 17.00 2.00 2.00 2.00 1.00 6.00 8.00 3.00 4.00 5.00 2.00 46.00 1,898.00 641.00 29.00 10.00 1.00 20.00 6.00 5.00 1.00 6.00 2.00 3.00 7.00 1.00 4.00 4.00 1.00 2.00 4.00 3.00 1.00 4.00 1.00 5.00 3.00 3.00 23.00 19.00 3.00 10.00 1.00 3,792.00 FY 2009-10 ADOPTED 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 8.00 46.00 5.00 1.00 17.00 2.00 2.00 2.00 1.00 4.00 6.00 3.00 3.00 5.00 2.00 33.00 1,896.00 632.00 25.00 7.00 1.00 20.00 5.00 5.00 1.00 4.00 5.00 1.00 2.00 1.00 3.00 4.00 0.50 1.00 2.00 4.00 3.00 3.00 1.00 5.00 3.00 1.00 12.00 16.00 3.00 4.00 1.00 3,662.50 REVISED VS ADOPTED VARIANCE % 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -66.67% 0.00% 0.00% (1.00) -11.11% (1.00) -2.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -50.00% 0.00% (2.00) -25.00% 0.00% (1.00) -25.00% 0.00% 0.00% (13.00) -28.26% (2.50) -0.13% (23.00) -3.51% (4.00) -13.79% (3.00) -30.00% (1.00) -50.00% 0.00% (1.00) -16.67% 0.00% 0.00% (2.00) -33.33% 5.00 (2.00) -66.67% (5.00) -71.43% 0.00% (50.00) -100.00% (1.00) -25.00% 0.00% 0.50 0.00% (9.00) -100.00% 0.00% 0.00% 0.00% (1.00) -100.00% (1.00) -25.00% 0.00% 0.00% 0.00% 0.00% 12.00 16.00 3.00 4.00 0.00% (147.00) -3.86% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 0.00% .00 0.00% (2.00) -66.67% .00 0.00% .00 0.00% (1.00) -11.11% (1.00) -2.13% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (2.00) -33.33% (2.00) -25.00% .00 0.00% (1.00) -25.00% .00 0.00% .00 0.00% (13.00) -28.26% (2.00) -0.11% (9.00) -1.40% (4.00) -13.79% (3.00) -30.00% .00 0.00% .00 0.00% (1.00) -16.67% .00 0.00% .00 0.00% (2.00) -33.33% 3.00 150.00% (2.00) -66.67% (5.00) -71.43% .00 0.00% .00 (1.00) -25.00% .00 0.00% .50 .00 0.00% .00 .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% (1.00) -25.00% .00 0.00% .00 0.00% .00 0.00% (2.00) -66.67% (11.00) -47.83% (3.00) -15.79% .00 0.00% (6.00) -60.00% .00 0.00% (129.50) -3.42% REVISED VS ADOPTED VARIANCE % (58.50) -6.05% (6.00) -17.14% 38.00 30.16% (120.50) -4.49% (147.00) -3.86% FORECAST VS ADOPTED VARIANCE % (56.50) -5.85% 9.00 45.00% 0.00% (82.00) -3.10% (129.50) -3.42% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS DEPARTMENT TOTAL FY 2008-09 ADOPTED 967.00 35.00 126.00 2,681.50 3,809.50 FY 2008-09 REVISED 967.00 35.00 126.00 2,681.50 3,809.50 FY 2008-09 FORECAST 965.00 20.00 164.00 2,643.00 3,792.00 FY 2009-10 ADOPTED 908.50 29.00 164.00 2,561.00 3,662.50 Significant Variance Analysis The Sheriff’s Office is eliminating 129.5 FTE vacant positions from a variety of programs as part of the FY 2009-10 budget balancing initiatives. 831 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff General Adjustments Budget Balancing Adjustments: General Fund (100) Vacancies • Eliminate vacant civilian positions in the amount of $1,370,841. • Eliminate vacant Law Enforcement Officer positions in the amount of $955,455. These 13.0 FTE were located in Pre-Employment Services, Districts 2 and 3, and the Trails Division – reductions of positions that were in administrative and/or support roles or that are justified by the 2004 patrol staffing study completed by OMB. • Eliminate four Law Enforcement Captain positions in the amount of $626,316 consistent with a recent command staff ratio study. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $1,571,429. Cost Reductions • Eliminate all temporary positions in the amount of $785,758. • Reduce expenditures in the amount of $100,000 by reducing the shift differential rates from $.50 to $.25 per hour and from $.75 to $.50 per hour for second and third shifts, respectively. • Reduce expenditures in the amount of $3,484,941 by eliminating vacancies, reductions in force, or employee furloughs in accordance with Board policy. • Reduce expenditures in the amount of $249,000 by reducing the general supplies budget. • Reduce expenditures in the amount of $400,000 by eliminating uniform allowances. • Reduce expenditures in the amount of $100,000 by reducing aviation costs. • Reduce expenditures in the amount of $500,000 by reducing ammunition costs. • Reduce expenditures in the amount of $410,641 associated with leased vehicles. • Reduce expenditures in the amount of $39,809 associated fuel usage with the aforementioned change in leased vehicle usage. • Reduce expenditures in the amount of $98,279 by reducing the travel and employee education budgets. • Reduce expenditures in the amount of $500,000 by reducing technology repair and maintenance costs. Detention Fund (255) Vacancies • Eliminate vacant civilian positions in the amount of $2,795,771. • Reduce personnel costs in the amount of $304,016 due to the retirements of a Detention Officer Sergeant, a Detention Officer Lieutenant, and a Detention Officer Captain. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $467,528. Cost Reductions • Eliminate all temporary positions in the amount of $282,180. • Reduce expenditures in the amount of $452,920 by reducing the shift differential rates from $.50 to $.25 per hour and from $.75 to $.50 per hour for second and third shifts, respectively. • Reduce expenditures in the amount of $686,000 by eliminating uniform allowances. • Reduce expenditures in the amount of $500,000 by reducing the travel and employee education budgets. 832 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Other Base Adjustments: General Fund (100) • Reduce expenditures in the amount of $49,838 due to the elimination of the Sheriff fund transfer to the debt service fund for the 2003 lease revenue bond that was used to fund the purchase of a helicopter. Payments for the remaining life of the obligation have been budgeted directly into the debt service fund. • Reduce expenditures in the amount of $799,701 to right-size the allocation of indirect costs from the General Fund to the Detention Fund. • Reduce revenue in the amount of $500,000 to right-size Social Security Incentive revenue. • Reduce expenditures in the amount of $39,658 due to savings on copiers due to the print management program. • Reduce expenditures in the amount of $229,304 due to reduced FY 2009-10 Risk Management charges. Donations Fund (203) • (Operating) Reduce revenue and expenditures in the amount of $21,160 per the Sheriff’s budget request. Sheriff’s Grants Fund (251) • (Operating) Reduce revenues and expenditures in the amount of $1,233,390 to reflect lower anticipated grant receipts. • (Non-Recurring) Increase revenue and expenditures in the amount of $533,139 for the purchase of grant-funded equipment. Detention Fund (255) • Reduce expenditures in the amount of $770,334 in order to right-size personnel savings to 3%. • Increase expenditures in the amount of $799,701 to right-size the allocation of indirect costs from the General Fund to the Detention Fund. • Reduce expenditures in the amount of $41,608 due to savings on copiers due to the print management program. • Reduce expenditures in the amount of $2,363,981 due to reduced FY 2009-10 Risk Management charges. • Eliminate 2.0 FTE Detention Officers assigned to Power Squad (Correctional Health Services). This adjustment has zero net impact on the MCSO budget. 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. 833 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff 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 % 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 % of seriously mentally ill addictive treatment participants who don't return to jail within two years FY 2008 Actual 87.8% FY 2009 Revised 89.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% (2.0%) -2.3% Not Reported Not Reported Not Reported Not Reported 50.4% 100.0% Not Reported 92.0% 100.0% Not Reported 59.3% 100.0% 100.0% (32.7%) 0.0% -35.5% 0.0% 76.9% 0.0% 77.0% 0.0% 77.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.5% 99.5% 99.6% 0.1% 0.1% Not Reported 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 • • • • • • 9.7% 79.6% 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 87.8% FY 2009 Revised 89.0% 763 657 763 657 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 87.0% (2.0%) -2.3% 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 $ 980 1,140.79 $ 980 2,224.26 $ 656 2,997.31 $ 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 40,897 $ 40,897 $ 68,613 $ 68,613 $ 74,110 $ 74,110 $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 43,786 $ 802,389 24,250 870,425 $ 68,610 $ 1,628,480 22 1,697,112 $ 74,110 $ 1,892,102 21 1,966,233 $ 656 524 -107 -133 -14.0% -20.2% -324 (773.04) -33.1% -34.8% 5,497 5,497 8.0% 8.0% Expenditure $ 834 (5,500) (263,622) 1 (269,121) -8.0% -16.2% 4.5% -15.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. Measure Type Result Result Output Output Demand Efficiency Revenue 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 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 79.6% Not Reported Not Reported 9.7% Not Reported Not Reported 15,284 % Variance Revised - Adopted 2,711 1,511 3,041 1,530 101.3% 3,912 2,160 3,821 1,661 76.9% $ 144.94 $ 347.80 $ 183.15 $ 164.65 47.3% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 320,847 $ 320,847 $ 390,471 $ 390,471 $ 462,400 $ 462,400 $ 71,929 71,929 18.4% 18.4% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 255,241 $ 1,184,916 131,622 1,571,779 $ 390,471 $ 1,592,181 119,447 2,102,099 $ 462,400 $ 1,667,242 98,172 2,227,814 $ (71,929) (75,061) 21,275 (125,715) -18.4% -4.7% 17.8% -6.0% 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. 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 2008 Actual 50.4% 163,873 FY 2009 Revised 92.0% 163,873 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 59.3% (32.7%) -35.5% 164,316 443 0.3% $ 327,467 9.57 $ 176,446 13.36 $ 143,000 9.83 $ $ $ 1,568,881 $ 1,568,881 $ 2,189,023 $ 2,189,023 $ 1,614,545 $ 1,614,545 $ -33,446 3.53 -19.0% 26.4% Expenditure 255 - DETENTION OPERATIONS TOTAL USES 574,478 574,478 26.2% 26.2% Activity Narrative: Expenditures in this activity are being reduced in response to reduced anticipated demand. The department reports that roughly the same number of fingerprint sets will be processed within this appropriation. 835 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. 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 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 3,509,352 3,509,352 0.11 $ 3,509,352 3,509,352 0.18 $ 3,509,352 3,509,352 0.19 $ 0 0 (0.01) 0.0% 0.0% -7.5% 373,100 $ 373,100 $ 627,910 $ 627,910 $ 674,697 $ 674,697 $ (46,787) (46,787) -7.5% -7.5% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 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. 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 251 - SHERIFF GRANTS TOTAL SOURCES FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Variance Adopted Revised - Adopted 100.0% -535 -532 1.37 % Variance Revised - Adopted $ 131,063 131,063 33.32 $ 131,063 131,063 37.78 $ 130,528 130,531 36.40 $ -0.4% -0.4% 3.6% $ $ 135,997 $ 135,997 $ 138,500 $ 138,500 $ 138,500 $ 138,500 $ - 0.0% 0.0% 214 - SHERIFF JAIL ENHANCEMENT $ 35 $ 122,182 $ 122,182 $ - 0.0% 134,086 4,233,456 4,367,577 $ 138,506 4,690,547 4,951,235 $ 138,500 4,491,004 4,751,686 $ 6 199,543 199,549 0.0% 4.3% 4.0% Expenditure 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 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. 836 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Sheriff Percent of requested items sold # of items sold # of items requested Cost per item sold $ FY 2008 Actual 76.9% 323,612 420,717 16.96 $ FY 2009 Revised 77.0% 323,612 420,717 14.05 $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 77.0% 0.0% 0.0% 343,236 19,624 6.1% 447,892 27,175 6.5% 12.23 $ 1.81 12.9% 252 - INMATE SERVICES TOTAL SOURCES $ $ 16,116,285 $ 16,116,285 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ 14,520,364 $ - 0.0% 0.0% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 46 $ 5,501,836 5,501,882 $ 20,260 $ 4,525,330 22 4,545,612 $ - $ 4,199,123 21 4,199,144 $ 20,260 326,207 1 346,468 100.0% 7.2% 4.5% 7.6% Expenditure $ 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. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description TBD TBD # of Inmates transported to court # of Court ordered transports Cost per inmate transported to court FY 2008 FY 2009 FY 2010 Variance % Variance Actual Revised Adopted Revised - Adopted Revised - Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported 167,025 167,025 167,304 279 0.2% 167,025 167,025 167,304 279 0.2% $ 111.36 $ 99.30 $ 113.81 $ (14.51) -14.6% 214 - SHERIFF JAIL ENHANCEMENT $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 900 $ 70,333 $ 70,333 $ 18,598,259 18,599,159 $ 16,515,241 16,585,574 $ 1,306,772 17,664,125 19,041,230 $ (1,306,772) (1,148,884) (2,455,656) 0.0% -7.0% -14.8% 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. 837 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Measure Description Department Strategic Plans and Budgets Sheriff TBD TBD # of Inmate Skills Training Participants FY 2008 Actual Not Reported Not Reported 10,869 FY 2009 Revised Not Reported Not Reported 10,869 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted Not Reported Not Reported 9,616 -1,253 -11.5% Demand # of Inmates Eligible for Skills Training 10,869 10,869 Efficiency Cost of skills training program per participant $ 65.76 $ 22.78 $ 27.99 $ 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 45,835 $ 45,835 $ 25,000 $ 25,000 $ 36,139 $ 36,139 $ 11,139 11,139 44.6% 44.6% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ - $ 714,717 $ 714,717 $ 26,500 $ 221,028 22 247,550 $ 45,260 $ 223,884 21 269,165 $ (18,760) (2,856) 1 (21,615) -70.8% -1.3% 4.5% -8.7% 9,616 -1,253 -11.5% (5.22) -22.9% Revenue Expenditure 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. Measure Type Result Output Output Demand Efficiency Measure Description TBD # of Inmates receiving mandated services TBD # of Inmates requiring inmate related mandated services Mandated inmate service cost per inmate FY 2008 Actual Not Reported 9,265 FY 2009 Revised Not Reported 9,265 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted Not Reported 9,472 207 2.2% Not Reported 9,265 Not Reported 9,265 Not Reported 9,472 207 2.2% $ 203.75 $ 291.72 $ 252.60 $ 39.13 13.4% 203 - SHERIFF DONATIONS $ 214 - SHERIFF JAIL ENHANCEMENT - $ 10,287 50 $ 32,160 50 $ 32,160 - 0.0% 0.0% 426,966 7,113,888 7,551,141 $ 2,598,285 8,180,728 10,811,223 $ 1,914,759 7,623,356 9,570,325 $ 683,526 557,372 1,240,898 26.3% 6.8% 11.5% Expenditure 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 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. 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 2008 Actual Not Reported $ $ $ FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted 14,717,302 3,765,477 14,717,302 1.24 $ 14,717,302 18,241,676 14,717,302 1.24 $ 13,993,924 18,303,764 13,993,924 1.08 $ 2,031,046 $ 16,233,790 18,264,836 $ 2,181,397 $ 16,042,181 18,223,578 $ 1,012,028 $ 14,040,492 15,052,520 $ 838 -723,378 62,088 -723,378 0.16 1,169,369 2,001,689 3,171,058 % Variance Revised - Adopted -4.9% 0.3% -4.9% 13.1% 53.6% 12.5% 17.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Budget Balancing Adjustments: Detention Fund (255) Cost Reductions • Reduce expenditures in the amount of $925,997 by shifting from Retherm to a heat and serve food distribution model. • Reduce expenditures by $332,500 by converting Detention Officer and Detention Officer Sergeant positions in the food factory to Food Service Worker positions through attrition consistent with a staffing study performed in 2006 by Liebert & Associates. • Reduce expenditures by $70,000 by converting Detention Officer positions in Distribution to General Laborer positions through attrition consistent with a staffing study performed in 2006 by Liebert & Associates. 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. Measure Type Result Output Demand Efficiency Revenue Measure Description FY 2008 Actual 100.0% FY 2009 Revised 100.0% 130,979 130,979 130,600 -379 -0.3% 131,045 131,045 130,648 -397 -0.3% 105.28 $ 120.50 $ 127.92 $ (7.42) -6.2% $ $ 16,165 $ 16,165 $ - $ - $ - $ - $ - 214 - SHERIFF JAIL ENHANCEMENT $ 8,474 $ 74,698 $ 74,698 $ - 6,463 66,637 13,708,248 13,789,822 $ 2,264,192 13,443,825 15,782,715 $ 2,211,290 14,420,569 16,706,557 $ % 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 $ 251 - SHERIFF GRANTS TOTAL SOURCES FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Expenditure 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 52,902 (976,744) (923,842) 0.0% 2.3% -7.3% -5.9% 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. 839 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Department Strategic Plans and Budgets Sheriff FY 2008 Actual 99.5% FY 2009 Revised 99.5% 9,265 9,265 9,265 9,265 9,472 9,472 $ 2,378.84 $ 2,415.33 $ 2,381.15 $ 34.18 1.4% 214 - SHERIFF JAIL ENHANCEMENT $ 1,365,645 $ 2,205,000 $ 2,205,000 $ - 0.0% $ 114,311 33,042,572 34,522,528 $ 149,715 27,240,000 29,594,715 $ 149,715 32,863,740 35,218,455 $ 5,623,740 5,623,740 0.0% 20.6% 19.0% 214 - SHERIFF JAIL ENHANCEMENT $ 636,344 $ 1,529,505 $ 1,529,505 $ - 0.0% 2,300,000 299,715 85,382,777 89,511,997 $ 149,715 88,537,640 90,216,860 $ % of Inmates not assaulted by other inmates while in custody # Inmates Detained Number of inmates requiring detention Quarterly cost per inmate detained (Cognos) FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.6% 0.1% 0.1% 207 207 2.2% 2.2% Revenue 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES Expenditure 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES 87,525,674 88,162,018 $ $ 2,300,000 150,000 (3,154,863) (704,863) 100.0% 50.0% -3.7% -0.8% Budget Balancing Adjustments: Detention Fund (255) Revenue Enhancements • Increase revenues in the amount of $5,623,740 to reflect higher forecasted revenue from inmate booking and per diem charges. 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. Mandates: This is a non-mandated activity. 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 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Expenditure 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 148,279 $ $ 148,279 $ 750,770 $ 22 750,792 $ - $ 21 21 $ 750,770 1 750,771 100.0% 4.5% 100.0% 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. 840 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff 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 2008 Actual 76.2% 99.7% 4.3% FY 2009 Revised 76.0% 100.0% 4.0% Not Reported 100.0% Activities that comprise this program include: • Fleet Management • Information Technology • Employee Professional Standards • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 73.0% (3.0%) -3.9% 100.0% 0.0% 0.0% 19.0% 15.0% 377.2% 100.0% 0.0% 0.0% Mandated Enforcement and Detention Training 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. Measure Type Result Output Demand Efficiency Expenditure Measure Description % of vehicles receiving APMs in 2 hrs. or less # of Vehicles on preventive maintenance inventory (assigned vehicles managed) # of vehicles in MCSO fleet Cost per vehicle managed 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2008 Actual 76.2% FY 2009 Revised 76.0% 711 736 $ $ $ FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 73.0% (3.0%) -3.9% 743 7 1.0% 727 256.97 $ 742 270.49 $ 764 95.12 $ 22 175.37 3.0% 64.8% 426,915 $ 304,152 731,067 $ 542,691 $ 253,643 796,334 $ 20,142 $ 262,566 282,708 $ 522,549 (8,923) 513,626 96.3% -3.5% 64.5% Information Technology Activity The purpose of the Information Technology Activity is to provide IT leadership and services to MCSO bureaus so that communication and processes can be accomplished more efficiently through automation. Mandates: This is a non-mandated activity. 841 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description % of Information System Availability (24x7) Days information/telecommunications systems operational (24x7) Department Strategic Plans and Budgets Sheriff FY 2008 Actual 99.7% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 365 364 365 1 0.2% 366 365 365 0 0.0% Number of Days information/telecommunications systems required MCSI cost per operational day $ 5,225.19 $ 9,183.93 $ 12,120.62 $ (2,936.69) -32.0% 100 - GENERAL TOTAL SOURCES $ $ 145,121 $ 145,121 $ 120,896 $ 120,896 $ 113,839 $ 113,839 $ (7,057) (7,057) -5.8% -5.8% 100 - GENERAL 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,143,863 $ 763,331 1,907,194 $ 2,686,209 $ 659,220 3,345,429 $ 2,198,265 $ 1,348,741 877,020 4,424,026 $ 487,944 (1,348,741) (217,800) (1,078,597) 18.2% Expenditure $ -33.0% -32.2% Other Base Adjustments: Inmate Services Fund (252) • (Non-Recurring) Increase expenditures in the amount of $1,328,541 due to the carryover of Phase 2 of the JMS Migration project. Employee Professional Standards Activity The purpose of the Employee Professional Standards Activity is to provide administrative investigative services for the Maricopa County Sheriff's Office so that qualified employees can be hired and retained. Mandates: This activity supports the mandates of the Enforcement and Custody Management Programs. 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 2008 Actual FY 2009 Revised FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 19.0% 15.0% 377.2% 4.3% 4.0% 2,436 2,436 1,376 -1,060 -43.5% 3,485 3,485 2,256 -1,229 -35.3% $ 1,149.72 $ 1,187.78 $ 1,906.60 $ (718.82) -60.5% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 1,346,310 $ 1,235,397 $ 3,000 5,200 1,194,182 $ 3,000 5,200 41,215 - 3.3% 0.0% 0.0% 255 - DETENTION OPERATIONS TOTAL USES 1,454,412 2,800,722 $ 1,649,842 2,893,439 $ 1,421,097 2,623,479 $ 228,745 269,960 13.9% 9.3% Expenditure $ Activity Narrative: Due to the financial downturn and subsequent Countywide hiring freeze implemented in FY 2008-09, MCSO hiring activity was down significantly, thus fewer new hire standards reviews were conducted. 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. 842 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: This activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Measure Description FY 2008 Actual % FTE meeting mandated proficiency # of Mandated Proficiency Standards Training Program Participants 0.0% 2,832 FY 2009 Revised 100.0% 2,831 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 2,889 58 2.0% Output Demand # FTE # of MCSO FTE who are required to meet mandated proficiency standards 959 2,832 3,834 2,831 2,889 2,889 -945 58 -24.6% 2.0% Efficiency Cost per mandated training program participant $566.02 $501.80 $480.71 $21.09 4.2% Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 377,990 $ 377,990 $ - $ - $ - 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 2,470,192 $ 1,814,202 $ 3,000 20,900 1,138,628 $ 3,000 20,900 675,574 - 37.2% 0.0% 0.0% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES 389,582 3,551,017 6,410,791 $ 3,844,271 5,682,373 $ 4,392,518 5,555,046 $ (548,247) 127,327 -14.3% 2.2% 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. 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 2008 Actual 87.4% FY 2009 Revised 87.0% 100.0% 100.0% Not Reported Not Reported FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 86.9% (0.1%) -0.2% 100.0% 0.0% 0.0% Not Reported 100.0% 100.0% 100.0% 0.0% 0.0% 69.9% 81.0% 49.2% (31.8%) -39.2% 13.1% 42.1% Not Reported 14.0% 0.0% Not Reported 26.0% 62.9% Not Reported 12.0% 62.9% 85.8% 42.3% 42.0% 44.9% 2.9% 6.9% 0.0% 0.0% Not Reported Not Reported Not Reported Not Reported 95.0% 100.0% Activities that comprise this program include: 843 Not Reported Not Reported 100.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • • • • • Department Strategic Plans and Budgets Sheriff • • • • • • Civil Process Dispatch Disaster and Community Threat Disruption Response Enforcement Support and Specialized Response Extraditions Jail and Criminal Intelligence Investigations Community Outreach Patrol Property and Evidence 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. 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 2008 FY 2009 FY 2010 Variance % Variance Actual Revised Adopted Revised - Adopted Revised - Adopted Not Reported Not Reported Not Reported 43,194 43,194 43,848 654 1.5% 49,846 49,846 52,792 2,946 5.9% $ 102.81 $ 92.15 $ 89.99 $ 2.16 2.3% Revenue 100 - GENERAL TOTAL SOURCES $ $ 593,395 $ 593,395 $ 474,000 $ 474,000 $ 474,000 $ 474,000 $ - 0.0% 0.0% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 4,440,738 $ 4,440,738 $ 3,979,838 $ 637 3,980,475 $ 3,945,572 $ 268 3,945,840 $ 34,266 369 34,635 0.9% 57.9% 0.9% Expenditure $ 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. 844 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Sheriff FY 2008 Actual 87.4% FY 2009 Revised 87.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 86.9% (0.1%) -0.2% 232,496 232,496 237,376 4,880 2.1% 232,496 232,496 237,376 4,880 2.1% $ 9.58 $ 15.12 $ 12.46 $ 2.66 17.6% 100 - GENERAL TOTAL SOURCES $ $ 48,143 $ 48,143 $ 257,375 $ 257,375 $ 446,231 $ 446,231 $ 188,856 188,856 73.4% 73.4% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,973,511 $ 254,316 2,227,827 $ 2,484,559 $ 1,030,218 3,514,777 $ 1,801,070 $ 1,157,172 2,958,242 $ 683,489 (126,954) 556,535 27.5% -12.3% 15.8% Revenue Expenditure $ 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.” Measure Type Revenue Measure Description FY 2008 Actual FY 2009 Revised FY 2010 Adopted Variance Revised - Adopted % Variance Revised - Adopted 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 1,390,844 $ 1,390,844 $ 2,056,969 $ 2,056,969 $ 839,293 $ 839,293 $ (1,217,676) (1,217,676) -59.2% -59.2% 100 - GENERAL 212 - SHERIFF RICO 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 106,330 $ (245) $ 29,960 2,056,968 8,699 2,095,382 $ 6,950 $ 29,960 839,293 1,555 877,758 $ (7,195) 1,217,675 7,144 1,217,624 2936.7% 0.0% 59.2% 82.1% 58.1% Expenditure 1,159,735 $ 1,266,065 $ 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. 845 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description FY 2008 Actual 100.0% Department Strategic Plans and Budgets Sheriff FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% % of Zero-injury Enforcement Support Specialized Responses Not Reported Not Reported Not Reported Percent of Court employees surveyed who respond they feel reasonably secure at work 4,144 4,144 3,980 Number of Calls for Service Responses by Patrol Resources Bureau units # of Enforcement Support Specialized 4,144 4,144 3,980 Responses Number of Court employees surveyed Not Reported Not Reported Not Reported Number of Calls for Service requiring 4,144 4,144 3,980 Patrol Resource Bureau assistance Cost per Enforcement Support $ 3,438.81 $ 2,442.59 $ 2,808.16 $ Specialized Response -164 -4.0% -164 -4.0% -164 -4.0% (365.57) -15.0% Revenue 100 - GENERAL 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 362,495 $ 32,843 395,338 $ 260,000 $ 80,000 340,000 $ 260,000 $ 47,701 307,701 $ (32,299) (32,299) 0.0% -40.4% -9.5% 100 - GENERAL $ 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 12,043,028 $ 16,528 32,806 8,521 9,170,059 $ 56,890 67,960 121,822 10,205,640 $ 37,230 67,960 121,822 (1,035,581) 19,660 - -11.3% 34.6% 0.0% 0.0% 255 - DETENTION OPERATIONS TOTAL USES 2,149,540 14,250,423 $ 705,372 10,122,103 $ 743,831 11,176,483 $ (38,459) (1,054,380) -5.5% -10.4% Expenditure $ 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. 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 2008 Actual 100.0% $ $ $ FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 588 588 3,101.58 $ 588 588 2,550.46 $ 548 548 1,757.68 $ 115,267 $ 1,708,462 1,823,729 $ 45,566 $ 1,454,107 1,499,673 $ 14,509 $ 948,701 963,210 $ -40 -40 792.78 31,057 505,406 536,463 -6.8% -6.8% 31.1% 68.2% 34.8% 35.8% 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. 846 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Sheriff FY 2008 Actual 69.9% FY 2009 Revised 81.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 49.2% (31.8%) -39.2% 16,352 22,587 28,992 6,405 28.4% 28,018 22,404 -5,614 -20.0% (38.97) -28.6% % 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 Cost per intelligence item analyzed $ 252.35 $ 136.10 $ 175.07 $ 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 1,023,570 $ 1,023,570 $ 3,207 $ 3,207 $ 1,600,000 $ 1,600,000 $ 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 51,904 $ 63,843 6,149 172,202 $ 33,300 64,800 357,379 $ 33,300 64,800 (185,177) - -107.5% 0.0% 0.0% 1,208,667 2,795,934 4,126,497 $ 3,210 2,800,623 3,074,135 $ 1,600,000 3,020,269 5,075,748 $ (1,596,790) (219,646) (2,001,613) -49744.2% -7.8% -65.1% Not Reported 1,596,793 1,596,793 49790.9% 49790.9% Expenditure 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 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. 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 2008 Actual 42.1% 13.1% FY 2009 Revised 0.0% 14.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 62.9% 62.9% 26.0% 12.0% 85.8% 17,155 9,591 9,768 177 1.8% 7,224 17,155 7,224 7,346 6,140 9,768 -1,084 2,422 -15.0% 33.0% $ 966.73 $ 1,744.52 $ 1,552.82 $ 191.70 11.0% $ $ 920,039 $ 2,196,801 3,116,840 $ 1,155,000 $ 2,592,372 3,747,372 $ 1,155,000 $ 1,847,211 3,002,211 $ (745,161) (745,161) 0.0% -28.7% -19.9% 100 - GENERAL $ 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 9,876,366 $ 584,231 5,616 9,502,083 $ 914,920 80,400 8,030,933 $ 914,920 80,400 1,471,150 - 15.5% 0.0% 0.0% 2,255,717 3,862,344 16,584,274 $ 2,592,370 3,641,928 16,731,701 $ 1,847,211 4,294,460 15,167,924 $ 745,159 (652,532) 1,563,777 28.7% -17.9% 9.3% 212 - SHERIFF RICO 251 - SHERIFF GRANTS TOTAL SOURCES Expenditure 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 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. 847 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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 Department Strategic Plans and Budgets Sheriff FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Not Reported Variance Revised - Adopted % Variance Revised - Adopted Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 2,991 $ 2,991 $ 5,000 $ 5,000 $ - $ - $ 100 - GENERAL 203 - SHERIFF DONATIONS 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 52 $ 8,567 $ 50 4,996 22 13,635 $ 1,855 $ 50 21 1,926 $ (5,000) (5,000) -100.0% -100.0% Expenditure 2,991 $ 3,043 $ 6,712 4,996 1 11,709 78.3% 0.0% 100.0% 4.5% 85.9% 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual 42.3% FY 2009 Revised 42.0% 220,611 220,611 203,664 -16,947 -7.7% 2,444 221,935 2,444 221,935 2,200 204,436 -244 -17,499 -10.0% -7.9% $ 136.83 $ 146.44 $ 126.66 $ 19.78 13.5% 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 11,656,462 $ 887,786 12,544,248 $ 10,620,537 $ 830,795 11,451,332 $ 9,557,973 $ 424,162 9,982,135 $ (1,062,564) (406,633) (1,469,197) -10.0% -48.9% -12.8% 100 - GENERAL 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 251 - SHERIFF GRANTS TOTAL USES $ 26,003,857 $ $ 65,682 817,938 26,887,477 $ 31,298,770 $ 2,000 41,960 830,796 32,173,526 $ 25,198,728 $ 2,000 41,960 424,162 25,666,850 $ 6,100,042 406,634 6,506,676 19.5% 0.0% 0.0% 48.9% 20.2% % 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 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 44.9% 2.9% 6.9% Expenditure Other Base Adjustments: General Fund (100) • Reduce revenue in the amount of $470,013 due to IGA personnel costs not increasing in FY 2008-09 as had been anticipated. • Eliminate 2.0 FTE Law Enforcement Officers assigned to Spur Cross (Parks Department). This adjustment has zero net impact on the MCSO budget. Tentative to Final Adjustments: General Fund (100) • Reduce revenue and expenditures by $95,933 due to an amendment to the IGA for law enforcement services with Litchfield Park. 848 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted % Variance Revised - Adopted 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 $ 18.02 $ 17.58 $ 21.26 $ 100 - GENERAL TOTAL SOURCES $ $ 16,596 $ 16,596 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ - 0.0% 0.0% 100 - GENERAL $ 214 - SHERIFF JAIL ENHANCEMENT 654,687 $ - 474,554 $ 33,600 388,518 $ 33,600 86,036 - 18.1% 0.0% 391,398 1,046,085 $ 512,566 1,020,720 $ 627,318 1,049,436 $ (114,752) (28,716) -22.4% -2.8% 58,047 58,047 49,368 -8,679 -15.0% Not Reported 58,047 Not Reported 58,047 Not Reported 49,367 -8,680 -15.0% (3.67) -20.9% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 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. 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 2008 Actual 95.0% FY 2009 Revised 100.0% 40 $ FY 2010 Adopted 100.0% 39 Variance % Variance Revised - Adopted Revised - Adopted 0.0% 0.0% 52 13 25.0% 45 15.83 $ 39 4,509.54 $ 52 2,046.13 $ 13 2,463.40 25.0% 54.6% 633 $ 633 $ 175,800 $ 50 22 175,872 $ 106,328 $ 50 21 106,399 $ 69,472 1 69,473 39.5% 0.0% 4.5% 39.5% Expenditure 100 - GENERAL 203 - SHERIFF DONATIONS 255 - DETENTION OPERATIONS TOTAL USES $ $ 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. 849 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Sheriff TBD # of Items Processed Number of Items received Cost per item processed FY 2008 FY 2009 FY 2010 Variance % Variance Actual Revised Adopted Revised - Adopted Revised - Adopted Not Reported Not Reported Not Reported 64,268 64,628 61,404 -3,224 -5.0% 77,784 82,850 88,784 5,934 7.2% $ 33.43 $ 33.54 $ 30.12 $ 3.42 10.2% 100 - GENERAL TOTAL SOURCES $ $ 61,769 $ 61,769 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 2,147,877 $ 324 2,148,201 $ 2,167,620 $ 21 2,167,641 $ 1,849,555 $ 20 1,849,575 $ - 0.0% 0.0% Expenditure $ (318,065) (1) 318,066 -14.7% -4.8% 14.7% Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Queen Creek IGA revision (C-50-08-010-2-03) Guadalupe IGA termination (C-50-08-005-2-01) Rescind Guadalupe IGA termination (C-50-08-005-2-02) Amend Goodyear IGA (C-50-07-068-2-01) $ Subtotal $ 72,529,713 $ (76,155) $ (280,559) 280,559 (197,947) (274,102) $ 13,005,817 (76,155) (348,858) 348,858 (197,947) (274,102) FY 2008-09 REVISED BUDGET $ 72,255,611 $ 12,731,715 FY 2008-09 REVISED RESTATED BUDGET $ 72,255,611 $ 12,731,715 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 2,743,076 $ - ANNUALIZATION OF FY 2008-09 MID-YEAR ADJUSTMENTS Elected Official Salary Increase Guadalupe IGA termination (C-50-08-005-2-01) Rescind Guadalupe IGA termination (C-50-08-005-2-02) Amend Goodyear IGA (C-50-07-068-2-01) $ Subtotal $ FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate vacant civilian positions Eliminate vacant deputy sheriff positions Eliminate four sworn captain positions Debt Reduction TFP debt service payoff 850 7,415 $ (695,213) 695,213 (274,726) (267,311) $ (856,187) 856,187 (274,726) (274,726) $ 74,731,376 $ 12,456,989 $ Subtotal $ (1,370,841) $ (955,455) (626,316) (2,952,612) $ - $ Subtotal $ (1,571,429) $ (1,571,429) $ - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff EXPENDITURES Cost Reduction Eliminate temporary positions Reduce overtime Reduce shift differential rate Elimination of Future Vacancies, RIFs, or Furloughs Reduce budget for supplies Eliminate uniform allowances Reduce aviation costs Reduce ammunition costs Discontinue payment of leased vehicles from the General Fund Reduce fuel budget for discontinuation of leased vehicles Reduce education and travel budgets Reduce technology repairs and maintenance $ Subtotal $ OTHER BASE ADJUSTMENTS Eliminate Sheriff Fund Transfer to Debt Service Fund Adjustment of General Fund-Detention Fund splits Reduction in IGA revenues due to reduced personnel costs Right-size Social Security Incentive revenue Print management program copier savings Risk Management savings Service reduction of 3.0 FTE deputies for Spur Cross Reduce allocation out to Parks Department for Spur Cross $ Subtotal $ REVENUE (785,758) $ (100,000) (3,484,941) (249,000) (400,000) (100,000) (500,000) (410,641) (39,809) (98,279) (500,000) (6,668,428) $ (49,838) $ (799,701) (39,658) (229,304) (180,252) 180,252 (1,118,501) $ - (470,013) (500,000) (970,013) FY 2009-10 RECOMMENDED OPERATING BUDGET $ 62,420,406 $ 11,486,976 FY 2009-10 TENTATIVE OPERATING BUDGET $ 62,420,406 $ 11,486,976 TENTATIVE TO FINAL ADJUSTMENTS Amend IGA with Litchfield Park (C-50-08-009-2-01) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 851 (95,933) $ (95,933) $ 62,324,473 $ (95,933) (95,933) 11,391,043 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Donations Fund (203) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 25,800 $ 25,800 $ Subtotal $ 80,000 80,000 $ $ 80,000 80,000 FY 2008-09 REVISED BUDGET $ 105,800 $ 105,800 FY 2008-09 REVISED RESTATED BUDGET $ 105,800 $ 105,800 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 3,105 $ - (3,105) $ (3,105) $ - MID-YEAR ADJUSTMENTS: Sheriff Donation (C-50-09-003-M-00) TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET OTHER BASE ADJUSTMENTS Request below target Structural balance $ 105,800 $ (21,160) $ (21,160) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ FY 2007-08 ACTUAL FY 2008-09 ADOPTED 84,640 FY 2008-09 REVISED $ 105,800 (21,160) (21,160) $ 84,640 FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 54,685 $ 81,829 $ 81,829 $ 120,172 $ 105,573 Beginning Unreserved/Undesignated Fund Balance $ 54,685 $ 81,829 $ 81,829 $ 120,172 $ 105,573 Sources: Operating Total Sources: $ $ 82,060 82,060 $ $ 25,800 25,800 $ $ 105,800 105,800 $ $ 33,655 33,655 $ $ 84,640 84,640 Uses: Operating Total Uses: $ $ 16,574 16,574 $ $ 25,800 25,800 $ $ 105,800 105,800 $ $ 48,254 48,254 $ $ 84,640 84,640 Operating Balance $ 65,486 $ - $ - $ (14,599) $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 120,172 $ 81,829 $ 81,829 $ 105,573 $ 105,573 Ending Unreserved Fund Balance $ 120,172 $ 81,829 $ 81,829 $ 105,573 $ 105,573 852 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff RICO Fund (212) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,155,000 $ 1,155,000 FY 2008-09 REVISED BUDGET $ 1,155,000 $ 1,155,000 FY 2008-09 REVISED RESTATED BUDGET $ 1,155,000 $ 1,155,000 FY 2009-10 BUDGET TARGET $ 1,155,000 $ 1,155,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 1,155,000 $ 1,155,000 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ (17,264) $ - $ - $ (740) $ - Beginning Unreserved/Undesignated Fund Balance $ (17,264) $ - $ - $ (740) $ - Sources: Operating Total Sources: $ $ 920,039 920,039 $ $ 1,155,000 1,155,000 $ $ 1,155,000 1,155,000 $ $ 893,778 893,778 $ $ 1,155,000 1,155,000 Uses: Operating Total Uses: $ $ 903,518 903,518 $ $ 1,155,000 1,155,000 $ $ 1,155,000 1,155,000 $ $ 893,038 893,038 $ $ 1,155,000 1,155,000 Operating Balance $ 16,521 $ - $ - $ 740 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ (740) $ - $ - $ - $ - Ending Unreserved Fund Balance $ (740) $ - $ - $ - $ - 853 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff’s Jail Enhancement Fund (214) EXPENDITURES REVENUE FY 2008-09 ADOPTED BUDGET $ 2,205,000 $ 2,205,000 FY 2008-09 REVISED BUDGET $ 2,205,000 $ 2,205,000 FY 2008-09 REVISED RESTATED BUDGET $ 2,205,000 $ 2,205,000 FY 2009-10 BUDGET TARGET $ 2,205,000 $ 2,205,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 2,205,000 $ 2,205,000 OPERATING FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 861,747 $ 1,403,556 $ 1,403,556 $ 1,465,697 $ 1,057,853 Beginning Unreserved/Undesignated Fund Balance $ 861,747 $ 1,403,556 $ 1,403,556 $ 1,465,697 $ 1,057,853 Sources: Operating Total Sources: $ $ 1,365,645 1,365,645 $ $ 2,205,000 2,205,000 $ $ 2,205,000 2,205,000 $ $ 1,928,045 1,928,045 $ $ 2,205,000 2,205,000 $ $ $ 1,817,935 517,954 2,335,889 $ $ 2,205,000 517,954 2,722,954 $ $ 2,205,000 2,205,000 $ $ 761,697 761,697 $ 2,205,000 2,205,000 Operating Balance $ 603,948 $ - $ - $ 110,110 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 1,465,697 $ 1,403,556 $ 885,602 $ 1,057,853 $ 1,057,853 Ending Unreserved Fund Balance $ 1,465,697 $ 1,403,556 $ 885,602 $ 1,057,853 $ 1,057,853 Uses: Operating Non-Recurring Total Uses: 854 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff’s Grants Fund (251) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ MID-YEAR ADJUSTMENTS: Grant reconciliation $ Subtotal $ 7,548,150 $ (1,462,223) $ (1,462,223) $ 6,758,867 (672,940) (672,940) FY 2008-09 REVISED BUDGET $ 6,085,927 $ 6,085,927 FY 2008-09 REVISED RESTATED BUDGET $ 6,085,927 $ 6,085,927 FY 2009-10 BUDGET TARGET $ 6,085,927 $ 6,085,927 OTHER BASE ADJUSTMENTS Request anticipated grants below target $ Subtotal $ FY 2009-10 RECOMMENDED OPERATING BUDGET (1,233,390) $ (1,233,390) $ (1,233,390) (1,233,390) $ 4,852,537 EXPENDITURES $ 4,852,537 REVENUE $ Subtotal $ 533,139 533,139 $ $ 533,139 533,139 FY 2009-10 RECOMMENDED NON-RECURRING BUDGET $ 533,139 $ 533,139 FY 2009-10 TOTAL ADOPTED BUDGET $ 5,385,676 $ 5,385,676 NON-RECURRING NON-PROJECT 0001 One-time grant-funded equipment 855 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 16,812,421 $ 14,520,364 FY 2008-09 REVISED BUDGET $ 16,812,421 $ 14,520,364 FY 2008-09 REVISED RESTATED BUDGET $ 16,812,421 $ 14,520,364 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 95,039 $ - (2,387,096) $ (2,387,096) $ - TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ 14,520,364 $ 14,520,364 FY 2009-10 RECOMMENDED OPERATING BUDGET $ 14,520,364 $ 14,520,364 $ 1,328,541 $ - FY 2009-10 RECOMMENDED NON-RECURRING BUDGET $ 1,328,541 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 15,848,905 $ 14,520,364 NON-RECURRING JMS MIGRATION PROJECT - JMSM Carryover for JMS Migration - Phase 2 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 22,187,473 $ 21,988,062 $ 21,988,062 $ 27,363,308 $ 9,375,731 Beginning Unreserved/Undesignated Fund Balance $ 22,187,473 $ 21,988,062 $ 21,988,062 $ 27,363,308 $ 9,375,731 Sources: Operating Total Sources: $ $ 16,116,285 16,116,285 $ $ 14,520,364 14,520,364 $ $ 14,520,364 14,520,364 $ $ 10,281,276 10,281,276 $ $ 14,520,364 14,520,364 $ $ $ 16,812,421 11,665,077 28,477,498 $ 17,828,865 10,439,988 28,268,853 $ $ 16,812,421 2,300,000 19,112,421 $ 14,520,364 1,328,541 15,848,905 $ (2,292,057) $ (7,547,589) $ - Uses: Operating Non-Recurring Total Uses: $ 10,940,446 10,940,446 Operating Balance $ 5,175,839 Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ 27,363,308 Ending Unreserved Fund Balance $ 27,363,308 (4) $ $ $ (2,292,057) $ - $ - $ - $ - $ 17,396,005 $ 8,030,928 $ 9,375,731 $ 8,047,190 $ 17,396,005 $ 8,030,928 $ 9,375,731 $ 8,047,190 856 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 149,715 $ 149,715 FY 2008-09 REVISED BUDGET $ 149,715 $ 149,715 FY 2008-09 REVISED RESTATED BUDGET $ 149,715 $ 149,715 FY 2009-10 BUDGET TARGET $ 149,715 $ 149,715 FY 2009-10 ADOPTED OPERATING BUDGET $ 149,715 $ 149,715 FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 453,356 $ 527,178 $ 527,178 $ 567,667 $ 466,531 Beginning Unreserved/Undesignated Fund Balance $ 453,356 $ 527,178 $ 527,178 $ 567,667 $ 466,531 Sources: Operating Total Sources: $ $ 114,311 114,311 $ $ 149,715 149,715 $ $ 149,715 149,715 $ $ 96,456 96,456 $ $ 149,715 149,715 $ $ $ 197,592 197,592 $ $ 149,715 297,597 447,312 $ $ 149,715 150,000 299,715 $ $ - $ 149,715 149,715 Operating Balance $ 114,311 $ - $ - $ 96,456 $ - Ending Unreserved/Undesignated Fund Balance $ 567,667 $ 377,178 $ 229,581 $ 466,531 $ 466,531 Ending Unreserved Fund Balance $ 567,667 $ 377,178 $ 229,581 $ 466,531 $ 466,531 Uses: Operating Non-Recurring Total Uses: 857 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 185,870,904 $ 27,240,000 FY 2008-09 REVISED BUDGET $ 185,870,904 $ 27,240,000 FY 2008-09 REVISED RESTATED BUDGET $ 185,870,904 $ 27,240,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 7,000,227 $ - FY 2009-10 BUDGET TARGET $ 192,871,131 $ 27,240,000 (2,795,771) $ (304,016) (3,099,787) $ - $ (282,180) $ (452,920) (686,000) (500,000) (925,997) (332,500) (70,000) (3,249,597) $ $ $ (467,528) $ (467,528) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Vacancies Eliminate vacant civilian positions Eliminate vacant lieutenant/captain/sergeant positions (retirements) $ Subtotal Cost Reduction Eliminate temporary positions Reduce overtime Reduce shift differential rate Eliminate uniform allowances Reduce education and travel budgets Shift from Retherm system to heat and serve food distribution Convert DO and sergeant positions to food service workers (through attrition) Convert DO positions to general laborer (through attrition) Subtotal Debt Reduction TFP debt service payoff Subtotal Revenue Enhancements Revenue Enhancements Subtotal OTHER BASE ADJUSTMENTS Rightsize Personnel Savings to 3% Adjustment of General Fund-Detention Fund splits Print management program copier savings Risk Management savings Service reduction of 2.0 FTE detention officers for the Power Squad Reduce allocation out to Correctional Health for the Power Squad $ $ $ $ $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 858 - - $ $ 5,623,740 5,623,740 (770,334) $ 799,701 (41,608) (2,363,981) (120,490) 120,490 (2,376,222) $ - 183,677,997 $ 32,863,740 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Special Litigation Special Litigation Analysis by Lauren M. Cochran, Management & Budget Analyst Summary Mission The Department will develop a Mission during the strategic plan update process. Vision The Department will develop a Mission during the strategic plan update process. Strategic Goals The Department will develop new goals during the strategic plan update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL USES 33CL - CIVIL LITIGATION CVLD - CIVIL LITIGATION DEFENSE CVLP - CIVIL LITIGATION PROSECUTION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ - $ - $ - $ - $ 1,988,228 $ 1,689,992 298,236 (1,988,228) (1,689,992) (298,236) $ - $ - $ - $ - $ 147,600 $ 147,600 (147,600) (147,600) TOTAL PROGRAMS $ - $ - $ - $ - $ 2,135,828 $ (2,135,828) 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ - SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ - $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ - $ TOTAL USES $ - $ $ FY 2008-09 REVISED - $ $ - $ $ $ - $ - $ FY 2008-09 FORECAST - $ $ - $ $ $ - $ - $ 859 FY 2009-10 ADOPTED - $ $ - $ $ $ - $ - $ 1,072,568 299,938 140,684 1,513,190 ADOPTED VS REVISED VARIANCE % $ $ (1,072,568) (299,938) (140,684) (1,513,190) 35,525 6,000 41,525 $ $ $ 422,778 140,868 10,329 865 3,245 3,028 581,113 $ (422,778) (140,868) (10,329) (865) (3,245) (3,028) (581,113) $ 2,135,828 $ (2,135,828) $ $ (35,525) (6,000) (41,525) Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Special Litigation Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FUND TOTAL USES $ FY 2008-09 ADOPTED - $ FY 2008-09 REVISED - $ $ $ FY 2008-09 FORECAST - $ $ FY 2009-10 ADOPTED - $ $ 1,979,828 156,000 2,135,828 ADOPTED VS REVISED VARIANCE % $ $ (1,979,828) (156,000) (2,135,828) (1,979,828) DEPARTMENT OPERATING TOTAL USES $ - $ - $ - $ - $ 1,979,828 $ DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ - $ - $ 156,000 $ (156,000) DEPARTMENT TOTAL USES $ - $ - $ - $ - $ 2,135,828 $ (2,135,828) Significant Variance Analysis The Special Litigation Department is new in FY 2009-10. The staffing compliment is as follows: Director- 1 FTE Administrative Supervisor- 1 FTE Attorney- Senior Counsel- 2 FTE Senior Attorney- 2 FTE Legal Assistant- 2 FTE Legal Support Specialist- 2 FTE Office Assistant Specialized- 1 FTE General Adjustments Base Adjustment: In December 2008, the Board of Supervisors took back its authority to direct and control the prosecution, defense and compromise of all civil legal actions to which the County is a party or has an interest. In March 2009, the Board of Supervisors established the General Litigation Department to provide these services. Subsequently in May 2009, the Board of Supervisors established the Special Litigation Department to handle cases in which the General Litigation Department is conflicted. The following adjustments are associated with that action: • Increase Operating Expenditures by $1,979,828 for personnel and related operating expenditures. • Increase Non Recurring/Non Project Expenditures by: $156,000 for purchases associated with development of the new department. Included in these costs are a case management system, office furniture, books, and copiers/printers. Strategic Business Plan Update The strategic business plan is currently being developed. 860 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Special Litigation Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - FY 2008-09 REVISED RESTATED BUDGET $ - $ - FY 2009-10 BUDGET TARGET $ - $ - FY 2009-10 TENTATIVE OPERATING BUDGET BASE ADJUSTMENTS: Create Special Litigation Department $ - $ - $ Subtotal $ 1,979,828 1,979,828 $ $ - $ 1,979,828 EXPENDITURES $ 156,000 156,000 156,000 $ $ $ - 2,135,828 $ - FY 2009-10 ADOPTED OPERATING BUDGET REVENUE NON-OPERATING NON-OPERATING 0001 Create Special Litigation Department $ Subtotal $ $ FY 2009-10 ADOPTED NON-OPERATING BUDGET $ FY 2009-10 TOTAL ADOPTED BUDGET 861 Maricopa County Annual Business Strategies FY 2009-10 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 Office will utilize interactive web-based technology to meet the demands of school districts for more efficient and effective service delivery. Status: The Superintendent of Schools Office currently is using the Vision’s Software system to meet the demands. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 2,702,036 2,702,036 $ 2,840,627 2,840,627 $ 2,840,627 2,840,627 $ 2,032,213 2,032,213 $ 99AS - ADMINISTRATIVE SERVICES FSAC - FINANCIAL SERVICES $ - $ 50 50 $ 50 50 $ 16 16 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ (813,845) $ (813,845) - $ - $ TOTAL PROGRAMS $ USES 37SC - EDUCATION $ PBIN - PUBLIC INFORMATION SERVICES EDSU - SCHOOL DISTRICT SUPPORT ADOPTED VS REVISED VARIANCE % 3,144,745 3,144,745 $ 304,118 304,118 10.7% 10.7% $ 50 $ 50 - 0.0% 0.0% 11,766 11,766 $ - $ - - 0.0% 0.0% 1,888,191 $ 2,840,677 $ 2,840,677 $ 2,043,995 $ 3,144,795 $ 304,118 10.7% 3,234,660 141,309 3,093,351 $ 6,318,103 153,645 6,164,458 $ 6,318,103 153,645 6,164,458 $ 4,838,617 134,592 4,704,025 $ 3,674,387 121,986 3,552,401 $ 2,643,716 31,659 2,612,057 41.8% 20.6% 42.4% 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 588,155 23,415 473,256 22,793 59,305 9,386 $ 648,720 24,589 542,234 22,588 57,724 1,585 $ 648,720 24,589 542,234 22,588 57,724 1,585 $ 600,166 22,746 493,489 22,476 60,931 524 $ 668,431 $ 25,395 558,892 23,394 59,165 1,585 (19,711) (806) (16,658) (806) (1,441) - 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 39,487 39,487 $ 32,741 32,741 $ 392,302 359,561 32,741 $ 14,628 14,628 $ 9,786 9,786 $ 382,516 359,561 22,955 97.5% 100.0% 70.1% TOTAL PROGRAMS $ 3,862,302 $ 6,999,564 $ 7,359,125 $ 5,453,411 $ 4,352,604 $ 3,006,521 40.9% 862 -3.0% -3.3% -3.1% -3.6% -2.5% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ (76,601) $ 360,280 283,679 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 687,074 687,074 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 96,049 821,389 917,438 TOTAL SOURCES $ 1,888,191 $ $ $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ OTHER FINANCING USES 0880 - TRANSFERS OUT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE 1,137,019 190,056 1,327,075 100,245 50 100,295 $ 1,413,307 1,413,307 $ 2,840,677 FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2008-09 REVISED $ $ $ $ $ $ 1,413,307 1,413,307 $ 2,840,677 $ 146,972 $ 3,574 4,762 (558,815) 558,817 155,310 $ 189,623 4,322 2,500 196,445 $ $ SUBTOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ 987,253 328,607 3,610 31,702 799,072 140,751 9,488 82,680 500 2,383,663 - $ $ $ SUBTOTAL $ 10,031 10,031 TOTAL USES $ 3,862,302 1,662,126 113,381 16,648 565,528 12,075 110,000 2,479,758 189,623 4,322 2,500 196,445 FY 2009-10 ADOPTED 722,879 115,427 838,306 $ $ 33,416 385,011 418,427 $ 9,862 777,400 787,262 $ 2,043,995 FY 2008-09 REVISED 1,662,126 113,381 16,648 565,528 12,075 110,000 2,479,758 16,848 98,608 326,424 4,740 12,539 500,550 424,038 35,661 86,806 1,506,214 100,245 50 100,295 $ FY 2008-09 ADOPTED 1,599,434 19,230 553,874 18,209 2,190,747 1,137,019 190,056 1,327,075 FY 2008-09 FORECAST $ $ $ $ $ $ $ $ 1,346,814 328,607 3,610 31,702 799,072 140,751 9,488 82,680 500 2,743,224 1,881,148 1,881,148 $ $ $ $ 35,000 23,550 58,550 $ 6,999,564 1,418,980 30,836 18,838 479,726 8,789 36,668 1,993,837 125,650 3,107 832 129,589 $ $ 234,960 105,050 340,010 $ $ $ (70,753) 755,576 684,823 -6.2% 397.6% 51.6% 134,715 105,000 239,715 134.4% 210000.0% 239.0% -43.9% -43.9% 10.7% $ $ (620,420) (620,420) $ 3,144,795 $ 304,118 FY 2009-10 ADOPTED $ $ $ $ $ $ 88,893 323,043 1,202 16,155 728,996 163,679 7,547 92,610 168 1,422,293 1,881,148 1,881,148 $ $ $ $ 35,000 23,550 58,550 $ 7,359,125 863 1,066,266 945,632 2,011,898 792,887 792,887 FY 2008-09 FORECAST $ ADOPTED VS REVISED VARIANCE % ADOPTED VS REVISED VARIANCE % 1,516,662 $ 16,648 520,768 12,075 (293,040) 293,040 2,066,153 $ 346,259 18,928 365,187 $ $ 145,464 113,381 44,760 293,040 (183,040) 413,605 8.8% 100.0% 0.0% 7.9% 0.0% 0.0% -166.4% 16.7% (156,636) (14,606) 2,500 (168,742) -82.6% -337.9% 100.0% 0.0% 0.0% -85.9% 969,409 (11,723) 2,610 22,955 (49,239) (43,630) (6,318) (49,144) 834,920 72.0% -3.6% 72.3% 72.4% -6.2% -31.0% -66.6% -59.4% 0.0% 30.4% $ $ 377,405 340,330 1,000 8,747 848,311 184,381 15,806 131,824 500 1,908,304 1,881,148 1,881,148 $ $ - $ $ 1,881,148 1,881,148 100.0% 100.0% $ $ 12,960 12,960 $ $ 26,544 26,544 $ 35,000 10,590 45,590 100.0% 45.0% 77.9% $ 5,453,411 $ 4,352,604 $ 3,006,521 40.9% $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING NON-RECURRING $ FY 2008-09 ADOPTED $ $ 110,000 110,000 $ $ $ $ 1,027,019 1,027,019 805,762 805,762 $ $ $ FUND TOTAL SOURCES $ 103,315 103,315 795 COUNTY SCHOOL INDIRECT COST OPERATING $ FUND TOTAL SOURCES $ 715 SCHOOL GRANT OPERATING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING $ $ 828,091 828,091 $ FUND TOTAL SOURCES $ - $ $ $ FUND TOTAL SOURCES $ 96,501 96,501 $ FUND TOTAL SOURCES $ FY 2008-09 FORECAST 828,091 828,091 669 SMALL SCHOOL SERVICE OPERATING $ FUND TOTAL SOURCES $ 244,473 244,473 FY 2008-09 REVISED 828,091 828,091 $ $ 605,959 $ 590 606,549 $ 110,000 110,000 $ $ 140,872 $ 140,872 $ 104,204 104,204 $ $ (5,796) (5,796) -5.3% -5.3% $ $ 1,027,019 1,027,019 $ $ 588,280 $ 588,280 $ 962,062 962,062 $ $ (64,957) (64,957) -6.3% -6.3% 792,887 792,887 $ $ 792,887 792,887 $ $ 591,274 $ 591,274 $ 792,887 792,887 $ $ - 0.0% 0.0% $ $ 82,680 82,680 $ $ 82,680 82,680 $ $ 78,735 $ 78,735 $ 102,240 $ 102,240 $ 19,560 19,560 23.7% 23.7% 638,140 638,140 $ $ - $ $ - $ $ 38,285 $ 38,285 $ 355,311 $ 355,311 $ 355,311 355,311 2,043,405 $ 3,144,795 $ 304,118 DEPARTMENT OPERATING TOTAL SOURCES $ 1,888,191 $ 2,840,677 $ 2,840,677 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ - $ - $ - $ DEPARTMENT TOTAL SOURCES $ 1,888,191 $ 2,840,677 $ 2,840,677 $ FY 2007-08 ACTUAL 100 GENERAL OPERATING ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED FY 2008-09 ADOPTED FY 2008-09 REVISED 590 $ 2,043,995 $ FY 2008-09 FORECAST - - $ $ - 3,144,795 $ 304,118 FY 2009-10 ADOPTED 0.0% 0.0% 10.7% 10.7% ADOPTED VS REVISED VARIANCE % $ FUND TOTAL USES $ 2,272,739 2,272,739 $ $ 2,320,833 2,320,833 $ $ 2,320,833 2,320,833 $ $ 2,084,572 $ 2,084,572 $ 2,035,900 $ 2,035,900 $ 284,933 284,933 12.3% 12.3% $ FUND TOTAL USES $ - $ $ 110,000 110,000 $ $ 110,000 110,000 $ $ 85,079 $ 85,079 $ 104,204 $ 104,204 $ 5,796 5,796 5.3% 5.3% $ 1,011,026 1,011,026 $ $ 1,027,016 1,144,561 2,171,577 $ $ 1,027,016 785,000 1,812,016 $ FUND TOTAL USES $ $ 608,091 $ 608,091 $ 962,062 $ 962,062 $ 64,954 1,144,561 1,209,515 6.3% 100.0% 55.7% $ FUND TOTAL USES $ 497,470 497,470 $ $ 792,887 792,887 $ $ 792,887 792,887 $ $ 703,822 $ 703,822 $ 792,887 792,887 $ $ - 0.0% 0.0% $ FUND TOTAL USES $ 795 COUNTY SCHOOL INDIRECT COST OPERATING $ NON-RECURRING FUND TOTAL USES $ 81,067 81,067 $ $ 82,680 82,680 $ $ 82,680 82,680 $ $ 90,699 $ 90,699 $ 102,240 102,240 $ $ (19,560) (19,560) -23.7% -23.7% - $ - $ 1,881,148 1,881,148 $ 1,881,148 1,881,148 $ $ $ - $ 1,881,148 1,881,148 $ 355,311 $ 355,311 $ (355,311) 1,881,148 1,525,837 0.0% 100.0% 81.1% 669 SMALL SCHOOL SERVICE OPERATING 715 SCHOOL GRANT OPERATING NON-RECURRING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING DEPARTMENT OPERATING TOTAL USES $ 3,862,302 $ 4,333,416 $ 4,333,416 $ 3,572,263 $ DEPARTMENT NON-RECURRING TOTAL USES $ - $ 2,666,148 $ 3,025,709 $ 1,881,148 $ - $ 3,025,709 100.0% DEPARTMENT TOTAL USES $ 3,862,302 $ 6,999,564 $ 7,359,125 $ 5,453,411 $ 4,352,604 $ 3,006,521 40.9% 4,352,604 $ (19,188) -0.4% Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 370 - SUPERINTENDENT OF SCHOOLS ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL EDUCATION PUBLIC INFORMATION SERVICES SCHOOL DISTRICT SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.25 2.90 0.25 0.90 4.30 0.25 2.90 0.25 0.90 4.30 0.25 1.90 0.25 0.90 3.30 0.25 1.90 0.25 0.90 3.30 (1.00) (1.00) 0.00% -34.48% 0.00% 0.00% -23.26% - 0.00% 0.00% 0.00% 0.00% 0.00% 2.50 30.20 32.70 37.00 2.50 30.20 32.70 37.00 2.50 30.20 32.70 36.00 1.50 30.20 31.70 35.00 (1.00) (1.00) (2.00) -40.00% 0.00% -3.06% -5.41% (1.00) (1.00) (1.00) -40.00% 0.00% -3.06% -2.78% 864 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 370 - SUPERINTENDENT OF SCHOOLS Executive Assistant Accounting Specialist Human Resources Specialist Office Assistant Office Assistant Specialized Admin/Operations Specialist Elected Chief Deputy - Schools Financial Supervisor - Dept Administrative Staff Supv Operations/Program Supervisor IT Operations Manager Operations/Program Manager Management Analyst Program Coordinator Trainer Database Report Writer Analyst Programmer/Analyst Systems/Network Administrator PC/LAN Tech Support Deptartment Total 1.00 5.00 1.00 2.00 8.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 37.00 FY 2008-09 REVISED FY 2008-09 FORECAST 1.00 5.00 1.00 2.00 8.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 37.00 5.00 1.00 2.00 8.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 36.00 FY 2009-10 ADOPTED 5.00 1.00 1.00 8.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 35.00 REVISED VS ADOPTED VARIANCE % (1.00) (1.00) 2.00 (2.00) 1.00 (1.00) (2.00) -100.00% 0.00% 0.00% -50.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -66.67% 0.00% 50.00% -100.00% 0.00% 0.00% -5.41% FORECAST VS ADOPTED VARIANCE % .00 .00 .00 (1.00) .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 (1.00) 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -2.78% Staffing by Fund FULL TIME EQUIVALENT (FTE) FY 2008-09 ADOPTED 370 - SUPERINTENDENT OF SCHOOLS 100 - GENERAL 715 - SCHOOL GRANT 795 - COUNTY SCHOOL INDIRECT COST DEPARTMENT TOTAL 30.00 7.00 37.00 FY 2008-09 REVISED FY 2008-09 FORECAST 30.00 7.00 37.00 30.00 6.00 36.00 FY 2009-10 ADOPTED 27.00 6.00 2.00 35.00 REVISED VS ADOPTED VARIANCE % (3.00) (1.00) 2.00 (2.00) -10.00% -14.29% -5.41% FORECAST VS ADOPTED VARIANCE % (3.00) 2.00 (1.00) -10.00% 0.00% -2.78% General Adjustments Budget Balancing: Reduction to the General Fund in the amount of $245,496 for reductions in supplies and services and shifting expenditures to other special revenue funds. Fund Shift: The Superintendent of Schools Office is transferring two positions totaling $116,361 from the General Fund to the County School Indirect Cost Fund. 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. 865 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools 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. FY 2008 Actual 90.0% FY 2009 Revised 90.0% 90.0% 90.0% 92.0% 2.0% 2.2% Percent of customers who report overall good/excellent service on the elections satisfaction survey 90.0% 90.0% 92.0% 2.0% 2.2% Percent of Home School families who reported on the annual survey satisfied / very satisfied with the services provided by the Home School Division. Percent of Home School families who reported on the annual survey satisfied / very satisfied with the private/Home School information packet 93.7% 95.0% 95.0% 0.0% 0.0% 100.0% 95.0% 100.0% 5.0% 5.3% Activities that comprise this program include: • Public Information Services Activity FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% 2.0% 2.2% • School District Support Activity 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. Measure Type Result Result Output Output Output Demand Efficiency Expenditure Measure Description 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 Number of Home School families responding to annual survey Number of Private/Home School Information packets provided Number of school and education related information processed Number of inquiries for school and education related information required Cost per inquiry $ 100 - GENERAL TOTAL USES $ $ FY 2008 Actual 93.7% FY 2009 Revised 95.0% 100.0% 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 95.0% 0.0% 0.0% 100.0% 5.0% 5.3% 95 10 95 85 143 400 400 - 0.0% 1,144,083 838,984 838,984 - 0.0% 1,144,083 838,984 838,984 - 0.0% 0.12 $ 0.18 $ 0.15 $ 141,309 $ 141,309 $ 153,645 $ 153,645 $ 121,986 $ 121,986 $ 0.04 (31,659) (31,659) 850.0% -20.6% -20.6% -20.6% Activity Narrative: The FY 2009-10 budget supports the Superintendent of Schools Office in meeting 100% of the demand. 866 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools 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. Measure Type Result Result Result Output Output Output Output Output Output 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 Dollar cost per election coordinated FY 2008 Actual 90.0% FY 2009 Revised 90.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% 0.0% 0.0% 90.0% 90.0% 90.0% 0.0% 0.0% 90.0% 90.0% 90.0% 0.0% 0.0% - 10 10 - 0.0% - 5 5 - 0.0% - 20 20 - 0.0% 51 54 35 (19) 2,228 1,294 1,294 166 51 92 54 92 35 (19) 0.0% 0.0% -35.2% $ 60,653.94 $ 114,156.63 $ 101,497.17 $ 100 - GENERAL $ 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST TOTAL SOURCES $ 244,473 $ 828,041 $ 110,000 1,027,019 792,887 82,680 2,840,627 $ 828,041 $ 104,204 962,062 792,887 102,240 355,311 3,144,745 $ (5,796) (64,957) 19,560 355,311 304,118 0.0% -5.3% -6.3% 0.0% 23.7% 0.0% 12.1% 1,488,163 $ 110,000 1,809,580 792,887 82,680 1,881,148 6,164,458 $ 1,238,133 $ 104,204 959,626 792,887 102,240 355,311 3,552,401 $ 250,030 5,796 849,954 (19,560) 1,525,837 2,612,057 16.8% 5.3% 47.0% 0.0% -23.7% 81.1% 126.5% 910,346 805,762 103,315 638,140 2,702,036 $ 12,659.46 -35.2% -11.1% Expenditure 100 - GENERAL $ 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - COUNTY SCHOOL INDIRECT COST TOTAL USES $ 1,503,788 $ 1,011,026 497,470 81,067 3,093,351 $ Activity Narrative: The FY 2009-10 budget supports the Superintendent of Schools Office in meeting 100% of the demand. 867 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,320,833 $ 828,091 FY 2008-09 REVISED BUDGET $ 2,320,833 $ 828,091 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 57,233 $ - $ $ Subtotal $ 5,626 8,626 14,252 $ - $ 2,392,318 $ 828,091 $ $ (116,361) $ (116,361) $ - $ $ (245,496) $ (245,496) $ - $ (15,082) $ (1,911) (16,993) $ - MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase Rent Increase FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING Reorganization, reduction in supplies and services, and shifting expenditures to other special revenue funds Subtotal Fund Shift Transfer Two Positions to Fund 795 Subtotal Pay Off Capital Leases and Other Debt 08-Desktop Refresh Program 08-Laptop Refresh Program Subtotal OTHER BASE ADJUSTMENTS Additional Funding for Deputy Superintendent Position Personnel Savings to 3% Subtotal FY 2009-10 TOTAL ADOPTED BUDGET $ $ $ $ 14,000 8,432 22,432 $ - $ 2,035,900 $ 828,091 Small Schools Fund (669) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 110,000 $ 110,000 FY 2008-09 REVISED BUDGET $ 110,000 $ 110,000 FY 2009-10 BUDGET TARGET $ 110,000 $ 110,000 BASE ADJUSTMENTS: Revenue/Expense Reduction to equal FY 09 Amount $ Subtotal $ FY 2009-10 TOTAL ADOPTED BUDGET $ 868 (5,796) $ (5,796) $ 104,204 $ (5,796) (5,796) 104,204 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Small Schools Fund (669) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ - $ - $ - $ - $ 19,793 Beginning Unreserved/Undesignated Fund Balance $ - $ - $ - $ - $ 19,793 Sources: Operating Total Sources: $ $ - $ $ 110,000 110,000 $ $ 110,000 110,000 $ $ 104,872 104,872 $ $ 104,204 104,204 Uses: Operating Total Uses: $ $ - $ $ 110,000 110,000 $ $ 110,000 110,000 $ $ 85,079 85,079 $ $ 104,204 104,204 Operating Balance $ - $ - $ - $ 19,793 $ - Ending Unreserved/Undesignated Fund Balance $ - $ - $ - $ 19,793 $ 19,793 Ending Unreserved Fund Balance $ - $ - $ - $ 19,793 $ 19,793 Grant Fund (715) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,027,016 $ 1,027,019 FY 2008-09 REVISED BUDGET $ 1,027,016 $ 1,027,019 FY 2009-10 BUDGET TARGET $ 1,027,016 $ 1,027,019 BASE ADJUSTMENTS: Grant Reductions $ Subtotal $ FY 2009-10 TOTAL ADOPTED BUDGET (64,954) $ (64,954) $ $ 962,062 (64,957) (64,957) $ 962,062 Grant Fund (715) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 822,217 $ 1,004,008 $ 1,004,008 $ (92,302) $ (112,113) Beginning Unreserved/Undesignated Fund Balance $ 822,217 $ 1,004,008 $ 1,004,008 $ (92,302) $ (112,113) Sources: Operating Total Sources: $ $ 96,501 96,501 $ $ 1,027,019 1,027,019 $ $ 1,027,019 1,027,019 $ $ 588,280 588,280 $ $ 962,062 962,062 $ 1,011,026 1,011,026 $ $ $ 608,091 608,091 $ $ 1,027,016 1,144,561 2,171,577 $ $ 1,027,016 785,000 1,812,016 $ 962,062 962,062 (914,525) $ 3 $ 3 $ (19,811) $ - $ - $ - $ $ - Uses: Operating Non-Recurring Total Uses: $ Operating Balance $ Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance $ (92,302) $ 219,011 $ (140,550) $ (112,113) $ (112,113) Ending Unreserved Fund Balance $ (92,302) $ 219,011 $ (140,550) $ (112,113) $ (112,113) 6 869 - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. Transportation Fund (780) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 792,887 $ 792,887 FY 2008-09 REVISED BUDGET $ 792,887 $ 792,887 FY 2009-10 BUDGET TARGET $ 792,887 $ 792,887 FY 2009-10 TOTAL ADOPTED BUDGET $ 792,887 $ 792,887 Transportation Fund (780) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 157,457 $ 261,531 $ 261,531 $ 465,748 $ 353,200 Beginning Unreserved/Undesignated Fund Balance $ 157,457 $ 261,531 $ 261,531 $ 465,748 $ 353,200 Sources: Operating Total Sources: $ $ 805,762 805,762 $ $ 792,887 792,887 $ $ 792,887 792,887 $ $ 591,274 591,274 $ $ 792,887 792,887 Uses: Operating Total Uses: $ $ 497,470 497,470 $ $ 792,887 792,887 $ $ 792,887 792,887 $ $ 703,822 703,822 $ $ 792,887 792,887 Operating Balance $ 308,292 $ - $ - $ (112,548) $ - Ending Unreserved/Undesignated Fund Balance $ 465,748 $ 261,531 $ 261,531 $ 353,200 $ 353,200 Ending Unreserved Fund Balance $ 465,748 $ 261,531 $ 261,531 $ 353,200 $ 353,200 Communication Fund (782) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 82,680 $ 82,680 FY 2008-09 REVISED BUDGET $ 82,680 $ 82,680 FY 2009-10 BUDGET TARGET $ 82,680 $ 82,680 $ Subtotal $ 19,560 19,560 $ $ 19,560 19,560 $ 102,240 $ 102,240 BASE ADJUSTMENTS: Contract Cost Adjustment FY 2009-10 ADOPTED BUDGET 870 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools Communication Fund (782) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 32,232 $ 49,093 $ 49,093 $ 54,481 $ 42,517 Beginning Unreserved/Undesignated Fund Balance $ 32,232 $ 49,093 $ 49,093 $ 54,481 $ 42,517 Sources: Operating Total Sources: $ $ 103,315 103,315 $ $ 82,680 82,680 $ $ 82,680 82,680 $ $ 78,735 78,735 $ $ 102,240 102,240 Uses: Operating Total Uses: $ $ 81,067 81,067 $ $ 82,680 82,680 $ $ 82,680 82,680 $ $ 90,699 90,699 $ $ 102,240 102,240 Operating Balance $ 22,248 $ - $ - $ (11,964) $ - Ending Unreserved/Undesignated Fund Balance $ 54,481 $ 49,093 $ 49,093 $ 42,517 $ 42,517 Ending Unreserved Fund Balance $ 54,481 $ 49,093 $ 49,093 $ 42,517 $ 42,517 County School Indirect Cost (795) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ - $ - FY 2008-09 REVISED BUDGET $ - $ - FY 2009-10 BUDGET TARGET $ - $ - BASE ADJUSTMENTS: BUDGET BALANCING Fund Shift Accounting Specialist Position Office Assistant Specialized Position Allocation for Personal Services Support Transfer from General Fund for Indirect Cost Recovery $ 62,330 47,488 245,493 $ - Subtotal $ 355,311 $ 355,311 355,311 $ 355,311 $ 355,311 FY 2009-10 TOTAL ADOPTED BUDGET 871 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superintendent of Schools County School Indirect Cost (795) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 1,244,317 $ 1,881,148 $ 1,881,148 $ 1,882,457 $ 39,594 Beginning Unreserved/Undesignated Fund Balance $ 1,244,317 $ 1,881,148 $ 1,881,148 $ 1,882,457 $ 39,594 Sources: Operating Total Sources: $ $ 638,140 638,140 $ $ - $ $ - $ $ 38,285 38,285 $ $ 355,311 355,311 $ $ $ 1,881,148 1,881,148 $ $ 1,881,148 1,881,148 $ $ 1,881,148 1,881,148 $ $ - $ 355,311 355,311 Operating Balance $ 638,140 $ - $ - $ 38,285 $ - Accounting Adjustments $ - $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 1,882,457 $ - $ - $ 39,594 $ 39,594 Ending Unreserved Fund Balance $ 1,882,457 $ - $ - $ 39,594 $ 39,594 Uses: Operating Non Recurring Non Project Total Uses: Note: FY 2009-10 beginning fund balance was increased by $1,274,936 after the FY 2009-10 budget was adopted. 872 Maricopa County Annual Business Strategies FY 2009-10 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 and Maricopa County Justice Courts is to provide justice to litigants, defendants, victims, and the public so that they can obtain legal resolution that is timely, fair, and impartial. Vision The Superior Court of Arizona in Maricopa County and the Maricopa County Justice Courts are committed to continually striving to improve services through innovation and better business practices to resolve disputes and design programs that address family, civil, and criminal issues fairly and without undue delay. We are committed to be the best at what we do, whether providing a judicial forum or specific customer-centered programs and how to position ourselves to anticipate change, rather than react to it. Strategic Goals Under Development Note: On July 1, 2008, the Arizona Supreme Court issued Administrative Order No. 2008 – 59 separating Justice Courts from the Superior Court. Since this time, Superior Court has remained committed to improving case processing through process improvements and re-engineering in order to provide swift and fair justice for the citizens of Maricopa County. The Superior Court has not formally submitted strategic goals but these will be developed during the strategic planning update process for FY 2010-11. 873 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 80CV - CIVIL JUSTICE CVAD - GENERAL CIVIL ADJUDICATION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 3,268,771 3,268,771 $ 2,972,400 2,972,400 $ 2,972,400 2,972,400 $ 3,498,683 3,498,683 $ 3,536,119 3,536,119 $ 563,719 563,719 19.0% 19.0% 80OS - COURT OPERATIONS SUPPORT CSEC - COURT SECURITY CINT - COURT INTERPRETATION JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH $ 2,898,072 729,499 500 843,686 70,696 1,253,691 $ 2,707,024 925,662 500 487,322 65,040 1,228,500 $ 2,707,024 925,662 500 487,322 65,040 1,228,500 $ 2,794,548 589,987 164 706,359 58,165 1,439,873 $ 2,777,724 548,601 500 935,083 65,040 1,228,500 $ 70,700 (377,061) 447,761 - 2.6% -40.7% 0.0% 91.9% 0.0% 0.0% 80CJ - CRIMINAL JUSTICE CPAD - CAPITAL ADJUDICATION FELA - GENERAL FELONY ADJUDICATION $ 2,375,410 168,715 2,206,695 $ 2,876,780 187,139 2,689,641 $ 2,876,780 187,139 2,689,641 $ 2,797,062 147,869 2,649,193 $ 2,938,356 187,628 2,750,728 $ 80FA - FAMILY ADJUDICATION FPST - FAMILY POST DECREE FPRE - FAMILY PRE DECREE $ 3,621,634 673,843 2,947,791 $ 5,084,948 2,251,758 2,833,190 $ 5,084,948 2,251,758 2,833,190 $ 3,704,303 1,126,396 2,577,907 $ 4,440,344 1,669,158 2,771,186 $ (644,604) (582,600) (62,004) -12.7% -25.9% -2.2% 80JJ - JUVENILE JUSTICE JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ 897,790 90,299 807,491 $ 1,196,607 170,148 1,026,459 $ 1,196,607 170,148 1,026,459 $ 979,891 110,450 869,441 $ 1,341,113 280,534 1,060,579 $ 144,506 110,386 34,120 12.1% 64.9% 3.3% 80MH - MENTAL HEALTH COURT MENT - MENTAL HEALTH $ - $ 48,000 48,000 $ 48,000 48,000 $ 16,000 16,000 $ 48,000 48,000 $ - 0.0% 0.0% 80PC - PROBATE COURT EPTA - ESTATE PROB AND TRUST ADMIN $ 411,762 411,762 $ 450,944 450,944 $ 450,944 450,944 $ 439,197 439,197 $ 450,847 450,847 $ 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 25,076 12 25,000 64 $ 201,295 42,360 500 157,935 500 $ 201,295 42,360 500 157,935 500 $ 11,220 2,362 164 8,606 88 $ 5,500 4,500 500 500 $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT $ 66,917 66,917 $ - $ - $ 135,166 135,166 $ - $ - 0.0% 0.0% 99IT - INFORMATION TECHNOLOGY DESK - DESKTOP SUPPORT $ 1,325,698 1,325,698 $ 1,296,000 1,296,000 $ 1,296,000 1,296,000 $ 1,479,754 1,479,754 $ 1,296,000 1,296,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 14,891,130 $ 16,833,998 $ 16,833,998 $ 15,855,824 $ 16,834,003 $ 5 0.0% $ 6,355,412 6,355,412 $ 6,486,208 6,486,208 $ 6,486,208 6,486,208 $ 6,410,657 6,410,657 $ 6,655,599 6,655,599 $ (169,391) (169,391) -2.6% -2.6% 80OS - COURT OPERATIONS SUPPORT CSEC - COURT SECURITY CINT - COURT INTERPRETATION CTRN - COURT TRANSLATION INDG - INDIGENT DEFENSE REIMBURSE JURR - JURORS OCRK - OFFICIAL COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH $ 24,378,411 6,697,891 3,409,489 431,164 5,457,596 4,477,323 3,904,948 $ 22,095,095 6,566,293 2,850,817 292,602 2,942 4,519,389 4,013,672 3,849,380 $ 22,258,895 6,566,293 2,850,817 292,602 2,942 4,169,389 4,212,472 4,164,380 $ 23,379,682 6,436,664 3,195,364 1,218,087 804 4,995,357 3,999,483 3,533,923 $ 20,672,589 6,131,979 3,069,563 381,737 4,225,025 3,277,038 3,587,247 $ 1,586,306 434,314 (218,746) (89,135) 2,942 (55,636) 935,434 577,133 7.1% 6.6% -7.7% -30.5% 100.0% -1.3% 22.2% 13.9% 80CJ - CRIMINAL JUSTICE CPAD - CAPITAL ADJUDICATION FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION $ 16,142,517 500,137 676,218 14,966,162 $ 17,061,697 565,228 691,445 15,805,024 $ 17,061,697 565,228 691,445 15,805,024 $ 16,454,020 434,324 627,311 15,392,385 $ 15,910,096 473,863 648,224 14,788,009 $ 1,151,601 91,365 43,221 1,017,015 6.7% 16.2% 6.3% 6.4% 80FA - FAMILY ADJUDICATION FPST - FAMILY POST DECREE FPRE - FAMILY PRE DECREE $ 13,168,759 3,137,704 10,031,055 $ 13,787,821 3,667,469 10,120,352 $ 13,851,821 3,667,469 10,184,352 $ 12,843,835 3,330,780 9,513,055 $ 11,358,504 3,228,537 8,129,967 $ 2,493,317 438,932 2,054,385 18.0% 12.0% 20.2% 80JJ - JUVENILE JUSTICE JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD $ 8,285,143 4,388,325 3,896,818 $ 8,402,577 4,226,314 4,176,263 $ 8,402,577 4,226,314 4,176,263 $ 7,964,605 4,108,396 3,856,209 $ 8,149,556 4,152,069 3,997,487 $ 253,021 74,245 178,776 3.0% 1.8% 4.3% 950,804 950,804 $ 1,024,088 1,024,088 $ 1,024,088 1,024,088 $ 944,309 944,309 $ 974,788 974,788 $ 49,300 49,300 4.8% 4.8% 2,058,995 2,058,995 $ 2,006,517 2,006,517 $ 2,006,517 2,006,517 $ 1,815,795 1,815,795 $ 1,907,214 1,907,214 $ 99,303 99,303 4.9% 4.9% 541,073 336,099 204,974 $ 541,073 336,099 204,974 $ 535,588 330,783 204,805 $ 474,284 336,099 138,185 $ 66,789 66,789 12.3% 0.0% 32.6% 6,116,584 471,143 3,023,812 302,050 1,838,773 480,806 $ 783,255 (285,264) 413,537 48,573 612,944 (6,535) 11.4% -153.5% 12.0% 13.9% 25.0% -1.4% 394,828 394,828 $ 1,482,987 1,767,316 (284,329) 79.0% 100.0% -257.3% USES 80CV - CIVIL JUSTICE CVAD - GENERAL CIVIL ADJUDICATION 80MH - MENTAL HEALTH COURT MENT - MENTAL HEALTH $ 80PC - PROBATE COURT EPTA - ESTATE PROB AND TRUST ADMIN 80TA - TAX ADJUDICATION LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ $ $ 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT TOTAL PROGRAMS $ 517,020 318,603 198,417 7,997,974 189,784 4,849,008 354,219 2,139,305 465,658 120,480 120,480 $ $ $ 6,899,839 185,879 3,437,349 350,623 2,451,717 474,271 $ 6,899,839 185,879 3,437,349 350,623 2,451,717 474,271 $ 6,206,495 194,257 3,184,350 353,764 2,035,929 438,195 110,499 110,499 $ 1,877,815 1,767,316 110,499 $ 1,969,176 1,767,316 201,860 $ $ 61,576 489 61,087 (97) (97) 2.1% 0.3% 2.3% 0.0% 0.0% (195,795) -97.3% (37,860) -89.4% (500) -100.0% (157,435) -99.7% 0.0% $ 4,970,852 2,133,856 1,512,028 796,415 528,553 $ 5,962,275 2,389,572 1,934,698 1,028,038 609,967 $ 6,637,275 2,959,572 1,934,698 1,133,038 609,967 $ 4,302,128 1,525,683 1,417,105 831,464 527,876 $ 4,752,554 1,922,661 1,886,889 373,251 569,753 $ 1,884,721 1,036,911 47,809 759,787 40,214 28.4% 35.0% 2.5% 67.1% 6.6% $ 84,946,367 $ 84,377,689 $ 87,047,805 $ 82,826,290 $ 77,366,596 $ 9,681,209 11.1% 874 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,431,105 854,968 2,286,073 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,135,940 10,083,485 12,219,425 $ $ SUBTOTAL $ FY 2008-09 REVISED 2,012,717 2,012,717 $ $ $ 2,664,643 11,915,911 14,580,554 2,933 2,933 $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 318,970 63,729 382,699 $ ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS 2,012,717 2,012,717 $ $ $ 2,664,643 11,915,911 14,580,554 2,900 2,900 $ $ $ $ 85,527 152,300 237,827 14,891,130 $ 14,891,130 $ $ FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2008-09 FORECAST 1,336,751 1,336,751 $ $ $ 2,582,467 11,731,014 14,313,481 2,900 2,900 $ $ $ $ 85,527 152,300 237,827 16,833,998 $ 16,833,998 $ $ FY 2008-09 ADOPTED 56,233,262 $ 367,369 163,287 17,760,254 276,753 (3,895,778) 1,174,281 72,079,428 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 1,905,503 4,839 405,546 2,315,888 $ 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 SUBTOTAL $ 5,778,666 744,813 762,247 82,801 850,667 465,834 144,502 140,201 794,282 40,431 9,804,444 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 133,437 27,956 585,214 746,607 $ TOTAL USES $ 84,946,367 $ $ FY 2009-10 ADOPTED 2,012,724 2,012,724 $ $ $ 2,852,643 11,800,611 14,653,254 2,788 2,788 $ $ 2,900 2,900 $ $ $ $ 85,525 79,600 165,125 $ $ 163,398 39,406 202,804 16,833,998 $ 15,855,824 $ 16,834,003 $ 5 0.0% 16,833,998 $ 15,855,824 $ 16,834,003 $ 5 0.0% $ FY 2008-09 REVISED 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 $ FY 2008-09 FORECAST 55,897,193 $ 442,261 139,447 18,598,361 1,285,494 (11,388,614) 8,038,249 73,012,391 $ 2,055,947 3,250 2,059,197 $ 4,380,152 324,000 1,345,248 300,562 935,057 1,767,316 441,929 197,583 68,219 378,371 36,000 10,174,437 $ $ $ $ $ 704,649 1,097,131 1,801,780 $ 87,047,805 875 ADOPTED VS REVISED % $ $ $ 1,713,598 9,406 1,723,004 $ 6,413,035 477,641 442,394 449,007 908,103 1,767,316 484,256 83,057 54,509 347,092 43,595 11,470,005 $ $ $ 188,000 (115,300) 72,700 - (2) (72,700) (72,702) 52,695,465 $ 524,162 139,455 17,248,751 822,546 (13,572,091) 8,503,753 66,362,041 $ 7.5% -398.5% 0.0% 6.8% (111,321) (253,296) 154,253 195,621 (72,559) 1,767,316 2,791 92,731 32,800 40,526 (9,600) 1,839,262 -2.5% -78.2% 11.5% 65.1% -7.8% 100.0% 0.6% 46.9% 48.1% 10.7% -26.7% 18.1% 100.0% 0.0% 0 58.3% 11.1% $ $ $ 704,649 346,126 1,050,775 $ 9,681,209 $ $ $ 82,826,290 $ 77,366,596 0.0% -47.7% -30.6% 153,772 (12,950) 140,822 4,491,473 577,296 1,190,995 104,941 1,007,616 439,138 104,852 35,419 337,845 45,600 8,335,175 751,005 751,005 0.0% 0.0% 5.7% -18.5% 0.0% 7.3% 36.0% -19.2% -5.8% 9.1% $ $ 7.1% -1.0% 0.5% 3,201,728 (81,901) (8) 1,349,610 462,948 2,183,477 (465,504) 6,650,350 1,902,175 16,200 1,918,375 15,130 610,572 625,702 0.0% 0.0% 0.0% ADOPTED VS REVISED % FY 2009-10 ADOPTED 53,786,753 $ 334,731 122,999 17,662,734 405,716 (11,424,896) 8,119,542 69,007,579 $ 7 7 $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 1,466,693 1,466,693 $ $ 2,803,584 2,803,584 $ $ 2,803,584 2,803,584 $ $ 1,665,674 1,665,674 $ $ 2,383,080 2,383,080 $ $ 420,504 420,504 15.0% 15.0% $ $ 471,872 471,872 $ $ 433,277 433,277 $ $ 433,277 433,277 $ $ 496,120 496,120 $ $ 433,277 433,277 $ $ - 0.0% 0.0% $ $ 1,432,110 1,432,110 $ $ 2,013,717 2,013,717 $ $ 2,013,717 2,013,717 $ $ 1,336,924 1,336,924 $ $ 2,013,724 2,013,724 $ $ (7) (7) 0.0% 0.0% $ $ 411,762 411,762 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 446,743 446,743 $ $ 389,531 389,531 $ $ - 0.0% 0.0% $ $ 1,701,309 1,701,309 $ $ 1,695,930 1,695,930 $ $ 1,695,930 1,695,930 $ $ 1,505,571 1,505,571 $ $ 1,695,930 1,695,930 $ $ - 0.0% 0.0% $ $ 5,987,338 5,987,338 $ $ 5,680,313 5,680,313 $ $ 5,680,313 5,680,313 $ $ 6,316,163 6,316,163 $ $ 6,100,817 6,100,817 $ $ $ $ 992,841 992,841 $ $ 940,000 940,000 $ $ 940,000 940,000 $ $ 1,190,637 1,190,637 $ $ 940,000 940,000 $ $ - 0.0% 0.0% $ $ 1,513,772 1,513,772 $ $ 2,010,456 2,010,456 $ $ 2,010,456 2,010,456 $ $ 1,947,306 1,947,306 $ $ 2,010,454 2,010,454 $ $ 2 2 0.0% 0.0% $ $ 466,007 466,007 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 504,266 504,266 $ $ 445,580 445,580 $ $ - 0.0% 0.0% $ $ 121,343 121,343 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ - 0.0% 0.0% $ $ 118,247 118,247 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 139,817 139,817 $ $ 115,007 115,007 $ $ - 0.0% 0.0% $ $ 207,836 207,836 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ 14,891,130 $ 16,833,998 $ 16,833,998 $ 15,855,824 $ 16,834,003 $ (5) 0.0% DEPARTMENT TOTAL SOURCES $ 14,891,130 $ 16,833,998 $ 16,833,998 $ 15,855,824 $ 16,834,003 $ (5) 0.0% FUND TOTAL SOURCES 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL SOURCES 238 TRIAL COURTS GRANTS OPERATING FUND TOTAL SOURCES 256 PROBATE FEES OPERATING FUND TOTAL SOURCES 257 CONCILIATION COURT FEES OPERATING FUND TOTAL SOURCES 259 TRIAL COURTS SPECIAL REVENUE OPERATING FUND TOTAL SOURCES 261 LAW LIBRARY FEES OPERATING FUND TOTAL SOURCES 264 SUPERIOR COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 271 EXPEDITED CHILD SUPPORT OPERATING FUND TOTAL SOURCES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL SOURCES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL SOURCES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL SOURCES 876 (420,504) (420,504) -7.4% -7.4% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING Department Strategic Plans and Budgets Superior Court FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 71,911,618 71,911,618 $ $ 70,347,261 70,347,261 $ $ 69,997,261 69,997,261 $ $ 68,071,976 $ 68,071,976 $ 62,531,673 $ 62,531,673 $ 7,465,588 7,465,588 10.7% 10.7% $ $ $ $ 433,286 677,777 1,111,063 $ $ 433,286 433,286 $ 421,876 $ 657,949 1,079,825 $ 433,277 $ 433,277 $ 9 677,777 677,786 0.0% 100.0% 61.0% FUND TOTAL USES $ 599,249 599,249 FUND TOTAL USES $ $ 1,443,081 1,443,081 $ $ 2,013,724 2,013,724 $ $ 2,013,724 2,013,724 $ $ 1,300,677 $ 1,300,677 $ 2,013,724 2,013,724 $ $ - 0.0% 0.0% FUND TOTAL USES $ $ 321,557 321,557 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 389,524 $ 389,524 $ 389,531 389,531 $ $ - 0.0% 0.0% $ 1,585,752 1,585,752 $ 1,695,930 1,695,930 $ $ 1,695,930 64,000 1,759,930 $ $ $ 1,695,926 $ 1,695,926 $ 1,695,930 $ 1,695,930 $ 64,000 64,000 0.0% 100.0% 3.6% 5,576,488 $ 864,716 6,441,204 $ 6,100,817 $ 384,000 6,484,817 $ 823,916 $ 244,256 1,068,172 $ 238 TRIAL COURTS GRANTS OPERATING 256 PROBATE FEES OPERATING 257 CONCILIATION COURT FEES OPERATING NON-RECURRING FUND TOTAL USES 259 TRIAL COURTS SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL USES 261 LAW LIBRARY FEES OPERATING NON-RECURRING FUND TOTAL USES 264 SUPERIOR COURT FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 271 EXPEDITED CHILD SUPPORT OPERATING FUND TOTAL USES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL USES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL USES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL USES $ $ 5,780,456 5,780,456 $ 5,680,313 5,680,313 $ 854,565 854,565 $ 940,000 940,000 $ $ $ 1,734,516 1,734,516 $ $ 2,010,454 2,010,454 $ $ 340,848 340,848 $ $ $ $ 86,680 86,680 $ $ $ $ $ $ $ $ $ $ 5,680,313 1,538,516 7,218,829 940,000 559,256 1,499,256 $ $ $ $ $ (420,504) 1,154,516 734,012 -7.4% 75.0% 10.2% 940,000 $ 940,000 $ 559,256 559,256 0.0% 100.0% 37.3% 2,010,454 $ 2,010,454 $ 180,567 180,567 0.0% 100.0% 8.2% $ 2,010,454 180,567 2,191,021 $ 1,731,247 $ 180,567 1,911,814 $ 445,580 445,580 $ $ 445,580 445,580 $ $ 445,574 $ 445,574 $ 445,580 445,580 $ $ - 0.0% 0.0% $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,919 $ 115,919 $ 115,921 115,921 $ $ - 0.0% 0.0% 78,509 78,509 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 114,999 $ 114,999 $ 115,007 115,007 $ $ - 0.0% 0.0% $ $ 182,247 182,247 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,680 $ 190,680 $ 190,682 190,682 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ 84,946,367 $ 84,377,689 $ 84,027,689 $ 80,878,802 $ 76,982,596 $ 7,045,093 8.4% DEPARTMENT NON-RECURRING TOTAL USES $ - $ - $ 3,020,116 $ 1,947,488 $ 384,000 $ 2,636,116 87.3% DEPARTMENT TOTAL USES $ 84,946,367 $ 84,377,689 $ 87,047,805 $ 82,826,290 $ 77,366,596 $ 9,681,209 11.1% 877 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CIVIL JUSTICE GENERAL CIVIL ADJUDICATION PROGRAM TOTAL COURT OPERATIONS SUPPORT COURT INTERPRETATION COURT SECURITY COURT TRANSLATION JURORS OFFICIAL COURT RECORD KEEPING PUB INFO AND COMMUNITY OUTRCH PROGRAM TOTAL CRIMINAL JUSTICE CAPITAL ADJUDICATION FELONY DUI ADJUDICATION GENERAL FELONY ADJUDICATION PROGRAM TOTAL FAMILY ADJUDICATION FAMILY POST DECREE FAMILY PRE DECREE PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL JUVENILE JUSTICE JUVENILE DELINQUENCY ADJUD JUVENILE DEPENDENCY ADJUD PROGRAM TOTAL MENTAL HEALTH COURT MENTAL HEALTH PROGRAM TOTAL PROBATE COURT ESTATE PROB AND TRUST ADMIN PROGRAM TOTAL TAX ADJUDICATION LARGE RECORD TAX ADJUD SMALL RECORD TAX ADJUD PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 2.00 47.75 5.00 38.50 7.00 100.25 2.00 47.75 5.00 38.50 7.00 100.25 2.00 47.00 5.00 36.50 7.00 97.50 6.00 40.00 31.00 32.50 12.00 121.50 4.00 (7.75) 26.00 (6.00) 5.00 21.25 200.00% (16.23%) 520.00% (15.58%) 71.43% 21.20% 4.00 (7.00) 26.00 (4.00) 5.00 24.00 200.00% (14.89%) 520.00% (10.96%) 71.43% 24.62% 101.00 101.00 101.00 101.00 103.00 103.00 94.00 94.00 (7.00) (7.00) (6.93%) (6.93%) (9.00) (9.00) (8.74%) (8.74%) 36.50 146.00 3.00 13.00 50.50 47.50 296.50 36.50 146.00 3.00 13.00 50.50 47.50 296.50 36.50 146.00 3.00 13.00 53.50 46.50 298.50 36.50 139.00 3.00 13.00 42.50 41.50 275.50 (7.00) (8.00) (6.00) (21.00) 0.00% (4.79%) 0.00% 0.00% (15.84%) (12.63%) (7.08%) (7.00) (11.00) (5.00) (23.00) 0.00% (4.79%) 0.00% 0.00% (20.56%) (10.75%) (7.71%) 7.00 9.00 252.00 268.00 7.00 9.00 252.00 268.00 7.00 9.00 254.00 270.00 6.00 8.00 234.00 248.00 (1.00) (1.00) (18.00) (20.00) (14.29%) (11.11%) (7.14%) (7.46%) (1.00) (1.00) (20.00) (22.00) (14.29%) (11.11%) (7.87%) (8.15%) 58.00 155.00 213.00 58.00 155.00 213.00 55.00 153.00 208.00 54.00 125.00 179.00 (4.00) (30.00) (34.00) (6.90%) (19.35%) (15.96%) (1.00) (28.00) (29.00) (1.82%) (18.30%) (13.94%) 44.00 11.00 19.00 13.00 87.00 44.00 11.00 19.00 13.00 87.00 44.00 11.00 19.00 13.00 87.00 38.00 11.00 14.00 12.00 75.00 (6.00) (5.00) (1.00) (12.00) -14% 0.00% (26.32%) (7.69%) (13.79%) (6.00) (5.00) (1.00) (12.00) -13.64% 0.00% (26.32%) (7.69%) (13.79%) 66.50 64.00 130.50 66.50 64.00 130.50 65.50 64.50 130.00 60.50 62.00 122.50 (6.00) (2.00) (8.00) (9.02%) (3.13%) (6.13%) (5.00) (2.50) (7.50) (7.63%) (3.88%) (5.77%) 14.00 14.00 14.00 14.00 14.00 14.00 13.00 13.00 (1.00) (1.00) (7.14%) (7.14%) (1.00) (1.00) (7.14%) (7.14%) 33.00 33.00 33.00 33.00 32.00 32.00 29.00 29.00 (4.00) (4.00) (12.12%) (12.12%) (3.00) (3.00) (9.38%) (9.38%) 5.00 2.00 7.00 1,250.25 5.00 2.00 7.00 1,250.25 5.00 2.00 7.00 1,247.00 5.00 1.00 6.00 1,163.50 (1.00) (1.00) (86.75) 0.00% (50.00%) (14.29%) (6.94%) (1.00) (1.00) (83.50) 0.00% (50.00%) (14.29%) (6.70%) 878 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Administrative Specialist Admin/Office Support Executive Assistant Accounting Specialist Human Resources Specialist Justice System Clerk Justice System Clerk Lead Bailiff Judicial Assistant Court Reporter Collector Office Assistant Library Clerk Library Paraprofessional Office Assistant Specialized Admin/Operations Specialist Deputy Director Superior Court Judge Court Commissioner Director - Trial Courts Admin/Operations Supv Admin/Office Support Supv Financial Supervisor - Dept Procurement Supervisor - Dept Trades Supervisor Security Officer Supervisor Human Resources Supervisor Counseling Supervisor Justice System Clerk Supv Administrative Supervisor Interpreter Supervisor Administrative Staff Supv Applications Development Supv IT Services Supv Human Resources Support Supv Collections Supervisor Operations/Program Supervisor Administrator Admin & Operations Mgr Program Manager Library Manager Security Officer Manager Applications Development Mgr IT Senior Manager Systems Admin & Analysis Mgr IT Division Manager Operations/Program Manager Management Analyst Program Coordinator Accountant Grant-Contract Administrator Finan/Business Analyst - Dept Procurement Specialist Attorney Psychologist Librarian Human Resources Analyst Trainer Educator Counselor Social Worker Conference Officer Interpreter Attorney - Associate Attorney - Senior Business/Systems Analyst Business/Systems Analyst-Sr/Ld Data Security Analyst Database Administrator Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Web Designer/Developer Web Designer/Developer-Sr/Ld Security Officer Trades Generalist Materials Handling Worker Computer Operator Legal Assistant Help Desk Coordinator Help Desk Coordinator - Sr/Ld Operations Support Anlst-Sr/Ld PC/LAN Tech Support Human Resources Associate Communicatn Ofcr/Govt Liaison Educator Bachelor's Department Total FY 2008-09 ADOPTED 7.50 1.00 1.00 2.00 7.00 194.00 23.00 120.00 151.00 65.50 7.50 0.50 6.00 20.00 22.00 9.00 95.00 58.00 1.00 14.00 4.00 1.00 1.00 2.00 11.00 4.00 2.00 27.00 2.00 4.00 1.00 2.00 2.00 1.00 11.00 1.75 1.00 4.00 2.00 3.00 1.00 2.00 1.00 9.00 3.00 3.00 2.00 3.00 4.00 4.00 1.00 5.00 7.00 11.00 2.00 30.00 4.00 12.00 30.50 1.00 4.00 2.00 1.00 1.00 13.00 5.00 7.00 1.00 4.00 1.00 127.00 6.00 6.00 5.00 13.00 8.00 3.00 2.00 11.00 3.00 1,250.25 FY 2008-09 REVISED 7.50 1.00 1.00 2.00 7.00 194.00 23.00 120.00 151.00 65.50 7.50 0.50 6.00 20.00 22.00 9.00 95.00 58.00 1.00 14.00 4.00 1.00 1.00 2.00 11.00 4.00 2.00 27.00 2.00 4.00 1.00 2.00 2.00 1.00 11.00 1.75 1.00 4.00 2.00 3.00 1.00 2.00 1.00 9.00 3.00 3.00 2.00 3.00 4.00 4.00 1.00 5.00 7.00 11.00 2.00 30.00 4.00 12.00 30.50 1.00 4.00 2.00 1.00 1.00 13.00 5.00 7.00 1.00 4.00 1.00 127.00 6.00 6.00 5.00 13.00 8.00 3.00 2.00 11.00 3.00 1,250.25 FY 2008-09 FORECAST 3.00 1.00 1.00 2.00 7.00 194.00 23.00 120.00 154.00 65.50 7.50 0.50 6.00 20.00 23.00 9.00 95.00 58.00 1.00 13.00 4.00 1.00 1.00 2.00 11.00 1.00 2.00 27.00 2.00 3.00 1.00 2.00 2.00 4.00 2.00 10.00 1.00 1.00 4.00 2.00 3.00 1.00 2.00 2.00 8.00 3.00 2.00 2.00 3.00 4.00 1.00 5.00 9.00 30.00 4.00 12.00 31.50 5.00 1.00 4.00 2.00 1.00 1.00 13.00 5.00 7.00 1.00 4.00 1.00 127.00 6.00 6.00 5.00 13.00 8.00 3.00 2.00 11.00 7.00 3.00 2.00 1,247.00 879 FY 2009-10 ADOPTED 1.50 1.00 1.00 16.00 5.00 165.00 21.00 114.00 151.00 55.50 3.00 4.50 0.50 5.00 23.00 21.00 8.00 95.00 58.00 1.00 11.00 2.00 3.00 2.00 2.00 9.00 1.00 26.00 3.00 3.00 1.00 2.00 2.00 4.00 1.00 2.00 2.00 11.00 1.00 1.00 4.00 2.00 3.00 1.00 2.00 8.00 2.00 5.00 2.00 4.00 6.00 5.00 1.00 5.00 8.00 10.00 4.00 10.00 31.50 4.00 2.00 1.00 1.00 9.00 5.00 3.00 1.00 3.00 1.00 123.00 5.00 5.00 5.00 12.00 7.00 3.00 2.00 10.00 5.00 2.00 2.00 1,163.50 REVISED VS ADOPTED VARIANCE % (6.00) -80.00% 0.00% 0.00% 14.00 700.00% (2.00) -28.57% (29.00) -14.95% (2.00) -8.70% (6.00) -5.00% 0.00% (10.00) -15.27% 3.00 (3.00) -40.00% 0.00% (1.00) -16.67% 3.00 15.00% (1.00) -4.55% (1.00) -11.11% 0.00% 0.00% 0.00% (3.00) -21.43% (2.00) -50.00% 2.00 200.00% 1.00 100.00% 0.00% (2.00) -18.18% (3.00) -75.00% (2.00) -100.00% (1.00) -3.70% 1.00 50.00% (1.00) -25.00% 0.00% 0.00% 0.00% 4.00 1.00 1.00 100.00% 2.00 0.00% (0.75) -42.86% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (1.00) -100.00% (1.00) -11.11% (1.00) -33.33% 2.00 66.67% 0.00% 1.00 33.33% 2.00 50.00% 1.00 25.00% 0.00% 0.00% (7.00) -100.00% (3.00) -27.27% (2.00) -100.00% (20.00) -66.67% 0.00% (2.00) -16.67% 1.00 3.28% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (4.00) -30.77% 0.00% (4.00) -57.14% 0.00% (1.00) -25.00% 0.00% (4.00) -3.15% (1.00) -16.67% (1.00) -16.67% 0.00% (1.00) -7.69% (1.00) -12.50% 0.00% 0.00% (1.00) -9.09% 5.00 (1.00) -33.33% 2.00 (86.75) -6.94% FORECAST VS ADOPTED VARIANCE % (1.50) -50.00% 0.00% 0.00% 14.00 700.00% (2.00) -28.57% (29.00) -14.95% (2.00) -8.70% (6.00) -5.00% (3.00) -1.95% (10.00) -15.27% 3.00 0.00% (3.00) -40.00% 0.00% (1.00) -16.67% 3.00 15.00% (2.00) -8.70% (1.00) -11.11% 0.00% 0.00% 0.00% (2.00) -15.38% (2.00) -50.00% 2.00 200.00% 1.00 100.00% 0.00% (2.00) -18.18% 0.00% (2.00) -100.00% (1.00) -3.70% 1.00 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.00 0.00% 0.00% 2.00 0.00% 1.00 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% (2.00) -100.00% 0.00% (1.00) -33.33% 3.00 150.00% 0.00% 1.00 33.33% 2.00 50.00% 5.00 0.00% 0.00% 0.00% 0.00% (1.00) -11.11% 0.00% (20.00) -66.67% 0.00% (2.00) -16.67% 0.00% (5.00) -100.00% (1.00) -100.00% 0.00% 0.00% 0.00% 0.00% (4.00) -30.77% 0.00% (4.00) -57.14% 0.00% (1.00) -25.00% 0.00% (4.00) -3.15% (1.00) -16.67% (1.00) -16.67% 0.00% (1.00) -7.69% (1.00) -12.50% 0.00% 0.00% (1.00) -9.09% (2.00) -28.57% (1.00) -33.33% 0.00% (83.50) -6.70% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 264 - SUPERIOR COURT FILL THE GAP DEPARTMENT TOTAL FY 2008-09 ADOPTED 1,185.75 5.00 27.50 32.00 1,250.25 FY 2008-09 REVISED 1,185.75 5.00 27.50 32.00 1,250.25 FY 2008-09 FORECAST 1,185.00 5.00 25.00 32.00 1,247.00 FY 2009-10 ADOPTED 1,101.00 5.00 25.50 32.00 1,163.50 REVISED VS ADOPTED VARIANCE % (84.75) -7.15% 0.00% (2.00) -7.27% 0.00% (86.75) -6.94% FORECAST VS ADOPTED VARIANCE % (84.00) -7.09% 0.00% 0.50 2.00% 0.00% (83.50) -6.70% Significant Variance Analysis The department made staffing changes as a result of Budget Balancing initiatives. The elimination of 55.5 filled and 64 vacant FTEs reduces Superior Court staffing by 119.5 FTEs in FY 2009-10. The change in FTEs results from the department streamlining and reducing services within various activities. General Adjustments Budget Balancing Adjustments: General Fund (100) Administrative Reduction • The expenditure budget is reduced by $2,928,915 as a result of the downsizing of court administration and court technology, eliminating 25 vacant FTEs and 13.5 filled FTEs. • The expenditure budget is reduced by $153,011 as a result of lowering the multi-lingual pay rate for eligible staff from $1.00 to $0.50. Cost Reduction • The expenditure budget is reduced by $1,500,000 as a result of reducing case management support in multiple activities eliminating 30 vacant FTEs. Service Reduction • The expenditure budget is reduced by $609,272 as a result of reducing Self Service centers and Library Services eliminating 1 vacant FTE and 12.5 filled FTEs. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $346,126. Other Base Adjustments: General Fund (100) • The revenue and expenditure budgets are decreased by $420,504 as a result of right-sizing the revenue collections due to prior years revenue being lower than anticipated budgeted revenue and increasing the Allocation-Out to the Special Fee Fund (259). • The County is using cash to pay off existing debt service expense for printer equipment purchased via the Printer Management Program. This results in an operating savings of $4,506. • The expenditure budget is reduced by $337,220 as a result of terminating the lease agreement for space occupied by the Glendale Regional Court Center. Superior Court Judicial Enhancement Fund (208) • The expenditure budget is reduced by nine dollars for structural balance. 880 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) • The revenue budget is reduced by seven dollars for structural balance. Superior Court Grants Fund (259) • The revenue and expenditure budgets are increased by $420,504 as a result of increased Allocation-In from the General Fund (100) and increasing the budgeted revenues in the Superior Court Special Revenue Fund (259). Superior Court Fill the Gap Fund (264) • The revenue budget is reduced by two dollars for structural balance. Programs and Activities 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. 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 Program Results CIVIL JUSTICE Description Percent of Civil cases resolved within 18 months. FY 2008 Actual 80.0% FY 2009 Revised 99.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% (1.0%) 1.0% 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. 881 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Civil cases resolved within 18 months. Number of Civil cases resolved. Number of Civil (CVAD) cases filed. Cost per Civil case resolved. 259 - TRIAL COURTS SPECIAL $ REVENUE TOTAL SOURCES $ Department Strategic Plans and Budgets Superior Court FY 2008 Actual 80.0% FY 2009 Revised 99.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% (7.0%) -7.1% 48,632 50,322 $130.68 49,875 52,500 $130.05 59,800 65,000 $111.30 3,268,771 $ 2,972,400 $ 3,536,119 $ 563,719 19.0% 3,268,771 $ 2,972,400 $ 3,536,119 $ 563,719 19.0% 5,860,285 $ 101,432 393,695 3,433,791 $ 80,017 2,972,400 3,159,226 $ 103,469 3,392,904 274,565 (23,452) (420,504) 8.0% -29.3% -14.1% 6,355,412 $ 6,486,208 $ 6,655,599 $ (169,391) -2.6% 9,925 12,500 $18.75 19.9% 23.8% 14.4% Expenditure 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $321,492 as a result of eliminating the in-house service of Alternative Dispute Resolution, eliminating 1.5 vacant FTEs and 4.5 filled FTEs. The Superior Court Judges have the ability to mediate disputes as well as ordering litigants to use a contracted third party to provide the service. 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 COURT OPERATIONS SUPPORT Description Percent of people screened without incident Percent of user satisfaction. FY 2008 FY 2009 FY 2010 Variance % Variance Actual Revised Adopted Revised - Adopted Revised - Adopted Not Reported Not Reported Not Reported 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Court Translation • Jurors • Public Information & Comm. Outreach • • Official Court Record Keeping Court Security 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 Superior Court will retain the services of interpreters to translate court proceedings for litigants who need such services. 882 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description TBD Number of Translations completed. Number of Translation requests received. Cost per Translation request completed. Department Strategic Plans and Budgets Superior Court FY 2008 Actual FY 2009 Revised NA FY 2010 Adopted NA NA 248 429 484 580 $1,738.56 $604.55 Variance % Variance Revised - Adopted Revised - Adopted 585 101 20.9% 650 70 12.1% $652.54 -$47.99 -7.9% (89,135) (89,135) -30.5% -30.5% Expenditure 100 - GENERAL $ TOTAL USES $ 431,164 $ 431,164 $ 292,602 $ 292,602 $ 381,737 $ 381,737 $ Jurors Activity The purpose of the Juror Activity is to provide impartial jury panels to defendants and litigants so that they will render informed decisions in court cases. Mandates: A.R.S. §21-301 establishes that the jury commissioner of the Superior Court is responsible for the maintenance of the master juror list. A.R.S. §21-331 establishes that the Superior Court is responsible for issuing summons to juror candidates for service in the Superior Court or, if authorized by intergovernmental agreements, for service in Justice Courts or municipal courts. Juries are to be conducted as prescribed by A.R.S. §§21-101 through 21-351. A.R.S. §21-402 establishes that the Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. Measure Type Result Output Demand Efficiency Revenue Measure Description TBD NA Number of jurors sent to a courtroom. Number of jurors reporting for service. Cost per juror sent to a courtroom. FY 2008 Actual FY 2009 Revised NA FY 2010 Adopted NA Variance % Variance Revised - Adopted Revised - Adopted 68,000 4,795 7.6% 80,000 994 1.3% $62.13 $9.37 13.1% 62,135 77,976 $87.83 63,205 79,006 $71.50 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL SOURCES $ 722,191 $ 121,495 346,322 $ 141,000 794,083 $ 141,000 447,761 - 129.3% - 843,686 $ 487,322 $ 935,083 $ 447,761 91.9% 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 5,344,859 $ 112,737 4,378,389 $ 141,000 4,112,385 $ 112,640 266,004 28,360 6.1% 20.1% 5,457,596 $ 4,519,389 $ 4,225,025 $ 294,364 6.5% Expenditure Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $100,000 as a result of reducing the payments for juror mileage reimbursement. The Superior Court jury services now assign perspective jurors to court locations in their community, thereby reducing the miles driven by citizens of Maricopa County. 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 litigants are ensured 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. 883 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description TBD NA 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. Department Strategic Plans and Budgets Superior Court FY 2008 Actual FY 2009 Revised 209,214 209,214 Variance % Variance Revised - Adopted Revised - Adopted 215,000 5,786 2.8% 209,214 209,214 215,000 5,786 2.8% $21.40 $20.13 $15.24 $4.89 24.3% NA FY 2010 Adopted NA Revenue 259 - TRIAL COURTS SPECIAL $ REVENUE TOTAL SOURCES $ 70,696 $ 65,040 $ 65,040 $ - - 70,696 $ 65,040 $ 65,040 $ - - 4,397,624 $ 79,699 3,948,632 $ 263,840 3,211,998 $ 65,040 736,634 198,800 18.7% 75.3% 4,477,323 $ 4,212,472 $ 3,277,038 $ 935,434 22.2% Expenditure 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $793,762 as a result of reducing court reporters, eliminating 2 vacant FTEs and 8 filled FTEs. 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 Superior Court. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of user satisfaction. Number of users 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 2008 Actual 100.0% 94,332,050 94,332,050 FY 2009 Revised 100.0% 257,979,223 257,979,223 97,281,940 262,239,133 275,351,090 13,111,957 5.0% $0.04 $0.01 $0.01 $0.00 11.2% 500 $ 288,000 500 $ 288,000 - 992,841 1,253,691 $ 940,000 1,228,500 $ 940,000 1,228,500 $ 2,722,076 $ 328,307 2,621,380 $ 288,000 2,359,247 $ 288,000 262,133 - 10.0% - 854,565 3,904,948 $ 940,000 3,849,380 $ 940,000 3,587,247 $ 262,133 6.8% $ 260,850 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 270,878,184 12,898,961 5.0% 270,878,184 12,898,961 5.0% - - Expenditure 100 - GENERAL $ 259 - TRIAL COURTS SPECIAL REVENUE 261 - LAW LIBRARY FEES TOTAL USES $ 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. 884 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Mandates: This is not a mandated activity of the Superior Court but seeks to preserve the safety of participants in the legal system and the efficient operations of the courts. 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. FY 2008 Actual Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported Variance Revised - Adopted - % Variance Revised - Adopted - 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 $1.91 $1.88 $1.79 $ TOTAL SOURCES $ 729,499 $ 729,499 $ 925,662 $ 925,662 $ 548,601 $ 548,601 $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT TOTAL USES $ 6,670,602 $ 27,289 6,566,293 $ - 6,256,160 $ - 310,133 - 4.7% 0.0% 6,697,891 $ 6,566,293 $ 6,256,160 $ 310,133 4.7% 100 - GENERAL - 0.0% 0.0% $0.09 4.7% (377,061) (377,061) -40.7% -40.7% Expenditure Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results 80CJ - CRIMINAL JUSTICE Description Percent of Capital cases resolved within 545 days. Percent of Felony DUI cases resolved within 180 days. FY 2008 Actual 104.3% 80.0% FY 2009 Revised 114.0% 90.0% 90.0% 90.0% Percent of General Felony cases resolved within 180 days. Activities that comprise this program include: • Capital Adjudication • General Felony Adjudication • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% (24.0%) -21.1% 90.0% 0.0% 0.0% 90.0% 0.0% 0.0% Felony DUI 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. 885 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Superior Court FY 2008 Actual 104.3% FY 2009 Revised 114.0% 35 33 $14,289.63 40 35 $14,130.70 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 90.0% (24.0%) -21.1% 36 40 $13,162.86 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 168,715 $ 168,715 $ 187,139 $ 187,139 $ 187,628 $ 187,628 $ 100 - GENERAL $ 238 - TRIAL COURTS GRANTS TOTAL USES 333,065 $ 167,072 500,137 378,093 $ 187,135 565,228 286,235 $ 187,628 473,863 -4 5 $967.84 489 489 -10.0% 14.3% 6.8% 0.3% 0.3% Expenditure 91,858 (493) 91,365 24.3% -0.3% 16.2% 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. 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. Efficiency Cost per Felony DUI case resolved. Expenditure 100 - GENERAL $ TOTAL USES $ FY 2008 Actual 80.0% FY 2009 Revised 90.0% 1,381 1,210 1,150 -60 -5.0% 1,256 $489.66 1,344 $571.44 1,250 $563.67 -94 $7.77 -7.0% 1.4% 676,218 $ 676,218 $ 691,445 $ 691,445 $ FY 2010 Variance Adopted Revised - Adopted 90.0% - 648,224 $ 648,224 $ 43,221 43,221 % Variance Revised - Adopted 0.0% 6.3% 6.3% 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. 886 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Cost per General Felony case resolved. Department Strategic Plans and Budgets Superior Court FY 2008 Actual 90.0% FY 2009 Revised 90.0% FY 2010 Variance Adopted Revised - Adopted 90.0% - % Variance Revised - Adopted 0.0% 38,137 39,280 41,000 1,720 4.4% 40,933 43,785 44,000 215 0.5% $392.43 $402.37 $343.76 $58.61 14.6% -95.8% 0 - Revenue 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE TOTAL SOURCES $ 46 $ 471,872 136,145 84,860 11,858 $ 433,277 174,050 60,000 500 $ 433,277 246,497 60,000 (11,358) 72,447 - 692,923 $ 679,185 $ 740,274 $ 61,089 9.0% 11,694,524 $ 148,067 135,165 1,438,087 13,709,034 $ 75,735 174,053 60,000 12,970,124 $ 55,518 246,497 60,000 738,910 20,217 (72,444) - 5.4% 0 (0) - 1,550,319 $ 1,786,202 $ 1,793,090 $ (6,888) -0.4% 14,966,162 $ 15,805,024 $ 15,125,229 $ Expenditure 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE $ GAP TOTAL USES $ 679,795 4.3% 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 FAMILY ADJUDICATION Description Percent of Pre-Decree Family Court cases resolved within 12 months. Percent of Post-Decree Family Court cases resolved within 7 months. FY 2008 Actual 91.0% FY 2009 Revised 100.0% 100.0% 100.0% Activities that comprise this program include: • Family Pre Decree • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% (8.0%) -8.0% 100.0% 0.0% 0.0% 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. 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. 887 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Department Strategic Plans and Budgets Superior Court FY 2008 Actual 91.0% FY 2009 Revised 100.0% 31,235 31,551 31,500 -51 -0.2% 30,049 31,551 33,000 1,449 4.6% $321.15 $322.79 $258.09 $64.70 20.0% 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 257 - CONCILIATION COURT FEES 259 - TRIAL COURTS SPECIAL REVENUE 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES $ 14,381 $ 137,543 1,701,309 854,968 21,400 $ 170,274 1,695,930 714,658 500 $ 129,170 1,695,930 714,658 (20,900) (41,104) - -97.7% -24.1% - 2,947,791 $ 2,833,190 $ 2,771,186 $ (62,004) -2.2% 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 $ 6,087,485 $ 93,709 131,003 1,585,752 1,444,822 7,243,518 $ 65,044 170,274 1,759,930 714,658 5,322,164 $ 65,317 129,170 1,695,930 686,458 1,921,354 (273) 41,104 64,000 28,200 26.5% -0.4% 0.24 0.04 3.9% 340,848 86,680 115,921 115,921 - - 78,509 115,007 115,007 - - 182,247 - - - - 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 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 92.0% (8.0%) -8.0% Revenue 121,343 115,921 115,921 - - 118,247 115,007 115,007 - - Expenditure 10,031,055 $ 10,184,352 $ 8,129,967 $ 2,054,385 20.2% Budget Balancing Adjustments: General Fund (100) Cost Reduction • The expenditure budget is reduced by $1,103,622 as a result of contracting out for conciliation services, eliminating 3 vacant FTEs and 14 filled FTEs. Service Reduction • The expenditure budget is reduced by $164,303 as a result of discontinuing Night Courts, eliminating 1 vacant FTE and 3 filled FTEs. Family Post Decree Activity The purpose of the Family Post-Decree Activity is to resolve post-decree Family Court cases for litigants so that they receive 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. 888 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Post-Decree Family Court cases resolved within 7 months. Department Strategic Plans and Budgets Superior Court FY 2008 Actual 100.0% FY 2009 Revised 100.0% 21,979 23,078 22,000 -1,078 -4.7% 21,979 23,078 23,000 -78 -0.3% $142.76 $158.92 $146.75 $12.16 7.7% 1,453,385 $ 18,896 143,215 1,032,896 $ - (420,489) (18,896) (143,215) -28.9% -100.0% -100.0% 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 2010 Variance Adopted Revised - Adopted 100.0% - % Variance Revised - Adopted 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 $ - $ - 466,007 207,836 445,580 190,682 445,580 190,682 - - 673,843 $ 2,251,758 $ 1,669,158 $ (582,600) -25.9% 2,643,443 $ 201,041 293,220 2,657,606 $ 211,490 18,896 143,215 2,383,302 $ 208,973 - 274,304 2,517 18,896 143,215 10.3% 1.2% 100.0% 100.0% Expenditure 100 - GENERAL $ 208 - JUDICIAL ENHANCEMENT 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ - 445,580 190,682 3,137,704 $ 445,580 190,682 3,667,469 $ - 3,228,537 $ - 438,932 12.0% 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 JUVENILE JUSTICE Description TBD TBD FY 2008 Actual NA NA FY 2009 Revised FY 2010 Adopted NA NA Activities that comprise this program include: • Juvenile Delinquency Adjudication NA NA • Variance Revised - Adopted - % Variance Revised - Adopted - Juvenile Dependency Adjudication Juvenile Delinquency Adjudication Activity The purpose of the Juvenile Delinquency Adjudication 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. 889 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 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. Department Strategic Plans and Budgets Superior Court FY 2008 Actual NA FY 2009 Revised NA FY 2010 Adopted NA 7,024 15,104 7,147 $624.76 15,899 $279.81 Variance % Variance Revised - Adopted Revised - Adopted NA NA 13,000 -2,104 -13.9% 13,500 $328.94 -2,399 -$49.13 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 90,299 $ 90,299 $ 170,148 $ 170,148 $ 280,534 $ 280,534 $ 100 - GENERAL $ 238 - TRIAL COURTS GRANTS TOTAL USES $ 4,279,742 $ 108,583 4,388,325 $ 4,056,163 $ 170,151 4,226,314 $ 3,995,716 $ 280,534 4,276,250 $ -15.1% -17.6% 110,386 110,386 64.9% 64.9% 60,447 (110,383) (49,936) 1.5% -64.9% -1.2% Expenditure Juvenile Dependency Adjudication Activity The purpose of the Juvenile Dependency Adjudication 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. Measure Type Result Output Demand Efficiency Revenue Measure Description TBD Number of Dependency cases resolved. Number of Dependency cases filed. Cost per Dependency case resolved. FY 2008 Actual NA FY 2009 Revised NA FY 2010 Adopted NA 1,702 3,107 1,744 $2,289.55 3,271 $1,344.15 Variance % Variance Revised - Adopted Revised - Adopted NA NA 8,800 5,693 183.2% 9,000 $454.26 5,729 $889.89 175.1% 66.2% 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ 807,491 $ 807,491 $ 1,026,459 $ 1,026,459 $ 1,060,579 $ 1,060,579 $ 34,120 34,120 3.3% 3.3% 100 - GENERAL $ 238 - TRIAL COURTS GRANTS TOTAL USES $ 3,080,100 $ 816,718 3,896,818 $ 3,149,800 $ 1,026,463 4,176,263 $ 2,936,908 $ 1,060,579 3,997,487 $ 212,892 (34,116) 178,776 6.8% -3.3% 4.3% Expenditure Activity Narrative: In priors years, the Department only reported on juvenile dependency petition cases, however as a result of improvements in the Integrated Court Information System (iCIS) they now have the ability to report on all juvenile case types which have an impact on the child’s dependency, (adoption, severance, guardianship, etc.), thus the increase in demand and output measures. Mental Health Court Program The purpose of the Mental Health Court Program is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. Program Results MENTAL HEALTH Description TBD FY 2008 Actual NA FY 2009 Revised NA Activities that comprise this program include: • Mental Health 890 FY 2010 Adopted NA Variance Revised - Adopted - % Variance Revised - Adopted - Maricopa County Annual Business Strategies FY 2009-10 Recommended Budget Department Strategic Plans and Budgets Superior Court 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 including issues of mental health. Measure Type Result Output Demand Efficiency Measure Description TBD NA Number of Mental Health cases resolved. Number of Mental Health cases filed. Cost per Mental Health case resolved. FY 2008 Actual FY 2009 Revised NA FY 2010 Adopted NA Variance % Variance Revised - Adopted Revised - Adopted NA NA 1,700 -37 -2.1% 1,575 1,737 1,575 $603.69 1,737 $589.57 1,700 $573.40 $ $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 732,174 $ 976,088 $ 48,000 - 926,788 $ 48,000 - 49,300 - 5.1% - 1,024,088 $ 974,788 $ 49,300 4.8% -37 $16.17 -2.1% 2.7% Revenue 238 - TRIAL COURTS GRANTS $ TOTAL SOURCES $ - - - Expenditure 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 259 - TRIAL COURTS SPECIAL REVENUE TOTAL USES $ 218,630 950,804 $ Probate Court Program The purpose of the Probate Court Program is to ensure that probate case reviews are completed within required due dates so that litigants' property and rights are protected. Program Results PROBATE COURT Description Percent of Cases reviewed within 30 days of the required due date. FY 2008 Actual 100.0% FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% Activities that comprise this program include: • Estate Probates & Trust Administration Estate Probates & Trust Administration 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. 891 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Department Strategic Plans and Budgets Superior Court FY 2008 Actual 100.00 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 2009 Revised 100.0% FY 2010 Variance Adopted Revised - Adopted 100.0% - % Variance Revised - Adopted 0.0% 32,126 32,126 37,044 37,044 34,000 34,000 -3,044 -3,044 -8.2% -8.2% $64.09 $54.17 $56.09 -$1.93 -3.6% (97) (97) -100.0% 0.0% 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 256 - PROBATE FEES TOTAL SOURCES $ - $ 411,762 411,762 $ 97 $ 61,316 389,531 450,944 $ - $ 61,316 389,531 450,847 $ 100 - GENERAL $ 238 - TRIAL COURTS GRANTS 256 - PROBATE FEES TOTAL USES $ 1,737,438 $ 321,557 2,058,995 $ 1,555,670 $ 61,316 389,531 2,006,517 $ 1,456,367 $ 61,316 389,531 1,907,214 $ Expenditure 99,303 99,303 6.4% 4.9% 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 TAX ADJUDICATION Description FY 2008 Actual TBD TBD FY 2009 Revised NA NA FY 2010 Adopted NA NA Variance Revised - Adopted - NA NA Activities that comprise this program include: • Large Record Tax Adjudication • % Variance Revised - Adopted - Small Record Tax Adjudication Large Record Tax Adjudication Activity The purpose of the Large Record Tax Adjudication Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Measure Type Result Output Demand 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 2008 Actual FY 2009 Revised 646 810 Variance % Variance Revised - Adopted Revised - Adopted 875 65 8.0% 796 900 975 75 8.3% $493.19 $414.94 $384.11 $30.82 7.4% NA FY 2010 Adopted NA NA Expenditure 100 - GENERAL $ TOTAL USES $ 318,603 $ 318,603 $ 336,099 $ 336,099 $ 892 336,099 $ 336,099 $ - - Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court 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. Adequate Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Measure Type Result Output Demand 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 2008 Actual FY 2009 Revised 266 295 Variance % Variance Revised - Adopted Revised - Adopted 325 30 10.2% 282 310 340 30 9.7% $745.93 $694.83 $425.18 $269.64 38.8% 66,789 66,789 32.6% 32.6% NA FY 2010 Adopted NA NA Expenditure 100 - GENERAL $ TOTAL USES $ 198,417 $ 198,417 $ 204,974 $ 204,974 $ 893 138,185 $ 138,185 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ BUDGET BALANCING ADJUSTMENTS: Cost Reduction Reduce Juror Mileage Reimbursement (partial) $ Subtotal $ 70,347,261 $ 2,803,584 (350,000) $ (350,000) $ - FY 2008-09 REVISED BUDGET $ 69,997,261 $ 2,803,584 FY 2008-09 REVISED RESTATED BUDGET $ 69,997,261 $ 2,803,584 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 771,756 $ - $ Subtotal $ 496,726 496,726 $ $ - $ Subtotal $ 48,663 48,663 $ $ - $ 71,314,406 $ 2,803,584 $ $ (2,928,915) $ (153,011) (3,081,926) $ - $ (321,492) $ - $ (1,103,622) (1,500,000) (100,000) (793,762) (3,818,876) $ - $ (164,303) $ - $ (609,272) (773,575) $ - $ $ (346,126) $ (346,126) $ - $ (420,504) $ (4,506) (337,220) (762,230) $ ANNUALIZATION OF OTHER ITEMS Judicial Salary Increase (Judges and Commissioners) TECHNICAL ADJUSTMENTS Transfer Funding From Juvenile Probation For Warehouse Worker FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Downsize Court Administration and Court Technology - Eliminate 25 Vacant & 13.5 Filled (RIF) Positions Eliminate Multi-Lingual Pay Differential Subtotal Cost Reduction Eliminate Alternative Dispute Resolution (ADR) Unit - Eliminate 1.5 Vacant & 4.5 Filled (RIF) Positions Privatize Part of Conciliation Services - Eliminate 3 Vacant & 14 Filled (RIF) Positions Reduce Case Management Support - Eliminate 30 Vacant Positions Reduce Juror Mileage Reimbursement (annualization) Reduce Court Reporters - Eliminate 2 Vacant & 8 Filled (RIF) Positions Subtotal Service Reduction Eliminate Night Courts - Eliminate 1 Vacant & 3 Filled (RIF) Positions Reduce Self-Services and Law Library Services - Eliminate 1 Vacant & 12.5 Filled (RIF) Positions Subtotal Debt Reduction TFP Debt Service Payoff Savings Subtotal OTHER BASE ADJUSTMENTS Increase Personnel Allocation-Out Right-size Revenue Collections Printer Management Program Savings Reduce Glendale RCC/EDC Lease Cost Subtotal FY 2009-10 ADOPTED OPERATING BUDGET $ $ 894 62,531,673 $ (420,504) (420,504) 2,383,080 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 433,286 $ 433,277 FY 2008-09 REVISED BUDGET $ 433,286 $ 433,277 FY 2008-09 REVISED RESTATED BUDGET $ 433,286 $ 433,277 (9) $ (9) $ - TECHNICAL ADJUSTMENTS Structural Balance $ Subtotal $ FY 2009-10 BUDGET TARGET $ 433,277 $ 433,277 FY 2009-10 ADOPTED OPERATING BUDGET $ 433,277 $ 433,277 Superior Court Judicial Enhancement Fund (208) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 1,238,110 FY 2008-09 ADOPTED $ 1,011,957 FY 2008-09 REVISED $ 1,011,957 FY 2008-09 FORECAST $ 1,125,804 FY 2009-10 RECOMM $ 407,896 Beginning Unreserved/Undesignated Fund Balance $ 1,238,110 $ 1,011,957 $ 1,011,957 $ 1,125,804 $ 407,896 Sources: Operating Total Sources: $ $ 1,264,529 1,264,529 $ $ 1,177,727 1,177,727 $ $ 1,177,727 1,177,727 $ $ 1,518,635 1,518,635 $ $ 1,388,117 1,388,117 $ 1,376,832 1,376,832 $ $ $ 1,166,196 1,070,347 2,236,543 $ $ 1,177,724 1,092,777 2,270,501 $ $ 1,177,724 415,000 1,592,724 $ 1,388,117 255,000 1,643,117 Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ (112,303) $ 3 $ 3 $ 352,439 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 1,125,804 $ 596,960 $ (80,817) $ 407,896 $ 152,896 Ending Unreserved Fund Balance $ 1,125,804 $ 596,960 $ (80,817) $ 407,896 $ 152,896 895 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,013,724 $ 2,013,717 FY 2008-09 REVISED BUDGET $ 2,013,724 $ 2,013,717 FY 2008-09 REVISED RESTATED BUDGET $ 2,013,724 $ 2,013,717 FY 2009-10 BUDGET TARGET $ 2,013,724 $ 2,013,717 $ Subtotal $ - $ $ 7 7 $ 2,013,724 $ 2,013,724 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Structrual Balance FY 2009-10 ADOPTED OPERATING BUDGET Superior Court Grants Fund (238) Fund Balance Summary FY 2007-08 ACTUAL Beginning Unreserved Fund Balance $ - FY 2008-09 ADOPTED $ 68,762 Beginning Unreserved/Undesignated Fund Balance $ - $ 68,762 $ 68,762 $ Sources: Operating Total Sources: $ $ 1,432,110 1,432,110 $ $ 2,013,717 2,013,717 $ $ 2,013,717 2,013,717 $ $ 1,336,924 1,336,924 $ $ 2,013,724 2,013,724 Uses: Operating Total Uses: $ $ 1,443,081 1,443,081 $ $ 2,013,724 2,013,724 $ $ 2,013,724 2,013,724 $ $ 1,300,677 1,300,677 $ $ 2,013,724 2,013,724 Operating Balance $ (7) $ 36,247 $ - Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance Ending Unreserved Fund Balance (10,971) $ 1 FY 2008-09 REVISED $ 68,762 FY 2008-09 FY 2009-10 FORECAST RECOMM $ (10,970) $ 25,277 (7) $ (10,970) $ 25,277 $ - $ - $ - $ - $ (10,970) $ 68,755 $ 68,755 $ 25,277 $ 25,277 $ (10,970) $ 68,755 $ 68,755 $ 25,277 $ 25,277 Probate Fees Fund (256) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 389,531 $ 389,531 FY 2008-09 REVISED BUDGET $ 389,531 $ 389,531 FY 2008-09 REVISED RESTATED BUDGET $ 389,531 $ 389,531 FY 2009-10 BUDGET TARGET $ 389,531 $ 389,531 FY 2009-10 ADOPTED OPERATING BUDGET $ 389,531 $ 389,531 896 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 298,115 FY 2008-09 ADOPTED $ 303,563 FY 2008-09 REVISED $ 303,563 FY 2008-09 FORECAST $ 388,316 FY 2009-10 RECOMM $ 445,535 Beginning Unreserved/Undesignated Fund Balance $ 298,115 $ 303,563 $ 303,563 $ 388,316 $ 445,535 Sources: Operating Total Sources: $ $ 411,762 411,762 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 446,743 446,743 $ $ 389,531 389,531 Uses: Operating Total Uses: $ $ 321,557 321,557 $ $ 389,531 389,531 $ $ 389,531 389,531 $ $ 389,524 389,524 $ $ 389,531 389,531 Operating Balance $ 90,205 $ - $ - $ 57,219 $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 388,316 $ 303,563 $ 303,563 $ 445,535 $ 445,535 Ending Unreserved Fund Balance $ 388,316 $ 303,563 $ 303,563 $ 445,535 $ 445,535 Conciliation Court Fees Fund (257) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 1,695,930 $ 1,695,930 FY 2008-09 REVISED BUDGET $ 1,695,930 $ 1,695,930 FY 2008-09 REVISED RESTATED BUDGET $ 1,695,930 $ 1,695,930 FY 2009-10 BUDGET TARGET $ 1,695,930 $ 1,695,930 FY 2009-10 ADOPTED OPERATING BUDGET $ 1,695,930 $ 1,695,930 897 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 770,382 FY 2008-09 ADOPTED $ 671,058 FY 2008-09 REVISED $ 671,058 FY 2008-09 FORECAST $ 885,936 FY 2009-10 RECOMM $ 695,581 Beginning Unreserved/Undesignated Fund Balance $ 770,382 $ 671,058 $ 671,058 $ 885,936 $ 695,581 Sources: Operating Total Sources: $ $ 1,701,309 1,701,309 $ $ 1,695,930 1,695,930 $ $ 1,695,930 1,695,930 $ $ 1,505,571 1,505,571 $ $ 1,695,930 1,695,930 $ $ 1,695,926 1,695,926 $ $ 1,695,930 64,000 1,759,930 $ $ 1,695,930 1,695,930 $ $ 1,585,752 1,585,752 $ 1,695,930 1,695,930 Operating Balance $ 115,557 $ - $ - $ (190,355) $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 885,936 $ 671,058 $ 607,058 $ 695,581 $ 695,581 Ending Unreserved Fund Balance $ 885,936 $ 671,058 $ 607,058 $ 695,581 $ 695,581 Uses: Operating Non Recurring Non Project Total Uses: $ Superior Court Special Revenue Fund (259) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 5,680,313 $ 5,680,313 FY 2008-09 REVISED BUDGET $ 5,680,313 $ 5,680,313 FY 2008-09 REVISED RESTATED BUDGET $ 5,680,313 $ 5,680,313 FY 2009-10 BUDGET TARGET $ 5,680,313 $ 5,680,313 $ 420,504 420,504 $ 420,504 420,504 $ 6,100,817 EXPENDITURES $ 6,100,817 REVENUE $ Subtotal $ 384,000 384,000 $ $ - FY 2009-10 ADOPTED NON-RECURRING BUDGET $ 384,000 $ - FY 2009-10 TOTAL ADOPTED BUDGET $ 6,484,817 $ 6,100,817 BASE ADJUSTMENTS: OTHER BASE ADJUSTMENTS Increase Personnel Allocation-In from General Fund Increase Collections Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ NON-RECURRING Jury Rewrite System (JURY) Consultants for Jury System Rewrite C-38-09-003-2-00 898 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 2,622,853 FY 2008-09 ADOPTED $ 2,384,449 FY 2008-09 REVISED $ 2,384,449 FY 2008-09 FORECAST $ 2,829,759 FY 2009-10 RECOMM $ 2,704,718 Beginning Unreserved/Undesignated Fund Balance $ 2,622,853 $ 2,384,449 $ 2,384,449 $ 2,829,759 $ 2,704,718 Sources: Operating Total Sources: $ $ 5,987,338 5,987,338 $ $ 5,680,313 5,680,313 $ $ 5,680,313 5,680,313 $ $ 6,316,163 6,316,163 $ $ 6,100,817 6,100,817 $ $ $ 5,576,488 864,716 6,441,204 $ $ 5,680,313 1,538,516 7,218,829 $ $ 5,680,313 5,680,313 $ $ 5,780,456 5,780,456 $ 6,100,817 384,000 6,484,817 Operating Balance $ 206,882 $ - $ - $ 739,675 $ - Accounting Adjustments $ 24 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 2,829,759 $ 2,384,449 $ 845,933 $ 2,704,718 $ 2,320,718 Ending Unreserved Fund Balance $ 2,829,759 $ 2,384,449 $ 845,933 $ 2,704,718 $ 2,320,718 Uses: Operating Non Recurring Non Project Total Uses: Law Library Fees Fund (261) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 940,000 $ 940,000 FY 2008-09 REVISED BUDGET $ 940,000 $ 940,000 FY 2008-09 REVISED RESTATED BUDGET $ 940,000 $ 940,000 FY 2009-10 BUDGET TARGET $ 940,000 $ 940,000 FY 2009-10 ADOPTED OPERATING BUDGET $ 940,000 $ 940,000 Law Library Fees Fund (261) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 552,913 FY 2008-09 ADOPTED $ 583,496 FY 2008-09 REVISED $ 583,496 FY 2008-09 FORECAST $ 691,191 FY 2009-10 RECOMM $ 813,656 Beginning Unreserved/Undesignated Fund Balance $ 552,913 $ 583,496 $ 583,496 $ 691,191 $ 813,656 Sources: Operating Total Sources: $ $ 992,841 992,841 $ $ 940,000 940,000 $ $ 940,000 940,000 $ $ 1,190,637 1,190,637 $ $ 940,000 940,000 $ $ $ $ 823,916 244,256 1,068,172 $ $ 940,000 559,256 1,499,256 $ $ 940,000 940,000 $ 940,000 940,000 Uses: Operating Non Recurring Non Project Total Uses: $ 854,565 854,565 Operating Balance $ 138,276 $ - $ - $ 366,721 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 691,191 $ 583,496 $ 24,240 $ 813,656 $ 813,656 Ending Unreserved Fund Balance $ 691,191 $ 583,496 $ 24,240 $ 813,656 $ 813,656 899 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 2,010,454 $ 2,010,456 FY 2008-09 REVISED BUDGET $ 2,010,454 $ 2,010,456 FY 2008-09 REVISED RESTATED BUDGET $ 2,010,454 $ 2,010,456 $ Subtotal $ - $ $ FY 2009-10 BUDGET TARGET $ 2,010,454 $ 2,010,454 FY 2009-10 ADOPTED OPERATING BUDGET $ 2,010,454 $ 2,010,454 TECHNICAL ADJUSTMENTS Structural Balance (2) (2) Superior Court Fill the Gap Fund (264) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 413,789 FY 2008-09 ADOPTED $ 1,688,794 FY 2008-09 REVISED $ 1,688,794 FY 2008-09 FORECAST $ 193,048 FY 2009-10 RECOMM $ 228,540 Beginning Unreserved/Undesignated Fund Balance $ 413,789 $ 1,688,794 $ 1,688,794 $ 193,048 $ 228,540 Sources: Operating Total Sources: $ $ 1,513,772 1,513,772 $ $ 2,010,456 2,010,456 $ $ 2,010,456 2,010,456 $ $ 1,947,306 1,947,306 $ $ 2,010,454 2,010,454 $ 1,734,516 1,734,516 $ $ $ 1,731,247 180,567 1,911,814 $ $ 2,010,454 180,567 2,191,021 $ $ 2,010,454 2,010,454 $ 2,010,454 2,010,454 (220,744) $ 2 $ 2 $ 216,059 $ - Uses: Operating Non Recurring Non Project Total Uses: $ Operating Balance $ Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 193,048 $ 1,688,796 $ 1,508,229 $ 228,540 $ 228,540 Ending Unreserved Fund Balance $ 193,048 $ 1,688,796 $ 1,508,229 $ 228,540 $ 228,540 Expedited Child Support Fund (271) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 445,580 $ 445,580 FY 2008-09 REVISED BUDGET $ 445,580 $ 445,580 FY 2008-09 REVISED RESTATED BUDGET $ 445,580 $ 445,580 FY 2009-10 BUDGET TARGET $ 445,580 $ 445,580 FY 2009-10 ADOPTED OPERATING BUDGET $ 445,580 $ 445,580 900 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 353,068 FY 2008-09 ADOPTED $ 385,495 FY 2008-09 REVISED $ 385,495 FY 2008-09 FORECAST $ 478,229 FY 2009-10 RECOMM $ 536,921 Beginning Unreserved/Undesignated Fund Balance $ 353,068 $ 385,495 $ 385,495 $ 478,229 $ 536,921 Sources: Operating Total Sources: $ $ 466,007 466,007 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 504,266 504,266 $ $ 445,580 445,580 Uses: Operating Total Uses: $ $ 340,848 340,848 $ $ 445,580 445,580 $ $ 445,580 445,580 $ $ 445,574 445,574 $ $ 445,580 445,580 Operating Balance $ 125,159 $ - $ - $ 58,692 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 478,229 $ 385,495 $ 385,495 $ 536,921 $ 536,921 Ending Unreserved Fund Balance $ 478,229 $ 385,495 $ 385,495 $ 536,921 $ 536,921 Spousal Maintenance Enforcement Enhancement (276) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 115,921 $ 115,921 FY 2008-09 REVISED BUDGET $ 115,921 $ 115,921 FY 2008-09 REVISED RESTATED BUDGET $ 115,921 $ 115,921 FY 2009-10 BUDGET TARGET $ 115,921 $ 115,921 FY 2009-10ADOPTED OPERATING BUDGET $ 115,921 $ 115,921 Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 108,200 FY 2008-09 ADOPTED $ 124,794 FY 2008-09 REVISED $ 124,794 FY 2008-09 FORECAST $ 142,864 FY 2009-10 RECOMM $ 142,866 Beginning Unreserved/Undesignated Fund Balance $ 108,200 $ 124,794 $ 124,794 $ 142,864 $ 142,866 Sources: Operating Total Sources: $ $ 121,343 121,343 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 Uses: Operating Total Uses: $ $ 86,680 86,680 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,919 115,919 $ $ 115,921 115,921 Operating Balance $ 34,663 $ - $ - $ 2 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 142,864 $ 124,794 $ 124,794 $ 142,866 $ 142,866 Ending Unreserved Fund Balance $ 142,864 $ 124,794 $ 124,794 $ 142,866 $ 142,866 901 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 115,007 $ 115,007 FY 2008-09 REVISED BUDGET $ 115,007 $ 115,007 FY 2008-09 REVISED RESTATED BUDGET $ 115,007 $ 115,007 FY 2009-10 BUDGET TARGET $ 115,007 $ 115,007 FY 2009-10 ADOPTED OPERATING BUDGET $ 115,007 $ 115,007 Children’s Issues Education Fund (281) Fund Balance Summary Beginning Unreserved Fund Balance FY 2007-08 ACTUAL $ 241,615 FY 2008-09 ADOPTED $ 260,744 FY 2008-09 REVISED $ 260,744 FY 2008-09 FORECAST $ 281,353 FY 2009-10 RECOMM $ 306,171 Beginning Unreserved/Undesignated Fund Balance $ 241,615 $ 260,744 $ 260,744 $ 281,353 $ 306,171 Sources: Operating Total Sources: $ $ 118,247 118,247 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 139,817 139,817 $ $ 115,007 115,007 Uses: Operating Total Uses: $ $ 78,509 78,509 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 114,999 114,999 $ $ 115,007 115,007 Operating Balance $ 39,738 $ - $ - $ 24,818 $ - Ending Unreserved/Undesignated Fund Balance $ 281,353 $ 260,744 $ 260,744 $ 306,171 $ 306,171 Ending Unreserved Fund Balance $ 281,353 $ 260,744 $ 260,744 $ 306,171 $ 306,171 Domestic Relation Mediation Education Fund (282) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 190,682 $ 190,682 FY 2008-09 REVISED BUDGET $ 190,682 $ 190,682 FY 2008-09 REVISED RESTATED BUDGET $ 190,682 $ 190,682 FY 2009-10 BUDGET TARGET $ 190,682 $ 190,682 FY 2009-10 ADOPTED OPERATING BUDGET $ 190,682 $ 190,682 902 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2007-08 ACTUAL Beginning Unreserved Fund Balance $ - FY 2008-09 ADOPTED $ 68,762 Beginning Unreserved/Undesignated Fund Balance $ - $ 68,762 $ 68,762 $ Sources: Operating Total Sources: $ $ 1,432,110 1,432,110 $ $ 2,013,717 2,013,717 $ $ 2,013,717 2,013,717 $ $ 1,336,924 1,336,924 $ $ 2,013,724 2,013,724 Uses: Operating Total Uses: $ $ 1,443,081 1,443,081 $ $ 2,013,724 2,013,724 $ $ 2,013,724 2,013,724 $ $ 1,300,677 1,300,677 $ $ 2,013,724 2,013,724 Operating Balance $ (7) $ 36,247 $ - Accounting Adjustments $ Ending Unreserved/Undesignated Fund Balance Ending Unreserved Fund Balance (10,971) $ 1 FY 2008-09 REVISED $ 68,762 FY 2008-09 FY 2009-10 FORECAST RECOMM $ (10,970) $ 25,277 (7) $ (10,970) $ 25,277 $ - $ - $ - $ - $ (10,970) $ 68,755 $ 68,755 $ 25,277 $ 25,277 $ (10,970) $ 68,755 $ 68,755 $ 25,277 $ 25,277 903 Maricopa County Annual Business Strategies FY 2009-10 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 FY 2007-08 ACTUAL SOURCES 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 3,955 3,955 $ 804,000 804,000 $ 804,000 804,000 $ 1,849 1,849 $ 308,341 $ 308,341 (495,659) (495,659) -61.6% -61.6% TOTAL PROGRAMS $ 3,955 $ 804,000 $ 804,000 $ 1,849 $ 308,341 $ (495,659) -61.6% $ 451,658 109,188 342,470 $ 497,238 105,945 391,293 $ 497,238 105,945 391,293 $ 459,840 106,417 353,423 $ 384,797 102,243 282,554 $ 112,441 3,702 108,739 22.6% 3.5% 27.8% 43TP - PROPERTY TAX CLTS - CLIENT SERVICE TXSV - TAX SERVICES $ 2,075,649 732,384 1,343,265 $ 1,914,422 913,330 1,001,092 $ 1,427,395 913,330 514,065 $ 1,397,788 703,597 694,191 $ 1,225,348 654,542 570,806 $ 202,047 258,788 (56,741) 14.2% 28.3% -11.0% 99AS - ADMINISTRATIVE SERVICES ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 1,164,713 864,118 157,349 74,349 68,897 $ 1,694,255 1,396,401 153,528 77,699 66,627 $ 1,694,255 1,396,401 153,528 77,699 66,627 $ 1,044,733 770,189 148,400 68,156 57,988 $ 1,282,038 1,047,342 139,260 53,193 42,243 $ 412,217 349,059 14,268 24,506 24,384 24.3% 25.0% 9.3% 31.5% 36.6% 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ 954 954 $ - $ 211,980 211,980 - $ 238,134 211,980 26,154 $ - $ 211,980 211,980 - 100.0% 100.0% 99IT - INFORMATION TECHNOLOGY BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT $ 1,328,172 1,031,270 250,259 46,643 $ 91,050 91,050 - $ 91,050 91,050 - $ 39,771 39,771 - $ 31,032 31,032 - $ 60,018 60,018 - 65.9% 5,021,146 $ 4,196,965 $ 3,921,918 $ 3,180,266 $ 2,923,215 $ USES 43AP - ACCOUNTING ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING TOTAL PROGRAMS $ 998,703 65.9% 25.5% Sources and Uses by Category FY 2007-08 ACTUAL CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % 3,955 3,955 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 1,849 1,849 $ $ 4,000 4,000 $ $ - - $ 800,000 800,000 $ 800,000 800,000 $ - $ 304,341 304,341 $ (495,659) -62.0% (495,659) -62.0% ALL REVENUES $ 3,955 $ 804,000 $ 804,000 $ 1,849 $ 308,341 $ (495,659) -61.6% TOTAL SOURCES $ 3,955 $ 804,000 $ 804,000 $ 1,849 $ 308,341 $ (495,659) -61.6% 904 0.0% 0.0% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget FY 2007-08 ACTUAL PERSONAL SERVICES 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 2008-09 ADOPTED 2,598,302 26,573 16,602 829,439 62,809 440,946 3,974,671 SUBTOTAL $ 67,466 377 67,843 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 SUBTOTAL $ 37,953 259,448 44,650 214,126 7,843 875 14,232 389,629 618 969,374 CAPITAL 0950 - DEBT SERVICE Department Strategic Plans and Budgets Treasurer $ FY 2008-09 REVISED 1,981,981 116,676 20,600 673,929 12,000 2,805,186 $ $ 81,457 330 81,787 $ $ $ 59,020 813,955 43,875 9,000 22,387 3,560 2,599 291,184 780 1,246,360 $ FY 2008-09 FORECAST 1,806,981 116,676 20,600 645,922 12,000 2,602,179 $ $ 81,457 330 81,787 $ $ $ 813,955 43,875 9,000 211,980 22,387 3,560 2,599 66,184 780 1,174,320 $ $ FY 2009-10 ADOPTED 2,094,026 3,327 5,890 684,431 29,728 2,817,402 1,895,667 6,336 605,162 8,640 2,515,805 $ $ $ 4,861 396 5,257 (699) $ 25,246 49,129 10,351 211,980 11,273 1,536 1,454 9,650 668 320,588 $ 321,428 9,410 1,000 11,677 495 2,083 24,296 732 371,121 $ 20,719 347 21,066 $ $ $ $ ADOPTED VS REVISED VARIANCE % $ $ $ $ $ (88,686) 116,676 14,264 40,760 3,360 86,374 -4.9% 100.0% 69.2% 6.3% 28.0% 76,596 (66) 76,530 94.0% -20.0% 93.6% 3.3% $ 492,527 34,465 8,000 211,980 10,710 3,065 516 41,888 48 803,199 60.5% 78.6% 88.9% 100.0% 47.8% 86.1% 19.9% 63.3% 6.2% 68.4% SUBTOTAL $ 9,258 9,258 $ 63,632 63,632 $ 63,632 63,632 $ 21,210 21,210 $ 31,032 31,032 $ 32,600 32,600 51.2% 51.2% TOTAL USES $ 5,021,146 $ 4,196,965 $ 3,921,918 $ 3,180,266 $ 2,923,215 $ 998,703 25.5% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING 741 TAXPAYER INFORMATION OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST $ FUND TOTAL SOURCES $ 3,955 3,955 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ $ FUND TOTAL SOURCES $ - $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ 1,849 $ 1,849 $ - ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 4,000 4,000 $ $ 304,341 304,341 $ $ (495,659) (495,659) 0.0% 0.0% -62.0% -62.0% DEPARTMENT OPERATING TOTAL SOURCES $ 3,955 $ 804,000 $ 804,000 $ 1,849 $ 308,341 $ (495,659) -61.6% DEPARTMENT TOTAL SOURCES $ 3,955 $ 804,000 $ 804,000 $ 1,849 $ 308,341 $ (495,659) -61.6% FY 2007-08 ACTUAL 100 GENERAL OPERATING $ FUND TOTAL USES $ 741 TAXPAYER INFORMATION OPERATING NON-RECURRING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,021,146 5,021,146 5,021,146 5,021,146 FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 3,396,965 3,396,965 $ $ 2,909,938 2,909,938 $ $ 2,968,286 $ 2,968,286 $ 2,618,874 $ 2,618,874 $ 291,064 291,064 10.0% 10.0% $ $ $ 800,000 211,980 1,011,980 $ $ 800,000 800,000 $ $ 211,980 211,980 $ 304,341 $ 304,341 $ 495,659 211,980 707,639 62.0% 100.0% 69.9% $ 4,196,965 $ 3,709,938 $ 2,968,286 $ 2,923,215 $ 786,723 21.2% $ 211,980 $ - $ 211,980 100.0% $ 3,921,918 $ 2,923,215 $ 998,703 25.5% $ $ 4,196,965 905 211,980 $ 3,180,266 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) 430 - TREASURER ACCOUNTING AGENCY ACCOUNTING TREASURER ACCOUNTING PROGRAM TOTAL ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL PROPERTY TAX CLIENT SERVICE TAX SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 1.19 5.79 6.98 1.19 5.79 6.98 1.19 5.79 6.98 1.19 4.79 5.98 (1.00) (1.00) 0.00% -17.27% -14.33% (1.00) (1.00) 0.00% -17.27% -14.33% 8.37 1.50 1.20 0.95 12.02 8.37 1.50 1.20 0.95 12.02 9.37 1.50 1.20 0.95 13.02 8.87 1.50 0.95 0.70 12.02 0.50 (0.25) (0.25) - 5.97% 0.00% -20.83% -26.32% 0.00% (.50) (.25) (.25) (1.00) -5.34% 0.00% -20.83% -26.32% -7.68% 16.00 12.00 28.00 47.00 16.00 12.00 28.00 47.00 16.00 12.00 28.00 48.00 13.00 10.00 23.00 41.00 (3.00) (2.00) (5.00) (6.00) -18.75% -16.67% -17.86% -12.77% (3.00) (2.00) (5.00) (7.00) -18.75% -16.67% -17.86% -14.58% FY 2008-09 REVISED FY 2008-09 FORECAST Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) 430 - TREASURER Executive Assistant Accounting Specialist Human Resources Specialist Office Assistant Office Assistant Specialized Admin/Operations Specialist Elected Chief Deputy - Treasurer Administrative Supervisor Administrative Staff Supv Financial Supervisor - County Administrator Admin & Operations Mgr Financial Manager - County Administrative Manager Operations/Program Manager Accountant Finan/Business Analyst -County Legal Assistant DEPARTMENT TOTAL FY 2008-09 ADOPTED 1.00 6.00 1.00 12.00 10.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 47.00 1.00 6.00 1.00 12.00 10.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 47.00 1.00 6.00 1.00 12.00 10.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 48.00 FY 2009-10 ADOPTED 1.00 5.00 1.00 11.00 8.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 (1.00) 1.00 1.00 1.00 1.00 1.00 41.00 REVISED VS ADOPTED VARIANCE % (1.00) (1.00) (2.00) (1.00) 1.00 (1.00) (1.00) 1.00 (1.00) (6.00) 0.00% -16.67% 0.00% -8.33% -20.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% 0.00% -50.00% -100.00% 0.00% 0.00% -12.77% FORECAST VS ADOPTED VARIANCE % .00 (1.00) .00 (1.00) (2.00) .00 .00 .00 (1.00) .00 1.00 .00 (1.00) (1.00) .00 .00 (1.00) .00 .00 (7.00) 0.00% -16.67% 0.00% -8.33% -20.00% 0.00% 0.00% 0.00% -50.00% 0.00% 0.00% -50.00% 0.00% 0.00% -100.00% 0.00% 0.00% -14.58% Staffing by Fund FULL TIME EQUIVALENT (FTE) 430 - TREASURER 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 47.00 47.00 FY 2008-09 REVISED FY 2008-09 FORECAST 47.00 47.00 48.00 48.00 FY 2009-10 ADOPTED 41.00 41.00 REVISED VS ADOPTED VARIANCE % (6.00) (6.00) -12.77% -12.77% FORECAST VS ADOPTED VARIANCE % (7.00) (7.00) -14.58% -14.58% General Adjustments Budget Balancing: The Treasurer’s Office is eliminating two vacant positions in the Administration area and adding one new position. The two vacant positions being eliminated are: the Chief Auditor, responsible for performing internal audits and the Technical Services Division Supervisor, responsible for managing budget, procurement and personnel. The new position being established is a Finance Supervisor. The Treasurer’s Office overall administrative salary budget is being reduced by $188,900 and the budget for temporary pay is being reduced by $54,019. 906 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Treasurer 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. Program Results Measure Description Month-end Closings - % time month-end balance/close by due date FY 2008 Actual 100.0% FY 2009 Revised 100.0% Activities that comprise this program include: • Agency Accounting FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% • Treasurer Accounting Agency Accounting Activity The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. Mandates: A.R.S. §42-18001 establishes the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §11-275 establishes Tax levy to pay bonds and interest; debt service fund; A.R.S. §11-414 establishes monthly statement of fees earned and disposition of fees; A.R.S. §11-475 establishes the process and exemption of recorder fees; A.R.S. §11-497 establishes the disbursement of forest reserve monies for the benefit of public schools and public roads of the county as the board of supervisors may direct; A.R.S. §11-501 establishes that the Treasurer shall report accounts of collection, custody and disbursement of public revenue to the Board of Supervisors; A.R.S. §11-502 establishes that upon receipt of an order from the state treasurer requiring the money in the County treasury belonging to the state or collected for it to be transmitted to the state treasury; A.R.S. §11-503 establishes if the Treasurer neglects or refuses to settle or report as required by law, the Treasurer shall forfeit and pay to the County the sum of five hundred dollars for each act of neglect or refusal; A.R.S. §11-504 establishes the process for correction of errors; A.R.S. §11-631 establishes the policy on warrants on the County Treasurer and records; A.R.S. §11-632 establishes the policy of issuance of duplicate warrants; A.R.S. §11-634 establishes that when the Board of Supervisors, the County Superintendent of Schools, or a special district presents a warrant or substitute check for payment, the County Treasurer shall pay it and make a charge against the appropriate account; A.R.S. §11-635 establishes definition of warrants and substitute checks unpaid for lack of funds; A.R.S. §11-639 establishes as monies become available and are in amounts sufficient to justify redeeming unpaid warrants, the County Treasurer shall redeem these unpaid warrants in the date order in which they were originally registered; A.R.S. §11-640 establishes that when the Treasurer pays a warrant on which interest is due, the Treasurer shall record the amount of interest paid in the register or call warrant list. The amount of such interest shall be entered on the Treasurer’s account separate from the principal. 907 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Measure Description FY 2008 Actual 100.0% Output Month-end Closings - Percent of time month-end balance/close occurs by due date Number of dollars actually apportioned Not Reported Output Number of month-end balances/closes Output Number of days to balance or close month-end Number of apportionment dollars anticipated Demand Department Strategic Plans and Budgets Treasurer FY 2009 Revised 100.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 3,600,000,000 3,600,000,000 - 0.0% 6 4 4 - 0.0% 2 2 2 - 0.0% 3,500,000,000 3,500,000,000 3,600,000,000 6 2 2 100,000,000 - 2.9% Demand Number of days anticipated to balance or close month-end (historical) 0.0% Efficiency Cost per dollar apportioned $ 0.000031 $ 0.000029 $ 0.000028 $ 0.000001 -3.5% Efficiency Cost per days to balance or close month-end $ 54,594.00 $ 52,972.50 $ 51,121.50 $ 1,851.00 -3.49% 100 - GENERAL TOTAL USES $ $ 109,188 $ 109,188 $ 105,945 $ 105,945 $ 102,243 $ 102,243 $ 3,702 3,702 3.49% 3.49% Expenditure Activity Narrative: The Agency Accounting area re-established a position that otherwise would have been eliminated through a retirement. There should not be an impact on month-end closing services except during the transition of personnel. 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. 908 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Output Output Demand Demand Efficiency Efficiency Measure Description Number of Treasurer's Journal Entries created Number of Cash Receipts Processed Number of Treasurer's Journal Entries expected (historical) Number of Cash Receipts Anticipated to be Processed (historical) Cost per Treasurer's Journal Entries Cost per Number of Cash Receipts Processed Department Strategic Plans and Budgets Treasurer FY 2008 Actual 1,467 FY 2009 Revised 1,774 FY 2010 Variance Adopted Revised - Adopted 1,774 - 7,888 10,226 10,226 - 0.0% 1,467 1,774 1,774 - 0.0% 7,888 10,226 10,226 - 0.0% $233.45 $43.42 $220.57 $38.26 $159.28 $38.26 $61.30 $0.00 % Variance Revised - Adopted 0.0% -27.8% 0.0% Expenditure 100 - GENERAL TOTAL USES $ $ 342,470 $ 342,470 $ 391,293 $ 391,293 $ 282,554 $ 282,554 $ 108,739 108,739 27.79% 27.79% 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). Program Results Measure Description Payments Posted - Percent of levy collected. Percentage of levy collected by LockBox (LB) facility. Percent of Tax Bills Correctly Mailed FY 2008 Actual Not Reported Not Reported Not Reported FY 2009 Revised 99.0% 39.1% 96.4% Activities that comprise this program include: • Client Services Activity FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% 0.0% 0.0% 39.1% 0.0% 0.0% 96.4% 0.0% 0.0% • Tax Service Activity Client Services 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 909 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Treasurer 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. Measure Type Result Result Output Output Output Output Demand Demand Efficiency Efficiency Measure Description FY 2008 Actual Not Reported FY 2009 Revised 99.0% Payments Posted - Percent of Levy collected. Percentage of levy collected by Not Reported LockBox facility. Not Reported Amount of Levy Number of Lock Box payments posted. Not Reported Amount of levy collected Number of tax payments posted Number of payments anticipated (parcels x 2) Number of Lock Box payments anticipated (historical) Cost per number of tax payments posted Cost per number of Lock Box payments posted 39.1% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% 0.0% 0.0% 39.1% 0.0% 0.0% 463,492,320 850,000 463,492,320 850,000 - 0.0% 0.0% Not Reported Not Reported Not Reported 458,857,376 2,686,806 1,582,572 458,857,376 2,686,806 1,582,572 - 0.0% 0.0% 0.0% Not Reported 820,000 820,000 - 0.0% Not Reported $ 0.34 $ 0.34 $ - 0.0% Not Reported $ 1.07 $ 1.07 $ - 0.0% 732,384 $ 732,384 $ 913,330 $ 913,330 $ 654,542 $ 654,542 $ Expenditure 100 - GENERAL TOTAL USES $ $ 258,788 258,788 28.33% 28.33% Activity Narrative: The Client Services Activity eliminated four (4) vacant positions to off-set a significant down-turn in the local economy and to acknowledge an increase in the on-line activity as compared to walk-in customers. Tax Services Activity The purpose of the Tax Services Activity is to provide property tax billing information and problem resolution for internal departments (Assessor, Finance, and Sheriff) and external customers (property owners, tax service and mortgage companies) 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. 910 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Type Result Output Output Output Demand Demand Efficiency Measure Description FY 2008 Actual Not Reported Not Reported Not Reported Not Reported Percent of Tax Bills Correctly Mailed Number of Tax Bills mailed Number of Tax Bills Correctly Mailed Number of Back Tax Liens Sold @ Sale Number of Total Taxable Parcels in Not Reported County Number of Parcels with Delinquent Tax Not Reported Bills Cost per Number of Tax Bills Correctly Not Reported Mailed Efficiency Cost per Number of Tax Liens Sold Expenditure 100 - GENERAL TOTAL USES FY 2009 Revised 96.4% 1,404,923 1,354,124 15,972 FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.4% 0.0% 0.0% 1,404,923 0.0% 1,354,124 0.0% 15,972 0.0% 1,590,000 1,590,000 - 0.0% 25,798 25,798 - 0.0% $ 0.38 $ 0.38 $ - 0.0% $ 32.19 $ 32.19 $ - 0.0% 1,343,265 $ 1,343,265 $ 514,065 $ 514,065 $ 570,806 $ 570,806 $ Not Reported $ $ Department Strategic Plans and Budgets Treasurer (56,741) (56,741) -11.04% -11.04% Activity Narrative: The Tax Services area eliminated one position due to a retirement. This will impact the processing of deposits and disbursements unless other staff can assist with these duties. 911 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Treasurer Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 3,396,965 $ 4,000 FY 2008-09 REVISED BUDGET $ 2,909,938 $ 4,000 TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 188,347 $ - $ Subtotal $ 5,626 5,626 $ $ - $ Subtotal $ 35,548 35,548 $ $ - $ 3,139,459 $ 4,000 (40,260) $ (1,932) (649) (99) (15,000) (3,560) (54,019) $ (188,900) (304,419) $ - (41,055) $ (33,255) (33,255) (38,976) (63,640) (210,181) $ - 6,305 $ (97,022) 107,881 (53,353) 9,563 (73,246) 79,286 14,601 (5,985) $ - MANDATED CHANGES TO EXPENDITURES Elected Official Pay Increase TECHNICAL ADJUSTMENTS Restatement of Treasurer's Debt Service FY 2009-10 BUDGET TARGET BASE ADJUSTMENTS: RECOMMENDED BUDGET BALANCING ADJUSTMENTS: Cost Reduction Termination of Magnolia Lease ADT Security Payment & APS electric bill Eliminate Funding for GFOA Membership Eliminate Funding for AZ Capitol Times Subscription Reduce General Office Supplies Discontinue all Travel Reduce Temporary Pay Other Salary Reductions $ $ Subtotal $ Vacancies Eliminate 1 Vacant Accounting Specialist (PCN 2138) Eliminate 1 Vacant Office Assistant (PCN 15096) Eliminate 1 Vacant Client Services Representative (PCN 62589) Eliminate 1 Vacant Corporate Services Specialist (PCN 2103) Eliminate 1 Vacant Division Supervisor- Technical (PCN 15109) $ Subtotal $ OTHER BASE ADJUSTMENTS: Personnel Savings to 3% Eliminate 1 Chief Auditor (PCN 61638) Create 1 Finance Supervisor - County Eliminate 1 Office Assistant Specialized - Retirement (PCN 15106) Market Study for Portfolio Manager (10%) Eliminate 1 Accountant - Retirement (PCN 15092) Create 1 Finance/Business Analyst - County Temporary Pay for Office Assistant Specialized $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 912 2,618,874 $ 4,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 800,000 $ 800,000 FY 2008-09 REVISED BUDGET $ 800,000 $ 800,000 FY 2009-10 BUDGET TARGET $ 800,000 $ 800,000 BASE ADJUSTMENTS: Expenditure Adjustment Revenue Adjustment $ (495,659) $ (495,659) $ Subtotal $ FY 2009-10 ADOPTED OPERATING BUDGET $ 304,341 (495,659) (495,659) $ 304,341 Taxpayer Information Fund (741) Fund Balance FY 2007-08 ACTUAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED Beginning Unreserved Fund Balance $ 379,894 $ 379,894 $ 379,894 $ 599,858 $ 387,878 Beginning Unreserved/Undesignated Fund Balance $ 379,894 $ 379,894 $ 379,894 $ 599,858 $ 387,878 Sources: Operating Total Sources: $ $ - $ $ 800,000 800,000 $ $ 800,000 800,000 $ $ - $ $ 304,341 304,341 $ $ $ 211,980 211,980 $ $ 800,000 211,980 1,011,980 $ $ 800,000 800,000 $ $ - $ 304,341 304,341 Accounting Adjustments $ 219,964 $ - $ - $ - $ - Ending Unreserved/Undesignated Fund Balance $ 599,858 $ 379,894 $ 167,914 $ 387,878 $ 387,878 Ending Unreserved Fund Balance $ 599,858 $ 379,894 $ 167,914 $ 387,878 $ 387,878 Uses: Operating Non-Recurring Total Uses: 913 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and 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 The Department strategic goals are outdated and new goals will be developed during the strategic planning update process. Sources and Uses by Program and Activity FY 2007-08 ACTUAL SOURCES 31ED - EMPLOYEE DEVELOPMENT MERT - MERIT COMMISSION FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ 9,490 9,490 $ 6,100 6,100 $ 6,100 6,100 $ 2,032 2,032 $ 6,000 6,000 $ (100) (100) 31PR - PAYROLL AND RECORDS MGMT PAYR - PAYROLL RECD - RECORDS MANAGEMENT $ 46,697 46,144 553 $ 38,600 38,200 400 $ 38,600 38,200 400 $ 46,725 46,413 312 $ 50,500 50,100 400 $ 11,900 11,900 - 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ 1,235 1,235 $ - $ - $ - $ - $ - TOTAL PROGRAMS $ USES 31CT - CORPORATE INITIATIVES $ CHAR - COMBINED CHARITABLE CAMPAIGN 57,422 $ 44,700 $ 44,700 $ 48,757 $ 56,500 $ 11,800 1,976 1,976 $ - $ - $ - $ - $ - -1.6% -1.6% 30.8% 31.2% 0.0% 26.4% 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT $ 864,244 234,977 76,439 552,828 $ 547,992 332,681 66,680 148,631 $ 547,992 332,681 66,680 148,631 $ 566,937 345,459 88,630 132,848 $ 821,223 $ 417,197 90,739 313,287 31ES - EMPLOYMENT SERVICES RECR - RECRUITING AND STAFFING $ 1,045,677 1,045,677 $ 846,874 846,874 $ 846,874 846,874 $ 722,623 722,623 $ 778,464 778,464 $ 68,410 68,410 8.1% 8.1% 31PR - PAYROLL AND RECORDS MGMT PAYR - PAYROLL RECD - RECORDS MANAGEMENT $ 895,481 471,648 423,833 $ 963,817 503,165 460,652 $ 963,817 503,165 460,652 $ 876,857 494,227 382,630 $ 877,409 496,082 381,327 $ 86,408 7,083 79,325 9.0% 1.4% 17.2% 71CT - COMMUTE OPTIONS COMM - COMMUTE OPTIONS $ 44,153 44,153 $ - $ - $ (9) $ (9) - $ - 99AS - ADMINISTRATIVE SERVICES BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES PROC - PROCUREMENT $ 317,701 38,721 202,499 26,472 22,862 27,147 $ 3,770,491 38,906 696,395 29,629 2,980,088 25,473 $ 3,770,491 38,906 696,395 29,629 2,980,088 25,473 $ 3,888,660 39,123 1,542,764 36,174 2,243,854 26,745 $ 568,035 44,187 430,846 40,904 27,112 24,986 $ 99GV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 16,357 16,357 $ 16,357 16,357 $ 16,356 16,356 $ 4,011 4,011 $ 12,346 12,346 75.5% 75.5% TOTAL PROGRAMS $ 3,169,232 $ 6,145,531 $ 6,145,531 $ 6,071,424 $ 3,049,142 $ 3,096,389 50.4% 914 (273,231) -49.9% (84,516) -25.4% (24,059) -36.1% (164,656) -110.8% 3,202,456 (5,281) 265,549 (11,275) 2,952,976 487 84.9% -13.6% 38.1% -38.1% 99.1% 1.9% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Sources and Uses by Category FY 2007-08 ACTUAL FY 2008-09 ADOPTED CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 9,430 47,033 56,463 $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2008-09 REVISED $ $ 6,000 38,100 44,100 959 959 $ $ ALL REVENUES $ 57,422 TOTAL SOURCES $ 57,422 $ $ 6,000 38,100 44,100 600 600 $ $ $ 44,700 $ 44,700 FY 2007-08 ACTUAL PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2008-09 FORECAST FY 2009-10 ADOPTED $ $ 2,000 46,290 48,290 600 600 $ $ $ 44,700 $ 44,700 FY 2008-09 ADOPTED ADOPTED VS REVISED VARIANCE % $ 6,000 50,000 56,000 $ 467 467 $ $ 500 500 $ $ $ 48,757 $ 56,500 $ 11,800 26.4% $ 48,757 $ 56,500 $ 11,800 26.4% FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED $ 11,900 11,900 (100) (100) 0.0% 31.2% 27.0% -16.7% -16.7% ADOPTED VS REVISED VARIANCE % 2,260,482 $ 7,134 73 737,998 21,394 (130,413) 104,813 3,001,481 $ 2,330,148 $ 22,968 770,624 (194,680) 131,000 3,060,060 $ 2,330,148 $ 22,968 770,624 (194,680) 131,000 3,060,060 $ 2,225,535 $ 702,997 10,156 (190,578) 178,173 2,926,283 $ 2,384,779 $ 748,352 (280,458) 6,000 2,858,673 $ $ 58,873 1,432 60,305 $ 58,873 1,432 60,305 $ 29,509 1,000 30,509 $ 46,541 46,541 $ SUBTOTAL $ 21,467 433 21,900 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 $ 34,738 62,349 13,622 9,205 14,968 817 2,080 4,134 141,913 $ $ $ 50,000 40,150 18,631 12,946 9,736 8,000 4,050 143,513 $ $ 50,693 2,872,516 17,935 113,066 11,318 1,734 11,659 4,427 3,083,348 $ $ 30,000 2,886,250 17,935 10,600 7,809 18,000 4,254 2,974,848 $ $ 30,000 2,886,250 17,935 10,600 7,809 18,000 4,254 2,974,848 $ SUBTOTAL $ 3,938 3,938 $ $ 50,318 50,318 $ $ 50,318 50,318 $ $ 31,284 31,284 $ $ 415 415 $ $ 49,903 49,903 99.2% 99.2% TOTAL USES $ 3,169,232 $ 6,145,531 $ 6,145,531 $ 6,071,424 $ 3,049,142 $ 3,096,389 50.4% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ $ $ $ $ $ $ (54,631) -2.3% 22,968 100.0% 22,272 2.9% 85,778 -44.1% 125,000 95.4% 201,387 6.6% 12,332 1,432 13,764 (20,000) 2,846,100 (696) (2,346) (1,927) 10,000 204 2,831,335 20.9% 100.0% 22.8% -66.7% 98.6% -3.9% -22.1% -24.7% 55.6% 4.8% 95.2% Sources and Uses by Fund and Function FY 2007-08 ACTUAL 100 GENERAL OPERATING FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED ADOPTED VS REVISED VARIANCE % $ $ 57,422 57,422 $ $ 44,700 44,700 $ $ 44,700 44,700 $ $ 48,757 48,757 $ $ 56,500 56,500 $ $ 11,800 11,800 26.4% 26.4% DEPARTMENT OPERATING TOTAL SOURCES $ 57,422 $ 44,700 $ 44,700 $ 48,757 $ 56,500 $ 11,800 26.4% DEPARTMENT TOTAL SOURCES $ 57,422 $ 44,700 $ 44,700 $ 48,757 $ 56,500 $ 11,800 26.4% FUND TOTAL SOURCES FY 2007-08 ACTUAL 100 GENERAL OPERATING FUND TOTAL USES $ $ 3,169,232 3,169,232 FY 2008-09 ADOPTED $ $ 6,145,531 6,145,531 FY 2008-09 REVISED $ $ 6,145,531 6,145,531 FY 2008-09 FORECAST $ $ 6,071,424 6,071,424 ADOPTED VS REVISED VARIANCE % FY 2009-10 ADOPTED $ $ 3,049,142 3,049,142 $ $ 3,096,389 3,096,389 50.4% 50.4% DEPARTMENT OPERATING TOTAL USES $ 3,169,232 $ 6,145,531 $ 6,145,531 $ 6,071,424 $ 3,049,142 $ 3,096,389 50.4% DEPARTMENT TOTAL USES $ 3,169,232 $ 6,145,531 $ 6,145,531 $ 6,071,424 $ 3,049,142 $ 3,096,389 50.4% 915 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Staffing by Program and Activity FULL TIME EQUIVALENT (FTE) ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL EMPLOYEE DEVELOPMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT PROGRAM TOTAL EMPLOYMENT SERVICES RECRUITING AND STAFFING PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2008-09 ADOPTED FY 2008-09 REVISED FY 2008-09 FORECAST FY 2009-10 ADOPTED REVISED VS ADOPTED VARIANCE % FORECAST VS ADOPTED VARIANCE % 0.45 6.55 0.45 0.20 0.35 8.00 0.45 6.55 0.45 0.20 0.35 8.00 0.45 9.00 0.80 0.40 0.35 11.00 0.55 5.05 0.65 0.40 0.35 7.00 0.10 (1.50) 0.20 0.20 (1.00) 22.22% (22.90%) 44.44% 100.00% 0.00% (12.50%) 0.10 (3.95) (0.15) (4.00) 22.22% (43.89%) (18.75%) 0.00% 0.00% (36.36%) 5.40 0.60 5.00 11.00 5.40 0.60 5.00 11.00 5.40 0.60 4.00 10.00 7.30 0.60 4.10 12.00 1.90 (0.90) 1.00 35.19% 0.00% (18.00%) 9.09% 1.90 0.10 2.00 35.19% 0.00% 2.50% 20.00% 16.00 16.00 16.00 16.00 14.00 14.00 13.00 13.00 (3.00) (3.00) (18.75%) (18.75%) (1.00) (1.00) (7.14%) (7.14%) 7.75 9.25 17.00 52.00 7.75 9.25 17.00 52.00 7.75 8.25 16.00 51.00 7.50 7.50 15.00 47.00 (0.25) (1.75) (2.00) (5.00) (3.23%) (18.92%) (11.76%) (9.62%) (0.25) (0.75) (1.00) (4.00) (3.23%) (9.09%) (6.25%) (7.84%) Staffing by Market Range Title FULL TIME EQUIVALENT (FTE) Executive Assistant Human Resources Specialist Office Assistant Office Assistant Specialized Payroll Specialist - County Records Specialist - County Admin/Operations Specialist Director - Workforce Mgt Dev Human Resources Supervisor Administrative Supervisor Administrative Staff Supv Human Resources Support Supv Human Resources Mngr - County Operations/Program Manager Finan/Business Analyst - Dept Project Manager Human Resources Analyst Trainer Business/Systems Analyst-Sr/Ld Human Resources Associate Recruiter Consultant Employee Relations Analyst-Cty Department Total FY 2008-09 ADOPTED 1.00 6.00 7.00 5.00 5.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 4.00 4.00 3.00 1.00 1.00 4.00 52.00 FY 2008-09 REVISED 1.00 6.00 7.00 5.00 5.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 4.00 4.00 3.00 1.00 1.00 4.00 52.00 FY 2008-09 FORECAST 1.00 1.00 3.00 8.00 5.00 4.00 2.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 5.00 1.00 6.00 51.00 FY 2009-10 ADOPTED 1.00 1.00 2.00 8.00 5.00 4.00 2.00 1.00 3.00 2.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 6.00 47.00 REVISED VS ADOPTED VARIANCE % 0.00% 1.00 (4.00) -66.67% 1.00 14.29% 0.00% (1.00) -20.00% 1.00 100.00% 0.00% 1.00 50.00% (1.00) -100.00% (1.00) -100.00% (2.00) -100.00% 0.00% 1.00 0.00% (4.00) -100.00% (4.00) -100.00% (1.00) -33.33% 0.00% 0.00% 1.00 25.00% 1.00 6.00 (5.00) -9.62% FORECAST VS ADOPTED VARIANCE % .00 0.00% .00 0.00% (1.00) -33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 .00 .00 0.00% .00 0.00% .00 0.00% (1.00) -100.00% .00 (1.00) -33.33% .00 0.00% .00 0.00% .00 0.00% .00 0.00% .00 0.00% (4.00) -7.84% REVISED VS ADOPTED VARIANCE % (5.00) -9.62% (5.00) -9.62% FORECAST VS ADOPTED VARIANCE % (4.00) -7.84% (4.00) -7.84% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 - GENERAL DEPARTMENT TOTAL FY 2008-09 ADOPTED 52.00 52.00 FY 2008-09 REVISED 52.00 52.00 FY 2008-09 FORECAST 51.00 51.00 FY 2009-10 ADOPTED 47.00 47.00 Significant Variance Analysis In addition to changes made during the year, the department is reduced by 4 FTE due to Budget Balancing reductions which will be discussed in the following sections. General Adjustments Budget Balancing Adjustments: Administrative Reduction • Reduce Administrative Services $152,297 by eliminating one vacant Project Manager position (1 FTE). Elimination of this position will not have an impact on services provided. 916 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development • Reduce Administrative Services $204,611 for personnel savings adjustment in excess of what is necessary to bring the department in line with a realistic vacancy savings level. Debt Reduction • The County is using cash to pay off existing debt service (including that associated with desktop and laptop computers) in order to reduce operating expenses for equipment. This results in an operating savings of $25,250. 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 % of participants in a staff-development-sponsored activity that reported they were satisfied with the training FY 2008 Actual Not Reported Not Reported FY 2009 Revised 97.9% 98.0% Activities that comprise this program include: • Employee Relations • Merit Commission • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.1% 0.2% 0.2% 99.0% 1.0% 1.0% Staff Development Employee Relations Activity The purpose of the Employee Relations Activity is to provide workplace conflict resolution for County departments and employees so that they can maintain workplace professionalism and productivity. Mandates: 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. 917 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported FY 2009 Revised 97.9% Percent of customers who reported satisfied or higher rating Number of Employee Relations Not Reported consultations/investigations conducted FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 98.1% 0.2% 0.2% 625 858 233 37.3% Anticipated number of Employee Relations consultations/investigations conducted Total cost of Employee Relations consultations/investigations Not Reported 625 858 233 37.3% Not Reported $532.29 $486.24 $46.05 8.7% 100 - GENERAL TOTAL USES $ $ (84,516) (84,516) -25.4% -25.4% Expenditure 234,977 $ 234,977 $ 332,681 $ 332,681 $ 417,197 $ 417,197 $ Activity Narrative: The FY 2009-10 budget will allow for the department to meet the increased level of demand that is anticipated due to County-wide workforce downsizing. Department resources have been re-directed to this Activity to address the demand. 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 Demand Efficiency Revenue Measure Description FY 2008 Actual TBD Not Reported Number of appeal hearings conducted Not Reported Anticipated # of appeal hearings Not Reported Cost per output. Not Reported FY 2009 Revised Not Reported FY 2010 Adopted Not Reported 9 9 $7,408.89 Variance % Variance Revised - Adopted Revised - Adopted Not Reported Not Reported 38 29 322.2% 38 29 322.2% $2,387.87 $5,021.02 67.8% 100 - GENERAL TOTAL SOURCES $ $ 9,490 $ 9,490 $ 6,100 $ 6,100 $ 6,000 $ 6,000 $ (100) (100) -1.6% -1.6% 100 - GENERAL TOTAL USES $ $ 76,439 $ 76,439 $ 66,680 $ 66,680 $ 90,739 $ 90,739 $ (24,059) (24,059) -36.1% -36.1% Expenditure The department will be developing new measures as part of the strategic business plan update process. Base Adjustments: • Decrease revenues for records copies in Miscellaneous Revenue by $100 to more closely match historical information. Activity Narrative: The FY 2009-10 budget will allow for the department to meet increased levels of demand. 918 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development 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 FY 2008 Actual Not Reported Percent of participants in a staffdevelopment-sponsored activity that reported they were satisfied with the training Number of Participants in a Staff Not Reported Development sponsored activity Anticipated number of applicants of Not Reported Staff Development sponsored activities Cost per student in a Staff Development sponsored activity Not Reported 100 - GENERAL TOTAL USES $ $ FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 99.0% 1.0% 1.0% 15,000 20,000 5,000 33.3% 12,000 20,000 8,000 66.7% $9.91 $15.66 -$5.76 -58.1% 148,631 $ 148,631 $ 313,287 $ 313,287 $ (164,656) (164,656) -110.8% -110.8% Expenditure 552,828 $ 552,828 $ Budget Balancing Adjustments: Cost Reduction • Reduce the Staff Development Activity $75,572 by eliminating one vacant Trainer position (1 FTE). Elimination of this position will have little to no impact on service levels. Upon economic recovery, staffing levels may need to be revisited. Activity Narrative: The recommended budget supports the department in meeting 100% of its increased demand. Budgeted personnel savings have been re-aligned to more closely reflect actual experience, thus increasing budgeted expenditures in the Activity. 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 2008 Actual Not Reported FY 2009 Revised 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.0% 1.0% 1.1% 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; 919 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development 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 FY 2008 Actual Not Reported Percent of customers satisfied or higher with recruiting/staffing services Number of job Not Reported requisitions/applications/exams processed Number of job Not Reported requisitions/applications/exams requested Expenditure per job Not Reported requisition/application/exam processed FY 2009 Revised 95.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 96.0% 1.0% 1.1% 107,500 33,980 -73,520 -68.4% 107,500 33,980 -73,520 -68.4% $7.88 $22.91 -$15.03 -190.8% 846,874 $ 846,874 $ 778,464 $ 778,464 $ 68,410 68,410 Expenditure 100 - GENERAL TOTAL USES $ $ 1,045,677 $ 1,045,677 $ 8.1% 8.1% Budget Balancing Adjustments: Cost Reduction • Reduce the Recruiting and Staffing Activity $36,940 by eliminating one vacant Office Assistant position (1 FTE). Deletion of this position will have no impact on service delivery levels. Activity Narrative: The demand has been reduced to reflect the decrease in recruiting due to economic factors. Resources from this Activity have been redirected to assist in meeting demand in other areas, such as the Employee Relations and Merit Commission Activities, which expect an increase in demand. The recommended budget reflects these changes. 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 2008 Actual Not Reported FY 2009 Revised 98.0% Not Reported 100.0% Activities that comprise this program include: • Payroll • FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 2.0% 2.0% 100.0% 0.0% 0.0% Records Management Payroll 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. 920 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development 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. Performance Analysis: Measure Type Result Output Demand Efficiency Measure Description FY 2008 Actual Not Reported FY 2009 Revised 100.0% Not Reported Not Reported Not Reported 375,435 375,435 $1.34 375,435 375,435 $1.32 100 - GENERAL TOTAL SOURCES $ $ 46,144 $ 46,144 $ 38,200 $ 38,200 $ 50,100 $ 50,100 $ 11,900 11,900 31.2% 31.2% 100 - GENERAL TOTAL USES $ $ 471,648 $ 471,648 $ 503,165 $ 503,165 $ 496,082 $ 496,082 $ 7,083 7,083 1.4% 1.4% Percent of paychecks accurately processed Number of paychecks issued Number of paychecks required Expenditure per regular paychecks issued FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 0.0% 0.0% 0 0 $0.02 0.0% 0.0% 1.4% Revenue Expenditure Base Adjustments: • Increase revenue $11,900 in Other Charges for Service to reflect an increase in garnishments and child support collections. Activity Narrative: The FY 2009-10 budget for the Payroll Activity reflects increased process efficiency. The budget allows the department to meet 100% of the demand and to do so more efficiently. 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 4 921 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development 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 Description Type Result Output Demand Efficiency Revenue FY 2008 Actual Not Reported FY 2009 Revised 98.0% FY 2010 Variance % Variance Adopted Revised - Adopted Revised - Adopted 100.0% 2.0% 2.0% Percent of active personnel records accurately maintained Number of active personnel records maintained Number of active employees Expenditure per record maintained Not Reported 13,500 13,750 250 1.9% Not Reported Not Reported 13,500 $34.12 13,750 $6.93 250 $27.19 1.9% -79.7% 100 - GENERAL TOTAL SOURCES $ $ 553 $ 553 $ 400 $ 400 $ 400 $ 400 $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 423,833 $ 423,833 $ 460,652 $ 460,652 $ 381,327 $ 381,327 $ 79,325 79,325 17.2% 17.2% Expenditure Budget Balancing: Cost Reduction • Reduce the Records Management Activity $75,795 by eliminating one vacant Administrative Supervisor position (1 FTE). This reduction will not have an impact on service levels. Activity Narrative: The FY 2009-10 budget for the Records Management Activity reflects increased process efficiency. The budget allows the department to meet 100% of the demand and to do so more efficiently. 922 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets Workforce Mgmt and Development Appropriated Budget Reconciliations General Fund (100) EXPENDITURES REVENUE OPERATING FY 2008-09 ADOPTED BUDGET $ 6,145,531 $ 44,700 FY 2008-09 REVISED BUDGET $ 6,145,531 $ 44,700 (2,965,312) $ (2,965,312) $ 3,180,219 $ 44,700 RESTATEMENTS ADP to Non-Departmental (470) $ Subtotal $ $ FY 2008-09 REVISED RESTATED BUDGET TARGET ADJUSTMENTS: PERSONNEL SAVINGS ADJUSTMENT $ 439,388 $ - FY 2009-10 BUDGET TARGET $ 3,619,607 $ 44,700 (152,297) $ (204,611) (356,908) $ - (36,940) $ (75,572) (75,795) (188,307) $ - (23,329) $ (1,921) (25,250) $ - BASE ADJUSTMENTS: BUDGET BALANCING ADJUSTMENTS: Administrative Reduction Administrative Services Program Personnel Savings $ Subtotal $ Cost Reduction Employment Services Employee Development Payroll and Records Management $ Subtotal $ Debt Reduction Pay Off Capital Lease - 08 Desktop Refresh Pay Off Capital Lease - 08 Laptop Refresh $ Subtotal $ OTHER BASE ADJUSTMENTS Increase Garnishment/Child Support Revenues Reduce Record Copy Revenue $ FY 2009-10 ADOPTED OPERATING BUDGET 923 Subtotal $ - $ $ 11,900 (100) 11,800 $ 3,049,142 $ 56,500 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Department Strategic Plans and Budgets 924 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Major Maintenance Major Maintenance Program Executive Summary The Major Maintenance Program 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 $2.5 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes continual improvements to the Building System, not only from a capital perspective but also from an operations and maintenance perspective. Planning capital actions based on the needs of buildings, and not based exclusively on departmental needs, is required to maintain or improve facility conditions. The Facility Condition Index (FCI) provides a measurement tool and represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements and compares that with the projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) 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: 925 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Major Maintenance FCI Condition 0 – 5% 6 – 10% Good Fair 11% and above Poor This standard is established as a guideline for building owners as to the relative condition of their facilities, and consideration must be given to what is applicable to each building system. Depending on the condition of the building, building group or building system and the ultimate goal, it may be financially impractical to improve a building system beyond a certain point. The primary objective of 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 149 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 renovate or update buildings as required to support the strategic goals of Maricopa County. 926 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • Major Maintenance 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. Major Maintenance Project Summary CURR. FY 2009-10 FCI EXP. FCI YEAR 1 PROJECT TITLE FY 2010- 11 YEAR 2 FY 2011-12 YEAR 3 FY 2012-13 YEAR 4 FY 2013-14 YEAR 5 FIVE-YEAR TOTAL General Fund (100) Facility Renovation COUNTY ADMINISTRATION BUILDING (ABII) Replace Cooling Tower & Ancillary Equipment AVONDALE SHERIFF SUB-STATION (AVSO) Replace Cooling Tower & Condensation Pump CENTRAL COURT BUILDING IMPROVEMENTS (CCBI) Ceiling Tile Upgrade, Grid/Lighting Upgrade, HVAC Redistribution Construction Ceiling Tile Upgrade, Grid/Lighting Upgrade, HVAC Redistribution Abatement COURTS AREA - GENERAL (CACX) Stairwell Enclosure DOWNTOWN JUSTICE CENTER (DTCC) Conver t Hearing Rooms to Court Rooms EAST COURT BUILDING (ECII) Renovate all Public Restrooms EASTSIDE VETERNARY CLINIC (EVET) Replace Roof & Repair Drain Gutter SOUTHEAST REGIONAL INFRASTRUCTURE IMPROVEMENTS (SICU) Install A/C Unit in Electrical Room Replace Exhaust Fans Throughout Building SECURITY BUILDING (SIPN) Complete South Core Restrooms Replace / Repair Roof SOUTHPORT ADULT PROBATION (SPAP) Replace HVAC System UofA COOP EXTENTION (UACE) Replace Roof / Reseal Exterior / Replace Fascia WEST COURT INFRASTRUCTURE IMPROVEMENTS (WCII) Electrical Panel Repairs - Phase III $ 55.17 54.33 155,265 155,265 $ 65.12 93,612 62.46 39.57 40.16 39.88 NA NA NA N/A 37.16 36.44 13.84 3.55 $ $ $ $ $ $ $ 39.67 39.29 $ - - $ $ - - - $ $ $ - $ - 155,265 155,265 $ 93,612 - 93,612 - $ 1,257,172 862,972 394,200 - - - - 394,200 161,269 161,269 207,764 207,764 166,005 166,005 425,250 425,250 540,634 $ 2,335,044 669,025 1,666,019 $ 72,360 72,360 $ 369,487 369,487 35.90 $ $ - 13.81 44.31 - - - 13.81 NA - $ - 53,167 487,467 20.07 $ - - 21.74 21.24 44.34 $ 862,972 21.80 21.80 46.82 - 93,612 $ 1,257,172 40.16 $ 319,044 $ $ $ $ $ 927 $ $ $ $ $ - $ $ $ $ 319,044 Facility Renovation Subtotal $ 6,102,906 488,232 488,232 - - 488,232 $ $ $ $ $ - $ $ $ - $ - $ - $ - - $ $ $ $ $ - $ $ $ - $ - $ - - - $ $ $ $ $ 161,269 161,269 207,764 207,764 654,237 654,237 425,250 425,250 540,634 - 53,167 487,467 - $ 2,335,044 669,025 1,666,019 $ 72,360 72,360 $ 369,487 369,487 $ - $ - 319,044 $ - $ 6,591,138 $ $ $ - 319,044 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget PROJECT TITLE General Fund (100) Major Maintenance CURR. FY 2009-10 FCI EXP. FCI YEAR 1 ENERGY MANAGEMENT PROGRAM N/A N/A (ENRG) N/A N/A ENVIRONMENTAL PROGRAM (ENVR) ESTIMATING PROGRAM (PPFE) N/A N/A CODE COMPLIANCE RESERVE (RCCR) N/A N/A BUILDING SECURITY PROGRAM (SECR) N/A N/A LIFE/SAFETY PROGRAM (SFTY) N/A N/A PROJECT RESERVE (MMPR) N/A N/A Major Maintenance Subtotal PROJECT TITLE $ 725,000 Major Maintenance FY 2010- 11 YEAR 2 $ 712,000 FY 2011-12 YEAR 3 $ FY 2012-13 YEAR 4 712,000 $ FY 2013-14 YEAR 5 712,000 $ FIVE-YEAR TOTAL 712,000 $ 3,573,000 $ 150,000 $ 200,000 $ 400,000 $ 500,000 $ 500,000 $ $ 2,475,000 $ 150,000 $ 200,000 $ 400,000 $ 500,000 $ 500,000 $ 5,627,674 $ 8,089,674 $ 150,000 $ 150,000 $ 150,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 400,000 $ 400,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 6,115,906 $ 6,115,906 $ 6,115,906 $ 8,577,906 $ 8,577,906 $ 8,577,906 $ 750,000 $ 1,000,000 $ 2,000,000 $ 2,500,000 $ 2,500,000 $ 23,975,392 $ 36,298,392 TOTAL FUND 100 $ 8,577,906 $ 8,577,906 $ 8,577,906 $ 8,577,906 $ 8,577,906 $ 42,889,530 CURR. FY 2009-10 FCI EXP. FCI YEAR 1 FY 2010- 11 YEAR 2 $ 2,846,317 $ 2,142,451 $ FY 2011-12 YEAR 3 FY 2012-13 YEAR 4 FY 2013-14 YEAR 5 FIVE-YEAR TOTAL Detention Fund (255) Facility Renovation DURANGO JAIL INFRASTRUCTURE IMPROVEMENTS (DDJS) I-Con Systems for Plumbing & Epoxy D3D9 Electrical Upgrade Upgrade Security System Electrical Upgrade D1-D7 Shower Upgrades D1-D7 Replace Ceiling & Carpet. Install AC Unit in Visitation Area. Replace AC Units in D8 & D9 ESTRELLA JAIL INFRASTRUCTURE IMPROVEMENTS (EJIS) I-Con Systems for Plumbing Replace Switch Gear Repair Air Wash Units Water Well Repairs & Upgrade 62.66 43.86 $ 68.57 68.57 62.66 62.66 68.57 63.76 59.67 58.02 33.13 67.55 $ 300,000 $ 166,400 $ 261,319 $ 1,021,498 $ 190,800 14.19 10.63 $ 79,500 $ $ 1,371,128 $ 19.37 19.37 19.37 19.37 18.20 19.33 18.91 18.77 $ $ $ $ $ $ 809,582 31,546 318,000 212,000 West Roof Repairs 1.29 0.68 SOUTHEAST JUVENILE (SJUI) Install Epoxy in Showers 4-8 13.87 13.63 TOWERS JAIL INFRASTRUCTURE IMPROVEMENTS (TIJU) Door Repairs 17.43 2.95 Repair Air Wash Units 44.45 39.04 Install I-Con System for Plumbing - Towers 44.45 40.81 1, 2, 3 Facility Renovation Subtotal Detention Fund (255) Major Maint enance N/A N/A ENERGY MANAGEMENT PROGRAM (ENRG) N/A N/A ENVIRONMENTAL PROGRAM (ENVR) ESTIMATING PROGRAM (PPFE) N/A N/A N/A N/A CODE COMPLIANCE RESERVE (RCCR) BUILDING SECURITY PROGRAM (SECR) N/A N/A LIFE/SAFETY PROGRAM (SFTY) N/A N/A PROJECT RESERVE (MMPR) N/A N/A Major Maintenance Subtotal LOWER BUCKEYE JAIL COMPLEX (LBJC) 826,800 $ - $ - $ - - $ - $ - $ - $ - $ $ 1,500,000 $ $ - $ $ 642,451 $ - $ - $ - $ - $ - $ - $ - $ - $ - - $ 200,000 $ - $ - $ - $ - $ - $ 79,500 $ 1,761,928 200,000 $ $ $ $ $ - $ - - $ $ $ $ $ $ - - $ $ $ $ $ $ - 95,400 $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ 95,400 131,541 131,541 846,377 $ $ $ $ 300,000 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ 95,400 $ 131,541 $ 131,541 $ 1,146,377 $ $ $ 371,000 284,116 191,261 $ $ $ 300,000 - $ $ $ - $ $ $ - $ - $ - $ - $ $ $ $ 5,290,763 $ 2,642,451 $ - $ - $ - $ 7,933,214 $ $ $ 250,000 $ 250,000 $ 1,250,000 250,000 250,000 250,000 $ $ 4,988,768 $ $ 826,800 - $ 300,000 - $ 1,666,400 - $ 261,319 $ 1,663,949 - $ 190,800 809,582 31,546 318,000 412,000 95,400 671,000 284,116 191,261 $ 200,000 $ 200,000 $ 200,000 $ 300,000 $ 500,000 $ $ 1,650,000 $ 200,000 $ 200,000 $ 200,000 $ 300,000 $ 500,000 $ 2,648,312 $ 4,298,312 $ 200,000 $ 200,000 $ 200,000 $ 300,000 $ 500,000 $ 5,290,763 $ 6,940,763 $ 200,000 $ 200,000 $ 200,000 $ 300,000 $ 500,000 $ 5,290,763 $ 6,940,763 $ 200,000 $ 200,000 $ 200,000 $ 300,000 $ 500,000 $ 5,290,763 $ 6,940,763 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,500,000 $ 2,500,000 $ 18,520,601 $ 26,770,601 TOTAL FUND 255 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 34,703,815 TOTAL MAJOR MAINTENANCE (100 & 255) $ 15,518,669 $ 15,518,669 $ 15,518,669 $ 15,518,669 $ 15,518,669 $ 77,593,345 928 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a plan that identifies capital improvement projects to be completed over the next five fiscal years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. The CIP integrates 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 may include voterapproved bonds, voter-authorized taxes, other forms of long-term financing such as Certificates of Participation (COPs), operating funds, contributions from other public and private entities, and grants. 929 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement The CIP spans a five-year period beginning with Fiscal Year 2009-10 and ending Fiscal Year 2013-14. The total anticipated cost for projects presented in the FY 2009-10 CIP is $207.3 million. CAPITAL IMPROVEMENT PROGRAM FY 2009-10 through FY 2013-14 ALL FUNDS $207,296,819 $180,409,000 $124,483,570 FY 2009-10 FY 2010-11 FY 2011-12 $54,604,998 $59,748,998 FY 2012-13 FY 2013-14 The largest portion of expenditures for the County’s five-year Capital Improvement Program is the Court Tower Project and other Public Safety Related Projects with 55.0% of the total. Transportation Projects (Highways and Streets) make up the second largest portion of the Capital Improvement Program, at 41.4% of the total. The remaining 3.6% encompasses funding for Culture and Recreation, Health, Welfare and Sanitation and General Government projects. Uses of Capital Funds - FY 2009-10 $207,296,819 Culture & Recreation 1.4% General Government 1.8% Health, Welfare & Sanitation 0.4% Highways & Streets 41.4% Public Safety 55.0% 930 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 2008-09 Capital Improvement Program. FY 2009-10 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund General Fund 422 INTERGOVERNMENTAL CAP PROJ 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 ADOPTED FY 2008-09 THRU FY 2012-13 $ $ $ 3,450,000 75,590,432 346,780,553 21,580,295 447,401,280 $ 339,453,492 20,849,900 360,303,392 $ 807,704,672 ADOPTED FY 2009-10 THRU FY 2013-14 $ $ $ 857,075 47,900,000 240,725,538 8,118,743 297,601,356 (Increase)/ Decrease $ $ $ 2,592,925 27,690,432 106,055,015 13,461,552 149,799,924 $ 328,942,029 328,942,029 $ 10,511,463 20,849,900 31,361,363 $ 626,543,385 $ 181,161,287 FIVE YEAR CAPITAL IMPROVEMENT PROGRAM Distinction by Fund TRANSPORTATION CAPITAL PROJECTS FUND $328,942,029 52.50% GENERAL FUND COUNTY IMPROVEMENT FUND $8,118,743 1.30% INTERGOVERNMENTAL CAPITAL PROJECTS FUND $857,075 0.13% FINANCING SERIES 2007 FUND 440 $47,900,000 0.76% FINANCING SERIES 2008 FUND 441 $240,725,538 38.42% 931 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Capital Projects Budget The capital projects budget is the first year of the Capital Improvement Program. The FY 2009-10 Maricopa County Capital Projects budget is $207.3 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 2008-09 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2008-09 ADOPTED General Fund 422 INTERGOVERNMENTAL CAP PROJ $ 3,450,000 440 FINANCING SERIES 2007 67,626,776 441 FINANCING SERIES 2008 67,122,027 445 GENERAL FUND CTY IMPROV 18,174,462 Subtotal General Fund $ 156,373,265 FY 2008-09 REVISED $ FY 2008-09 FORECASTED 3,795,000 67,082,070 67,122,027 24,678,086 $ 162,677,183 $ 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 $ TOTAL MARICOPA COUNTY $ 301,408,152 $ 300,811,112 FY 2009-10 ADOPTED 2,182,582 24,969,949 33,741,453 19,392,626 80,286,610 $ 85,705,950 11,700,054 97,406,004 $ $ 85,728,037 85,728,037 $ 177,692,614 $ 207,296,819 $ $ $ 857,075 40,900,000 73,088,797 6,722,910 121,568,782 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 Division of the Public Works 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, general maintenance commodities, and 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. 932 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement NEW FACILITY OPERATING AND MAINTENANCE COST IMPACT FY 2009-10 GENERAL FUND PROJECTS Maricopa Regional Trail System $ Saguaro Lake Aid Station 12,468 Security Building 102,510 Visitors Centers and Amphitheaters 100,308 General Fund Subtotal $ 215,286 FY 2010-11 $ $ 41,073 12,842 105,585 100,308 519,616 FY 2011-12 $ $ 43,115 13,227 108,753 100,308 265,403 FY 2012-13 $ $ 85,959 13,624 112,015 100,308 311,906 FY 2013-14 $ $ 90,246 14,033 115,376 100,308 319,963 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 a representative from the Department of Finance. 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. 933 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Project Detail Two (2) capital projects are adopted by the Board for support from the Intergovernmental Capital Projects Fund (422). One (1) capital project in the Financing Series 2007 Fund (440) and one (1) capital project in the Financing Series 2008 Fund (441) are identified to the Board. A total of seven (7) projects are identified to the Board for support from the General Fund (445) in the proposed CIP. The adopted projects are as follows: 422 INTERGOVERNMENTAL CAPITAL PROJECTS FUND PREVIOUS Visitor Centers and Amphitheaters $ 452,275 Cave Creek Transfer Station 592,925 TOTAL FUND 422 $ 1,045,200 FY 2009-10 90,000 767,075 $ 857,075 440 FINANCING SERIES 2007 FUND PREVIOUS Central Court Building Remodel $ 8,694,000 Criminal Court Tower TOTAL FUND 440 $ 8,694,000 FY 2009-10 $ 900,000 47,000,000 $ 47,900,000 $ 441 FINANCING SERIES 2008 FUND PREVIOUS Criminal Court Tower $ 51,833,462 TOTAL FUND 441 $ 51,833,462 FY 2009-10 $ 66,088,797 $ 66,088,797 FY 2010-11 $ 122,295,002 $ 122,295,002 FY 2011-12 $ 52,341,739 $ 52,341,739 445 GENERAL FUND COUNTY IMPROVEMENT FUND PREVIOUS Lower Buckeye Central Plant Chilled $ 1,639,202 Maricopa Regional Trail System 1,118,775 Parks System Master Plan 361,772 Saguaro Lake Aid Station 650,000 Security Building 20,841,883 Visitor Centers and Amphitheaters 6,627,461 Vulture Mountain Study TOTAL FUND 445 $ 31,239,093 FY 2009-10 $ 1,177,321 2,485,392 43,428 100,000 2,632,401 184,368 100,000 $ 6,722,910 FY 2010-11 FY 2011-12 $ FY 2010-11 $ FY 2011-12 - $ $ $ FY 2010-11 $ $ $ FY 2012-13 - $ $ FY 2011-12 - 1,000,000 1,000,000 $ $ $ $ 934 $ $ FY 2012-13 - 395,833 395,833 $ $ $ FY 2012-13 $ $ $ FIVE-YEAR (FY 2010-14) 90,000 767,075 $ 857,075 TOTAL PROJECT 542,275 1,360,000 $ 1,902,275 - FIVE-YEAR (FY 2010-14) $ 900,000 47,000,000 $ 47,900,000 TOTAL PROJECT $ 9,594,000 47,000,000 $ 56,594,000 Page 936 938 - FIVE-YEAR (FY 2010-14) $ 240,725,538 $ 240,725,538 TOTAL PROJECT $ 292,559,000 $ 292,559,000 Page 938 - FIVE-YEAR (FY 2010-14) $ 1,177,321 3,881,225 43,428 100,000 2,632,401 184,368 100,000 $ 8,118,743 TOTAL PROJECT $ 2,816,523 5,000,000 405,200 750,000 23,474,284 6,811,829 100,000 $ 39,357,836 Page 940 941 943 945 947 948 950 FY 2013-14 - $ $ FY 2012-13 $ $ FY 2013-14 - $ - FY 2013-14 - FY 2013-14 - $ $ $ Page 948 935 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Cave Creek 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 2009 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 08-09 $ 592,925 $ 592,925 Year 1 FY 09-10 $ 767,075 $ 767,075 Year 2 FY 10-11 $ $ Operating Cost Summary Not Available 935 Year 3 FY 11-12 - $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - $ $ 5-Year Total 767,075 767,075 Total Project $ 1,360,000 $ 1,360,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 July 2009 Project Description: The project consists of the renovation of the Central Court Building for Superior Court Regional Court Center (RCC). The project includes the renovation of the 2nd floor of the Central Court Building and the addition of three new RCC Courts and one new Visiting Judge Court in the basement. Purpose Statement The purpose of the Central Court Building (CCB) project is to ensure timely, fair, and impartial justice in case processing by remodeling the lower level of the CCB and constructing new RCC / EDC courts. In addition, the second floor of the CCB has been abated and renovated to accommodate court administration functions that were in the 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 Result Measures Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2008-09 Year-To-Date Actual FY 2008-09 YearEnd Projected FY 2009-10 Projected with Capital Improvement 91% 91% 95% 76% 76% 80% 936 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Funding/Cost Summary Funding Source Financing Series 2007 (440) $ Project Total $ Previous Actuals 2,599,430 2,599,430 $ $ Projected FY 08-09 6,094,570 6,094,570 $ $ Year 1 FY 09-10 900,000 900,000 Year 2 FY 10-11 $ $ Operating Cost Summary Not Available 937 Year 3 FY 11-12 - $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - $ $ 5-Year Total 900,000 900,000 $ $ Total Project 9,594,000 9,594,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Criminal Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 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, approximately 682,792 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, a food service area on the 1st floor 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 Strategic Plan Activities Supported • General Felony Adjudication Result Measures 938 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2008-09 Year-To-Date Actual Capital Improvement FY 2008-09 YearEnd Projected FY 2009-10 Projected with Capital Improvement 91% 91% 95% 76% 76% 80% Funding/Cost Summary Previous Funding Source Actuals Financing Series 2008 (441) $ 7,612,546 Financing Series 2007 (440) General Fund Cty Improv (445) 799,953 Project Total $ 8,412,499 Projected FY 08-09 $ 44,220,916 $ 44,220,916 $ $ Year 1 FY 09-10 66,088,797 47,000,000 113,088,797 $ $ Year 2 FY 10-11 122,295,002 122,295,002 Year 3 FY 11-12 $ 52,341,739 $ 52,341,739 Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - 5-Year Total 240,725,538 47,000,000 287,725,538 $ $ $ $ Total Project 292,559,000 47,000,000 799,953 340,358,953 Operating Cost Summary Year 1 FY 09-10 FY 08-09 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services $ Total $ - - 939 $ $ $ $ - - Year 2 FY 10-11 $ $ $ $ Year 3 FY 11-12 Year 4 FY 12-13 Year 5 FY 13-14 - $ 705,175 3,797,243 $ 4,502,418 $ 729,856 4,879,340 $ 5,609,196 755,401 5,051,285 $ 5,806,686 - $ $ $ 705,175 3,797,243 $ 4,502,418 729,856 4,879,340 $ 5,609,196 $ 755,401 5,051,285 $ 5,806,686 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 September 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) $ 331,564 Project Total $ 331,564 Projected FY 08-09 $ 1,307,638 $ 1,307,638 Year 1 FY 09-10 $ 1,177,321 $ 1,177,321 Year 2 FY 10-11 $ $ Operating Cost Summary Not Available 940 Year 3 FY 11-12 - $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - $ $ 5-Year Total 1,177,321 1,177,321 $ $ Total Project 2,816,523 2,816,523 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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. Strategic Goals Addressed 941 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 RESULT MEASURE RESULT: Percent of trail users satisfied with condition of trails FY 2007-08 Year-To-Date Actual FY 2007-08 Year-End Projected 91.4% 91.4% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 804,141 Intergovernmental Cap Proj (422) 836,104 Project Total $ 1,640,245 Projected FY 08-09 $ 314,634 160,833 $ 475,467 Year 1 FY 09-10 $ 2,485,392 $ 2,485,392 Year 2 FY 10-11 $ 1,000,000 $ 1,000,000 Year 3 FY 11-12 $ 395,833 $ 395,833 Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - $ $ 5-Year Total 3,881,225 160,833 4,042,058 Total Project $ 5,000,000 $ 1,157,770 $ 6,157,770 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 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 Net Operating Cost Increase (post less current) Personal Services Supplies & Services $ $ Total $ - 942 $ - $ 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 2009-10 Adopted Budget Capital Improvement 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, 2009 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, including some in-house 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 943 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected 86.7% Projected with Capital Improvement 86.7% 88.0% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 314,116 Project Total $ 314,116 Projected FY 08-09 $ 47,656 $ 47,656 Year 1 FY 09-10 $ 43,428 $ 43,428 Year 2 FY 10-11 $ $ - Year 3 FY 11-12 $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - 5-Year Total $ 43,428 $ 43,428 Total Project $ 405,200 $ 405,200 Operating Cost Summary 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. 944 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Saguaro Lake Aid Station Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Saguaro Lake 2 Facilities Management None June 2010 Project Description This project includes the design and construction of a new Maricopa County Sheriff’s Office 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 Measure Percent of Priority 1 Calls Responded to in 5 mins or less FY 2008-09 Year-To-Date Actual FY 2008-09 YearEnd Projected 41.0% FY 2009-10 Projected with Capital Improvement 41.0% 41.0% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 08-09 $ 650,000 $ 650,000 Year 1 FY 09-10 $ 100,000 $ 100,000 Year 2 FY 10-11 $ $ 945 Year 3 FY 11-12 - $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - $ $ 5-Year Total 100,000 100,000 Total Project $ 750,000 $ 750,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Operating Cost Summary FY 08-09 Post-Construction Managing Dept Operating Costs Supplies & Services $ Total $ Net Operating Cost Increase (post less current) Supplies & Services $ Total $ Year 1 FY 09-10 Year 2 FY 10-11 Year 3 FY 11-12 Year 4 FY 12-13 Year 5 FY 13-14 12,105 12,105 $ $ 12,468 12,468 $ $ 12,842 12,842 $ $ 13,227 13,227 $ $ 13,624 13,624 $ $ 14,033 14,033 12,105 12,105 $ $ 12,468 12,468 $ $ 12,842 12,842 $ $ 13,227 13,227 $ $ 13,624 13,624 $ $ 14,033 14,033 946 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 2010 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 Funding Source General Fund Cty Improv (445) $ Project Total $ Previous Actuals 20,283,768 20,283,768 Projected FY 08-09 $ 558,115 $ 558,115 Year 1 FY 09-10 $ 2,632,401 $ 2,632,401 Year 2 FY 10-11 $ $ Year 3 FY 11-12 - $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - 5-Year Total 2,632,401 2,632,401 $ $ Total Project 23,474,284 23,474,284 $ $ Operating Cost Summary Year 1 FY 09-10 FY 08-09 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services $ Total $ Year 2 FY 10-11 Year 3 FY 11-12 Year 4 FY 12-13 Year 5 FY 13-14 - $ 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 - $ $ $ $ $ 947 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 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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, 2009 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 $7,354,104. Current budget allocation for this project is $7,354,104, 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) 948 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Strategic Plan Programs Supported • Support Program Strategic Plan Activities Supported • Maintenance & Development Activity Result Measures FY 2008-09 Year-To-Date Actual RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 20087-09 Year-End Projected 86.7% Projected with Capital Improvement 86.7% 90.0% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ 3,217,943 Intergovernmental Cap Proj (422) 452,275 Project Total $ 3,670,218 Projected FY 08-09 $ 3,409,518 $ 3,409,518 Year 1 FY 09-10 $ 184,368 90,000 $ 274,368 Year 2 FY 10-11 $ - $ Year 3 FY 11-12 $ $ - Year 4 FY 12-13 $ - $ Year 5 FY 13-14 $ $ - 5-Year Total $ 184,368 90,000 $ 274,368 Total Project $ 6,811,829 542,275 $ 7,354,104 Operating Cost Summary Year 1 FY 09-10 FY 08-09 Current Managing Dept Operating Costs Personal Services Supplies & Services Total $ 807,784 300,907 1,108,691 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Total $ 807,784 300,907 1,108,691 Net Operating Cost Increase (post less current) Personal Services Supplies & Services $ $ Total $ - 949 $ $ $ $ $ $ Year 2 FY 10-11 Year 3 FY 11-12 $ 873,618 $ 873,618 901,381 47,100 948,481 $ 926,826 47,100 $ 973,926 953,035 47,100 $ 1,000,135 980,030 47,100 $ 1,027,130 $ 1,007,834 47,100 $ 1,054,934 53,208 47,100 100,308 $ $ $ $ $ 899,827 899,827 $ $ 53,208 47,100 100,308 $ $ 926,822 926,822 Year 5 FY 13-14 848,173 848,173 53,208 47,100 $ 100,308 $ Year 4 FY 12-13 $ $ 53,208 47,100 100,308 $ $ $ 954,626 954,626 53,208 47,100 100,308 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 950 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Result Measures RESULT MEASURE RESULT: Percent of park visitors rating park facilities as good to excellent FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected 86.7% Projected with Capital Improvement 86.7% 86.7% Funding/Cost Summary Previous Funding Source Actuals General Fund Cty Improv (445) $ Project Total $ - Projected FY 08-09 $ $ - Year 1 FY 09-10 $ 100,000 $ 100,000 Year 2 FY 10-11 $ $ - Year 3 FY 11-12 $ $ - Year 4 FY 12-13 $ $ - Year 5 FY 13-14 $ $ - 5-Year Total $ 100,000 $ 100,000 Operating Cost Summary There are no operational costs associated with Vulture Mountain acquisition at this time. 951 Total Project $ 100,000 $ 100,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 Board of Supervisors 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 County’s distribution from the State of Arizona 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. 952 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Project Detail A total of 12 capital project bins are identified and recommended to the Board of Supervisors from Public Works. The adopted projects are as follows: 234 TRANSPORTATION CAPITAL PROJECTS PRIOR YEARS Bridge Preservation $ 14,777,594 County Arterials 94,633,971 Dust Mitigation 26,294,083 Intelligent Transportation Systems 6,918,139 MAG ALCP Projects 28,770,625 Partnerships 28,513,149 Pavement Preservation 13,606,040 Transportation Planning 9,509,467 Right-of-way 27,579,527 Safety Projects 295 Traffic Improvements 27,372,091 Transportation Administration 25,160,127 TOTAL FUND $ 303,135,109 FY 2008-09 PROJECTED $ 5,112,984 17,158,993 8,012,328 886,762 15,700,724 10,574,367 1,948,618 1,672,819 1,265,538 707,606 10,247,263 581,866 $ 73,869,868 FY 2009-10 2,513,000 8,280,000 6,050,000 1,470,000 35,030,000 1,530,000 5,270,000 1,630,000 585,000 530,000 6,879,500 15,960,537 $ 85,728,037 $ FY 2010-11 2,880,000 5,265,000 4,570,000 2,353,000 21,654,000 2,731,000 1,125,000 1,630,000 580,000 310,000 6,030,000 7,985,998 $ 57,113,998 $ FY 2011-12 5,030,000 7,665,000 3,530,000 1,030,000 32,754,000 1,080,000 1,125,000 1,630,000 580,000 310,000 6,030,000 10,981,998 $ 71,745,998 $ FY 2012-13 530,000 2,590,000 3,530,000 1,030,000 27,463,000 675,000 1,170,000 1,630,000 580,000 310,000 6,030,000 9,066,998 $ 54,604,998 $ FY 2013-14 530,000 14,565,000 3,530,000 1,030,000 20,292,000 675,000 530,000 1,630,000 580,000 310,000 6,030,000 10,046,998 $ 59,748,998 $ 5-YEAR TOTAL 11,483,000 38,365,000 21,210,000 6,913,000 137,193,000 6,691,000 9,220,000 8,150,000 2,905,000 1,770,000 30,999,500 54,042,529 $ 328,942,029 $ Page 955 958 961 964 966 969 971 974 977 979 981 985 Managing for Results Purpose Statements 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. 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. The purpose of the Transportation Planning Program is to provide planning, programming, community and government relations and environmental services to departments management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. Strategic Goal By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • • • Build Roads and Structures Engineer Roads and Structures Transportation System Development Strategic Plan Activities Supported • • • • • Article 5 Procurement Land Surveying Techniques Materials Technology Roadway Construction Transportation Construction Management 953 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • Capital Improvement Transportation Improvement Program Management Transportation Project Management 954 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Bridge Preservation Managing Department: Project Partner(s): Public Works T254 Queen Creek, Maricopa County Flood Control District T300 Maricopa County Flood Control District T308 City of Phoenix Scheduled Completion Dates Improvement Old US 80 Bridge @ Gila River District 5 Scheduled Completion 4th Qtr FY 12 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: T188 – Old US 80 Bridge @ Gila River 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. The initial assessment made to identify the extent of the repairs needed indicated costs in excess of the available budget and a value engineering study is in progress to reduce repair costs. Estimated cost is $8,000,000 with $125,000 budgeted to complete the value engineering analysis in FY 2010. 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 need 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. The Maricopa County Flood Control District is in the process of channelizing 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 finish the scoping effort is $170,000. T300 – Happy Valley Grade Control Structure (GCS) at the Agua Fria River The purpose of this study is to determine the cost to install a grade control structure under the Happy Valley road bridge so that the bridge is protected from flood waters eroding the bridge supports and causing damage to the bridge. The Maricopa County Flood Control District MCDOT is the lead agency for the study and the County has agreed to contribute a total of $150,000 toward the cost of the study plus staff participation. A total of $10,000 is budgeted for staff involvement in the study during FY 2010. T304 – Miller Rd Bridge at the Buckeye Irrigation District Canal The purpose of the study is to determine the cost to repair the canal lining under the bride which has washed away and water is undermining the road jeopardizing pavement stability. This was discovered during routing inspection of the structure which takes place every two years. Once the cost and extent of repairs is determined, funds will be allocated for the repair so the traveling public will have a safe 955 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement bridge across the canal. Total cost of the study is $150,000 with $10,000 budgeted in FY 2010 for study completion. T308 – 67th Ave Bridge over the Salt River The purpose of this scoping study is to examine the feasibility and benefits of constructing a six-lane bridge over the Salt River so the traveling public will have a safe and all weather crossing of the river at 67th Ave. Estimated cost to complete the study is $405,000. Strategic Goals Addressed Project Delivery. By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. 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 FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Prior Yrs. Projected Funding Source Actual FY 08-09 Highway User Revenue Funds $ 9,957,591 $ 4,589,317 Partnership Contributions/IGA/IDA 4,820,003 523,667 Federal Funds Project Total $ 14,777,594 $ 5,112,984 Negative numbers indicate repayment of prior or future expenditures Year 1 Year 2 FY 09-10 FY 10-11 $ (660,667) $ 1,730,000 1,673,667 1,500,000 1,150,000 $ 2,513,000 $ 2,880,000 956 Year 3 FY 11-12 $ 5,030,000 $ 5,030,000 Year 4 FY 12-13 $ 530,000 $ 530,000 Year 5 FY 13-14 $ 530,000 $ 530,000 $ $ 5-Year Total 7,159,333 1,673,667 2,650,000 11,483,000 $ $ Total Project 21,706,241 7,017,337 2,650,000 31,373,578 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Operating Cost Summary FY 08-09 Current Project Operating Costs for User Department Personal Sevices $ 2,140 Supplies & Services 3,077 Capital Outlay 1,004 Total $ 6,221 Post Construction User Department Operating Costs Personal Sevices $ 2,140 Supplies & Services 3,077 Capital Outlay 1,004 Total $ 6,221 Year 1 FY 09-10 $ $ $ $ 3,307 4,754 1,551 9,612 3,307 4,754 1,551 9,612 957 Year 2 FY 10-11 $ $ $ $ 3,406 4,897 1,598 9,900 3,406 4,897 1,598 9,900 Year 3 FY 11-12 $ $ $ $ 3,508 5,044 1,646 10,197 3,508 5,044 1,646 10,197 Year 4 FY 12-13 $ $ $ $ 3,613 5,195 1,695 10,503 3,613 5,195 1,695 10,503 Year 5 FY 13-14 $ $ $ $ 3,722 5,351 1,746 10,818 3,722 5,351 1,746 10,818 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement County Arterials Managing Department: Project Partner(s): Public Works T098 – Town of Gilbert T083 – City of Goodyear T178 – Town of Queen Creek (potential) Scheduled Completion Dates Improvement Gavilan Peak Parkway: Cloud to Joy Ranch MC 85: Cotton Lane to Estrella Pkwy Ellsworth Rd from Hunt Hwy to Riggs Rd Williams Field Rd from Gilbert to Lindsay Rd District 3 4 1 1 Scheduled Completion 1st Q TR FY 2010 3rd QTR FY2011 1st QTR FY2012 4th QTR FY 2014 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: T243 – Gavilan Peak: Cloud to Joy Ranch This project initially was planned to construct a two lane roadway connecting the existing Gavilan Parkway with Cloud Road, which will provide an alternate route to Anthem from Carefree Highway. A major change was approved by the Board to expand the roadway to four lanes due to the expected traffic volume. Total length of the project is approximately two miles. Estimated FY 2010 cost is $860,000 to complete construction on this $12,800,000 project. T083 – MC 85: Cotton Lane to Estrella Pkwy The purpose of this MC 85: Cotton Lane to Estrella Pkwy 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. Due to construction on Interstate 10 the City of Goodyear requested that the project be delayed until I-10 construction is complete. Utilities are being moved and the Union Pacific Railroad has designed the Sarival railroad crossing expansion and that portion of the project will be completed. Estimated construction cost for this portion of the project is $4,650,000 which will be completed in FY 2011. T178 – Ellsworth Rd from Hunt Hwy to Riggs Rd This project will widen Ellsworth Rd from Hunt Hwy to Riggs Rd from two lanes to six lanes with center median increasing the capacity and safety of the roadway. Total length of the project is approximately 1.7 miles. The Town of Queen Creek will be the lead agency with the County providing technical staff support for environmental clearance, right-of-way acquisition Estimated cost of the project is $18 million. The County will finish the design and then make three payments totaling $7,750,000 to the Town of Queen Creek as our share of the construction. The FY 2010 payment is $3,750,000. 958 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement T098 – Williams Field Rd from Gilbert to Lindsay Rd This project will reconstruct and widen Williams Field Rd from Gilbert to Lindsay Rd 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 $11.5 million with $5,000 allocated in FY 2010 to complete the design once agreement with the Town of Gilbert is reached on the approach. Construction is tentatively planned for FY 2014 provided an agreement is reached on the alternative to be constructed and the amount each agency will contribute to the project cost. 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 need for: T177 - 7th St: Carefree Highway to Desert Hills; T251 - Riggs Rd: Ellsworth Rd to Meridian Rd. 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 with $160,000 allocated for FY 2010. Design plans are being prepared for: T112 - MC 85 from 107th Ave to 91st Ave T113 – MC 85 from 91st Ave to 75th Ave This project will widen MC 85 from 107th Ave to 75th Ave 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 Ave first then widen the roadway to six lanes as funding is available. Total length of the project is four miles. Estimated cost of the project is $67 million with $520,000 allocated in FY 2010 to complete design. Construction will be in phases as funding is available. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • Article 5 Procurement Land Surveying Services 959 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • • • • Capital Improvement Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE Percent of Transportation Improvement Program projects delivered on time FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 92,161,468 2,472,503 94,633,971 Projected FY 08-09 $ 15,058,993 2,100,000 $ 17,158,993 Year 1 FY 09-10 $ 8,280,000 $ 8,280,000 Year 2 FY 10-11 $ 5,265,000 $ 5,265,000 Year 3 FY 11-12 $ 7,665,000 $ 7,665,000 Year 4 FY 12-13 $ 2,590,000 $ 2,590,000 Year 5 FY 13-14 $ 9,765,000 4,800,000 $ 14,565,000 $ $ 5-Year Total 33,565,000 4,800,000 38,365,000 $ $ Total Project 140,785,461 9,372,503 150,157,964 Operating Cost Summary FY 08-09 Current Project Operating Costs for User Department Personal Sevices $ 1,258,445 Supplies & Services 1,809,437 Capital Outlay 590,303 Total $ 3,658,186 Post Construction User Department Operating Costs Personal Sevices $ 1,258,445 Supplies & Services 1,809,437 Capital Outlay 590,303 Total $ 3,658,186 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - Year 1 FY 09-10 $ $ $ $ $ $ 1,296,199 1,863,720 608,012 3,767,931 1,330,993 1,909,098 618,352 3,858,443 34,794 45,377 10,340 90,511 960 Year 2 FY 10-11 $ $ $ $ $ $ 1,357,790 1,952,279 636,903 3,946,972 1,364,356 1,959,325 636,903 3,960,584 6,566 7,046 13,612 Year 3 FY 11-12 $ $ $ $ $ $ 1,398,524 2,010,847 656,010 4,065,381 1,414,642 2,031,555 660,398 4,106,595 16,118 20,708 4,388 41,213 Year 4 FY 12-13 $ $ $ $ $ $ 1,450,115 2,085,027 680,210 4,215,352 1,457,081 2,092,502 680,210 4,229,793 6,966 7,475 14,441 Year 5 FY 13-14 $ $ $ $ $ $ 1,493,618 2,147,577 700,616 4,341,812 1,525,604 2,190,951 712,255 4,428,809 31,986 43,373 11,638 86,997 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Dust Mitigation Managing Department: Project Partner(s): Public Works T126 Federal funds T176 Federal funds T192 Federal funds T313 Community Development Block Grant (CDBG) funds Scheduled Completion Dates Improvement Bush Highway:Usery Pass to Stewart Mountain Dam Rd Rio Verde Drive from Forest Rd to 136th ST. Forest Rd: McDowell to Rio Verde Low Volume Rd Program District 2 2 2 TBD Scheduled Completion 4th Qtr FY 2010 4th Qtr FY 2010 4th Qtr FY 2011 4th Qtr FY 2010 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: 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 so that cyclists and motorists will have a safer less dusty route to travel. Estimated cost is $1,420,000 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 St so that cyclists and motorists will have a safer less dusty route to travel. Estimated cost is $1,000,000 to complete construction. T176 – Low Volume Road Program The Low Volume Rd Program is an ongoing annual effort to pave dirt roads and arterial shoulders in the County to reduce dust particulates and improve air quality so that motorists will have a safer less dusty route to travel. FY 2010 budget is $3,000,000. Additionally $20,000 is allocated to begin identifying the next phase of dirt roads to be paved (T303 Low Volume Roads Phase 3) and support Phoenix in a joint effort to pave county island dirt roads (T301) so that cyclists and motorists will have a safer less dusty route to travel. T249 – Forest Rd: McDowell to Rio Verde This project will widen the shoulders along Forest Rd: McDowell to Rio Verde to create a bicycle path along this popular biking route and reduce fugitive dust so that cyclists and motorists will have a safer less dusty route to travel. Estimated construction cost is $1,000,000 with $45,000 budgeted in FY 2010 to complete the design. 961 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement T313 – Gompers Circle from Weinberg Rd to Green Road The purpose of the Gompers Circle Paving is to pave Gompers Circle from Weinberg Rd to Green Rd to reduce dust particulates and improve air quality so that motorists will have a safer less dusty route to travel. It is listed separately since it is partially funded by Community Development Block Grant (CDBG) funds. It is expected to be paved in late FY 2009. Total cost is estimated to be $305,000 with $10,000 budgeted in FY 2010 to close the project. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Federal Funds Project Total $ Prior Yrs. Actual 21,394,149 4,899,933 26,294,083 Projected FY 08-09 $ 7,512,328 500,000 $ 8,012,328 Year 1 FY 09-10 $ 5,042,500 1,007,500 $ 6,050,000 Year 2 FY 10-11 $ 4,570,000 $ 4,570,000 962 Year 3 FY 11-12 $ 3,530,000 $ 3,530,000 Year 4 FY 12-13 $ 3,530,000 $ 3,530,000 Year 5 FY 13-14 $ 3,530,000 $ 3,530,000 $ $ 5-Year Total 20,202,500 1,007,500 21,210,000 $ $ Total Project 49,108,977 6,407,433 55,516,411 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Operating Cost Summary FY 08-09 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 09-10 $ $ $ $ $ $ 16,533 23,772 7,755 48,060 81,564 117,275 38,259 237,098 65,030 93,503 30,504 189,037 963 Year 2 FY 10-11 $ $ $ $ $ $ 84,010 120,793 39,407 244,211 118,069 169,763 55,383 343,215 34,058 48,970 15,976 99,004 Year 3 FY 11-12 $ $ $ $ $ $ 121,611 174,856 57,044 353,511 156,691 225,296 73,499 455,486 35,080 50,439 16,455 101,974 Year 4 FY 12-13 $ $ $ $ $ $ 161,392 232,054 75,704 469,150 197,524 284,007 92,653 574,184 36,132 51,952 16,949 105,034 Year 5 FY 13-14 $ $ $ $ $ $ 203,450 292,527 95,433 591,410 240,666 346,038 112,890 699,594 37,216 53,511 17,457 108,185 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Public Works MAG has allocated Federal funds Scheduled Completion Dates Scoping Study 99th Ave: Olive to Bell Rd Bell Rd: SR 303 to 75th Ave Olive Ave: Litchfield Rd to Loop 101 MCDOT Traffic Management Center Upgrade District 4 4 4 5 Scheduled Completion TBD TBD TBD TBD 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 – 99th Avenue: Olive to Bell Road The purpose of this study is to determine the cost to improve traffic coordination along 99th Avenue, between Olive Avenue and Bell Road by installing a fiber optic cable and the installation of wireless connections to both the MCDOT traffic management system and to additional traffic signals not directly along the conduit route. This will provide connectivity for existing traffic signals, mid-block detection, and CCTV cameras, and for future ITS devices. It will connect to the MCDOT backbone and provide redundant communications capabilities for other agencies for traffic management applications so that commuters will have a faster and safer commute. The $10,000 budgeted is to complete the scoping study and preliminary design plans to determine the cost, right-of-way, utilities, and any other issues. T288 – Bell Road: SR 303 to 75th Avenue The purpose of this study is to determine the cost to design and construction of six dynamic messages signs along Bell Road between State Route 303 and 75th Avenue so that commuters will have a faster and safer commute. In addition to the dynamic message signs, fiber and conduit will also be designed and installed to connect to the existing ITS infrastructure along Bell Road, just west of Loop 101, to 75th Avenue. Funding is to complete the scoping study and 40% plans to determine the cost, right-ofway required, utilities needed to be relocated and any other issues associated with construction of the project. Federal funding is allocated in FY 2011 for this project. Estimated cost to complete the scoping effort is $220,000. T292 – Olive Avenue: Litchfield Road to Loop 101 The purpose of this study is to determine the cost, right-of-way required, utilities needed to be relocated and any other issues associated with installing fiber optic cable and wireless connections along Olive Avenue between Litchfield Road and State Route 101 as well as for other traffic signals not directly 964 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement along the conduit route so that commuters will have a faster and safer commute. The initial estimate cost is $1,200,000. T289 – Public Works Traffic Management Center Upgrade The purpose of this project is to design both equipment and software upgrades to the Traffic Management Center which manages traffic on the County system by monitoring traffic conditions and making real time adjustments so that commuters will have a faster and safer commute. A total of $10,000 has been budget to complete the design. Estimated total cost of the upgrade is $1,100,000. Estimated cost is $480,000 to complete the scoping studies. 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. The County will have to provide local matching funds and has placed $1,000,000 in reserve for the local match in the event federal funds become available to advance one or more of these projects. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ Prior Yrs. Actual 6,623,023 295,116 6,918,139 Projected FY 08-09 836,647 50,115 $ 886,762 $ Year 1 FY 09-10 1,470,000 $ 1,470,000 $ Year 2 FY 10-11 1,030,000 1,323,000 $ 2,353,000 $ Year 3 FY 11-12 1,030,000 $ 1,030,000 $ Year 4 FY 12-13 1,030,000 $ 1,030,000 $ Year 5 FY 13-14 1,030,000 $ 1,030,000 $ $ $ 5-Year Total 5,590,000 1,323,000 6,913,000 $ $ Total Project 13,049,670 345,231 1,323,000 14,717,901 Operating Cost Summary The operating costs will be determined once the scoping studies are completed. Annual operating costs are expected to be about $30,000 per corridor. 965 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects Managing Department: Public Works Project Partner(s): All – Maricopa Association of Governments 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 El Mirage from Bell Rd to SR 303 (Ph B) El Mirage from Bell Rd to SR 303 (Ph C) Northern Ave: Ph 1 Sarival to Dysart District 4 4 4 Scheduled Completion 4th QTR FY 2011 4th QTR FY 2014 4th QTR FY 2017 Purpose Statement The purpose of the Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects is to construct those transportation infrastructure projects in the County that are eligible for MAG funding from the Regional Transportation Plan (Prop 400) for the traveling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Project Description: T103 & T104 – El Mirage Road: Bell Road to SR 303 This project will connect Bell Road with State Route 303 by extending El Mirage Rd from Bell to SR 303 in three phases so that the residents will have a safer commute and provide an alternative route to using heavily congested Bell Rd. Phase A made the initial connection with the construction of El Mirage Rd from Bell Rd to SR 303. Phase B will improve El Mirage from Bell Rd to Beardsley and Phase C will construct two new bridges for the final improvement. Phase A was completed in FY 09. Phase B will begin construction in FY 2010 at an estimated cost of $17,510,000. T195 - Northern Ave: SR 303 to Grand Northern Ave: State Route 303 to Grand is a 20 year multi phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. The project will construct a 12.5 mile long principal arterial with controlled access (parkway) extending from 67th Ave at its intersection with Grand Ave west to State Route 303 so the traveling public has a safer and more efficient commute. The current estimate is $315.7 million to construct with MAG providing $221 million and the other partners providing $94.7 million. The initial phase from Sarival to Dysart is scheduled to begin in FY 2010. Total cost for this first phase is $84 million with $17.9 million budgeted for FY 2010 to begin design and advanced right-of-way acquisition. The funding agreement with MAG is being negotiated and once in place work will begin on this massive project. 966 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement In addition to the above projects funding has been budgeted to finish scoping effort (preliminary design and cost estimate) to determine the type and cost of improvements needed so that available funds can be prioritized to provide the maximum benefit to the travelling: T167 – El Mirage Rd from Northern to Bell Rd The purpose of this study is to determine the cost to widen El Mirage Rd from Northern to Bell Rd so the travelling public will have a safer more efficient commute. The preliminary engineering study is nearing completion with $630,000 budgeted for study completion and negotiations on the MAG funding agreement. Total cost for the project is currently estimated to be $135,000,000 with $37,500,000 in reimbursements available from MAG leaving funding partners to provide the balance. Only the study has been funded by the partners. 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 10 cost is $2,050,000 to complete the study and begin design of the Gilbert Road Bridge over the Salt River. The bridge will replace the low flow crossing which was washed out by recent releases into the Salt River so the travelling public will have an all weather crossing of the river. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time 967 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 24,694,897 4,075,728 28,770,625 Projected FY 08-09 $ 4,716,761 10,983,963 $ 15,700,724 Year 1 FY 09-10 $ 12,402,000 22,628,000 $ 35,030,000 Year 2 FY 10-11 $ 6,694,000 14,960,000 $ 21,654,000 $ $ Year 3 FY 11-12 5,335,720 27,418,280 32,754,000 Year 4 FY 12-13 $ 18,857,000 8,606,000 $ 27,463,000 $ $ Year 5 FY 13-14 13,520,000 6,772,000 20,292,000 $ $ 5-Year Total 56,808,720 80,384,280 137,193,000 $ $ Total Project 86,220,378 95,443,971 181,664,349 Operating Cost Summary FY 08-09 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 09-10 $ $ $ $ $ $ 30,862 44,374 14,476 89,713 44,088 63,392 20,681 128,161 13,227 19,018 6,204 38,448 968 Year 2 FY 10-11 $ $ $ $ $ $ 45,411 65,294 21,301 132,006 79,224 111,516 34,082 224,821 33,813 46,222 12,781 92,815 Year 3 FY 11-12 $ $ $ $ $ $ 74,837 107,604 35,104 217,545 81,600 114,861 35,104 231,566 6,763 7,257 14,020 Year 4 FY 12-13 $ $ $ $ $ $ 77,083 110,832 36,157 224,072 162,758 223,856 63,275 449,889 85,675 113,024 27,118 225,817 Year 5 FY 13-14 $ $ $ $ $ $ 167,641 230,571 65,174 463,385 189,971 262,678 75,648 528,296 22,330 32,107 10,474 64,911 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Partnership Support Managing Department: Project Partner(s): Public Works See Project Descriptions Scheduled Completion Dates Improvement Special Projects Small Cities Assistance Program Buckeye Annexation Val Vista Germann to Ray Arizona Benchmarking Study Ellsworth Rd: Hunt Hwy to Riggs District TBD TBD 4 1 All 1 Scheduled Payment Date 4th QTR 2010 4th QTR 2010 1st QTR FY2012 4th QTR 2011 On-going 1st QTR FY2012 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: T003 – Special Projects The County will contribute $250,000 to Special Projects selected by the Transportation Advisory Board to assist other agencies so that small projects can be funded that otherwise would not qualify through the normal review and prioritization process. T009 – Small Cities Transportation Assistance Program (SCTAP) The County will contribute $250,000 to Small Cities Transportation Assistance Program (SCTAP) projects which will be selected by the Transportation Advisory Board at a future meeting. 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 10 amount is $405,000 which is the second payment. 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 which is programmed for payment in FY 2011. T302 – Arizona Benchmarking Study The Arizona Benchmarking Study began in July 2005 with four participating agencies. It has expanded to nine agencies working together to share project data and identify and implement Best Management Practices that improve project delivery performance and reduce project delivery costs. The principle agencies, Pima County, Maricopa County, City of Phoenix, Tucson and the Maricopa County Community Colleges share in the cost of the study. The FY 2010 contribution is estimated to be $25,000, unless the agencies agree to suspend the study due to budget issues. 969 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement T178 – Meridian Rd; Empire to Ocotillo As part of the long range planning for Meridian Rd; Empire to Ocotillo the County will partner with Pinal County and the Town of Queen Creek to study the intersection at Meridian and Riggs Rd and the need for an above grade crossing. Estimated cost to complete the study is $450,000. Strategic Goals Addressed Project Delivery. By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 28,508,771 4,378 28,513,149 Projected FY 08-09 $ 10,574,367 $ 10,574,367 Year 1 FY 09-10 $ 1,113,333 416,667 $ 1,530,000 Year 2 FY 10-11 $ 2,314,333 416,667 $ 2,731,000 Operating Cost Summary Not applicable. 970 Year 3 FY 11-12 $ 663,333 416,667 $ 1,080,000 Year 4 FY 12-13 $ 258,333 416,667 $ 675,000 Year 5 FY 13-14 $ 258,333 416,667 $ 675,000 $ $ 5-Year Total 4,607,665 2,083,335 6,691,000 $ $ Total Project 43,690,803 2,087,713 45,778,516 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 NE Maintenance Yard Vehicle Locating System and Radio Upgrade District 4 4 4 N/A Scheduled Completion 2nd QTR FY 2009 2nd QTR FY 2009 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 will remove the existing asphalt surface and replace it with new asphalt to rehabilitate the existing deteriorated pavement so the travelling public will have a safer and more economical commute. 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 Releases from the Granite Reef Dam washed out the low water crossing. A total of $10,000 has been budgeted to make monitor the site. Due to the high cost of the repairs it was decided to request that the Gilbert Rd Bridge should be advanced rather than make the repairs so that available funds are used in the most productive and cost effective manner. T274 – NE Maintenance Yard The NE Maintenance Yard project will purchase land and establish a maintenance yard in the Northeast valley so that travel time for maintenance crews is reduced increasing their efficiency while reducing fuel consumption and wear on vehicles by locating them closer to their work areas. A total of $2,510,000 is budgeted in FY 2010 to acquire the land and make improvements to the site. The completion date is unknown at this time and is contingent on 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 so that County vehicle radios remain compatible with changes in assigned radio frequencies mandated by federal legislation. Estimated cost is $640,000 for the second year and $2,470,000 to complete the conversion. 971 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Project Total $ Prior Yrs. Actual 13,606,040 13,606,040 Projected FY 08-09 $ 1,948,618 $ 1,948,618 Year 1 FY 09-10 $ 5,270,000 $ 5,270,000 Year 2 FY 10-11 $ 1,125,000 $ 1,125,000 972 Year 3 FY 11-12 $ 1,125,000 $ 1,125,000 Year 4 FY 12-13 $ 1,170,000 $ 1,170,000 Year 5 FY 13-14 $ 530,000 $ 530,000 $ $ 5-Year Total 9,220,000 9,220,000 $ $ Total Project 24,774,658 24,774,658 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Operating Cost Summary The attached table shows no change in operating costs 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 resulting no net increase. FY 08-09 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 Year 1 FY 09-10 $ $ $ $ 46,293 66,561 21,715 134,569 46,293 66,561 21,715 134,569 973 Year 2 FY 10-11 $ $ $ $ 47,682 68,558 22,366 138,606 47,682 68,558 22,366 138,606 Year 3 FY 11-12 $ $ $ $ 49,112 70,615 23,037 142,764 49,112 70,615 23,037 142,764 Year 4 FY 12-13 $ $ $ $ 50,585 72,733 23,728 147,047 50,585 72,733 23,728 147,047 Year 5 FY 13-14 $ $ $ $ 52,103 74,915 24,440 151,459 52,103 74,915 24,440 151,459 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Transportation Planning Managing Department: Project Partner(s): Public Works None Scheduled Completion Dates Study Turner Parkway Corridor Feasibility Study District 4 Signal Butte Corridor Study Hidden Waters Parkway Corridor Feasibility Study McDowell Parkway Corridor Feasibility Study Corridor Feasibility Study # 1 Candidate Assessment Report #1 Candidate Assessment Report #2 1 &2 4&5 4 Scheduled Completion 1st quarter of FY 10 FY10 budget $40,000 2nd quarter of FY 10 1st quarter of FY 11 3rd quarter of FY 11 TBD TBD TBD 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 fund. 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 – Turner Parkway This Corridor Feasibility study will focus only on corridor feasibility and alignment. The Turner Parkway will be the northerly extension of SR85 and is expected to originate in the region of the current location of the traffic interchange for SR85 at I-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 I-10/Hassayampa Roadway Framework Study). Estimated study is cost $699,796. Estimated cost to complete the study in FY 2010 is $40,000. 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 study cost $300,000. Estimated cost to complete the study in FY 2010 is $130,000. T005 – Hidden Waters Parkway This Corridor Feasibility study will focus only on corridor feasibility and alignment. The Hidden Waters Parkway will be a north south parkway and the study is expected to originate at roughly Watermelon Road on the north edge of Gila Bend and terminate at I-10. The study will defined a roughly a two-mile wide buffer around the Hidden Waters Parkway alignment (as identified in the I-10/Hassayampa Roadway Framework 974 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Study and the I-8 Hidden Valley Roadway Framework Study). Fee negotiations are underway to finalize the cost. Study will be completed in FY 2011. T005 – McDowell Parkway This Corridor Feasibility study will focus only on corridor feasibility and alignment. The McDowell Parkway will be an east west parkway and the study is expected to originate at roughly Watson Road and terminate at Hidden Waters Parkway north of I-10. The study will defined a roughly a two-mile wide buffer around the McDowell Parkway alignment (as identified in the I-10/Hassayampa Roadway Framework Study). Project will be completed in FY 2011. T005 – Corridor Feasibility Study #1 A Parkway Corridor Feasibility Study will be performed on a yet unidentified location. The study will defined a roughly a two-mile wide buffer around the proposed study corridor. CAR – Candidate Assessment Reports Candidate Assessment Reports 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 is $270,000. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement (Transportation) Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE Percent of Transportation Improvement Program projects delivered on time 975 FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Funding/Cost Summary Funding Source Highway User Revenue Funds $ Project Total $ Prior Yrs. Actual 9,509,467 9,509,467 Projected FY 08-09 $ 1,672,819 $ 1,672,819 Year 1 FY 09-10 $ 1,630,000 $ 1,630,000 Year 2 FY 10-11 $ 1,630,000 $ 1,630,000 Operating Cost Summary Not applicable. 976 Year 3 FY 11-12 $ 1,630,000 $ 1,630,000 Year 4 FY 12-13 $ 1,630,000 $ 1,630,000 Year 5 FY 13-14 $ 1,630,000 $ 1,630,000 $ $ 5-Year Total 8,150,000 8,150,000 $ $ Total Project 19,332,286 19,332,286 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 fund obtaining fee title on existing roads, manage excess property purchased for projects, and dispose of excess property. In the early years of the county, roads were built to allow farmers to get their products to market. Citizens were happy to get the road and often title to the land used for the road was not transferred to the county. This fund is used to obtain 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, thus avoiding costly litigation and severance damage claims. 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 fund is to obtain fee title on existing roads so that the traveling public has continued access to the existing roadway system. The FY 2009 budget is $400,000 to acquire right-of-way when identified. T109 – State Route 303: Indian School to Clearview The purpose of the State Route 303: Indian School to Clearview project is to secure legal right-of-way access, to make previously acquired land marketable in a future sale. Estimated cost is $1,220,000. Purchase from the State Land Department is scheduled to be complete by June 2009 with $5,000 budget in FY 2010 as a contingency to complete the transaction. Sale of the property will be postponed until market conditions improve. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures 977 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Strategic Plan Activities Supported • • • • • • • Article 5 Procurement (Transportation) Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 22,444,736 5,134,791 27,579,527 Projected FY 08-09 1,155,547 109,991 $ 1,265,538 $ Year 1 FY 09-10 585,000 $ 585,000 $ Year 2 FY 10-11 580,000 $ 580,000 $ Operating Cost Summary Not applicable. 978 Year 3 FY 11-12 580,000 $ 580,000 $ Year 4 FY 12-13 580,000 $ 580,000 $ Year 5 FY 13-14 580,000 $ 580,000 $ $ $ 5-Year Total 2,905,000 2,905,000 $ $ Total Project 26,505,283 5,244,782 31,750,065 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Safety Projects 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 2010 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: T277 – Indian School Road at Beardsley Canal The purpose of the Indian School Road at Beardsley Canal project is to determine the necessary improvements to eliminate safety concerns so the travelling public will have a safe bridge once construction is complete. Estimated cost is $10,000 to complete the scoping study and determine the cost of the recommended improvements. The initial construction estimate is $900,000. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. T310 – Buckeye Rd from Wintersburg to 355th Ave The purpose of the study is to determine the cost to improve safety on Buckeye Rd from Wintersburg to 355th Ave so the travelling public will have a safe commute. This portion of Buckeye Rd was paved in response to residents’ dust complaints. Since then, maintenance crews have noted potential safety issues which need to be studied. Estimated cost is $107,000 to complete the scoping effort to identify the extent of the potential problems with a total of $60,000 is budget in FY 2010. T311 – Buckeye Rd from Salome Hwy to 339th Ave The purpose of the study is to determine the cost to improve safety by eliminating possible sight distance problems on Lower Buckeye Rd from Salome Hwy to 339th Ave so the travelling public will have a safe commute. This portion of Buckeye Rd was paved in response to residents’ dust complaints. Since then maintenance crews have noted potential safety issues which need to be studied. Estimated cost is $70,000 to complete the scoping effort to identify the extent of the potential problems with a total of $60,000 budget in FY 2010. T312 – New River Rd from the S-curve to Figs Springs The purpose of this study is to determine the cost to reduce accidents on a portion of New River Rd from the S-curve to Figs Springs so the travelling public will have a safer commute. Total cost of the study is $340,000 with $60,000 budgeted for FY 2010 to finalize the report. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. 979 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 295 Project Total $ 295 Projected FY 08-09 $ 707,606 $ 707,606 Year 1 FY 09-10 $ 530,000 $ 530,000 Year 2 FY 10-11 $ 310,000 $ 310,000 Year 3 FY 11-12 $ 310,000 $ 310,000 Operating Cost Summary Operating cost impact will be determined after the scoping study. 980 Year 4 FY 12-13 $ 310,000 $ 310,000 Year 5 FY 13-14 $ 310,000 $ 310,000 $ $ 5-Year Total 1,770,000 1,770,000 Total Project $ 2,477,901 $ 2,477,901 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Traffic Improvements Managing Department: Project Partner(s): Public Works T272 – Gila River Indian Community Scheduled Completion Dates Improvement Brown Rd at Crimson Rd Traffic Signal Upgrade 5 Locations 51st Ave at Pecos MC 85 at Baseline Bell Rd SR 303 to Grand Indian School at 103rd Ave McDowell at 91st Ave Olive at 107th Ave Signal Modernization: Sun City West Phase 3 Signal Modernization: Sun City West Phase 4 Signal Modernization: East Valley Phase 5 Southern at 67th Ave Signal Modernization: East Valley Phase 6 District 2 4 5 4 4 4 4 4 4 4 2 5 2 Scheduled Completion 1st Qtr FY 10 1st Qtr FY 10 1st Qtr FY 10 2nd Qtr FY 10 1st Qtr FY 10 4th Qtr FY 10 4th Qtr FY 10 4th Qtr FY 10 1st Qtr FY 11 4th Qtr FY 10 4th Qtr FY 10 4th Qtr FY 10 4th Qtr FY 14 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 commuters experience less travel delay and have a faster and safer commute. Project Description: A total of $130,000 is budgeted to close out construction for Brown Rd at Crimson Rd, Broadway Road at 67th Avenue, Baseline at 67th Avenue, Indian School at 111th Avenue, Northern at Litchfield Rd, Northern at El Mirage, 51st Avenue at Pecos, and Bell Rd from SR 303 to Grand which started construction in FY 2009. T239 – Signal Modernization: Sun City West Phase 3 The purpose of the Signal Modernization: Sun City West Phase 3 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 Ave and 99th Ave, and Meeker Blvd at 135th Ave. Estimated construction cost is $914,500. T240 – Signal Modernization: Sun City West Phase 4 The purpose of the Signal Modernization: Sun City West Phase 4 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 Dr at Dusty Trail and 135th Ave, and on Union Hills at Conestoga and at Westbrook Parkway. Estimated cost is $924,500. 981 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement T242 – Signal Modernization: East Valley Phase 6 The purpose of the Signal Modernization: East Valley Phase 6 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 Rd at Ellsworth, 96th St, Crismon, Signal Butte and Meridian. The other two intersections are on Ellsworth at Southern and at Coralbell. Estimated cost is $2,000,000 which will have to be completed in phases over four years unless funding becomes available sooner. T279 – Signal Modernization: East Valley Phase 5 The purpose of the Signal Modernization: East Valley Phase 5 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 St, Recker Rd, and 64th St. Estimated cost is $1,037,000. T282 – Olive Avenue at 107th Avenue Olive Avenue at 107th Avenue is presently controlled by an out of date traffic signal which causes traffic delays for turning traffic. Estimated cost to replace the obsolete signal is $317,500. T283 – Southern at 67th Ave The results of a traffic study indicate the intersection traffic volume warrants signalizing the intersection. Estimated cost to construct is $605,000. T293 – Indian School at 103rd Avenue The purpose of this project is to install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow at Indian School at 103rd Ave. Estimated cost to construct is $260,000. T307 – McDowell at 91st Avenue The purpose of this project is to install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow at McDowell at 91st Ave. Estimated cost to construct is $260,000. 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 need for: T290 – Traffic Signal Upgrade – 5 Locations This project is to complete a scoping study to determine the cost to install intelligent transportation system equipment at three intersections on McDowell Road at 92nd St, Alma School, and Longmore, and, at two intersections on McKellips Road at Alma School and at 92nd St. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Estimated cost is $60,000 to complete the study. T314 – Traffic Signal Upgrade – 4 Locations This project is to complete a scoping study to determine the cost to replace a total of four old signals on R H Johnson at: R H Johnson and Camino Del Sol, R H Johnson and Aleppo Drive, R H Johnson and Spanish Garden Drive, R H Johnson and Whispering Oaks Drive to improve safety, reduce congestion, reduce maintenance costs, and improve traffic flow. The study is estimated to cost $100,000 with 982 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement $20,000 budgeted in FY 2010 to complete the study. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. T315 – Southern at Meridian Rd This project is to complete a scoping study to determine the cost to install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow at Southern at Meridian Rd. Estimated cost to complete the study is $60,000. No date for construction has been set and construction is contingent on the results of the scoping effort and available funds. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Percent of Transportation Improvement Program projects delivered on time Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 27,032,091 340,000 27,372,091 Projected FY 08-09 9,983,513 263,750 $ 10,247,263 $ Year 1 FY 09-10 6,509,500 370,000 $ 6,879,500 $ Year 2 FY 10-11 6,030,000 $ 6,030,000 $ 983 Year 3 FY 11-12 6,030,000 $ 6,030,000 $ Year 4 FY 12-13 6,030,000 $ 6,030,000 $ Year 5 FY 13-14 6,030,000 $ 6,030,000 $ $ $ 5-Year Total 30,629,500 370,000 30,999,500 $ $ Total Project 67,645,104 973,750 68,618,854 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Operating Cost Summary FY 08-09 Current Project Operating Costs for User Department Personal Sevices $ 703,638 Supplies & Services 790,650 Capital Outlay Total $ 1,494,288 Post Construction User Department Operating Costs Personal Sevices $ 737,145 Supplies & Services 828,300 Capital Outlay Total $ 1,565,445 Net User Department Operating Costs (post less current) Personal Sevices $ 33,507 Supplies & Services 37,650 Total $ 71,157 Year 1 FY 09-10 Year 2 FY 10-11 Year 3 FY 11-12 Year 4 FY 12-13 Year 5 FY 13-14 $ 759,259 853,149 $ 848,053 952,923 $ 931,030 1,046,161 $ 1,012,835 1,138,082 $ 1,098,710 1,234,577 $ 1,612,408 $ 1,800,976 $ 1,977,191 $ 2,150,917 $ 2,333,288 $ 813,492 914,088 $ 903,913 1,015,691 $ 983,335 1,104,934 $ 1,066,709 1,198,619 $ 1,154,201 1,296,930 $ 1,727,580 $ 1,919,603 $ 2,088,269 $ 2,265,328 $ 2,451,130 $ 54,233 60,939 115,172 $ 55,860 62,767 118,627 $ 52,305 58,773 111,078 $ 53,874 60,536 114,410 $ 55,490 62,352 117,843 $ 984 $ $ $ $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement 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 so that available funds are spent in a fiscally prudent and cost effective manner. Estimated cost is $450,000. T002 – Project Reserve The purpose of the Project Reserve fund is to reserve monies to cover project costs increases so that county citizens receive planned infrastructure projects are completed as planned .and funds are available for projects that were scheduled at budget preparation time to be completed but extend into the new fiscal year. A total of $14,000,000 has been budget for cost increases and carry over projects. T006 – Unallocated Force Account The purpose of the Unallocated Force Account is to provide additional budget for staff to work on planned or added projects. A total of $1,163,998 has been budget for additional staff support. T007 – Previous Year’s Projects The Previous Year’s Projects Account provides budget to cover small unanticipated charges so that administrative cost are reduced. The approach eliminates the additional cost to open a project just to record a delayed charge. 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 so these studies can begin with minimal administrative costs. 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 $700,000 is budget for scoping studies and investigations. Strategic Goals Addressed Project Delivery: By June 30, 2014, Maricopa County Public Works will meet the increasing demands for public works services by constructing 85% of County transportation, flood structure, and facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Build Roads and Structures 985 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Capital Improvement Strategic Plan Activities Supported • • • • • • • Article 5 Procurement Land Surveying Services Materials Technology Roadway Construction Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Result Measure RESULT MEASURE Percent of Transportation Improvement Program projects delivered on time FY 2008-09 Year-To-Date Actual FY 2008-09 Year-End Projected Projected with Capital Improvement 33% 85% 85% Funding/Cost Summary Funding Source Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 23,701,050 1,459,077 25,160,127 Projected FY 08-09 $ 545,125 36,741 $ 581,866 Year 1 FY 09-10 $ 15,960,537 $ 15,960,537 Year 2 FY 10-11 $ 7,985,998 $ 7,985,998 Operating Cost Summary Not applicable. 986 Year 3 FY 11-12 $ 10,981,998 $ 10,981,998 Year 4 FY 12-13 $ 9,066,998 $ 9,066,998 Year 5 FY 13-14 $ 10,046,998 $ 10,046,998 $ $ 5-Year Total 54,042,529 54,042,529 $ $ Total Project 78,288,704 1,495,818 79,784,522 Maricopa County Annual Business Strategies FY 2009-10 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, 2008. 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, 2008. A copy of the CAFR can be obtained at: http://www.maricopa.gov/Finance/Annual.aspx. Current Debt Situation It is recognized that all debt, regardless of the source of revenue pledged for repayment, represents some sort of cost to taxpayers or ratepayers. Therefore, all types of County debt/obligations are considered herein. While lease-secured and certificates of participation obligations may not be debt under strict legal definitions, they still require future appropriations and are a fixed charge. These lease payments and other non-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2008. 987 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2008 Year Ending June 30 2004 2005 2006 2007 2008 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (3) 20,165,000 $ 0 $ 0 $ 0 81,188,067 181,245,043 173,670,000 0 10,812,000 9,212,000 6,812,000 4,612,000 343,102 235,458 154,269 103,077 82,519 0 5,500,000 5,115,000 4,715,000 4,295,000 Certificates of participation (3) Installment purchase agreements (3) 0 892,254 546,202 205,765 0 10,820,105 13,507,633 16,320,381 33,039,132 50,093,644 $ 186,551,477 $ 189,212,734 $ 165,014,807 $ 274,328,411 $ 232,753,163 $ $ $ Capital leases Total Governmental activities 0 101,101,501 Lease trust certificates Special assessment debt with governmental commitment (1) $ 93,569,382 BUSINESS-TYPE ACTIVITES (4) Bonds and other payables: Lease revenue bonds (3) 16,670,618 43,499 36,933 $ 29,957 $ 0 Certificates of participation (3) 5,865,000 0 0 0 0 Installment purchase agreements (3) 1,252,049 0 0 0 0 Total Business-type activities $ 23,787,667 $ 43,499 $ 36,933 $ 29,957 $ 0 *Modified to exclude Stadium District bonds and obligations Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities excludes claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and postclosure costs. (3) On 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. (4) On July 1, 2007, the County reclassified the Solid Waste Management Fund as a special revenue fund, resulting in the elimination of business-type activities. Due to this reporting change, lease revenue bonds long-term liabilities were restated. Financing Alternatives The County should evaluate all potential funding sources before considering which method of financing may be the most appropriate. Sources of funding may include: current revenues and fund balances; intergovernmental grants from federal, state or other sources; state revolving funds or loan pools; private sector contributions through impact fees or public/private partnerships; and leasing. 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: 988 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • • Debt Service A vehicle to deal with temporary cash flow difficulties. This situation arises when cash receipts do not follow the same pattern as cash outlays. To handle unexpected costs resulting from natural emergencies or other significant unexpected events. In anticipation of issuing a long-term bond for capital financing. This form of financing offers an opportunity to borrow for short periods until the true, final costs of a project are known. Pay-As-You-Go Financing This method means that capital projects are paid for from the government’s current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a given budget year, pay-as-you-go financing can provide greater budgetary flexibility than does a debt issue. The jurisdiction’s long-term debt capacity is preserved for the future. Finally, lower debt ratios may have a positive effect upon the jurisdiction’s credit rating. Relying on current revenues to finance capital improvements also presents several disadvantages. Exclusive reliance upon pay-as-you-go funds for capital improvements means that existing residents are obliged to pay for improvements that will benefit new residents who relocate to the area. If the jurisdiction is forced to finance the improvements within a single budget, the large capital outlay required for some projects may result in an onerous tax burden. The County must be careful to ensure that the use of current revenues for capital projects does not diminish its availability to respond to emergencies and ongoing mandated services. Grants Government grants stem from a variety of sources, but the majority of grant revenues for capital projects come from federal and state governments. Grants often require a County matching contribution. Most grants require an application from the County, identifying specific improvements or equipment that will be purchased with the grant money. Short-Term Borrowing (Notes) Tax Anticipation Notes (TANs) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (A.R.S.), Title 35, Chapter 3, Article 3.1. They provide operating funds to meet regular payroll and other operating expenses. During the fiscal year when tax payments are received, sufficient sums are used to retire the note. The timing of the note sale, the note’s due date, and repayment of funds are all components of cash flow and cash management analysis. The County last issued a TAN in August 1995 for $40 million, which matured on July 31, 1996. The TAN was retired and the County has not needed to issue additional TANs. Lines and Letters of Credit – Where their use is judged by the Finance Director to be prudent and advantageous to the County, the County has the power to enter into agreements with commercial banks or other financial entities for purposes of acquiring lines or letters of credit. The Board of Supervisors must approve any agreement with financial institutions for the acquisition of lines or letters of credit. On July 1, 2006, the County entered into a $35,000,000 municipal revolving line of credit with an interest rate of 65% of the bank’s prime rate which has a maturity date of June 30, 2009. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2008, the County had not borrowed against the line of credit. 989 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service On July 1, 2007, the County entered into an $5,870,994 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, 2008. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2008, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2009, for $4,177,256. General Obligation Bonds Bond security is the taxing power of the state or local government, as referenced in the A.R.S., Title 35, Chapter 3, Article 3, for new general obligation bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a general obligation bond secured by its full faith and credit attaches to that issue its broadest pledge. This makes the security of these bonds very high. The full faith and credit backing of a general obligation bond includes the pledge of all general revenues, unless specifically limited, as well as, the legal means to raise tax rates to cover debt service. The public entity is authorized to levy property taxes or to draw from other unrestricted revenue streams such as sales or income taxes to pay the bond’s principal and interest. Interest rates on these bonds are generally the lowest of any public securities due to this superior security. Prior to issuance, Arizona general obligation bonds must have a majority vote approval from the residents of the County. Revenue Bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues. Often these revenues are generated by the project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special revenues (i.e. excise taxes, rents or fees). The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or statutory debt limitation placed on the County because they are not backed by the full faith and credit of the issuer. The underlying security is the only revenue stream pledged to pay the bond principal and interest. Special Assessment Bonds Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County, which through the consent of the affected property owners pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. Certificates of Participation Certificates of Participation represent proportionate interests in semiannual lease payments. Participation in the lease is sold in the capital markets. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. Rating agencies typically give Certificate of Participation issues a grade below that of General Obligation Bonds. A.R.S., Title 11, Chapter 2, Article 4, §11-251, Paragraph 46, provides for a maximum repayment term of twenty five years for the purchase or improvement of real property. Lease Trust Certificates Lease Trust Certificates financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government’s constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. 990 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service Installment Purchase Agreements Same as a lease purchase agreement with the exception that the County takes title to the property up front. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter approval up to six percent of the taxable property. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2007-08 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2007-08 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 49,534,573,826 $ 7,430,186,074 7,430,186,074 Rating Agency Analysis Independent assessments of the relative credit worthiness of municipal securities are provided by rating agencies. They furnish letter grades that convey their assessment of the ability and willingness of a borrower to repay its debt in full and on time. Credit ratings issued by these agencies are a major function in determining the cost of borrowed funds in the municipal bond market. Moody’s Investors Service, Standard and Poor’s Corporation, and Fitch Ratings are the three major rating agencies that rate municipal debt. These rating agencies have provided a rating assessment of credit worthiness for Maricopa County. There are five primary factors that comprise their ratings: • • • • • Economic conditions – stability of trends, Debt-history of County – debt and debt position, Governmental/administration – leadership and organizational structure of the County, Financial performance – current financial status and the history of financial reports, Debt management – debt policies, including long-term planning. Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Issuers must pay a fee for the opportunity to have one or more rating agencies rate existing and proposed debt issuance. The following chart outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. Examples of the rating systems are: 991 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service 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 April 30, 2009, when Maricopa County received affirmation on its issuer credit rating for general obligation bonds of Aa1 as well as a bond rating of Aa2 on its lease revenue bonds from Moody’s Investor Service. Also affirmed is the County’s bond rating of Aa3 on its Certificates of Participation, Series 2000, from Moody’s Investor Service. Moody’s Investor Service Press Release dated April 30, 2009, states that the bond rating reflects Maricopa County’s “strong financial position resulting fro conservative management practices, a favorable direct debt profile, and one of the largest tax bases for a large, urban county in the U.S..” On August 21, 2007, 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 2007B 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 25, 2007, Maricopa County received an implied bond rating on its General Obligation bonds of AAA as well as a bond rating of 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.” 992 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service 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 4/30/09 AAA(1) 8/21/07 AA+ 11/11/03 Aa1(1) 4/26/07 A+ 4/11/97 AA 12/4/01 Aa3 12/6/01 A 5/27/94 AA 4/5/00 Aa3 5/26/00 AA 6/2/76 A-1 11/6/98 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. 993 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/08 GOVERNMENTAL ACTIVITES Lease Revenue Bonds Lease Trust Certificates Certificates of Participation Capital Leases Direct Net Debt Overlapping Debt (1) Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) Unaudited 6/30/09 Projected 6/30/10 $ 173,670,000 $ 163,900,000 $ 153,285,000 4,612,000 0 0 4,295,000 3,850,000 3,385,000 50,093,644 31,122,497 13,808,054 $ 232,670,644 $ 198,872,497 $ 170,478,054 7,667,484,231 8,751,747,446 9,990,042,523 $ 7,900,154,875 $ 8,950,619,943 $ 10,160,520,577 Projected 6/30/11 $ 142,140,000 0 2,895,000 1,732,282 $ 146,767,282 11,858,475,491 $ 12,005,242,773 $ 3,992,887 431,682,163 $ 4,105,623 516,677,465 $ 4,217,427 516,184,657 $ 4,328,379 438,037,832 Direct Net Debt Per Capita $ 58.27 $ 48.44 $ 40.42 $ 33.91 Overall Net Debt Per Capita $ 1,978.56 $ 2,180.09 $ 2,409.18 $ 2,773.61 0.0539% 0.0385% 0.0330% 0.0335% 1.83% 1.73% 1.97% 2.74% 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 $ 122,393.26 $ 101,201.36 Notes: (1) Projected overlapping debt for 2010 and 2011 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 2009, 2010 and 2011 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Full Cash Value Taxable Property Estimates: 2011 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 • 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. 994 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service Debt Obligations by Type General Obligation Bonds Long-term General Obligation Bonds shall be issued to finance significant capital improvements for purposes set forth by voters in bond elections. Interest rates on these bonds are generally the lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. On July 1, 2004, the County made the final debt service payment on the outstanding General Obligation Bonds, which were the result of the 1986 general election where the voters authorized the County to issue long-term debt. The resulting proceeds from the sale of the bonds were used for the purpose of making improvements in the County which included Criminal and Civil Courts Facilities, Juvenile Court – Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. Legal Debt Margin – County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed 15 percent of such taxable property. At June 30, 2008, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $2,972,074,430 and the 15 percent limit was $7,430,186,074. 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 cost of issuance expense. On August 29, 2005, the Maricopa County Public Finance Corporation defeased the Medical Center’s portion of the Series 2001 Lease Revenue Bonds in the amount of $10,605,000. The County contributed the cash to advance refund the bonds, which mature on July 1, 2006 through July 1, 2015; 995 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service 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 on or 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 current refund County debt obligations and the County will make lease payments to extinguish the debt. The County will be obligated to pay on each lease payment date an amount equal to the lease payments then due. The County’s obligation to pay the lease payments will continue until all lease payments due under the lease have been paid. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations made by the County. SUMMARY OF LEASE REVENUE BOND AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2008 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds 2007A Lease Revenue Bonds 2007B Lease Revenue Refunding Bonds Total $ $ 996 Amount 27,280,000 5,450,000 108,100,000 32,840,000 173,670,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2008 Year Ending June 30 2009 2010 2011 2012 2013 2014-18 2019-23 2024-28 2029-32 Total Principal $ 9,770,000 10,615,000 11,145,000 10,585,000 11,205,000 43,190,000 22,140,000 27,875,000 27,145,000 $ 173,670,000 Interest $ 7,626,469 7,148,079 6,630,595 6,103,790 5,602,040 20,842,350 14,412,055 8,521,963 1,985,088 $ 78,872,429 Total Debt Service $ 17,396,469 17,763,079 17,775,595 16,688,790 16,807,040 64,032,350 36,552,055 36,396,963 29,130,088 $ 252,542,429 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, 2008 Year Ending June 30 2009 2010 2011 2012 2013 2014-16 Total Principal $ 1,991,943 2,093,528 1,595,113 1,677,999 1,772,388 3,852,051 $ 12,983,022 $ $ Interest 671,926 578,452 480,672 395,586 305,980 317,586 2,750,202 Total Debt Service $ 2,663,869 2,671,980 2,075,785 2,073,585 2,078,368 4,169,637 $ 15,733,224 Lease Trust Certificates On August 28, 2004, the Maricopa County Public Finance Corporation entered into Lease Trust Certificates with a financial institution not to exceed $15,000,000 with a fixed interest rate of 4.165% and maturing on June 1, 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, 2008, the County had drawn all $15,000,000 from the lease trust certificates. 997 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2008 Lease Trust Certificates Issue Total Lease Trust Certificates, Series 2004 $ Amount 4,612,000 DEBT SERVICE REQUIREMENTS TO MATURITY Lease Trust Certificates Maricopa County, Arizona As of June 30, 2008 Year Ending June 30 2009 2010 2011 Total Principal $ 1,617,000 1,700,000 1,295,000 $ 4,612,000 $ $ Interest 158,412 89,337 26,968 274,717 Total Debt Service $ 1,775,412 1,789,337 1,321,968 $ 4,886,717 Special Assessment Districts A Special Assessment District (County Improvement District) process begins with the circulation of a petition. The petition must be signed by either a majority of the persons owning real property or by the owners of fifty-one percent or more of the real property within the limits of the proposed district. With the approval of the petition by the Board of Supervisors, a new improvement district is established. County Improvement Districts are further described in A.R.S., Title 48, Chapter 6, Article 1. With the Board of Supervisors acting as the Board of Directors for each district, approval of an engineer, and the approval of plans, specifications and cost estimates soon follow. Each of these early phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board approves the awarding of the bid, construction follows. Since the residents pay for these improvements, an assessment is levied against each property owner. Depending on the type of improvement, some assessments are carried on the property tax roll, while others are collected through the County Improvement District Office. If the property owners are unable to prepay the improvement assessment within 30 days after the completion of the work, bonds are sold for the balance of the construction amount. The bonds are collateralized by properties within the District. The receivable is held by the Improvement District, and billed on a semi-annual basis. In cases of a delinquent payment of an assessment, the lien including penalty and interest may be sold at a public auction. If there is no purchaser for the lien, the District (not the County) will assume, as a general obligation, the amount of the assessment and interest accruing thereon. The following table illustrates the outstanding principal amount by issue for the Special Assessment District Bonds. 998 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2008 Bond Issue Queen Creek Water Central Avenue Marquerite Drive 7th Street North Total Amount $ 29,988 17,149 8,565 26,817 $ 82,519 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, 2008. On January 1, 2005, the outstanding debt obligations were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. Maricopa County will pay the debt service including principal and interest as they become due and payable and will request reimbursement from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. The following schedule reflects the Maricopa County debt service requirements which will be reimbursed by the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2008 Year Ending June 30 2009 2010 2011 2012 2013 2014 – 16 Total Principal $ 445,000 465,000 490,000 520,000 545,000 1,830,000 $ 4,295,000 $ $ Interest 212,170 189,759 166,000 140,490 113,060 153,335 974,814 Total Debt Service $ 657,170 654,759 656,000 660,490 658,060 1,983,335 $ 5,269,814 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2008 Certificate of Participation Issues Total Certificates of Participation, Series 2000 999 $ Amount 4,295,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service Capital Leases (Lease-Purchase Obligations) Maricopa County uses lease-purchase financing to expand its borrowing power. This financing technique provides long-term financing through a lease (with a mandatory purchase provision). Lease-purchase agreements use non-appropriation clauses to avoid being classified as long-term debt, which might be subject to State legal restrictions. This clause allows the government to terminate the lease without penalty. However, because it is not likely that the County would be willing to forego the property, leasepurchase agreements are considered long-term obligations for policy planning purposes, regardless of the legal structure. The County maintains many capital leases, with the majority relating to the computer equipment refresh program where most personal computers are replaced every three years. The security for lease-purchase financing is the lease payments made by the County and, where legally permitted, also the asset being financed. The following schedule shows all outstanding capital leases as of June 30, 2008. Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2008 2009 2010 2011 2012 2013 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments 1000 $ $ 20,296,449 18,032,240 12,329,824 1,431,467 337,848 52,427,828 (2,334,184) 50,093,644 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service Debt Policies Regular, updated debt policies can be an important tool to ensure the use of the County’s resources to meet its financial commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. Administration of Policy The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Finance Director, the County Manager is ultimately responsible for the approval of any form of County borrowing. The Finance Director coordinates the administration and issuance of debt, as designated by the County Manager. The Finance Director 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 Finance Director as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number or competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day time and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a specific financing program. Negotiated underwriting may be considered upon recommendation of the Finance Director. Advantages of a negotiated sale is that timing is extremely flexible, the size of the issue can be easily changed at last minute and the issuer has influence over the underwriter selection and bond distribution. Use of Bond Insurance This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. 1001 Maricopa County Annual Business Strategies FY 2009-10 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 shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. The County will structure its financing in such a way as to reduce or eliminate future Arbitrage Rebate liability, wherever feasible. Selection of Professional Services The Finance Director shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel To render opinions on the validity, enforceability and tax exempt status of the debt and related legal matters, and to prepare the necessary resolutions, agreements and other documents. Financial Advisor To advise on the structuring of obligations to be issued, inform the County of various options, advise the County as to how choices will impact the marketability of County obligations and provide other services as defined by contract. To ensure independence, the financial advisor will not bid on nor underwrite any County debt issues. Competitive proposals will be taken periodically for services to be provided over a period of one year with annual renewal options. Other professional services will be retained, when required, including managing underwriters, credit agencies, escrow agents, trustees, printers, and others. These services will be procured when in the best interest of the County by a competitive selection process. 1002 Maricopa County Annual Business Strategies FY 2009-10 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 Finance Director shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. Copies of official statements for future issuance’s of its bonds will be available through the following recognized municipal repositories: Bloomberg Municipal 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 http://www.bloomberg.com/markets/rates/municontracts.html http://www.MuniFILINGS.com 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.interactivedata-prd.com http://www.disclosuredirectory.standardandpoors.com/ Email: NRMSIR@Interactivedata.com Email: nrmsir_repository@sandp.com The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on November 10, 1994, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Effective July 1, 2009 the County will follow the new continuing disclosure requirements pursuant to the Electronic Municipal Market Access (EMMA) requirements. 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. 1003 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Debt Service Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Finance Director shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. Modification to Policies These policies will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant policy changes will be presented to the Board of Supervisors for approval. 1004 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Attachments Budgeting for Results Budget Balancing Guidelines November 2009 Maricopa County faces the challenge of maintaining fiscal stability during a period of unprecedented declines in revenue, followed by years of low growth. The most critical services and results must be maintained for the public with a significantly lower revenue base. County and Judicial Branch leadership at all levels will need to work together to make the difficult choices that will be required to meet these challenges. The purpose of these budget balancing guidelines is to start the process of restoring the County budget to sustainable structural balance, and challenge elected, appointed and judicial branch managers to collaboratively identify and implement structural changes that will optimize critical public services and results at significantly lower spending levels. The Office of Management and Budget and all Judicial Branch, Elected and Appointed departments will follow the guidelines listed below to balance the budget for FY 2008-09 and to develop a structurallybalanced budget for FY 2009-10: 1) Contingency funds will be reduced to balance the budget in the General and Detention Funds, and will be frozen. No requests for increased funding will be considered except for emergencies, legal requirements, or investments needed to achieve expenditure reductions or revenue enhancements. 2) No salary increases can be considered for the remainder of FY 2008-09 (budgeted reserves in the General and Detention Funds will be re-directed to offset revenue shortfalls). Salary increases will only be considered for FY 2009-10 when funding is identified. 3) Department budgets will be reduced for savings due to any reduction in employer retirement contribution rates, less the impact of any increases in the employer contribution rates for other plans. Departments must absorb any net increases in employer retirement contributions in both FY 2008-09 and FY 2009-10. 4) The employer-paid portion of employee health and dental premiums will be held to minimal increases consistent with appropriate funding of self-insured programs. Any increases will be absorbed in department budgets. 5) No new capital projects or increases in budgets for current projects will be considered unless a new funding source is identified that can support both the project itself and future operating costs. a) The budgeted ongoing debt service payment for the Downtown Court Tower project ($5.8 million) will be eliminated, through a combination of non-recurring funds, project suspensions and project cost reductions. 6) New information technology projects will be considered only if they have a return on investment with direct benefits of three years or less. 1005 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 7) All Elected, Appointed and Judicial Branch departments will work with the Office of Management and Budget (OMB) to identify operating expenditure reductions of up to 20% on an annual basis. Proposed reductions must prioritize critical services, whether or not they are mandated. Reduction proposals will be the first step to developing a structurally-balanced budget for FY 2009-10, but will be implemented as soon as possible in the current fiscal year. To meet the budget reduction target, departments and OMB should consider the following: a) Explore opportunities to better utilize funds budgeted for all vacant administrative positions, as well as all vacant positions that have not been actively recruited. b) Restructure management to eliminate excessive layers of management and narrow spans of control. c) More efficient use of capital equipment, including vehicles and reduction of the size of equipment inventories and vehicle fleets. Such reductions will reduce future costs for replacement and operation. d) Reduce excessive and/or duplicative administrative, information technology or other support functions, and consolidate with department constellations or with central service departments. e) Reduce staffing levels by eliminating less critical positions, whether filled or vacant. Departments are cautioned that, while vacant positions provide an opportunity for budget reductions without having to release current employees, they should not be eliminating vacant positions that are a higher priority for public service than other filled positions. 8) For FY 2009-10, base budget requests 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: a) The annualized impact of FY 2008-09 budget issues or mid-year adjustments. b) The annualized impact of expenditure reductions approved and implemented during FY 200809. c) The annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Supervisors, so long as the impact was disclosed at the time of Board approval. d) Items required by State law, such as Judges’ and Elected Officials’ salary increases and mandated contributions to Arizona Health Care Cost Containment System (AHCCCS), Arizona Long Term Care System (ALTCS) and other programs. e) Adjustments to right-size personnel savings to reflect recent reductions in employee turnover. f) Other technical adjustments as required. 9) 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. 10) The FY 2009-10 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 1006 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments supporting ongoing debt service payments. Fund balances designated for budget stabilization 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 following fiscal year. All uses of fund balances and other non-recurring sources to support an operating budget deficit must be specifically approved by the Board of Supervisors 1007 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Budgeting for Results Policy Guidelines A. Introduction The purpose of this policy is to set forth the guidelines for developing budgets for Maricopa County, as well as the Flood Control, Library, and Stadium Districts. Maricopa County’s budget process provides for responsible management of taxpayers’ resources, while ensuring that funds are directed towards achieving results at all levels. B. Definitions Budgeting for Results: A process in which budgetary decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. This is accomplished by structuring the accounting and budgeting systems according to the structure of Departments' Strategic Plans. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding. C. Policy Guidelines 1. General Guidelines for Budget Development: a). The budget will be based on conservative revenue estimates and will be structurally balanced. The budget will be formulated in accordance with the Reserve and Tax Reduction Policy Guidelines. b). In accordance with the Board of Supervisors/Board of Directors’ Managing for Results Policy, 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 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. 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 1008 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments budgets will be developed in accordance with the Policy for Administering Grants and the Indirect Cost Policy for Grant Programs. 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. 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. 2. Revenue: a) The amount of revenues estimated in the budget from grants, donations or intergovernmental agreements must be supported by an itemized listing of each revenue source. Grant awards and intergovernmental agreements shall be listed individually. For recurring grants and intergovernmental agreements, estimated revenue may be included prior to final agreement on funding levels, but may not include an increase from the current fiscal year. b) Where appropriate, services and programs will be supported by user fees. User fees will recover the County's full direct and indirect costs, unless market considerations dictate otherwise. All user fees will be reviewed annually in conjunction with the budget development process. Because expenditures supported by user fees are generally subject to the Constitutional expenditure limitation, such expenditures must be carefully reviewed, and user fee rates should be reduced if they can no longer be justified by actual expenditures. c) Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. d) All Departments/Special Districts, including Elected Officials and the Judicial Branch, will report to the Board of Supervisors/Board of Directors via the Office of Management and Budget all non-appropriated funding sources available to support their operations and programs, either directly or indirectly. When investigatory or security issues are of concern, such issues will be addressed on an individual basis. 3. Expenditures: a) Departments/Special Districts shall submit base expenditure requests within the budget target provided by the Office of Management and Budget. The Office of Management and Budget will develop targets for each fund budgeted by a Department/Special District according to its current budget, with adjustments as directed by the Board of Supervisors/Board of Directors. b) Requests for funding above base level must be submitted as Results Initiatives Requests, and must be directed to achievement of approved strategic goals that align with the direction of the Board of Supervisors/Board of Directors. Requests for additional funding will be considered only if departments/special districts have met the requirements for “Planning for Results” under the Managing for Results Policy. 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 1009 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. e) Major Maintenance projects and Vehicle Replacement for General Fund Departments will be budgeted in Non-Departmental. 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 Manager (DCM) will negotiate budget recommendations with Elected Officials and Judicial Branch departments. If agreement cannot be reached with the DCM, the Presiding Judge and Elected Officials may first continue negotiation directly with the County Manager 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. 1010 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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) All internal charges will be based strictly on recovery of actual costs for providing services or sharing use of equipment or facilities; charges between Departments/Special Districts that are based on “market rates” and exceed actual costs are prohibited. Allocation of costs between funds for shared use of buildings or equipment will be determined consistent with the Central Service Cost Allocation plan prepared by the Department of Finance. c) Base-level or non-discretionary internal services will be charged at the fund level. General Fund department charges will be budgeted in, and paid from, General Government. Discretionary internal service charges are the responsibility of the requesting Department/Special District. d) The Department of Finance will assess Central Service Cost Allocation charges from all non-General 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. 1011 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Budgeting for Results Accountability Policy A. Purpose The purpose of the Budgeting for Results Accountability Policy is to provide guidelines and direction on managing Board-approved budgets to Elected, Appointed and Judicial Branch agencies so that they can be accountable and comply with the law. B. 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. C. 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 according to whether they are operating vs. non-recurring (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. D. Policy Guidelines 1. 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. 1012 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 2. All budgets are appropriated and controlled by the Board of Supervisors/Board of Directors at the level of department, fund, and function. Where applicable, appropriation levels may be established by 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). 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. Departments may request amendments to appropriated budgets supported by grants, donations or intergovernmental agreements when expenditures from theses sources are forecasted to exceed the appropriation. Such requests must be supported by an updated reconciliation of all revenue sources that demonstrates the proposed expenditure level is fully funded. Appropriated budgets must be reduced if revenue is forecasted to be significantly less than the current budget. 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. 1013 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 13. Departments shall not exceed their appropriated expenditure budgets. Departments shall be required to reduce expenditures to offset any shortfall in their budgeted revenue. 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 annual appropriated expenditure budget or creates County liabilities that result from audit findings for which the County is responsible, 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. 15. In accordance with the Policy for Internal Information Requests (A2007), the total costs associated with fulfilling a records request under that policy shall be charged against the budget of the department making the request. The total costs shall include staff time (calculated by adding up staff time used to gather and prepare Records for production multiplied by the hourly rate paid to the employee or employees, plus employee-related costs), fees charged by vendors or contractors for services relating to the gathering and/or preparation of Records for production, and the expense of supplies used in gathering and/or preparing Records for production. The County Manager, at his sole discretion, has the authority to waive the transfer of costs per this paragraph if the total cost of fulfilling the records request is less than $1,000. 1014 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Reserve and Tax Reduction Policy Guidelines A. 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. B. Definitions Fund Balance: The difference between fund assets and fund liabilities. C. Reserve Policy Guidelines 1. 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. 2. 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. 3. 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. 4. 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. 1015 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 5. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined. D. Tax Reduction Policy Guidelines 1. 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. 2. 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. 1016 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Funded Positions Policy A. 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. B. 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. C. New Position Establishment Policy Guidelines 1. 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 1017 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 2. The County Department/Special District Director, Elected Official or Chief Deputy to an Elected Official must sign all position requests. 3. Position requests must be sent to the Office of Management and Budget (OMB) 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. 4. 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. 5. 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. D. Position Funding Policy Guidelines 1. 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 underfunded. 2. 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. 3. 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. 4. County Departments/Special Districts with vacant underfunded 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). 5. OMB and County Departments/Special Districts will delete any vacant positions identified as unfunded or under-funded. 6. 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. 1018 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • Attachments 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. 7. 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. 1019 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Managing for Results Policy A. 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. B. Definitions Managing for Results System – Managing for Results means that an entire organization, its management system, its employees and the organizational culture (beliefs, behavior and language) are focused on achieving results for the customer. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. Strategic Plan – A Strategic Plan sets forth the mission, strategic goals, performance measurements for a department, agency and the County. A Strategic Plan provides information to department/agency staff, corporate decision makers, the Board of Supervisors and the public about how the department/agency is organized to deliver results and what results the department/agency is accountable for achieving. It also provides the opportunity for all County employees to see how they contribute at all levels in the organization. Managing for Results Resource Guide – This guide describes Maricopa County’s strategic planning process, and how to develop and implement a plan. The Resource Guide is available to all County employees. Department/Agency – This includes appointed departments, offices, elected departments, special districts and the judicial branch. C. General Policy All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. D. General Requirements 1. Planning for Results y 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. y 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. 1020 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget y y Attachments 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. The County Administrative Officer will develop and present to the Board of Supervisors a Countywide strategic plan, which contains strategic priorities and key result measures. 2. Budgeting for Results y 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. y 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. 3. Reporting Results y 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. y The Office of Management and Budget will prepare and distribute a summary of measures. 4. Evaluating Results y Internal Audit will review and report on strategic plans and performance measures. 5. Decision Making and Accountability y The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. y Management will consider performance information in making policy and program decisions. 1021 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Policy for Administering Grants A. Purpose The purpose of this policy is to serve as the framework for Maricopa County Departments and Special Districts (Flood Control District, Library District, and Stadium District) to follow when applying for grants and negotiating the terms and conditions of the agreements and/or contracts to ensure optimum financial and administrative arrangements for Maricopa County or the Special District are met. 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. 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 1022 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. y Indirect costs will always be included (applied for) in the financial section of the grant application. y 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 provided the grant meets the following requirements: (1) There is no matching requirement of funds; (2) Indirect costs are fully recoverable; and (3) There is no future or ongoing contributions required after the grant period ends. 1023 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. Departments that wish to apply for grants that do NOT meet one or more of the above requirements must obtain Board of Supervisors/Board of Directors approval prior to submission of the application. b) Departments/Special Districts are required to obtain the approval of the Board of Supervisors/Board of Directors prior to submitting an application for grant funding for any type of deviation from this policy including full indirect cost recovery. The information on the agenda must be clear and describe the nature of the deviation(s). It must also be clearly noted the intent or non-intent to apply for further grants from this particular grantor of this nature. After this grant has been reviewed and accepted by the Board of Supervisors/Board of Directors, subsequent grants in that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance during the application process. c) Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this Policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency must be transmitted to the Board of Supervisors for review and acceptance. d) Departments/Special Districts may seek approval for both the Grant Submittal and Grant Award Acceptance at the pre-submission stage, provided that all terms of the grant are in compliance with this policy and the information presented to the Board of Supervisors/Board of Directors is consistent. e) Departments/Special Districts will provide to the Department of Finance a copy of all grant agreements which must specifically include the award amount, grant period dates, availability of indirect costs and the indirect cost percentage (%), distinction between reimbursement or advance funding and a complete description of the grant. The provided information will be used to establish controls on the County financial system and will not be changed or modified (award period, grant award, etc.) without supporting documentation from the Grantor. 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. 1024 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 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 1025 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 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. 1026 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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 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. 1027 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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: 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. 1028 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments E. Related Documents: The following documents are available at the indicated site. Grant Manual: ebc.maricopa.gov/library/finance 2 CFR Part 225 (OMB Circular A-87): http://www.whitehouse.gov/omb/assets/omb/fedreg/2005/083105_a87.pdf 1029 Maricopa County Annual Business Strategies FY 2009-10 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. 1030 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 1031 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Policy for Vehicle Replacement A. Introduction The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. B. Background Equipment replacement must be planned and approval for replacement received through the budget process. The Equipment Services Department has the responsibility to plan for replacement needs in conjunction with the County Departments/Special Districts. During development of each fiscal year’s budget, the Office of Management and Budget (OMB) reviews requests received from Departments/Special Districts for replacement of existing vehicles. In determining the amount of funding required, only the cost to replace existing vehicles with their equivalents is considered. Upgrades and additional new vehicles may not be charged to the appropriate vehicle replacement budget. Sheriff’s Office Only: The Sheriff’s Office equipment replacement schedule will be discussed and approved during the annual budget process. Due to the unique nature of the functions of the Sheriff’s Office, the equivalent replacements and upgrades may be changed to meet departmental needs, if the costs remain within budget targets. However, these changes will be discussed with OMB prior to proceeding to ensure costs are appropriate. C. Guidelines 1. The Department/Special District, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. 2. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. 3. Upgrades are not funded under the appropriate vehicle replacement budget. If a Department/Special District determines upgrades are necessary, the Department/Special District has two options: (a) pay for the upgrades from the Department’s/Special District’s current operating budget; or (b) request upgrades and additions during the development of the Department/Special District budget. 4. If the full cost of replacement is actually lower than originally estimated, the savings will revert to the appropriate fund. 5. Possible cost overruns will be absorbed by the appropriate vehicle replacement budget. 6. OMB must approve all charges to the vehicle replacement budget. D. Exceptions If, during the replacement process, the Department/Special District requires changes to the original vehicle replacement request, the Department/Special District must request reconsideration of their initial vehicle replacement plan. The criteria OMB will consider during the review of the Department’s/Special District’s revised plan includes funding and the impact on current and future 1032 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments costs for maintenance, operation and replacement. To assist OMB in performing a full analysis of the revised replacement plan, Departments/Special Districts are requested to provide: 1. A justification statement which supports changes to be in the best interest of Maricopa County citizens, enhances services provided to the citizens and benefits the County/County Special District overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. 2. A spreadsheet which reflects the current vehicle replacement schedule with costs and the proposed vehicle schedule with costs. The spreadsheet needs to reflect the increase or decrease of cost for each vehicle and an explanation for the cost change. 3. A complete justification for any equipment additions to the replacement vehicles and how these equipment additions enhance the service levels being provided to Maricopa County citizens. 4. OMB will review the request and provide the Department/Special District and Equipment Services with final approval or disapproval of the proposed change to the Department’s/Special District’s equipment vehicle replacement plan within three working days of receipt. 1033 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Policy on Use of Employee Furloughs for Budget Balancing Adopted by the Board of Supervisors on May 6, 2009 A. Introduction The purpose of this policy is to establish guidelines for balancing budgets with employee furlough savings for departments so that they can reduce expenditures while maintaining a sustainable, structurally-balanced budget. B. Background An employee furlough is mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. An employee furlough may be imposed as an alternative to, or in conjunction with, a Reduction in Force. Employee furloughs are a means of reducing expenditures in response to a shortage of revenue and/or a lack of work. The Budgeting for Results Policy Guidelines require the County to maintain a sustainable, structurallybalanced budget in which recurring expenditures and other uses are fully supported by recurring revenues and other sources. The Funded Positions Policy requires that the full annualized cost of positions be supported by ongoing funding sources. During the budget process, Departments and the Office of Management and Budget (OMB) must verify that budgets and funding are adequate to support all authorized positions. By themselves, employee furloughs are not consistent with a sustainable, structurally-balanced budget, and therefore do not comply with the Budgeting for Results Accountability Policy and the Funded Positions Policy. Expenditure savings from employee furloughs are non-recurring, and become an unfunded payroll liability in subsequent fiscal years because the full-time equivalent value of the affected positions is not reduced, and use of employee furloughs must be approved by the Board of Supervisors. C. Policy: 1. Employee furloughs are not encouraged, but may be used under certain circumstances to reduce a department’s operating expenditures so long as there is a plan to make sustainable, recurring adjustments that will restore the budget to structural balance within one to two fiscal years. 2. In order to implement an employee furlough, Departments must prepare and submit a furlough budget plan that must be approved by the Board of Supervisors. 3. Furlough budget plans must be presented in a format to be specified by the Office of Management and Budget. Furlough budget plans will include the following information: a. An explanation of why the employee furlough is necessary, either in addition to, or instead of reductions in force, b. A list of all Market Range Titles that will undergo furloughs, as well as the anticipated frequency and duration of the proposed furloughs. 1034 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments c. Estimated furlough savings. d. A plan for implementing longer-term expenditure or revenue adjustments that will restore structural balance e. Estimated impacts on performance and results for the Activities that will be affected by the proposed furlough. 4. Furlough budget plans will include a hiring freeze that will, over a period of no longer than two fiscal years, generate vacant positions through employee attrition that can be permanently eliminated to restore structural balance. Furlough budget plans will identify any critical positions that will be exempted from the hiring freeze, and will demonstrate how elimination of other positions that become vacant will be sufficient to offset the annualized payroll liability from the employee furlough. 5. Departments with Activities that are supported by fees may reduce or eliminate the requirement to eliminate vacant positions based on a conservative forecast of future revenue growth. 6. The Office of Management and Budget will review all proposed department employee furlough budget plans. OMB will forward its recommendations to the Board of Supervisors. 7. Upon implementation of an employee furlough, Departments will prepare and submit quarterly progress reports of savings generated by the furlough and progress toward achieving the expenditure and/or revenue goals established in the furlough budget plan. Department reports will be consolidated and presented to the Board of Supervisors by OMB. 8. As vacant positions are eliminated through the course of the fiscal year, the number of planned employee furlough days may be reduced if the ongoing savings will offset the cost, and the department is not forecast to exceed its appropriated expenditures. 9. Notwithstanding this policy, all employee furloughs must comply with applicable employee merit rules and personnel policies. 1035 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Retirement Health Enhancement Program (Post Employment Health Plan Enhancement Program) Adopted by the Board of Supervisors on March 16, 2009 A. Overview Maricopa County employees and Judicial Branch employees in Maricopa County who are eligible for normal retirement under their retirement plan may take advantage of a unique opportunity to receive an enhanced Post Employment Health Plan (PEHP) Benefit Contribution for accrued Family/Medical Leave (FML). B. Eligibility 1. The eligible employee must elect to participate in the Post Employment Health Plan Enhancement Program by April 30, 2009 (based on March 16, 2009 approval by the BOS) and must separate from Maricopa County service or Judicial Branch service in Maricopa County on or before May 31, 2009. 2. The eligible employee must have an effective retirement date that is immediately following his or her date of separation from County service or Judicial Branch service in Maricopa County. For the purposes of this Program, immediately means within fourteen (14) calendar days after the separation from County service or Judicial Branch service in Maricopa County. 3. The employee must be eligible for normal retirement benefits (as opposed to early retirement) under the employee’s retirement plan, and the retirement plan must not prohibit participation in this Program. Below are general guidelines for the common plans in Maricopa County or the Judicial Branch in Maricopa County. The employee is responsible for ensuring that he or she is eligible for normal retirement from Maricopa County or the Judicial Branch in Maricopa County prior to participation in the Post Employment Health Plan Enhancement Program. 4. The eligible employee must be a contributing member under ASRS, PSPRS, EORP, CORP or PORP. C. Retirement Plan Details Arizona State Retirement System Plan Member: Normal retirement date is the earliest the member may retire with a full benefit, as calculated by the ASRS benefit formula. A normal retirement date means the first to occur of the following: • At age 65; • At age 62 with 10 or more years of credited service; or • At any combination of years of credited service and age, totaling 80 points. Arizona State Retirement System Member: Normal retirement date is the earliest the member may retire with a full benefit, as calculated by the ASRS benefit formula. A normal retirement date occurs at age 60 if the member has at least 5 years of credited service. Corrections Officer (CORP) and Probation Officers Retirement Plan (PORP): Normal retirement date is attained if the member meets one of the following requirements: • After 20 years or more of credited service; 1036 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget • • Attachments At age 62 with 10 or more years of credited service; or At any combination of years of credited service and age, totaling 80 points. Public Safety Personnel and Investigators Retirement System (PSPRS): Normal retirement date is attained if the member meets one of the following requirements: • After 20 years or more of credited service; or • At age 62 with 15 or more years of credited service. Elected Officials Retirement Plan (EORP): Normal retirement is attained if the member meets one of the following requirements: • At age 65 with 5 or more years of credited service; • At age 62 with 10 or more years of credited service; or • After 20 or more years of credited service. D. Incentive Benefit A Maricopa County employee or Judicial Branch employee in Maricopa County participating in the Post Employment Health Plan Enhancement Program will receive a one-time, lump-sum enhanced PEHP Benefit Contribution (up to $30,000) based on the eligible employee’s accrued Family/Medical Leave (FML) at his or her separation from service date. This contribution is calculated by multiplying the eligible employee’s base rate of pay by the eligible employee’s total accumulated Family/Medical Leave hours (up to 1,500 hours) and multiplying again by the applicable percentage below: • 20%, for fewer than 500 hours accumulated FML; • 25% for at least 500, but fewer than 750 hours accumulated FML; • 33% for at least 750, but fewer than 1,000 hours accumulated FML; • 50% for at least 1,000 and up to the maximum of 1,500 hours of accumulated FML. Example: The one-time contribution for an eligible employee with 700 accumulated FML hours making $25.00/hour on separation from service would be calculated as follows: 700 hrs x $25.00/hr x .25 = $4375 The Post Employment Health Plan Enhancement Program is in addition to the County’s current $10,000 contribution under the Post Employment Health Plan (PEHP) for to retirees who have at least 1,000 hours of accumulated FML at retirement. The $30,000 cap applies only to the County’s Post Employment Health Plan Enhancement Program contribution; the PEHP Benefit is not subject to the cap. Example: The one time contribution for an eligible employee with 1,800 accumulated FML hours making $25.00/hour at the time of retirement would be calculated as follows: (1,500 hrs x $25.00/hr x .50) + $10,000 = $18,750 + 10,000 = $28,750 E. Program Notes • • • The one-time enhanced Post Employment Health Plan Benefit Contribution is not subject to income or payroll taxes. Maricopa County will disburse the funds to Nationwide Retirement Solutions which in turn will establish an investment account under an Internal Revenue Code section 501(c)(9) VEBA trust. The one-time enhanced Post Employment Health Plan Benefit Contribution will be processed within 90 days of the eligible employee’s retirement. Eligible employees will receive a cash payment for their accrued Personal Leave (PTO) hours. 1037 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments F. Post Employment Health Plan Enhancement Program Financial Responsibility & Budgeting Department budgets will be adjusted for the vacancies created through eligible employee participation in the Post Employment Health Plan Enhancement Program and positions will be inactivated due to vacancies created through retirement. Departments may request a critical position be reactivated, a lower level position be created, or a re-organization that results in a reduction-in-force, and request funding for these positions through their OMB and Compensation Analyst. These actions will require Board of Supervisors approval. If a position is reestablished through Board approval, it must be recruited internal to the County for at least 10 business days. The recruiting range will be the minimum of the market range, with the maximum being either the mid-point of the market range or 10% below the position’s prior incumbent’s rate, whichever is less. The hiring rate of the successful candidate must be within the recruiting range. General Fund and Detention Fund Departments • The Non-Departmental Non-Recurring budget will absorb the cost of the additional Post Employment Health Plan Enhancement Program contribution. • The Department will absorb the cost of any Personal Leave accrual payout and the established Post Employment Health Plan Benefit. • If the Department’s budget is unable to absorb the additional cost, the Department may request assistance from the Non-Departmental Budget through their OMB Budget Analyst. Non-General Fund and Non-Detention Fund Departments • The Department will absorb the cost of the additional Post Employment Health Plan Enhancement Program, as well as the cost of any Personal Leave accrual payout and normal PEHP Benefit provided to the retiree. • If the Department’s budget and fund balance is unable to absorb the additional cost, the Department may request assistance from the Non-Departmental Budget through their OMB Budget Analyst. G. Re-Employment of Post Employment Health Plan Enhancement Program Participants Eligible employees retiring under this program are eligible for re-employment with Maricopa County or the Judicial Branch in Maricopa County after 30 days. In addition to the rules related to returning to employment as specified in the eligible employee’s retirement system, the following rules will also be applied to eligible employees receiving a retirement incentive: • • The hire rate will be the minimum of the pay range, regardless of market range title or relevant experience. This rule applies for classified, unclassified, contract, and temporary employment situations. Leave Accrual rates will be set at the minimum level, regardless of past service. This rule applies to classified and unclassified employment situations. Contract employees do not accrue paid leave of any kind, but may receive a stated amount (not to exceed the minimum level accrued by a merit covered employee in a calendar year) to be used for vacation, sick or other personal reasons. 1038 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Budget Calendar FY 2009-10 Budget Calendar 11/17/2008 Board Approves FY 2009-10 Budgeting for Results Budget Balancing Guidelines 12/8/2008 Budget Balancing Options Due from Departments 3/16/2009 – 4/13/2009 Board Adopts Budget Reduction Options (later dates may be necessary) 2/10/2009 Assessed Value and Levy Limits Reported by Assessor 2/17/2009 – 3/27/2009 OMB Analyzes Department Budgets, Develops Recommendations 3/1/2009 – 3/27/2009 OMB & Departments Review Budget Recommendations 5/18/2009 Recommended Budget Presentation 5/20/2009 Tentative Budget Adoption 6/4/2009 – 6/11/2009 Publication of Tentative Budget & Truth in Taxation Notice 6/22/2009 Final Budget Adoption 8/17/2009 Tax Levy Adoption 1039 Maricopa County Annual Business Strategies FY 2009-10 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 $15, to be used to defray the cost of converting the Clerk of Superior Court’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §12284.01. 207 Palo Verde: Palo Verde receives an annual allocation from the State of Arizona. Expenditures are utilized for nuclear disaster training. 208 Judicial Enhancement: Revenues consist of fees and surcharges collected under authority of A.R.S. §12-284.03 and time payment fees collected under authority of A.R.S. §12-116. In addition, revenues are received from the State Judicial Enhancement Fund established by A.R.S. §12-113. Expenditures are used to improve, maintain and enhance the collection and management of funds and court automation projects. 209 Public Defender Training: Established by A.R.S. §12-117 to account for fees that are paid on a time payment basis as established by A.R.S. §12-116. Expenditures are utilized for Public Defender Training. 210 Waste Management: Established by the Board of Supervisors to segregate this activity from the General Fund. This fund accounts for a fixed fee from Waste Management Corporation plus a percentage based on the tonnages of refuse dumped. Expenditures are used for economic development in Mobile and other unincorporated areas of the County. 211 Adult Probation Grants: Revenues consist of grant funds that are used for domestic violence, women’s treatment programs, gang prevention, and criminal justice records improvement. 212 Sheriff RICO: This fund consists of monies received as result of participation in any investigation or prosecution, whether by final judgment, settlement, or otherwise. Monies may be used for the funding of gang prevention programs, substance abuse prevention programs substance abuse education programs and witness protection or for any purposes permitted by federal law relating to the disposition of any property that is transferred to a law enforcement agency. 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. 1040 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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: A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 221 County Attorney Fill the GAP: County Attorney Fill the GAP was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases by county attorneys. 222 Human Services Grants: Accounts for the grant funds that are utilized for community action services designed to help the disadvantaged achieve self-sufficiency and family stability. 223 Transportation Grants: Transportation Grants was set up to account for all Grant activity administered by the County Transportation Department. 224 Medical Examiner Grant Fund: Accounts for the grant funds that are utilized to support the County’s anti-bioterrorism efforts. 225 Spur Cross Ranch Conservation: To account for the money collected from a Town- imposed ½% transaction privilege tax for the operation of the County Park. 226 Planning and Development Fees: Performs mandated community planning functions. Funding is provided mainly through license and impact fees. 227 Juvenile Probation Grants: Accounts for the grant funds that are utilized for the child nutrition program, family counseling and safe schools program. 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. 1041 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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: A special revenue fund to account for revenue received from the Del Webb Anthem community that is restricted to expenditure for development services (the implementation and enforcement of the development master plan) and recreational services (trail system and library) supporting that community. 236 Recorders Surcharge: Accounts for the collection of a special recording surcharge, not to exceed $4, to be used to defray the cost of converting the County Recorder’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §11-475.01. 238 Trial Courts 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 a user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 248 Elections Grant: Elections Grant was set up to account for all grant activity administered by the Elections Department. 249 Non Departmental Grant: Non-Departmental Grants was set up to account for all non-department specific grant activity. 251 Sheriff Grants: Accounts for grant and intergovernmental funds that support and enhance Sheriff Office activities. 252 Inmate Services: Accounts for the funds that are held in trust for the benefit and welfare of the inmates, established under A.R.S. §31-121. The majority of revenues are derived from sales of food and sundries to the inmates. 254 Inmate Health Services: Accounts for the co-payments received from inmates for self-initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 255 Detention Operations: was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. 1042 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. §412421F and accounts for monies distributed under A.R.S §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap: Legal Defender Fill the Gap was set up as indicated by A.R.S. §412421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender, and contract indigent defense counsel in each county. 264 Superior Court Fill the Gap: Superior Court Fill the Gap was set up as indicated by A.R.S §412421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 265 Public Health Fees: Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 266 Check Enforcement Program: Accounts for fees that are collected pursuant to A.R.S. §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. 268 Victim Compensation and Assistance: 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. 1043 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. Revenues collected for subsequent case filing fees for post-decree petitions in dissolution cases, pursuant to A.R.S. §25-412 and A.R.S. §12-284, fund operations. 273 Victim Location: Revenues are derived from interest earned on restitution monies received in trust and are to be distributed to the County Attorney and Clerk of the Superior Court on a pro rata basis (County Attorney – 75% and Superior Court – 25%). Fund was established by A.R.S. §12-287. 274 Clerk of the Court EDMS: The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion: The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement: The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 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. 292 Correctional Health Grant: The Arizona Department of Health Services was awarded a grant by the Department for Health and Human Services, Centers for Disease Control and Prevention, to generate surveillance data for the Centers for Disease Control and Prevention and supplement the syphilis-screening activities at the Madison Street Jail. 320 County Improvement Debt: Accounts for the debt service on the Lease Revenue Bonds, Series 2001. Funding is provided by transfers from the General Fund. 321 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. 1044 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 435 County Improvement: 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. 532 Public Health Grants: 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 Operation: Animal Control Field Services was set up in FY2002-03 to segregate field services, which are an optional County service, from Animal Control Pound Activities which are required by Arizona State Statute. 580 Solid Waste Management: Solid Waste assists the cities and towns, businesses, and citizens in continuously improving 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. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 1045 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 601 CMG High Option: 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: 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 OAP IN: 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: 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: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 606 Choice Fund H.S.A.: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 607 FI Dental PPO: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 608 Coinsurance: This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured coinsurance pharmacy plan. 609 Consumer Choice: 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: 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: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 60% of the employee’s salary. 612 50% STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 50% of the employee’s salary. 613 40% STD: This fund collects employee contributions for payment of the employees’ short-term disability benefits for the self-insured short-term disability plan which provides benefits at 40% of the employee’s salary. 614 Behavioral Health: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness: This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 616 Contract Administration: This fund collects employer contributions for payment of the contract administration expenditures for the self-insured benefits program. 617 Medical Incentive & Penalties: This fund collects employer contributions for payment of the provider medical incentive payments which are part of the self-insured benefits program. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 621 Flex Spending Health: This fund collects employee and employer contributions for payment of expenditures for the medical flexible spending benefit program. 622 Flex Spending Dep Care: This fund collects employee and employer contributions for payment of expenditures for the dependent care flexible spending benefit program. 1046 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 623 Vision: This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals also participating in medical benefits for the self-insured vision plan. 624 Stand Alone Vision: 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: 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: This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully insured life insurance plan. 627 Supplemental Life: This fund collects employee contributions for payment of the employees’ supplemental life insurance premiums for the fully insured supplemental life insurance plan. 628 Employee Assistance (EAP): This fund collects employer contributions for payment of the employee assistance program expenditures for the self-insured EAP program. 629 SI Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life: This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits: This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 632 CIGNA for Seniors: 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: 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. 715 School Grant: Accounts for all grant activity administered by the Superintendent of Schools. 741 Taxpayer Information: Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax-lien-processing fee imposed pursuant to A.R.S. §42-18116, $50 of each judgment-deed fee collected pursuant to A.R.S. §42-18205, interest earned from the elderly assistance fund pursuant to A.R.S. §42-17401 and the community facilities district 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. 1047 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 780 School Transportation: Accounts for reimbursement for mileage costs to parents of special-needs students. 782 School Communication: 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. 900 Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For additional information refer to the Budget Summary Schedule section, Elimination Summary. 988 Public Works Flood Control: 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. 1048 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 1049 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments 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. 1050 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Description Object 855 Interest Expense Attachments 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. 1051 1052 (184,596,293) 2,330,447,700 10. Total Eliminations Funds 11. TOTAL ALL FUNDS 215,029,519 (184,596,293) 9. Internal Service Funds 10. Eliminations Funds 11. 28,819,215 1,849,923,871 (199,580,379) (199,580,379) 195,708,294 190,732,417 394,701,950 23,379,470 102,607,075 8,735,641 79,065,958 183,850,408 5,799,039 $ $ 28,821,952 262,378,718 8. Capital Projects Funds 28,819,215 757,506,965 876,737,359 876,737,359 7. Total Debt Service Funds $ $ 2,936,602 944,462,136 1,064,351,668 1,064,351,668 $ 581,861,456 94,510,522 487,350,934 (185,938,322) (185,938,322) 191,804,176 42,246,834 8,687,882 8,687,882 611,701,928 592,669,038 592,669,038 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2010 $ 1,261,171,536 PROPERTY TAX REVENUES 2010 Primary: 183,850,408 $ 487,350,934 $ Secondary: FUND BALANCE/ NET ASSETS*** July 1,2009** 28,821,952 $ $ ACTUAL EXPENDITURES/ EXPENSES** 2009 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 FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2009 $ $ 250,000 250,000 $ $ OTHER FINANCING 2010 SOURCES MARICOPA COUNTY Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2010 $ $ (339,672,311) (339,672,311) 142,911,608 11,147,283 11,147,283 175,470,716 10,142,704 10,142,704 $ $ (339,672,311) (339,672,311) 1,465,713 9,065,698 493,000 493,000 93,101,196 235,546,704 235,546,704 INTERFUND TRANSFERS 2010 IN $ $ 2,237,984,942 (185,938,322) (185,938,322) 213,717,933 278,699,819 25,141,204 2,936,602 28,077,806 867,897,928 1,038,466,380 1,038,466,380 TOTAL FINANCIAL RESOURCES AVAILABLE 2010 $ $ 2,237,984,942 (185,938,322) (185,938,322) 213,717,933 278,699,819 25,141,204 25,141,204 867,897,928 1,038,466,380 1,038,466,380 BUDGETED EXPENDITURES/ EXPENSES 2010 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2010 2009 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 2010 463,492,311 $ 492,273,671 463,492,311 $ 492,273,671 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 $ $ $ $ 74,674,333 20,581,183 95,255,516 $ 74,996,804 20,468,370 95,465,174 $ 558,747,827 $ 587,738,845 $ 449,587,542 6,869,846 456,457,388 477,505,461 9,845,473 487,350,934 92,601,219 1,909,303 94,510,522 581,861,456 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 $ 92,397,851 1,015,932 93,413,783 C. Total property taxes collected $ 549,871,171 $ 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 1.0327 0.9909 0.1367 0.0353 0.1367 0.0353 1.2047 1.1629 * 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 2009-10 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 $492,230,736; for Flood Control District is $74,996,804 and for Library District is $20,468,370. 1053 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010 SOURCE OF REVENUES GENERAL FUND Taxes TAX PENALTIES & INTEREST PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2009 2009 2010 14,500,000 7,661,044 459,033,619 137,859,289 $ 18,387,585 8,189,833 392,000,906 123,318,180 $ 15,500,000 8,674,402 368,431,060 118,385,455 Licenses and permits LICENSES AND PERMITS 1,923,641 2,329,338 2,210,000 Intergovernmental GRANTS OTHER INTERGOVERNMENTAL 220,827 5,073,839 198,442 5,397,083 2,439,693 Charges for services INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 13,731,038 25,175,329 2,340,375 14,400 13,871,924 24,945,503 3,933,096 17,530 13,569,916 24,868,995 2,615,476 7,200 Fines and forfeits FINES & FORFEITS 16,669,467 16,992,075 19,597,179 Investments INTEREST EARNINGS 12,000,000 15,146,057 12,288,000 4,613,267 5,081,267 3,338,106 Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 700,816,135 $ 629,808,819 $ 591,925,482 * 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 $ 125,633,844 125,633,844 $ $ 101,839,047 101,839,047 $ $ 96,142,000 96,142,000 Health Services Fund PATIENT SERVICES REVENUE $ Total Health Services Fund $ 1,287,916 1,287,916 $ $ 1,020,865 1,020,865 $ $ 1,390,074 1,390,074 $ 557,112,143 $ 479,001,787 $ 514,573,604 Total _____________________ $ 557,112,143 $ 479,001,787 $ 514,573,604 Total Special Revenue Funds $ 684,033,903 $ 581,861,699 $ 612,105,678 $ 3,302,393 5,925,094 $ 5,329,634 5,889,266 $ 2,762,788 5,925,094 Total Debt Service Funds $ 9,227,487 $ 11,218,900 $ 8,687,882 20,103,960 300,000 1,300,000 $ 16,847,445 37,425 1,169,799 8,428,809 $ 27,595,834 List Fund: GRANTS, MISC. REVENUE, ETC. DEBT SERVICE FUNDS NON-DEPARTMENTAL STADIUM DISTRICT CAPITAL PROJECTS FUNDS PUBLIC WORKS LIBRARY DISTRICT STADIUM DISTRICT NON DEPARTMENTAL $ 1054 1,060,000 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2010 FUND OTHER FINANCING 2010 SOURCES GENERAL FUND $ NON DEPARTMENTAL PUBLIC HEALTH Total General Fund $ SPECIAL REVENUE FUNDS AIR QUALITY $ ANIMAL CARE AND CONTROL EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT HUMAN SERVICES LIBRARY DISTRICT NON DEPARTMENTAL PARKS AND RECREATION PLANNING AND DEVELOPMENT PUBLIC HEALTH PUBLIC WORKS STADIUM DISTRICT Total Special Revenue Funds $ $ $ 10,142,704 $ $ $ 10,142,704 $ $ $ $ 659,469 174,201,714 71,533 45,000 250,000 250,000 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 $ INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT Total Permanent Funds $ ELIMINATIONS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT PARKS AND RECREATION PUBLIC WORKS STADIUM DISTRICT ELIMINATIONS Total Eliminations Funds $ TOTAL ALL FUNDS $ INTERFUND TRANSFERS 2010 IN 250,000 $ $ $ $ $ $ $ $ $ $ $ 493,000 175,470,716 $ 10,147,283 1,000,000 11,147,283 $ 40,627,383 3,591,685 61,479,990 35,544,286 1,668,264 142,911,608 $ $ 235,501,704 45,000 235,546,704 594,267 1,851,325 76,632 589,349 40,627,383 1,246,438 4,251,154 71,533 493,841 1,467,501 39,163,509 2,668,264 93,101,196 493,000 493,000 9,065,698 $ 9,065,698 $ $ $ $ $ 295,856 343,857 608,074 31,230 186,696 1,465,713 $ $ $ (40,627,383) $ (40,627,383) (4,251,154) (4,251,154) (71,533) (71,533) (35,544,286) (35,544,286) (3,161,264) (3,161,264) (256,016,691) (256,016,691) $ (339,672,311) $ (339,672,311) $ $ 1055 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 GENERAL FUND ADULT PROBATION $ ANIMAL CARE AND 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 CONSTABLES CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY ATTORNEY CIVIL COUNTY MANAGER ELECTIONS EMERGENCY MANAGEMENT ENTERPRISE TECHNOLOGY ENVIRONMENTAL SERVICES FINANCE GENERAL LITIGATION HEALTH CARE PROGRAMS HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS JUVENILE DEFENDER JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT AND BUDGET MATERIALS MANAGEMENT MEDICAL EXAMINER NON DEPARTMENTAL PARKS AND RECREATION PUBLIC DEFENDER PUBLIC DEFENSE SERVICES PUBLIC FIDUCIARY PUBLIC HEALTH PUBLIC WORKS RECORDER RESEARCH AND REPORTING SHERIFF SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TREASURER WORKFORCE MGT AND DEVELOPM 234,768,067 2,517,013 1,843,786 14,115,672 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 1,786,999 12,417,708 12,908,663 2,279,710 327,743 72,479,875 2,320,833 70,347,261 3,396,965 6,145,531 Total General Fund $ 1,062,918,673 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 2,361,217 3,581,457 62,837,039 15,915,927 2,904,116 20,096,904 234,996 10,785,417 3,687,644 3,787,037 $ 129,713 $ (21,672) (859,024) (21,821) (129,713) 38,327 (157,695) (5,727,530) (49,337) (15,666) 721,871 (2,502,497) 118,566 627,356 641,840 (148,398) (50,274) (172,590) 7,063,383 (250,288) (627,356) (18,970) (74,599) 2,356,268 (487,027) $ 1056 382,867 BUDGETED EXPENDITURES/ EXPENSES 2010 ACTUAL EXPENDITURES/ EXPENSES* 2009 $ 61,112,613 257,919 23,883,882 358,344 363,644 340,915 337,967 357,321 1,591,281 689,833 30,987,830 2,268,130 3,211,035 61,882,173 11,755,092 2,331,236 19,454,352 207,252 9,652,436 3,557,034 3,716,401 721,871 229,023,904 2,517,013 1,836,699 13,805,222 4,281,765 16,568,646 8,366,542 9,789,935 3,346,825 1,915,965 7,281,740 95,456,673 1,265,217 35,447,733 25,812,769 1,830,095 11,288,426 12,756,881 2,050,707 318,212 72,795,830 2,084,572 68,071,976 2,968,286 6,071,424 $ 58,854,159 257,903 22,993,757 346,428 346,428 346,428 346,428 346,428 1,363,590 1,346,191 30,056,139 2,403,317 3,049,876 56,599,487 10,012,600 2,434,692 8,212,297 173,881 7,583,233 3,350,072 3,282,573 1,022,167 237,341,157 2,313,610 1,553,494 14,488,923 4,164,849 16,449,965 8,731,895 9,855,901 3,186,167 1,884,254 6,659,432 306,861,225 694,615 34,751,968 14,353,929 2,477,439 10,742,840 11,340,005 2,095,117 391,970 62,420,406 2,035,900 62,531,673 2,618,874 3,049,142 875,991,618 $ 1,037,722,824 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 SPECIAL REVENUE FUNDS ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT HEALTH CARE PROGRAMS HUMAN SERVICES JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER LIBRARY DISTRICT MEDICAL EXAMINER NON DEPARTMENTAL PARKS AND RECREATION PLANNING AND DEVELOPMENT PUBLIC DEFENDER PUBLIC HEALTH PUBLIC WORKS RECORDER SHERIFF STADIUM DISTRICT SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TREASURER Total Special Revenue Funds $ 166,691,384 8,750,669 15,898,609 3,089,347 41,680,462 112,035,085 4,502,298 216,216,990 2,570,842 2,797,583 14,030,428 800,000 919,135,260 DEBT SERVICE FUNDS NON DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ 23,389,608 5,432,344 28,821,952 19,221,449 26,453,587 10,429,971 10,037,176 49,262,767 18,345,453 1,770,804 29,524 1,085,875 22,256,257 35,962,288 7,594,722 53,520,920 4,433,985 46,979,456 12,500 134,794 22,540,035 $ 2,336,281 $ 281,284 390,500 (126,218) 1,874,753 435,581 103,918 320,000 1,632,620 5,924,034 2,036,395 16,313 85,304 95,000 (2,468,799) 1,313,538 242,211 542,629 3,294,711 1,871,359 9,059,565 $ 359,561 2,915,116 211,980 32,747,636 $ $ $ $ $ 1057 BUDGETED EXPENDITURES/ EXPENSES 2010 ACTUAL EXPENDITURES/ EXPENSES* 2009 20,558,325 22,504,346 11,622,124 9,365,700 48,976,906 18,010,829 2,079,950 27,810 1,096,892 20,876,102 36,582,242 5,878,321 51,140,918 9,208,545 44,213,183 12,500 120,566 21,309,217 95,000 27,741,116 8,880,092 13,116,392 2,301,410 33,894,164 101,095,375 5,898,628 222,367,787 2,078,540 1,487,691 14,754,314 211,980 757,506,965 $ 23,389,608 5,429,607 28,819,215 $ $ $ 18,940,960 21,429,825 13,207,436 10,888,868 48,847,477 18,738,868 10,617,791 84,524 1,235,835 18,753,809 36,730,311 5,926,709 61,281,136 6,406,541 43,309,461 12,500 134,794 21,924,526 218,615 135,528,056 7,717,323 7,214,603 2,544,267 34,780,952 109,348,522 3,863,298 208,506,933 2,320,270 2,316,704 14,834,923 304,341 867,970,178 18,709,110 6,432,094 25,141,204 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ACTUAL EXPENDITURES/ EXPENSES* 2009 BUDGETED EXPENDITURES/ EXPENSES 2010 CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON DEPARTMENTAL PUBLIC WORKS STADIUM DISTRICT Total Capital Projects Funds $ 60,000,000 3,137,092 162,324,265 104,677,000 3,903,000 334,041,357 INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT RISK MANAGEMENT Total Internal Service Funds $ 143,913,553 17,478,683 13,314,861 940,555 38,443,035 214,090,687 $ 938,832 $ 127,430,179 17,791,950 15,408,498 993,047 34,084,620 195,708,294 ELIMINATIONS FUNDS ELIMINATIONS $ Total Eliminations Funds $ (206,914,282) $ (206,914,282) $ 33,551,696 33,551,696 $ $ (199,580,379) $ (199,580,379) $ 68,316,031 $ TOTAL ALL FUNDS $ * 2,352,093,647 $ $ 345,000 $ 350,000 695,000 $ $ $ 1,000,000 (61,168) $ 51,209,749 5,880 69,300,548 66,506,817 3,709,423 190,732,417 1,849,178,130 $ $ $ $ $ 60,000,000 9,600,000 121,568,782 85,728,037 1,803,000 278,699,819 143,260,322 16,659,007 12,817,232 973,481 40,007,891 213,717,933 (185,059,145) (185,059,145) 2,238,192,813 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. 1058 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ ADULT PROBATION GRANTS GENERAL Department Total $ 14,643,968 4,577,481 60,982,903 80,204,352 $ 16,258,407 4,299,918 61,112,613 81,670,938 $ $ $ Department Total $ 22,390,597 4,062,990 26,453,587 $ $ 18,896,592 3,607,754 22,504,346 $ ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 2,869,462 854,701 6,705,808 322,919 10,752,890 $ 2,896,137 1,447,994 7,277,993 257,919 11,880,043 $ $ 88,364 $ 150,000 42,920 (21,672) 259,612 $ $ 3,203,897 1,526,983 8,476,556 257,903 13,465,339 $ Department Total $ 24,923,302 24,923,302 $ $ (859,024) $ (859,024) $ 23,883,882 23,883,882 $ $ 22,993,757 22,993,757 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 372,646 372,646 $ $ $ $ 358,344 358,344 $ $ 346,428 346,428 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 372,649 372,649 $ $ $ $ 363,644 363,644 $ $ 346,428 346,428 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 372,649 372,649 $ $ $ $ 340,915 340,915 $ $ 346,428 346,428 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 372,648 372,648 $ $ $ $ 337,967 337,967 $ $ 346,428 346,428 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 372,643 372,643 $ $ $ $ 357,321 357,321 $ $ 346,428 346,428 $ Department Total $ 1,628,190 1,628,190 $ $ (21,821) $ (21,821) $ 1,591,281 1,591,281 $ $ 1,363,590 1,363,590 $ Department Total $ 716,421 716,421 $ $ $ $ 689,833 689,833 $ $ 1,346,191 1,346,191 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 $ 157,500 2,430,862 3,450,005 1,635,833 1,150,236 32,343,816 1,159,438 53,302 43,813,834 $ 75,000 2,246,000 4,303,582 1,615,346 1,429,100 30,056,139 1,209,840 10,000 43,637,389 AIR QUALITY: AIR QUALITY FEES AIR QUALITY GRANT ASSESSOR: GENERAL CALL CENTER: GENERAL CLERK OF THE BOARD: GENERAL $ $ 1,961,059 375,222 129,713 2,465,994 BUDGETED EXPENDITURES/ EXPENSES 2010 ACTUAL EXPENDITURES/ EXPENSES * 2009 $ $ 44,001 (129,713) 1059 260,787 $ 102,405 2,494,699 3,168,888 1,486,225 956,765 30,987,830 1,156,718 192,722 153,777 $ $ $ 41,733,196 14,463,903 4,477,057 58,854,159 77,795,119 17,460,577 3,969,248 21,429,825 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 EMPLOYEE HEALTH INITIATIVES: 40 PERCENT STD $ 50 PERCENT STD 60 PERCENT STD 70 PERCENT 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 AND AD AND D FI PREPAID DENTAL FLEX SPENDING DEP CARE FLEX SPENDING HEALTH MED INCENTIVE AND PENALTIES OAP HIGH OPTION OAP IN OAP LOW OPTION SI DENTAL STAND ALONE VISION SUPPLEMENTAL LIFE VISION VOLUNTARY BENEFITS WELLNESS Department Total $ 594,994 768,660 651,142 2,069,203 2,658,521 2,853,686 460,207 487,080 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 1,477,962 507,318 806,304 143,913,553 $ $ $ $ ENTERPRISE TECHNOLOGY: GENERAL $ TELECOMMUNICATIONS Department Total $ 10,785,417 17,478,683 28,264,100 $ ENVIRONMENTAL SERVICES: ENVIRONMENTAL SERVICES GRANT $ ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 907,998 21,348,259 3,687,644 25,943,901 $ 320,000 EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 13,314,861 13,314,861 $ Department Total $ FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL CAPITAL PROJECTS Department Total $ FINANCE: GENERAL GENERAL LITIGATION: GENERAL $ Department Total $ $ $ 1,000,000 1,000,000 $ BUDGETED EXPENDITURES/ EXPENSES 2010 ACTUAL EXPENDITURES/ EXPENSES * 2009 $ $ 216,329 402,084 321,940 1,495,317 1,862,011 2,028,111 752,254 473,178 35,353,190 1,023,584 12,596,883 1,805,684 332,901 422,583 193,432 5,303,207 944,973 511,802 804,086 2,283,389 1,000,000 28,241,903 18,591,388 1,542,304 2,849,247 27,343 3,572,916 1,405,443 318,893 753,804 127,430,179 $ 9,652,436 17,791,950 27,444,386 $ $ $ 7,583,233 16,659,007 24,242,240 $ 593,542 20,282,560 3,557,034 24,433,136 $ 874,337 17,879,472 3,350,072 22,103,881 $ $ (61,168) $ (61,168) $ 15,408,498 15,408,498 $ $ 12,817,232 12,817,232 3,787,037 3,787,037 $ $ $ $ 3,716,401 3,716,401 $ $ 3,282,573 3,282,573 35,962,288 60,000,000 95,962,288 $ $ $ $ $ 36,582,242 51,209,749 87,791,991 $ 36,730,311 60,000,000 96,730,311 $ $ 721,871 721,871 $ $ 1,022,167 1,022,167 320,000 $ $ 1060 721,871 721,871 $ 541,457 722,524 576,713 1,749,290 4,856,970 2,149,683 792,524 473,220 37,373,246 1,166,616 13,713,239 2,374,116 462,416 399,282 198,058 5,560,052 1,043,794 517,592 791,577 2,019,833 1,000,000 31,459,236 21,753,998 1,756,417 3,328,534 40,744 3,766,274 1,323,793 256,284 1,092,840 143,260,322 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 ACTUAL EXPENDITURES/ EXPENSES * 2009 HEALTH CARE PROGRAMS: GENERAL $ PUBLIC HEALTH GRANTS Department Total $ 234,768,067 7,594,722 242,362,789 $ (2,502,497) $ $ (2,502,497) $ HUMAN SERVICES: CDBG HOUSING TRUST $ GENERAL HUMAN SERVICES GRANTS Department Total $ 12,669,988 2,517,013 40,850,932 56,037,933 $ $ $ Department Total $ 1,843,786 1,843,786 $ $ JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 14,115,672 3,776,505 657,480 18,549,657 $ $ Department Total $ INTERNAL AUDIT: GENERAL $ 1,632,620 1,632,620 BUDGETED EXPENDITURES/ EXPENSES 2010 229,023,904 5,878,321 234,902,225 $ $ $ 7,983,004 2,517,013 43,157,914 53,657,931 $ 23,142,004 2,313,610 38,139,132 63,594,746 $ $ 1,836,699 1,836,699 $ $ 1,553,494 1,553,494 $ $ $ 14,488,923 5,489,855 916,686 20,895,464 $ 237,341,157 5,926,709 243,267,866 $ 118,566 3,496,863 2,427,171 6,042,600 $ 13,805,222 6,172,917 3,035,628 23,013,767 3,654,409 3,654,409 $ $ 627,356 627,356 $ $ 4,281,765 4,281,765 $ $ 4,164,849 4,164,849 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 35,714,330 17,220,629 316,635 6,227,304 4,696,187 25,000 64,200,085 $ (641,840) $ 641,840 33,037,268 16,568,646 258,814 5,431,536 5,464,122 21,443 60,781,829 $ 33,651,118 16,449,965 386,633 5,042,523 4,204,187 25,000 59,759,426 LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 9,529,764 12,500 9,542,264 $ $ $ $ $ 8,366,542 12,500 8,379,042 LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 10,511,194 59,000 75,794 10,645,988 $ 9,789,935 75,028 45,538 9,910,501 $ JUVENILE DEFENDER: GENERAL 1,898,626 779,609 $ $ $ 16,313 $ LIBRARY DISTRICT: LIBRARY DIST CAP IMPROVEMENT $ LIBRARY DISTRICT LIBRARY DISTRICT GRANTS LIBRARY INTERGOVERNMENTAL Department Total $ 4,694,929 25,677,127 $ MANAGEMENT AND BUDGET: GENERAL $ Department Total $ 3,746,301 3,746,301 $ $ 3,137,092 17,845,106 2,678,235 16,313 $ $ $ 10,304 75,000 1061 5,880 17,343,732 $ $ $ $ 8,731,895 12,500 8,744,395 9,855,901 59,000 75,794 9,990,695 9,600,000 18,472,561 $ 3,965,485 21,315,097 $ 3,451,965 31,524,526 (148,398) $ (148,398) $ 3,346,825 3,346,825 $ $ 3,186,167 3,186,167 85,304 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 DEPARTMENT/FUND GENERAL REPROGRAPHICS $ Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 ACTUAL EXPENDITURES/ EXPENSES * 2009 2,029,600 940,555 2,970,155 $ (50,274) $ $ $ (50,274) $ 1,915,965 993,047 2,909,012 7,281,740 95,000 7,376,740 $ 15,976,228 7,413,380 3,134,958 27,638,354 7,135,117 43,825,339 95,456,673 13,022,552 2,182,582 $ MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANT Department Total $ 7,721,547 $ 7,721,547 $ (172,590) $ 95,000 (77,590) $ NON DEPARTMENTAL: 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 5,951,000 150,015,653 67,626,776 67,122,027 268,266,931 18,174,462 3,450,000 16,223,209 452,522 620,672,188 $ $ PARKS AND RECREATION: GENERAL $ LAKE PLEASANT RECREATION SVCS PARKS AND RECREATION GRANTS PARKS DONATIONS PARKS ENHANCEMENT FUND PARKS SOUVENIR SPUR CROSS RANCH CONSERVATION Department Total $ 1,426,304 1,843,630 14,965 108,000 6,016,203 65,370 702,501 10,176,973 PLANNING AND DEVELOPMENT: DEL WEBB $ PLANNING AND DEVELOPMENT FEES Department Total $ 72,148 15,826,461 15,898,609 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ PUBLIC DEFENSE SERVICES: GENERAL $ Department Total $ 293,421 3,379,381 (544,706) 7,063,383 251,285 345,000 (5,848,180) $ $ 4,939,584 $ (250,288) $ 176,269 1,137,269 $ 1,063,250 $ $ $ $ $ 36,768,742 2,156,743 387,251 545,353 39,858,089 $ (627,356) $ 170,739 $ 15,414,886 15,414,886 $ Department Total $ PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ PUBLIC FIDUCIARY: GENERAL BUDGETED EXPENDITURES/ EXPENSES 2010 102,762 215,887,945 1,265,217 1,688,364 108,905 115,352 6,573,691 76,626 317,154 10,145,309 6,549 13,109,843 13,116,392 $ $ $ $ $ $ $ 1,884,254 973,481 2,857,735 6,659,432 218,615 6,878,047 11,297,930 7,411,180 105,023,573 900,000 113,088,797 306,861,225 6,722,910 857,075 30,000,000 504,483 582,667,173 694,615 2,111,010 4,820 148,000 4,765,026 98,467 590,000 8,411,938 353 7,214,250 7,214,603 $ 71,472 (385,145) $ 35,447,733 1,453,958 326,715 520,737 37,749,143 $ 34,751,968 1,630,600 342,187 571,480 37,296,235 $ $ $ $ 25,812,769 25,812,769 $ $ 14,353,929 14,353,929 1,786,999 1,786,999 $ $ (18,970) $ (18,970) $ 1,830,095 1,830,095 $ $ 2,477,439 2,477,439 12,417,708 4,920,647 36,759,815 54,098,170 $ (74,599) $ 1,436,457 (893,828) 468,030 $ 11,288,426 5,791,553 28,102,611 45,182,590 $ 10,742,840 6,528,587 28,252,365 45,523,792 $ 1062 $ Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 PUBLIC WORKS: DETENTION OPERATIONS $ GENERAL PUBLIC WORKS FLOOD CONTROL SOLID WASTE GRANTS SOLID WASTE MANAGEMENT TRANSPORTATION CAPITAL PROJECT TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS WASTE TIRE Department Total $ 6,607,782 104,677,000 665,308 61,615,833 5,672,678 229,620,748 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,279,710 4,502,298 6,782,008 $ RESEARCH AND REPORTING: GENERAL $ Department Total $ 327,743 327,743 $ Department Total $ 2,743,527 12,908,663 34,729,957 $ ACTUAL EXPENDITURES/ EXPENSES * 2009 $ 435,586 255,000 1,077,093 $ 1,527,032 3,294,711 $ $ $ 2,645,658 11,340,005 34,411,979 190,000 7,392,935 85,728,037 755,000 58,839,278 5,113,672 206,416,564 $ $ 2,050,707 5,898,628 7,949,335 $ 2,095,117 3,863,298 5,958,415 $ $ $ $ 318,212 318,212 $ $ 391,970 391,970 38,443,035 38,443,035 $ $ $ $ 34,084,620 34,084,620 $ $ 40,007,891 40,007,891 SHERIFF: DETENTION OPERATIONS $ GENERAL INMATE HEALTH SERVICES INMATE SERVICES SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT SHERIFF RICO Department Total $ 185,870,904 72,479,875 299,715 19,112,421 25,800 7,548,150 2,205,000 1,155,000 288,696,865 $ 411,160 $ 2,356,268 147,597 9,365,077 80,000 (1,462,223) 517,954 $ $ 11,415,833 185,252,454 72,795,830 197,592 28,268,853 48,254 5,371,707 2,335,889 893,038 295,163,617 183,677,997 62,420,406 149,715 15,848,905 84,640 5,385,676 2,205,000 1,155,000 270,927,339 STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DIST DEBT SERIES02 Department Total $ 2,088,554 482,288 3,903,000 5,432,344 11,906,186 $ 1,596,353 482,187 3,709,423 5,429,607 11,217,570 $ SUPERINTENDENT OF SCHOOLS: COUNTY SCHOOL INDIRECT COST $ GENERAL SCHOOL COMMUNICATION SCHOOL GRANT SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ 2,320,833 82,680 1,812,016 792,887 110,000 5,118,416 RISK MANAGEMENT: RISK MANAGEMENT $ $ 2,573,512 12,756,881 32,896,532 163,079 1,687,150 66,506,817 1,162,789 55,570,790 7,041,523 180,359,073 BUDGETED EXPENDITURES/ EXPENSES 2010 1,871,359 1,871,359 $ $ 350,000 $ 350,000 $ $ $ 359,561 $ 1063 359,561 $ $ $ $ 2,084,572 90,699 608,091 703,822 85,079 3,572,263 $ 1,838,127 482,143 1,803,000 6,432,094 10,555,364 355,311 2,035,900 102,240 962,062 792,887 104,204 4,352,604 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009 $ ACTUAL EXPENDITURES/ EXPENSES * 2009 $ 64,000 677,777 559,256 1,433,516 2,915,116 $ 115,007 1,695,930 190,682 445,580 62,531,673 433,277 $ 1,068,172 389,524 115,919 1,911,814 1,300,677 6,441,204 82,826,290 2,968,286 211,980 3,180,266 $ $ 2,618,874 304,341 2,923,215 180,567 $ 114,999 1,695,926 190,680 445,574 68,071,976 1,079,825 BUDGETED EXPENDITURES/ EXPENSES 2010 $ 940,000 389,531 115,921 2,010,454 2,013,724 6,484,817 77,366,596 TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 3,396,965 800,000 4,196,965 $ $ (487,027) $ 211,980 (275,047) $ WORKFORCE MGT AND DEVELOPMENT: GENERAL $ Department Total $ 6,145,531 6,145,531 $ $ $ $ 6,071,424 6,071,424 $ $ 3,049,142 3,049,142 33,551,696 33,551,696 $ $ (199,580,379) $ (199,580,379) $ (185,059,145) (185,059,145) 68,316,031 $ ELIMINATIONS: ELIMINATIONS $ Department Total $ Total all Departments $ (206,914,282) $ (206,914,282) $ 2,353,526,489 $ 1,850,557,796 $ 2,240,885,195 * 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. 1064 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. Adopted: A The Adopted budget (plan) scenario is the budget as formally adopted by Board of Supervisors for each Fiscal Year (July 1st through June 30th). AHCCCS: Arizona Health Care Cost Containment System. AHCCCS is Arizona’s Medicaid program. ALTCS: 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. 1065 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Glossary Capital Outlay: An expenditure from a department operating budget for the acquisition of, or addition to, a fixed asset. A fixed asset is an item that costs $5,000 or more and has a useful life of at least one year. Fixed assets with costs over $5,000 should be budgeted and itemized in the capital object codes (900 series). Capital Projects Fund: A fund established to account for the proceeds of bond issues and other 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. 1066 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Glossary Environmental Assessment: An analysis of the internal and external trends and issues that will have a major impact on the department and its customers over the next two to five years. Issue statements summarize the trends, 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. 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). Forecast: The Forecast scenario is an estimate of actual revenues, expenditures and performance through the end of the current fiscal year, which may be different from the Revised budget (plan). The Forecast scenario includes actual revenues, expenditures, and performance for the current fiscal year to date, plus a projection for the remainder of the Fiscal Year. Full Time Equivalent (FTE): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally balanced budget. Fund Balance/Equity: An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. Furlough: Mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund: A fund accounting for all financial resources of the County, except those required to be accounted for in other funds, that serves as the County’s primary operating fund. General Obligation (GO) Bond: General Obligation Bonds 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. 1067 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Glossary Internal Service Fund (ISF): A proprietary fund that may be used to report any activity that provides goods or services to other departments on a cost-reimbursement basis. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department’s customers over the subsequent two to five years. Issue statements include what that impact will be to the customers. They are the products of the environmental assessment phase in strategic planning. Key Result Measure: Key Result Measures for each Program comprise at least one Result Measure from each of the Activities within the Program so that a set of result measures is created that relates to the results portion of the Program Purpose Statement. Major 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 1068 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Glossary 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. 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. Revised: The Revised budget (plan) is the Adopted budget (plan) for a Fiscal Year plus any approved adjustments. Adjustments that include changes to appropriated budgets must be approved by the Board of Supervisors. Services: A service is the deliverable or product that the customer receives from a department. Services are described as nouns, not verbs, thus defining services in terms of what the customer actually receives rather than in terms of what the department does. They should also be countable. Special Revenue Fund: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is legally restricted to specific-purpose expenditures. Strategic Goal: A strategic goal translates resources into significant results to be achieved over the next two to five years, providing the basis for evaluating the department as a whole. Strategic Business Plan: A strategic business plan sets forth the purpose, strategic goals, operational organization, and performance expectations for a department. The strategic plan provides information to department staff, corporate decision makers, the Maricopa County Board of Supervisors, and the public about how the department is organized to deliver results to its customers and what results the department is accountable for achieving. The plan provides the opportunity for all department staff to see how they contribute at all levels in the organization. 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. 1069 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 1070 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2009-10 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 budget 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. 1071 Maricopa County Annual Business Strategies FY 2009-10 Adopted Budget 1070